Management (管理学) PRIMANOnlineLectureCh05

课程思政《管理学（全英）》课程教学大纲一、课程基本信息课程代码：18220743课程名称：《管理学（全英）》英文名称：《Management》课程类别：学科基础课学时：48学分：3适用对象:2019财务管理1班（2+2中外合作人才培养实验班）考核方式：考试先修课程：西方经济学等二、课程简介Management is a basic course for management majors,which is set for junior students of management majors.This course serves as an introduction to the discipline of management.It is designed to integrate the accepted theories in the area with real world applications to provide students with the basic knowledge and skills needed for managing others.This course begins with a discussion of the current issues in management and then proceeds to cover the traditional functions of management:planning,organizing,leading, and controlling.Lecture and class assignments given in the course are intended to help students understand the needs of modern public and private organizations,including emerging national and international trends.三、课程性质与教学目的The course“management(all English)”aims to give a comprehensive and preliminary introduction to management and arouse students'thinking on current management issues. This course is a basic course for the related major of management,which provides the foundation for the study of subsequent subjects.This course will systematically expound the four basic aspects of management:planning,organization,leadership and control,andwill try to apply the theory into case analysis under the guidance of teachers.At the end of the course,students should be able to analyze problems in the management field from a more professional perspective and master common technical terms in the field.Due to the basic course of management,the study of this course also lays a foundation for the subsequent study of related courses,such as strategic management,human resource management,e-commerce,organizational behavior,etc.This course uses English textbooks and the classroom language is English.Therefore,it has a higher requirement for the teaching object.Students should generally have a high level of English,and have strong oral English ability.Through the study of this course,four teaching objectives can be achieved:1.The construction of management knowledge system:to enable students to master thebasic concepts and connotations of management,various management theories, knowledge construction and curriculum system construction.2.The improvement of various skills:to enable students to think and analyze themanagement phenomenon in today's business environment with all kinds of knowledge, and break through traditional knowledge to achieve thinking innovation.3.The improvement of English listening,speaking,reading and writing ability:as thiscourse is an all-English teaching form,it will have requirements on students'English skills in all aspects.4.The strengthening of ideological and political education:to enable students tocomprehensively and objectively understand contemporary China and look at the outside world,be good at distinguishing right from wrong,and form a stand,viewpoint and method for observing and understanding contemporary world and contemporary China.四、教学内容及要求Chapter1The introduction of management：history，concepts and framework Chapter main Contents:1.Tell who managers are？2.What three characteristics do all organizations share?3.What’s the definition of management?4.Make comparison between managers and non-managerial employees.5.Three ways to look at what managers do.6.Explain why it’s important to study management.7.Describe the factors that are reshaping and redefining management.8.Scientific Management,General Administrative Theory,Behavioral Approach,Systems Approach.Chapter Objectives:Emphasis：1.Understand three Common Characteristics of Organizations.2.what’s the difference between Managers and non-managerial Employees?Difficulties:what does a manager do?Elements of ideological and political education:patriotismChapter Assignments：Please list at least three kinds of job titles in modern company and attribute these titles to four management levels.Chapter2The management environment analyses and applicationChapter main Contents:1.Explain what the external environment is and why it’s important?2.Discuss how the external environment affects managers?3.Define what organizational culture is?4.Describing the dimensions of organizational culture.5.How organizational culture affects managers?Chapter Objectives:Emphasis：what does external environment include?And how these factors affect the management?Difficulties:know the organizational culture?And how to evaluate an organization’s culture?Elements of ideological and political education:an international visionChapter Assignments：Please select one industry you are interested in and make the analyses about it’s external environment?Chapter3Integrative managerial issuesChapter main Contents:1.How to understand the concept of“globalization”and its reflection.2.What’s the influence of globalization on organizations?3.How organizations go global?And what are the different types of globalorganizations?4.What managers need to know about the management in global business?5.Discuss how society’s expectations are influencing managers and organizations.6.Discuss the factors that lead to ethical and unethical behavior in organizations.7.Describe how the workforce is changing and its impact on the way organizations aremanaged.Chapter Objectives:Emphasis：1.The meaning of globalization and it’s effect on management2.the diversity of workforceDifficulties:understanding the effect of firm globalization on company management.Elements of ideological and political education:an holistic viewChapter Assignments：Please conclude the effects of globalization effects on company management.Chapter4Foundation of decision makingChapter main Contents:1.Describe the decision-making process and some points about every step.2.What common errors are committed in the decision-making process?(12commondecision errors)3.Explain the three approaches managers can use to make decisions.4.Describe the types of decisions and decision-making conditions managers face.5.Discuss group decision-making,knowing the advantage and disadvantage of groupdecision making.6.When are groups most effective?7.Discuss contemporary issues in managerial decision making(national culture，creativity and design thinking，big data)Chapter Objectives:Emphasis：The three levels of analysis in the OB model.Difficulties:The need for a contingency approach to the study of OB.Elements of ideological and political education:socialism with Chinese characteristicsChapter Assignments：Think over whether you have made some errors in decision making?What’s it?Chapter5Foundation of planningChapter main Contents:1.Discuss the nature and purposes of planning?2.Since changing is ever-stopping,is the formal planning necessary?3.Explain what strategic includes and what managers do in the strategic managementprocess?4.What strategies do mangers use?pare approaches to goal setting and planning.6.How do managers set goals and develop plans?7.What contemporary issues in planning do managers face?Chapter Objectives:Emphasis：1.The company strategy system2.The content of MBO3.The steps and methods of goal-settingDifficulties:1.The essence of MBO2.The company strategy systemElements of ideological and political education:confidence in our path,in our theoriesChapter Assignments：If“The don’t change thing is change itself”is the real fact，what’s the meaning of planning？