对外经贸大学管理学原理大纲最终版.最终版.docx

管理学大纲省级重点课程《管理学》教学大纲（第四版）《管理学》教学大纲一、开设系（部）工商管理系、市场营销系、会计学系、国际经济与贸易系、统计学系、计算机科学系、经济学系、国际经济贸易系、财税系、金融学系、经济信息管理系、行政管理系、外语系、计算机科学系、法学系二、教学对象xxxx大学本科生三、教学目的了解管理学的研究对象不仅是企业，而且还包括一般的社会经济组织，管理学的一般性决定了它有很大的适应性；管理职能不是孤立存在的，他们之间存在着非常密切的内在联系；管理过程的主要工作内容是决策、计划、组织、领导、激励、控制、创新；课堂教学时要让学生利用相关知识积极参与案例讨论，以提高分析问题和解决问题的实际能力。

四、教学要求《管理学》是xxxx大学经济类、管理类专业的学科基础课程。

是研究和介绍管理学一般规律的科学。

通过本课程的学习，学生应掌握现代管理的基本理论和基本方法；树立现代管理的基本观念和思维方式；了解管理过程各阶段的主要工作内容及其管理方法。

在熟练掌握上述内容的基础上，要求能利用有关理论和方法，分析具体管理问题。

五、教学课时及其分配：学时54课时。

课堂讲授与案例讨论（或录像）按2：1分配课时。

六、课程考核1，考核形式：考试；考查2，试卷结构：试题类型：名词解释、简答题、辨析题、计算题、单项选择、多项选择、论述题、案例题七、教材：教育部推荐面向21世纪教材：《管理学》周三多主编陈传明副主编高等教育出版社 2005年第二版《管理学》教学大纲第一篇总论第一章管理与管理理论本章重点：管理的定义、管理的职能本章难点：管理理论发展的脉络第一节管理的概念一、管理的定义管理是指通过决策、计划、组织、领导、激励、控制和创新等职能的发挥来分配、协调包括人力资源在内的一切可以调用的资源，以实现组织目标的活动过程。

二、管理的职能（一）决策（二）计划（三）组织（四）领导与激励（五）控制（六）创新三、管理的科学性与艺术性（一）管理的科学性管理的科学性是指管理作为一个活动过程，具有自身的客观规律。

《管理学原理》课程教学大纲适用于三年制专科社区管理与服务专业一、课程的性质、任务和要求管理学原理课程是社区管理与服务专业的一门必修专业基础课。

本课程共48学时。

考试课。

3学分。

管理学原理课程的主要任务是：使学生通过本大纲所规定的全部教学内容的学习，掌握管理学的基本理论，达到能够运用所学的管理学原理和方法去解决实际问题的能力学习本课程后，应达到下列基本要求：1.了解管理学理论的演变过程；管理学的结构和基本内容。

2.掌握人力资源管理的技巧与方法；战略管理的基本内容；组织文化与决策过程。

3.熟练掌握计划、组织、领导、激励、协调和控制的过程与功能。

二、本课程与其它课程的关系、主要参考教材先修课程：无教材名称：《管理学原理》，王春利、李大伟，首都经济贸易大学出版社（第一版）。

参考资料：《管理学》，邢以群，浙江大学出版社（第一版）。

《管理学原理》，杨文士，中国人民大学出版社（第一版）。

《管理学》，徐国华，赵平，清华大学出版社（第一版）。

三、课程内容绪论1．管理的定义2．管理的性质3．管理学的结构和内容第一章管理学的产生与发展主要内容：中国传统管理思想的形成及发展以及对管理学的贡献；西方管理思想的萌芽阶段；古典管理理论阶段：科学管理理论、组织管理理论、霍桑实验；人际关系理论阶段：X理论、Y理论、Z理论；现代管理理论阶段：管理过程学派、决策理论学派、数学学派、系统管理理论学派、经验与案例学派、权责理论学派；中国现代管理的发展趋势；国外现代管理的发展趋势。

