咨询法--把握变革

战略管理研究参考文献（总目录）项保华2003-5-31重要说明：本目录经过多届博士生的共同努力，于2003年5月整理完成，主要提供本人指导的战略管理研究方向的博士生学习参考之用。

可以认为，只要通读了本目录的大部分文献，必将能够对战略管理领域的当前及经典理论、方法有比较系统的把握。

若能在此基础上潜心感悟，加强与同行的交流探索，定可具备解决具体战略理论与实践问题的创新思路与实用技能，从而顺利完成博士学位论文的选题与撰写。

作为战略管理研究方向博士生培养的业务目标定位为，通过对战略理论与实践的系统学习，达到胜任国内重点高等院校战略领域的教学、研究、咨询工作之要求。

所以，对于硕士生以及非战略管理研究方向的博士生而言，不作全面通读本目录文献之要求，各位可以根据自己的兴趣，从本目录中选取部分文献阅读，以作为参与战略课程学习之补充。

学习建议：以具体老师为师的范围终有限，而以文献为师则可延请古今中外名家赐教，广泛借鉴吸收多方面的见解。

多读、多思、多写，书山无路勤为径，以学为乐恒则成！谨以此与各位共勉！1、中文部分为人经世♦孔子, 论语（网上下载）♦老子, 道德经（网上下载）♦孙子, 孙子兵法（网上下载）♦马基雅维里（1469-1527）, 君主论, 中国社会出版社, 1999♦葛拉西安（1601-1658）, 智慧书——永恒的处世经典（网上下载）♦何兆武, 西方哲学精神, 清华大学出版社, 2002♦墨顿·亨特, 心理学的故事, 海南人民出版社, 1999♦维克托·E.弗兰克尔, 人生的真谛, 中国对外翻译出版公司, 1994♦ E. 迈尔, 生物学思想发展的历史, 四川教育人民出版社, 1990（网上下载）♦威尔逊, 新的综合：社会生物学（李昆峰编译）, 四川人民出版社, 1985（网上下载）战略总论♦项保华, 战略管理——艺术与实务（第3版）, 华夏出版社, 2003♦明茨伯格等, 战略历程：纵览战略管理学派, 机械工业出版社, 2002♦拜瑞·J·内勒巴夫；亚当·M·布兰登勃格, 合作竞争（Co-Opetition）, 安徽人民出版社, 2000♦迈克尔·波特, 竞争战略（原著1980年出版）, 华夏出版社, 2003♦迈克尔·波特, 竞争优势（原著1985年出版）, 华夏出版社, 2003♦迈克尔·波特, 国家竞争优势（原著1990年出版）, 华夏出版社, 2002♦迈克尔·波特等, 未来的战略, 四川人民出版社, 2000♦格里·约翰逊；凯万·斯科尔斯, 公司战略教程, 华夏出版社, 1998♦小乔治·斯托尔克等, 企业成长战略, 中国人民大学出版社、哈佛商学院出版社, 1999专题探讨♦保罗·索尔曼、托马斯·弗利德曼, 企业竞争战略, 中国友谊出版公司, 1985♦罗伯特·艾克斯罗德, 对策中的制胜之道：合作的进化, 上海人民出版社, 1996♦约瑟夫·巴达拉克, 界定时刻——两难境地的选择, 经济日报出版社、哈佛商学院出版社, 1998♦芝加哥大学商学院、欧洲管理学院、密歇根大学商学院、牛津大学赛德商学院, 把握战略：MBA战略精要, 北京大学出版社, 2003♦哈默尔、普拉哈拉德, 竞争大未来, 昆仑出版社, 1998♦尼尔·瑞克曼, 合作竞争大未来, 经济管理出版社, 1998♦卡尔·W.斯特恩、小乔治·斯托克, 公司战略透视, 上海远东出版社, 1999♦乔尔·布利克、戴维·厄恩斯特, 协作型竞争, 中国大百科全书出版社, 1998♦彼德·F.德鲁克等, 公司绩效测评, 中国人民大学出版社、哈佛商学院出版社, 1999♦尼古莱·J·福斯；克里斯第安·克努森, 企业万能：面向企业能力理论, 东北财经大学出版社, 199 8♦约翰·斯塔基、戴维·怀特, 纵向合并何时可行、何时不可行？“载程嘉树、欧高敦主编：《麦肯锡高层管理论丛》（Ⅲ）, 经济科学出版社, 1997♦安德鲁·坎贝尔、凯瑟琳·萨默斯·卢斯编, 核心能力战略：以核心竞争力为基础的战略, 东北财经大学出版社, 1999♦Keith J. Leslie; Max P. Michaels, 现实期权的真正力量, 载欧高敦主编，麦肯锡高层管理论丛（V i），经济科学出版社, 1998管理基础♦埃迪·奥本, 现代企业诊断, 机械工业出版社, 2000♦井植薰, 我和三洋——成功源于探索, 上海译文出版社, 1992♦查尔斯·汉迪, 超越确定性——组织变革的观念, 华夏出版社, 2000♦伊查克·爱迪思（I. Adizes）, 把握变革（Mastering Change）, 华夏出版社, 1998♦迈克乐·格伯, 企业家迷信——多数小企业不成功的原因及对策, 新华出版社, 1996♦詹姆斯·巴拉斯科、拉尔夫·斯戴尔, 水牛的腾飞：走向经营成功之路, 清华大学出版社, 1999♦斯蒂文·阿布里奇, 服务·服务·服务——企业成长的秘密武器（戴骏等译）, 吉林人民出版社, 1998♦舒尔兹、田纳本、劳特朋（Don E. Schultz; Stanley Tannenbaum, Robert F. Lauterborn）, 整合营销传播（Integrated Marketing Communications）, 内蒙古人民出版社, 1998♦史蒂文森, 以预见创造未来：企业生存之道, 中国人民大学出版社, 2000♦阿里·德赫斯, 长寿公司：商业“竞争风暴”中的生存方式, 经济日报出版社、哈佛商学院出版社, 1998♦高德拉特；科克斯（Eliyahu M. Goldratt; Jeff Cox）, 目标：简单而有效的常识管理（The Goal:A Process Of Ongoing Improvement, 2th Ed., 1992）, 上海三联书店, 19992、英文部分Part I 战略总论Introduction To StrategyA Focus On Organizational Performance♦Smith K.G., Guthrie, J. & Chen, M. (1989). Strategy, Size And Performance. Organization St udies, Vol.10 (1).♦Bettis, R. (1983). 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人力资源e-HR基本概念科技的进展改变了人力资源治理工作的型态，以在线的招募甄选为例，已进展出企业后备人才库（人才银行）、在线性格测验、在线面谈等功能，而在网络培训方面（web-based learning），职员不但能够直截了当在在线报名，更能够随时随地经由网络来上课，另外，利用网络来处理请假、审批等例行性事宜，以节约人力及时刻，更是现在人力资源进展的趋势。