Chapter6Organizational structure and designChapter main Contents:1.What are the six key elements in organizational design?(specialization,departmentalization,authority,span of control,centralization,formalization)2.Identify the contingency factors that favor either the mechanistic model or theorganic model of organizational design.pare traditional and contemporary organizational designs.4.Discuss the design challenges faced by today’s organizations.(keep employeesconnected,global difference,building a learning organization,flexible workarrangement and so on)Chapter Objectives:Emphasis：The six key elements in organizational design.Difficulties:The design challenges faced by today’s organizations.Elements of ideological and political education:confidence in our systemChapter Assignments：Do you think the traditional hierarchical structure still have life today? Chapter7Managing human resourcesChapter main Contents:1.Describe the key components of the human resource management process andthe important influences on that process.2.What’s employment planning?And what’s the two steps of it?3.How do organizations recruit employees?And how to handle layoffs?4.How do managers select competent employees?5.What is employees are provided with needed skills and knowledge?6.Describe strategies for retaining competent,high-performing employees.7.Discuss contemporary issues in managing human resources.Chapter Objectives:Emphasis：1.The process of human resource management;2.How to compensate the employees;3.How to retain competent,high-performing employees.Difficulties:Grasping the process of HRM and how to match the job requirements and employee?Elements of ideological and political education:China’s national conditionChapter Assignments：How to retain the90s and00s employees?Chapter8Managing change and innovationChapter main Contents:1.Define organizational change and the categories of organizational change.2.what forces lead to organizations make change?pare the change process.(CALM WATERS VS.WHITE-WATERMETAPHOR)4.what forces resist the organization change?5.Explain how to manage resistance to change?6.What managers need to know about employee stress?7.Discuss techniques for stimulating innovation.Emphasis：1.What’s organizational change are companies confronted with?2.What can the companies do to eliminate the employees’stress?3.How to create innovation?Difficulties:What can companies do to make the organization more creative?Elements of ideological and political education:a sense of prideChapter Assignments：1.What method do you know about prompting one more creative?2.Do you have some method to decrease the stress?Chapter9Group and managing work teamsChapter main Contents:1.What’s the definition of group and what are the stages of group development?2.Describe the five major concepts of group behavior.(roles,norms andconformity,status systems,group size,group cohesiveness)3.How groups are turned into effective teams?From context,composition,workdesign and process perspectives.4.What contemporary issues do managers face in managing teams?(managingglobal team,)Chapter Objectives:Emphasis：1.how to build an effective work team?2.what issues does a manager must confronted with in new environments?Difficulties:How to build an effective work team?Elements of ideological and political education:organization confidenceChapter Assignments：Do you want to work in team or work individually?Why?Chapter10Motivating and rewardingChapter main Contents:1.Define and explain motivation and what’s three elements of motivation?pare four early theories of motivation(Maslow’s Hierarchy of NeedsTheory,X-Y Theory,Two-Factor Theory,McClelland’s Three-needs Theory)3.What’s goal-setting theory?4.How does job design influence motivation?5.What’s equity theory?6.What current issues do managers face in motivating employees?Chapter Objectives:Emphasis：Compare and integrate the classical and modern motivation theoryDifficulties:How to apply these motivation theories to realities?Elements of ideological and political education:responsibilityChapter Assignments：What factors can motivate you working harder?Chapter11Leadership and trustChapter main Contents:1.Who is leader and what is leadership?2.What traits do leaders have according trait theory?3.What behaviors do leaders exhibit?4.Describe the four major contingency leadership theories.5.Describe modern views of leadership and the issues facing today’s leaders.6.Why trust is the essence of leadership?Chapter Objectives:Emphasis：How to understand the contingency leadership theory?Difficulties:How to understand the essence role of trust in leadership?Elements of ideological and political education:integrity and honestyChapter Assignments：Imaging you are a leader,what do you want to do to build the trust relationship with employees?Chapter12Managing communication and informationChapter main Contents:1.Describe what managers need to know about communicating effectively.2.Explain how technology affects managerial communication.3.Discuss contemporary issues in communication.Chapter Objectives:Emphasis：1.What’s the process of communication?paring written communications and verbal communication.3.Which factors will lead to the ineffectiveness in communication?4.How to enhance the communication effect?5.Understanding the effects of some technology on managing communication.6.What communication issues do managers face today?Difficulties:How to tackle the resistance when communication?Elements of ideological and political education:development and innovationChapter Assignments：Please recall the last low-efficient communication case in your daily life and analyze the reason.Chapter13Foundation of controlChapter main Contents:1.What is control and why control is important?2.Describe the three steps in the control process.(get measuring,compare actualperformance to planned goals,take actions)3.When does control take place?4.Discuss the types of controls organizations and managers use.5.What contemporary control issues do managers confront?Chapter Objectives:Emphasis：Grasp three kinds of control.Difficulties:When does control take place?Elements of ideological and political education:ideal and faithChapter Assignments：Which method do you think is most effective when controlling?why?五、各教学环节学时分配Presentation and debate033 Chapter9Group and managing work teams33 Chapter10Motivating and rewarding(I)33 Chapter10Motivating and rewarding(II)213 Chapter11Leadership and trust33 Chapter12Managing communication and213 informationChapter13Foundation of control33 Review and answering033六、推荐教材和教学参考资源1、《21世纪的管理挑战》，彼得.德鲁克著2、《创新者的窘境》&《创新者的解答》，克莱顿•克里斯坦森著3、《竞争战略》迈克尔.波特著4、《影响力》罗伯特.西奥迪尼著5、《定位》艾·里斯，杰克·特劳特著6、《商战》杰克•特劳特/阿尔•里斯著7、《联盟：互联网时代的人才变革》里德·霍夫曼著8、《重新定义管理》布赖恩·罗伯逊著七、其他说明大纲修订人：田野修订日期：2020/12/10大纲审定人：赵明审定日期：2020/12/16。