因此，全面整合的信息化、网络人力资源治理（e-HR），利用信息系统的技术建设内部网络，透过网络来做人力资源治理，其中包含了薪资、褔利、培训、任用等所有人力资源治理的功能。

1、e-HR的定义与内容ｅ-HR并不是单纯把人事数据放在企业内部网页上，或者把公司人事表格电子化而已，它要做的是把整个HR功能网络化，而且和谐职员及各级治理阶层更有效的执行他们自己的业务，让他们了解自己与公司的关系，这确实是所谓的「电子化人力资源治理」，也确实是讲，ｅ-HR把原先掌管的数据、作业流程及服务做最有效率的治理，让数据治理一一上轨道，职员若有需要，便能够专门快地「调」出他们要的资料。

另外，ｅ-HR也必须服务对企业整体形象中意度有绝对阻碍的内部及外部客户，和他们建立一套良好的关系，也确实是讲，ｅ-HR不只提供外部客户服务，他们同时也要设计一个最好的工作环境与福利，让内部职员能在工作场所安安稳稳地工作，不致造成无谓的流淌。

如此一来，HR人员就能够拨出更多时刻、人力及资源，做更多「有附加价值」的业务，例如知识治理（Knowledge management）、晋升规划、继任规划、组织风险治理（Risk management）、职员生涯规划（Career planning）、组织改造及组织塑身等等。

简单来讲，e-HR能够讲明如下：1.e-HR是ERP(Enterprise Resource Planning)的一个子系统(HR系统)。

2.e-HR是运用信息系统执行人力资源治理工作，将人力资源治理工作运算机化、网络化，提升人力资源治理绩效。

现代咨询方法与实务考点整理笔记现代咨询方法与实务考点整理笔记咨询是对人与组织进行分析、诊断，并提供解决方案的过程。

随着社会的发展和企业的不断壮大，咨询行业也日益繁荣。

现代咨询方法不仅涵盖了传统的咨询技术，还涉及到大量新兴的咨询领域，包括智能化、人工智能、云计算等技术。

本篇文章将围绕现代咨询方法和一些实务考点进行讨论。

一、常见咨询方法1、SWOT分析法SWOT分析是评估企业或组织的重要工具。

该方法通过对企业或组织的内部、外部环境的分析，帮助确定企业或组织的战略和决策。

SWOT分析法依据分析结果提供针对性的建议和措施。

2、头脑风暴法头脑风暴法又称思维导图法，是快速提供创意解决方案的方法。

该方法允许所有人以无限制的方式尽情发挥他们的想象力和创造力。

通过将所有想法整理在一起来辅助解决问题或开发创新方案。

3、体验式学习法体验式学习法是现代咨询方法之一，也称实践式学习法。

该方法促进学员把所学知识转移到实际操作中，从而获得更深刻的体验。

体验式学习法通常使用情景模拟、案例分析、团队活动等方式，以便学员通过参与来建立概念。

二、实务考点1、咨询师的职业道德要求咨询师必须要恪守职业道德，为客户在合法、公正、独立的前提下提供咨询服务。

咨询师应当遵守公平竞争规则，保护客户的商业机密和其他敏感信息，避免利益冲突，并确保与客户之间的交往始终基于诚信和责任。

2、客户需求的分析和识别咨询师必须了解客户的需求和目标，因为这是为客户提供优质咨询服务的关键。

为了有效评估客户的需求，咨询师应该与客户进行沟通并确定其需求，理解客户的业务模式、市场竞争情况、管理结构等等，因此，咨询师应对行业和市场趋势进行细致分析。

3、团队合作的能力咨询公司通常将人员分配到团队中进行某些项目，而咨询师的团队合作能力是咨询公司的一项关键指标。

因此，咨询师必须具备出色的沟通能力、具备合作精神和分工和协作咨询任务，建立良好的合作关系，也能够灵活应对变化。

此外，团队合作需要对人才造就有所考虑。