《管理学》（全英）课程教学大纲一、课程基本信息课程代码：16004703课程名称：管理学（全英）英文名称：Management课程类别：专业必修课学时：48学分：3适用对象: 金融实验班本科生考核方式：考试先修课程：微观经济学，金融学二、课程简介中文简介：管理学是经济、金融类专业的专业基础课程和核心课程，是一门系统的研究管理过程的普遍规律、基本原理和一般方法的科学。

本课程详细讲解了计划、组织、领导与控制等管理职能的客观规律和实施方法。

三、课程性质与教学目的本课程的任务是使学生能够系统的掌握管理学的知识体系，能综合运用管理学的基本理论和方法，并分析和解决管理中的实际问题，为后续专业课程的学习奠定管理学基础。

本课程介绍了管理学的四大职能，包括计划、组织、领导和控制。

在计划篇中，组织学生进行案例分析讨论，了解我国一些知名的成功企业是如何运筹帷幄的制定各项竞争战略，在国际上获得市场领先地位，树立学生的民族自豪感。

同事通过各种决策方法以及战略管理的讲解，不仅帮助学生理解如何在实践中更好的管理企业，也帮助学生学习如何给自己的学生生涯做计划，如何为未来的职业生涯做准备。

让学生学会从身边的小事开始养成做计划的好习惯，不浪费在校的宝贵时光。

在领导篇，通过介绍和讲解管理者如何激励员工，帮助学生学习与人交往的方法，提升交际能力，完善世界观和价值观。

在控制篇，通过案例的讨论，让学生掌握对比现实和计划的偏差来修正路线的方法，更好的掌控自己的人生。

通过本课程的学习，不仅学习到管理企业的能力，也学习到管理自己人生的方法。

This course’s target is to enable students to master the management’s knowledge system, to apply basic theories and methods, to analyze and solve practical problems in management and lay a good management foundation for follow-up study of major disciplines.This course introduces four management functions including planning, organizing, leading and controlling. In terms of planning, we ask students to do case study based on how do successful company make their strategics plan and gain the leading position in the world. This will enhance student’s sense of national pride. Meanwhile, by learning of decision making methods and strategic management, students will not only understand how to manage a company in practical life, but alsolearn how to make a plan for themselves in college and how to prepare themselves for their future career. We help students to start making plans from their daily life and not waster the treasure time in school. In terms of leading, by learning how to motivate employees, students learn how to communicate with other people. We help students to enhance their social skills and improve their world view and value view. In terms of controlling, by doing case study, students learn how to compare the reality to the plan and make adjustments in time to control their own life. By learning this course, students not only learning how to manage a company , but also learn how to manage their life.四、教学内容及要求Chapter 1Management and OrganizationsOverall Objective: the goal here is to know1. Understand why managers are important to organizations2. Understand who managers are and where they work3. Understand the functions, roles, and skills of managersContents:1. Why are Managers Important?2. Who Are Managers2.1 Classifying Managers2.2 Where Do Managers Work?3. What Do Managers Do?3.1 Effectiveness and Efficiency3.2 Management Functions3.3 Management Roles3.4 Skills Managers NeedPractice and Thinking:Do the homework on the textbook and review the “terms to know”.The homework for this chapter is to find your most appreciate Chinese manager and explain why you choose him or her. This homework conduct students to focus on Chinese companies and discover excellent Chinese managers. By learning the characteristic of these creative and brave managers, students want to be successful in the future more.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 2 History of managementOverall Objective: the goal here is to know1. Understand some early management examples2. Understand the various theories in the classical approach3. Understand the development and uses of the behavioral approach4. Understand the quantitative approach5. Understand the various theories in the contemporary approachContents:1. Classical approach1.1 Scientific management1.2 General administrative theory2. Behavioral approach3. Quantitative approach4. Contemporary approach4.1 System theory4.2 Contingency approach5. Case studyPractice and Thinking:Do the homework on the textbook and review the “terms to know”.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 3 Understand management context:constrains and challengesOverall Objective: the goal here is to know1. Understand the actions of managers according to the omnipotent and symbolic views2. Understand the constraints and challenges facing managers in today’s external environment3. Understand the characteristics and importance of organizational culture4. Understand current issues in organizational cultureContents:1. The Manager: Omnipotent or Symbolic?2. The External Environment: Constraints and Challenges2.1 The economic environment2.2 How the external environment affects managers2.3 Assessing environmental uncertainty3. What Is Organizational Culture?3.1 Benefits of a Strong Culture3.2 Where Does Culture Come From?3.3 How Do Employees Learn Culture?3.4 How Does Culture Affect Managers?Practice and Thinking:Do the homework on the textbook and review the “terms to know”.This chapter we discuss organizational culture and we use cases lika Alibaba, Huawei and Haier to show what kinds of obstacles a company might run into and how does the organizational curlture help the companies pass those difficult times. Though these case studies, students learn how to face and deal with dilemmas in their life with a positive and objective attitude.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 7Managers as decision makersOverall Objective: the goal here is to know1. Understand the eight steps in the decision-making process2. Understand the four ways managers make decisions3. Understand decisions and decision-making conditions4. Understand different decision-making styles and discuss how biases affect decision making5. Understand effective decision-making techniquesContents:1. The Decision Making Process1.1 Identifying a Problem1.2 Identifying Decision Criteria1.3 Allocating Weights to the Criteria1.4 Developing Alternatives1.5 Analyzing Alternatives1.6 Selecting an Alternative1.7 Implementing the Alternative1.8 Evaluating Decision Effectiveness1.9 Scene simulation---- Survive in desert2. Different types of decision making2.1 Rational Decision-Making2.2 Bounded Rational Decision-Making2.3 Intuitive Decision-Making3. Types of decisions3.1 Programmed Decision3.2 Non-programmed Decision4. Decision-Making Situations4.1 Certainty4.2 Risk4.3 Decisions Under Uncertainty5 Decision-Making Styles6 Decision-Making Biases and ErrorsPractice and Thinking:Do the homework on the textbook and review the “terms to know”.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 8 Foundations of PlanningOverall Objective: the goal here is to know1. Understand the nature and purpose of planning2. Understand the types of goals organizations might have and the plans they use3. Understand approaches to goal-setting and planning4. Understand contemporary issues in planningContents:1. What Is Planning?1.1 Why Do Managers Plan?1.2 Planning and Performance1.3 Elements of Planning2. Types of Goals3. Types of Plans3.1 Breath3.2 Time Frame3.3 Specificity3.4 Frequency of Use4. Goal-setting4.1 Traditional Goal Setting4.2 Management By Objectives4.3 Steps in Goal Setting5. Contingency Factors in Planning5.1 Manager’s level in the organization5.2 Degree of environmental uncertainty5.3 Length of future commitments6. Approaches to Planning7. Case StudyPractice and Thinking:Do the homework on the textbook and review the “terms to know”.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 9 Strategic ManagementOverall Objective: the goal here is to know1. Understand strategic management and explain why it’s important2. Understand what managers do during the six steps of the strategic management process3. Understand the three types of corporate strategies4. Understand competitive advantage and the competitive strategies organizations use to get it5. Understand current strategic management issuesContents:1. What Is Strategic Management?2. Strategic Management Process2.1 Identifying the organization’s current mission, goals, and strategies2.2 Doing an external analysis2.3 Doing an internal analysis2.4 Formulating strategies2.5 Implementing strategies2.6 Evaluating results3. Corporate Strategies3.1 Growth strategy3.2 Stability strategy3.3 Renewal strategy3.4 BCG Matrix4. Competitive strategies4.1 Competitive advantage4.2 Five Forces ModelPractice and Thinking:Do the homework on the textbook and review the “terms to know”.This chapter we discuss case of Huawei. In 2019’s China-United States trade war, face the trade ban of chips, Huawei’s Haisi start to show itself and their domestically developed chips become useful. This shows that Huawei has taken precautions many yeas ago and has made a strategic plan to cope with the chip shortage in the future. By learning and discussing this case, we enhance students’ senses of national pride and ambitions to make contribution to the country.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 10 Basic Organizational DesignOverall Objective: the goal here is to know1. Understand six key elements in organizational design2. Understand mechanistic and organic structures3. Understand the contingency factors that favor either the mechanistic model or the organic model of organizational design4. Understand traditional organizational designsContents:1. Designing Organizational Structure2. Organizational Design2.1 Work specialization2.2 Case study2.3 Departmentalization2.4 Chain of command2.5 Case study2.6 Span of control2.7 Case study2.8 Centralization and decentralization2.9 Case study2.10 Formalization3. Mechanistic Vs Organic Organization3.1 Mechanistic Organization3.2 Organic Organization4. Contingency Factors5. Some Organizational Designs5.1 Divisional structure5.2 Matrix Structure5.3 Project StructurePractice and Thinking:Do the homework on the textbook and review the “terms to know”.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 16 Motivating EmployeesOverall Objective: the goal here is to know1. Understand motivation2. Understand early theories of motivation3. Understand contemporary theories of motivation4. Understand current issues in motivationContents:1. What is Motivation？1.1 Definition1.2 Case Study1.3 Motivation Process2. Early Theories of Motivation2.1 Maslow’s Hierarchy of Needs2.2 McGregor’s Theories X and Y2.3 Herzberg’s Two-Factor Theory2.4 McClelland’s Three Needs Theory3. Contemporary Theories of Motivation3.1 Reinforcement Theory3.2 Equity Theory3.3 Expectancy TheoryPractice and Thinking:Do the homework on the textbook and review the “terms to know”.This chapter we discuss Haidilao. Haidilao pays a lot of attentions on employee motivation. Besides regular material motivation, Haidilao gives great responsibilities to employees, so that the employees can act their potential creativeness and leading ability. And that’s one of the reason why Haidilao’s employee work with great passion and provide nice service to the customers. By discussing this case, students can understand that further cooperation and success is based on mutual respect of each other.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 18 Introduction to ControllingOverall Objective: the goal here is to know1. Understand the nature and importance of control2. Understand the three steps in the control process3. Understand how organizational performance is measured4. Understand tools used to measure organizational performance5. Understand contemporary issues in controlContents:1. What Is Control？1.1 Why Is Control Important？2. What Do Managers Control？2.1 Performance control2.2 Financial control2.3 Operating control2.4 Information control2.5 Performance control3. Types of Control3.1 Feed forward control3.2 Concurrent control3.3 Feedback control3.4 Case Study 13.5 Case Study 24. The Control Process4.1. Case studyPractice and Thinking:Do the homework on the textbook and review the “terms to know”. Teaching Methods:Classroom lecture, multimedia teaching and case study五、各教学环节学时分配六、课程考核Grading Policy: Your grade for the course will be calculated as follows: Regular Homework and Class Participation 40%Final Exam 60%七、推荐教材和教学参考资源《Management》12th edition By Steven P. Robinson & Mary Coulter。

Management L e a r n i n g O b j e c t i v e sI n t h i s u n i t , y o u w i l l l e a r n t o u n d e r s t a n d t h e b a c k g r o u n d i n f o r m a t i o n o f m a n a g e m e n t ; t o g r a s p t h e b a s i c m a n a g e m e n t c o n c e p t s ;t o g r a s p t h e v o c a b u l a r y r e l a t e d t o m a n a g e m e n t ;t o m a s t e r t h e s k i l l s o f l i t e r a l a n d l i b e r a l t r a n s l a t i o n ;t o p r a c t i c e w r i t i n g a b o u t c r i t e r i a o f s e n t e n c e s .U n i t1What does the map describe and what information can you get from it?1. Have you ever thought about opening a small business of your own?2. What kinds of small businesses would you like to open?3. Suppose you own a small business, what will you do if you need to hire talents rapidly?Section B ReadingsSection ALead-inManaging Fast Growth in Small BusinessesDonna FuscaldoThe dream of every small business is to grow and grow fast. If the growth happens over a short period of time, managing the growth can be a challenge. Whether it is hiring at a rapid pace or finding office space, a key to success during a time of explosive growth is flexibility.“One of the first lessons we realized very quickly is not to be afraid to shift the business model,” says Brian Curry, vice president at YouSendIt, headquartered in the Campbell, California. The company sends large digital documents for companies. It started out with 15 employees and today it has 185 and is growing.YouSendIt began by offering its service for free and relied on advertising to make money. Instead of forging ahead with the planned strategy, it listened to customers who did not want advertisements associated with the documents they were sending and switched to a subscription model, turning the entire business plan on its head1. “We had faith that our customers would need a high level of service and upgrade to the premium offer,” says Curry.According to Curry, one of the key factors for its success has been its focus on doing one thing well and becoming the leader in that market, which in YouSendIt’s case is the FedEx for digital documents. YouSendIt focused hard on achieving that and today it works with 193 companies and supports 30 million unique users. Curry says managing the fast growth would not be possible if it did not invest in its growth instead of worrying about the bottom line2. “We had to create a service that stands up to all the rigors of millions of files being sent,” says Curry. “Profit is important but it’s not going to do any good if we’re the most efficient No. 5 in our category.”For many small businesses that are not a household name, hiring talent at a rapid pace can be tough, especially when it could mean the difference between success and failure3.For , the San Jose, California Internet company that lets people search retailers for in stock items and was acquired by Ebay last year, a big challenge early on was hiring key employees. “People are the raw ingredient in technology and building a great product,” says Jack Abraham, founder and Chief Executive of . “We spent a lot of time focusing on hiring, especially in a competitive environment.”Instead of settling for leftovers, , which went from zero users to a million monthly users in the space of a year, opted to cast a wide net and look outside the local area for talent. The company hired a lot of people from the east coast who wanted to work with a Silicon Valley start-up. Milo also created an environment that built loyalty and offered a trial period so that the job candidates and Milo. com could test each other out.For small businesses on a tight budget, using freelancers is another hiring tactic. Envato, the Australian based marketplace for digital goods used freelancers early on and still does today. “When you are growing fast you often end up short staffed,” says Collis Ta’eed, the founder and Chief Executive of Envato. “Since start-ups aren’t sure early on what positions will be short term and whichwill be permanent, using freelancers gives a business more flexibility, which is important during times of growth.”4 he says.Once Envato was ready to hire permanent positions, Ta’eed says the company resisted the temptation to get the process over with quickly knowing the importance of hiring the right employees. “When your hiring everything slows down but once you get over the hump it’s much better and worth it,” he says.When small companies get big, they often expand the number of managers, creating a level of bureaucracy5 that if it goes unchecked could slow down innovation and thus growth. Sure it’s necessary to hire more people to handle more customers, but doing it without creating road blocks to decision making is key. “We created a culture where we try to push decision making down,” says Zack Urlocker, Chief Operating Officer at Zendesk, the San Francisco-based online helpdesk company that grew from 20 employees to 85 in a year. “That’s often a challenge for small companies where early on everybody knows everything that’s going on. We want to have engineers making great decisions and sales people making great decisions.” (734 words)explosive /ɪk'spləusɪv/adj.increasing suddenly or q uickly in amount or number爆炸性的；易爆炸的shift /ʃɪft/v.if someone’s opinions, beliefs etc shift, they change转移或转换某事物；（使某事物/某人/自己）改变位置或方向digital /'dɪdʒɪtl/ing a system in which information is recorded or sent outelectronically in the form of numbers, usually ones and z eros数字的subscription /səb'skrɪpʃən/n.an amount of money you pay, usually once a year, to receivecopies of a newspaper or maga z ine, or receive a service, or theact of paying money for this订阅；订阅费upgrade /ʌp'greɪd/v.to improve something and make it more modern, especially inorder to provide a better service提高某人/某事物的级别或等级premium /'priːmiəm/adj.n.of very high q uality高品质的an ancount of money that you pay once or regularly for an insurance policy保险费invest /ɪn'vest/v.to buy shares, property, or goods because you hope that thevalue will increase and you can make a profit投资；为某任务付出（时间﹑精力等）（尤指涉及承诺或自我牺牲的）rigor /'rɪgə/n.specially BrE the problems and difficulties of a situation（气候、条件等的）严酷；艰苦category /'kætɪgəri/n.class or group of things in a complete system of grouping 种类；类别leftover /'leftəuvə/n.something from an earlier time that still remains, even though itis not really useful or important any more 残余物；剩余物freelancer /friːlancer/n.Someone who does freelance work自由职业者permanent /'pəːmənənt/adj.continuing to exist for a long time or for all the time in the future长期的；永久的；永恒的resist /rɪ'zɪst/v.to stop yourself from having something that you like very muchor doing something that you want to do 经得住；对抗hump /hʌmp/n.the most difficult part of something 最艰难的阶段或最困难的部分bureaucracy /bjuə'rɔkrəsi/n. a complicated official system which is annoying or confusingbecause it has a lot of rules, processes etc 官僚制度；官僚体制headquarter in to place in or establish as headquarters in some places 总部位于forge ahead to make progress, especially quickly（工作、事业等）向前发展trial period a period of time during which someone or something is tested试用期Notes1. Instead of forging ahead with the planned strategy, it listened to customers who did not want advertisements associated with the documents they were sending and switched to a subscription model, turning the entire business plan on its head. YouSendIt公司听取其客户的要求，改变了整个商业计划，不在客户寄送的文件中附上相关广告，转向订阅模式经营，而不是根据之前拟定的战略发展。

•ManagerSomeone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.Efficiency: ding the things rightEffectiveness: doing the right thingsWhat do managers do:Planning: defining goals, establishing strategyOrganizing: determining what needs to be done, how it will be done, and who is to do it Leading: directing and motivating all involved parties and resolving conflictsControlling: monitoring activities to ensure that they are accomplished as plannedClassifying managers:•First-line ManagersAre at the lowest level of management and manage the work of non-managerial employees.•Middle ManagersManage the work of first-line managers.•Top ManagersAre responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.•Management Roles ApproachInterpersonal rolesFigurehead, leader, liaisonInformational rolesMonitor, disseminator, spokespersonDecisional rolesDisturbance handler, resource allocator, negotiator•Skills ApproachTechnical skillsKnowledge and proficiency in a specific fieldHuman skillsThe ability to work well with other peopleConceptual skillsThe ability to think and conceptualize about abstract and complex situations concerning the organization▪Chapter 3 Organizational Culture and the Environment: The ConstraintsThe Manager: Omnipotent or Symbolic?▪Omnipotent全能的View of ManagementThe view that managers are directly responsible for an organization’s success or failure.▪Symbolic View of ManagementThe view that managers have only a limited effect on substantive organizational outcomes because of the large number of factors outside their control.Reality suggests a synthesis▪Organizational CultureA system of shared meanings and common beliefs held by organizational membersthat determines, in a large degree, how they act towards each other.Values, symbols, rituals, myths, and practicesStrong versus weak cultureStrong culture: orgs in which the key values are intensely held and widely shared. Socialization: the process that adapts employees to the organization’s culuture.How employees learn cultureStories, ritual 仪式典礼material symbols, language,▪Sources of Organizational CultureThe organization’s founderVision and mission （IBM）Past practices of the organizationThe way things have been doneThe behavior of top management▪Continuation of the Organizational CultureRecruitment of like-minded employees who “fit”Socialization of new employees to help them adapt to the cultureDefining the External Environment▪External EnvironmentThe forces and institutions outside the organization that potentially can affect the organization’s performance.▪Components of the External EnvironmentSpecific environment:external forces that have a direct and immediate impact on the organization.General environment:broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the organization.The general environment is the broad external conditions that may affect the organization.Stakeholder Relationships▪StakeholdersAny constituencies in the organizatio n’s external environment that are affected by the organization’s decisions and actions▪Why Manage Stakeholder Relationships?It can lead to improved organizational performance.It’s the “right” thing to do given the interdependence of the organization and its external stakeholders.Chapter 4 Managing in a Global Environment▪Hofstede’s framework for assessing cultures（p.90）Power distance: a measure of the extent to which a society accepts the unequal distribution of power in institutions and orgs. 权力距离Individualism versus collectivism 个人主义集体主义Individualism: the degree to which people in a country prefer to act as individuals.Collectivism: a social framework in which people expect others in their groups to lookafter them and to protect them.Quantity of life versus quality of lifeQuantity of life: the degree to which values such as assertiveness, the acquisition ofmoney and material goods, and competition prevail.Quality of life: a national culture attribute that emphasizes relationships and concern for others.Uncertainty avoidance 不确定性规避The degree to which people tolerate risk and prefer structured over unstructured situations.Long-term versus short-term orientationA national culture attribute that emphasizes the future, thrift, and persisitence.Chapter 5 Social responsibility and managerial ethicsWhat Is Social Responsibility?●Two Opposing Views of Social Responsibility●Classical view - management’s only social responsibility is to maximize profits●Milton Friedman - managers’ primary responsibility is to serve the in terestsof the stockholders (owners of the corporation).▪doing “social good” adds to the cost of doing business▪costs have to be passed on to consumers●The Socioeconomic View(社会经济学)●Management’s social responsibility goes beyond making profits to include protectingand improving society’s welfare.From Obligation to Responsiveness to Responsibility●Social Obligation (legality based)●The obligation of a business to meet its economic and legal responsibilities andnothing more.●Social Responsiveness (self willingness based)●The capacity of a firm to adapt to changing societal conditions through the practicaldecisions of its managers in responding to important social needs.●Social Responsibility (service scope based)A firm’s obligations as a moral agent extends beyond its legal and economic obligations, to the pursuit of long-termManagerial Ethics●Ethics Defined●The rules and principles that define right and wrong conduct. (a system of values andbeliefs)——ethics●Business ethics relate to how a business organization conducts its affairs●Both personal and business ethics vary among people, situations and cultures●Managerial ethics are standards of behavior that guide managers in their workFour Views of Ethics●The utilitarian view：ethical decisions are made on the basis of their outcomes orconsequences●The rights view：Concerned with respecting and protecting individual liberties andprivacy.●The theory of justice view：Organizational rules are enforced fairly and impartiallyand follow all legal rules and regulations.●The integrative social contracts theory：decisions should be based on empirical 完全根据经验的and normative 标准化的factorsFactors That Affect Ethical and Unethical Behavior——stage of moral developmentChapter 6 decision making: the essence of the manager’s jobMaking Decisions: Rationality, Bounded Rationality, and institution.Rational decision making: describes the choices that are consistent and value-maximizing within specified constraints.Assumptions of rationality 理性假设Bounded rationality 有限合理性Satisficing: acceptance of solutions that are “good enough”Escalation of commitment: an increased commitment to a previous decision despite evidencethat It may have been wrong.Role of institution 直觉的作用Problems and Decisions•Structured Problems——Programmed DecisionStraightforward, familiar, and easily defined problems.A repetitive decision that can be handled by a routine approach. (policy, procedure, rule)•Unstructured Problems——Nonprogrammed DecisionsProblems that are new or unusual and for which information is ambiguous orin complete.A unique decision that requires a custuom-made solution.IntegrationCHAPTER 7 FOUNDATIONS OF PLANNING◆Types of planning— Informal:•not written down, short-term focus; specific to an organizational unit. （都在脑子里）— Formal:●written, specific, and long-term focus, involves shared goals for the organization.We mean formal planning in this book.◆Strategic Plans策略规划——plans that apply to eh entire organization, establish theorganization’s overall goals, and seek to position the organization in terms of its environment.◆Operational Plans 操作规划——plans that specify the details of how the overall goals are to be achieved.Long-Term Plans——plans with a time frame beyond three year.Short-Term Plans——plans covering one year of less.Specific Plans 特殊性计划——plans that are clearly defined and that leave no room for interpretation.Directional Plans 方向性计划——plans that are flexible and that set out general guidelines. Single-use plan—— a one-time plan specifically designed to meet the needs of a unique situation.Standing plans——ongoing plans that provide guidance for activities performed repeatedly. Approaches to Establishing Goals◆Traditional Goal Setting目标设定理论◆Management By Objectives (MBO)MBO的要素:目标明确Goal specificity目标必須是可以测量和评估的具体目标◆參与式决策participative decision making管理者和员工共同设定目标，決定如何达成目标。

CHAPTER 1 -MANAGING IN TURBULENT TIMESONLINE LECTUREMelvin Wilson, a mid-level marketing manager for Mississippi Power suddenly found himself responsible for coordinating the feeding, housing, and health care of 11,000 repair workers from around the country in the aftermath of Hurricane Katrina. The utility company’s corporate headquarters and disaster response center were both destroyed by the hurricane, and early recovery work had to be done without access to computers, phones, or basic sanitary facilities. Amazingly, Mississippi Power restored power in just 12 days. The tale of how they did it is one of the great crisis management stories of modern times, and a lesson for managers in how much can be accomplished quickly when it’s managed right.I.MANAGER’S CHALLENGEIn today’s turbulent world, managing in times of crisis and confusion is becoming a critical skill for managers in all kinds of organizations. The frequency and intensity of crises have increased over the past couple of decades, with a sharp increase in the rate of intentional acts such as product tampering, workplace violence, and terrorism.The shift toward new ways of working, enabled by technology, p uts additional demands on today’s managers. Making a difference as a manager today and tomorrow requires integrating solid, tried-and-true management skills with innovative approaches that emphasize the human touch, enhance flexibility, and engage employe es’ hearts and minds as well as their bodies.II.THE DEFINITION OF MANAGEMENTManagement is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources. There are two important ideas in this definition:The attainment of organizational goals in an efficient and effective manner; andThe four functions of planning, organizing, leading, and controlling.Some theorists also list staffing, communicating, or decision-making as functions of management, but this text covers these functions as subsets of the four primary functions listed above.III.THE FOUR MANAGEMENT FUNCTIONSA.Planning1.Planning is the management function concerned with defining goals for future organizationalperformance and deciding on the tasks and resources needed to attain them. It defineswhere the organization wants to be in the future and how to get there.anizinganizing is the management function concerned with assigning tasks, grouping tasks intodepartments, and allocating resources to departments. Organizing follows planning andreflects how the organization tries to accomplish the plan.C.Leading1.Leading is the management function that involves the use of influence to motivate employeesto achieve the organization’s goals. It involves motivating entire departments and divisionsas well as those individuals working immediately with the manager.D.Controlling1.Controlling is the management function concerned with monitoring emplo yees’ activities,keeping the organization on track toward its goals, and making corrections as needed.Trends toward employment and trust of employees have led many companies to place lessemphasis on top-down control and more emphasis on training employees to monitor andcorrect themselves.ANIZATIONAL PERFORMANCEAn organization is a social entity that is goal directed and deliberately structured. Social entity means two or more people. Goal directed means the organization is designed to achieve some outcome or goal such as make a profit. Deliberately structured means tasks are divided and responsibility for their performance is assigned to organization members.The manager’s responsibility is to coordinate resources in an effective and efficien t manner to accomplish the organization’s anizational effectiveness is the degree to which the organization achieves a stated goal, or succeeds in accomplishing what it tries to do. Organizational efficiency refers to the amount of resources used to achieve an organizational goal. It is based on the how much raw materials, money, and people are necessary for producing a given volume of output.The ultimate responsibility of managers is to achieve high performance, which is the organization’s a bility to attain its goals by using resources in an efficient and effective manner.V.MANAGEMENT SKILLSA.Conceptual Skills1.Conceptual skill is the cognitive ability to see the organization as a whole and therelationships among its parts. It involves the manager’s thinking, information processing, andplanning abilities, and means the ability to think strategically—to take the broad, long-termview.2.Conceptual skill is especially important for top managers.B.Human Skills1.Human skill is the manager’s ab ility to work with and through other people and to workeffectively as a group member. It is demonstrated in the way a manager motivates,facilitates, coordinates, leads, communicates, and resolves conflicts. As globalization,workforce diversity, uncertainty, and societal turbulence increase, human skills become evenmore crucial.2.Human skill is important for managers at all levels, and particularly those who work withemployees directly on a daily basis.C.Technical Skills1.Technical skill is the understanding of and proficiency in the performance of specific tasks.This includes mastery of the methods, techniques, and equipment involved in specificfunctions such as engineering, manufacturing, or finance. Technical skill also includesspecialized knowledge, analytical ability, and competent use of tools and techniques to solveproblems in that specific discipline.2.Technical skill is most important at lower organizational levels and become less important thanhuman and conceptual skills as managers are promoted.D.When Skills Fail1.During turbulent times, managers must use all their skills and competencies to benefit theorganization and its stakeholders.2.Many companies falter because managers fail to listen to customers, misinterpret signals fromthe market, or can’t build a cohesive team and execute a strategic plan.3.Perhaps t he biggest blunder is the managers’ failure to co mprehend and adapt to the rapidpace of change in the world around them. A related problem is top managers who create aclimate of fear so that people are afraid to tell the truth; bad news gets hidden and marketsignals are missed.4.Other management missteps include poor communication and failure to listen, treating peopleas instruments, suppressing dissent, and the inability to build a management teamcharacterized by mutual trust and respect.VI.MANAGEMENT TYPESA.Vertical Differences1.Top managers are at the top of the organizational hierarchy and are responsible for the entireorganization, with titles such as president, chairperson, executive director, CEO, and executive vice president. They are concerned with long-range planning. Responsibilities of top managers include:a.setting organizational goals;b.defining strategies for achieving them;c.monitoring and interpreting the external environment;d.making decisions that affect the entire organization;municating a shared vision for the organization;f.shaping corporate culture; andg.nurturing an entrepreneurial spirit.2.Middle managers work at the middle levels of the organization and are responsible forbusiness units and major departments, with titles such as department head, division head, manager of quality control, and director of the research lab. They are concerned with near-future planning. Responsibilities of middle managers center on implementing strategies and policies defined by top managers.a.Research shows that middle managers play a critical role in facilitating change andenabling organizations to respond in rapid shifts in the environment.b.Successful middle managers are constructively critical of the status quo, have a significantpersonal power, are versatile, and rate high in emotional intelligence.3.Project managers are responsible for temporary work projects that involve the participation ofpeople from various functions and levels of the organization, and perhaps from outside the company as well.4.First-line managers are at the first or second management level and are directly responsiblefor the production of goods and services, with titles such as supervisor, line manager, section chief, and office manager. Their focus in on accomplishing day-to-day objectives.Responsibilities of first-line managers include:a.applying rules and procedures to achieve efficient production;b.providing technical assistance; andc.motivating subordinates.B.Horizontal Differences1.Horizontal differences in management jobs occur across the organization in the differentfunctional areas such as advertising, sales, finance, human resources, manufacturing, andaccounting.2.Functional managers are responsible for departments that perform a single functional taskand have employees with similar training and skills.a.Line managers are responsible for employees who make or provide a product or service.b.Staff managers are in charge of departments such as finance and personnel that supportline departments.3.General managers are responsible for several departments that perform different functions. VII.WHAT IS IT LIKE TO BE A MANAGER?A.Making the Leap: Becoming a New Manager1.Becoming a manager involves a profound transformation in the way people think ofthemselves, called personal identity, that includes letting go of deeply held attitudes andlearning new ways of thinking. Specific aspects of this transformation include changing one’sidentity:a.from a specialist who performs specific tasks to a generalist who coordinates diversetasks;b.from doing things oneself to getting things done through others;c.from an individual actor to a network builder; andd.from working relatively independently to working in a highly interdependent manner.B.Manager Activities1.Most new managers are unprepared for the variety of activities managers routinely perform.a.Managerial activity is characterized by variety, fragmentation, and brevity. The averagetime spent on any one activity is less than nine minutes, and managers must be able toshift gears quickly. Managers perform a great deal of work at an unrelenting pace,requiring great energy.C.Manager Roles1. A role is a set of expectations for a manager’s behavior. Managers’ activities can beorganized into ten roles. The ten roles are divided into three categories: informational,interpersonal, and decisional.rmational roles include the functions used to maintain and develop an information network.a.The monitor role involves seeking current information from many sources.b.The disseminator role is the opposite of the monitor role. In the disseminator role, themanager transmits information to others, both inside and outside the organization.c.The spokesperson role pertains to making official statements to people outside theorganization about company policies, actions, or plans.3.Interpersonal roles refer to relationships with others and are related to human skills.a.The figurehead role involves the handling of ceremonial and symbolic functions for theorganization.b.The leader role is the relationship with subordinates including motivation, communication,and influence.c.The liaison role is the development of information sources both inside and outside theorganizations.4.Decisional roles come into play when managers must make choices. These roles oftenrequire both conceptual and human skills.a.The entrepreneur role involves the initiation of change. Managers seek ways to solveproblems or improve operations.b.The disturbance handler role involves resolving conflict among subordinates, betweenmanagers, or between departments.c.The resource allocator role pertains to allocating resources in order to attain desiredoutcomes.d.The negotiator role involves formal negotiations and bargaining to attain outcomes for themanager’s unit of responsibility.VIII.MANAGING IN SMALL BUSINESSES AND NONPROFIT ORGANIZATIONSSmall companies have difficulty developing the managerial dexterity needed to survive in a turbulent environment.Small business managers tend to emphasize different roles from those emphasized by managers in large corporations. They see their most important role as that of spokesperson in promoting their business to the outside world. The entrepreneur role is also critical.Nonprofit organizations represent a major application of management talent. The functions of planning, organizing, leading, and controlling apply just as in other organizations. Managers in nonprofit organizations direct their efforts toward generating some kind of social impact.Financial resources for nonprofit organizations typically come from government appropriations, grants, and donations rather than from the sale of products or services to customers.The spokesperson role is heavily emphasized in nonprofit organizations to “sells” the organization, similarly to small businesses, except that in nonprofit organizations the goal is to increase awareness of the organization’s mission, increase the scope of its impact, and ge nerate additional resources rather than to increase the consumer base.IX.MANAGEMENT AND THE NEW WORKPLACEThe old workplace was characterized by routine, specialized tasks, and standardized control procedures. The organization was coordinated through the vertical hierarchy, with decision-making authority residing almost exclusively in upper-level managers.Rapid environmental shifts are causing fundamental transformations that have a dramatic impact on the manager’s job, creating a new workplace organized around information and ideas rather than machines and physical assets.Low-cost computing power means that ideas, documents, movies, and data can be spread around the world at the speed of light. Work is free-flowing and flexible. The shift is most obvious in e-commerce and high-tech communications, which must respond to changing markets and competition at a moment’s notice. Knowledge is widely shared. The workplace is organized around networks rather than rigid hierarchies, and work is often virtual, with managers supervising people who never “come to work” in the traditional sense.The valued worker is one who learns quickly, shares knowledge, and is comfortable with risk, change, and ambiguity.A.Forces on Organizations1.The most striking change now affecting organizations and management is technology. TheInternet is transforming the way business is done.a.Many organizations use digital networking technologies to tie together employees andcompany partners in far-flung operations.b.The Internet and other new technologies are also tied closely to globalization.c.Global interconnections bring many opportunities but also threats, new risks, and increasedcomplexity and competitiveness (e.g. outsourcing to low-cost providers).2.Diversity of the workforce has become a fact of life for all organizations.B.The Innovative Response1.In the face of these rapid transformations, organizations are learning to value change,innovation, and speed over stability and efficiency.a.Increasing consumer access to information requires companies to provide increasinglybetter products and services to remain competitive.b.Intense competition from globalization spurs companies to keep pace with newtechnologies and management practices.C.New Management Competencies1.Managers must rethink their approach to organizing, directing, and motivating employees.a.Today’s best managers give up their command-and-control mindset to focus on coachingand providing guidance, creating organizations that are fast, flexible, innovative, andrelationship oriented.2.Leadership is dispersed throughout the organization, and managers empower others to gainthe benefit of their ideas and creativity3.Success in the new workplace depends on the strength and quality of collaborativerelationships, and managers realize the importance of staying connected to employees and customers.4.Team-building skills are crucial for today’s managers.5.An important management challenge is to build a learning organization by creating anorganizational climate that values experimentation and risk-taking, applies current technology, tolerates mistakes and failure, and rewards nontraditional thinking and knowledge sharing.D.Turbulent Times: Managing Crises And Unexpected Events1.Dealing with the unexpected has always been part of the manager’s job, but our world hasbecome so fast, interconnected, and complex that unexpected events happen more frequently and often with greater and more painful consequences. Some of the most recent thinking on crisis management suggests the importance of five leadership skills.a.Stay calm. A leader’s emotions are contagious, so leaders have to be calm, focused, andoptimistic about the future.b.Be visible. When the situation seems ambiguous and frightening, people need to feel thatsomeone is in control.c.Put people before business. The companies that weather a crisis best are those in whichthe managers make people and human feelings their top priority.d.Tell the truth. Managers should get as much information from as many sources as theycan, do their best to determine the facts, and then be open and straightforward about whatis happening.e.Know when to get back to business. Managers should first deal with the physical andemotional needs of people, but then they need to get back to business as soon as possible.。

管理学要点P5管理定义：管理是指组织为了达到个人无法实现的目标，通过各项职能活动，合理分配、协调相关资源的过程。

对定义的进一步解释：（1）管理的载体是组织。

（2）管理的本质是合理分配和协调各种资源的过程，而不是其他。

（3）管理的对象是相关资源，既包括人力资源在内的一切可以调用的资源。

（4）管理的职能活动包括信息、决策、计划、组织、领导、控制和创新。

（5）管理的目的是为了实现既定的目标。

P6管理者的角色：1.人际角色2.信息角色3.决策角色（亨利名茨伯格提出）P8管理者技能：1.技术技能2.人际技能3.概念技能（罗伯特卡茨提出）P13 泰罗：“科学管理之父”，1911年，他的著作《科学管理原理》标识管理作为一门科学诞生。

泰罗的科学管理理论主要包括以下几方面：（1）工作定额：要制定出有科学依据的工人的“合理的日工作量”，就必须进行时间和动作研究。

（2）标准化：要使工人掌握标准化的操作方法，使用标准化的工具、机器和材料，并使作业环境标准化，这就是所谓的标准化原理。

（3）能力与工作相适应：为了提高工作生产率，必须为工作挑选第一流的人工。

（4）差别计件工资制：所谓“差别计件工资制”是指计件工资率随完成定额的程度而上下浮动。

（5）计划职能与执行职能相分离：泰罗认为应该用科学的工作方法取代经验工作方法。

P15法约尔的贡献：1916，著作《工业管理与一般管理》；他的理论贡献主要体现在他对管理职能的划分和管理原则的归纳上。

（1）六种基本活动1技术活动，指生产、制造和加工2商业活动，指采购、销售和交换3财务活动，指资金的筹措、运用和控制4安全活动，指设备的维护和人员的保护5会计活动，指货物的盘点、成本统计和核算6管理活动，指计划、组织、指挥协调和控制。

（2）管理的14条原则：1分工2权力与责任3纪律4统一指挥5统一领导6个人利益服从集体利益7报酬合理8集权与分权9等级链与跳板10秩序11公平12人员稳定13首创精神14集体精神P17韦伯的贡献：提出了“理想的行政组织体系”理论，其特点是：（1）存在明确的分工。