重点：霍桑实验；决策理论学派；系统管理理论学派；经验与案例学派；管理过程学派。

难点：X理论、Y理论、Z理论。

教学要求：了解中国的传统管理思想；了解西方管理思想发展的历史背景；掌握各历史阶段的主要思想观点；掌握现代管理各学派的主要理论观点。

第二章决策主要内容：预测的概念及种类；预测的原理及一般方法；决策的概念和作用；决策的重点：决策的类型和过程；决策技术与方法。

难点：决策的类型和过程；决策技术与方法。

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目标管理主要由目标制定、目标实施和目标 成果评价三个阶段形成一个循环周期，预定目标 实现后，又要制定新的目标，进行新一轮循环。
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1、目标管理的优点 （1）通过以结果为导向的计划改进管理； （2）分清组织任务和结构，根据人们承担工作任 务的预期结果授权； （3）鼓励员工致力于各自目标和组织目标的完成； （4）建立有效的控制机制，衡量结果，并采取纠 正偏差的行动。
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中华管理学习网 资料来源：哈罗德·孔茨、海因茨·韦里克：《管理学》（第十版），1998，第75页
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•Chapter 1 Management•TRUE/FALSE QUESTIONS• 1.Whereas effectiveness is concerned with the means of getting things done, efficiency is concerned with the ends, or the attainment of organizational goals.• 2.When managers meet organizational goals, they are efficient and effective.• 3.Mintzberg’s resource allocation role is similar to Fayol’s planning function.• 4.Coaching and budgeting are skills closely related to the management function of leading.MULTIPLE-CHOICE QUESTIONS5．Organizing includes _____________.a. defining organizational goalsb. hiring organizational membersc. motivating organizational membersd. determining who does what tasks6.Which of the following is not an example of an interpersonal role according to Mintzberg? • a. figurehead• b. leader• c. liaison• d. spokesperson7.Technical skills include _______________.• a. knowledge of and efficiency in a certain specialized field• b. knowledge of and proficiency in a certain specialized field• c. knowledge of and interest in a general field of endeavor• d. skill in and proficiency in a certain specialized field8.Which one of the following phrases is best associated with managerial conceptual skills? • a. decision making• b. communicating with customers• c. using information to solve business problems• d. product knowledge9.Which of the following types of skills are described with terms such as abstract situations and visualization?• a. interpersonal• b. human• c. technical• d. conceptual10.A deliberate arrangement of people to accomplish some specific purpose is• a. a structure.• b. a process.• c. an organization.• d. an assembly operation.••Answer••1(7).(False; difficult; p. 8)•2(10).(False; difficult; p. 8)•3(17).(True; difficult; p. 11)•4(24).(False; difficult; p. 13)5(55).(d; difficult; p. 9)•6(68).(d; difficult; p.11)•7(78).(b; difficult; p. 12)•8(81).(c; moderate; 13)•9(80).(d; moderate; p. 12)•10(86).(c; difficult; p. 16)Chater 6True/False Questions1. A decision criterion defines what is relevant in a decision.2.One assumption of rationality is that we cannot know all of the alternatives.3.A policy is an explicit statement that tells a manager what he or she ought or ought not to do.4.A decision criterion defines what is relevant in a decision.5.Nonprogrammed decisions are unique and nonrecurring.MULTIPLE-CHOICE QUESTIONS6.Decision making is (simplistically) typically described as which of the following?a. deciding what is correctb. putting preferences on paperc. choosing among alternativesd. processing information to completion7.The process of selecting decision criteria is accomplished by ________________.a. massaging the data that will support a given decisionb. flipping a coin to produce a 50-50 chance of being rightc. determining what is relevant in making the decisiond. examining the difference in the opportunities available8.The final step in the decision-making process is to _______________.a. pick the criteria for the next decisionb. reevaluate the weightings of the criteria until they indicate the correct outcomec. evaluate the outcome of the decisiond. reassign the ratings on the criteria to find different outcomes9.To determine the _____________, a manager must determine what is relevant or important to resolving the problem.a. geocentric behavior neededb. number of allowable alternativesc. weighting of decision criteriad. decision criteria10.In allocating weights to the decision criteria, which of the following is helpful to remember?a. All weights must be the same.b. The total of the weights should sum to 1.0.c. Every factor criterion considered, regardless of its importance, must receive some weighting.d. Assign the most important criterion a score, and then assign weights against that standard.Chapter 8 Strategic ManagementTRUE/FALSE QUESTIONS1.The final step in the strategic management process is implementing the objectives.2.A stability strategy is developed when management decides it will remain profitable bymaintaining the status quo in a rapidly changing external environment.3.If Burger King were to buy out Mom and Pop’s Burgers, Burger King would be growing byvertical consolidation.4.The BCG matrix evaluates SBUs to identify which SBUs offer high potential and whichdrain organizational resources.5.According to Porter’s competitive strategies framework, the cost leadership strategy wouldresult in the best quality product at a justifiable cost.MULTIPLE-CHOICE QUESTIONS6.In the first step of strategic management, identifying the current strategies and goalsprovide ___________.a. a foundation for planningb. measurable performance targets for employeesc. a basis to determine if the goals need to be changedd. all of the above7. ___________ strategy determines what businesses an organization should be in.a. Business-levelb. Organizationalc. Operational-leveld. Corporate-level8.When an organization attempts to combine with other organizations in different and disassociated industries, the strategy is known as a _____________ strategy.a. unrelated diversificationb. horizontal integrationc. vertical integrationd. stability9.If United Airlines merged with Northwest Airlines, this would be an example of what kindof grand growth strategy?a.horizontal integrationb.acquisitionc. expansiond. vertical integration10. 67. Which of the four business groups in the corporate portfolio matrix has low growthand high market share?a. question marksb. dogsc.cash cowsd.stars11. Differentiation as a strategy requires a firm to ___________.a. aggressively search out efficiencies to maintain the lowest cost structureb. be unique in its product offeringc. aim at a cost advantage in a niche marketd. aim to be similar to its competition in all operations12. Cost leadership as a strategy requires a firm to ____________.a. aggressively search out efficiencies to maintain the lowest cost structureb. be unique in its product offeringc. aim at a cost advantage in a niche marketd. aim to be similar to its competition in most operations13. A focus strategy requires that a firm have ___________.a. sustained capital investment and access to capitalb. strong marketing abilitiesc. strong basic research skillsd. a reputation for quality or technological leadership14. In Michael Porter’s five forces model of competition, _______________ is determined bythe height of barriers to entry, such as economies of scale and brand loyalty.a. threat of substitutesb. threats of new entrantsc. bargaining power of buyersd. bargaining power of suppliers15. In Michael Porter’s five forces model of competition, _______________ is determined bythe degree of supplier concentration and substitute inputs.a. threat of substitutesb. threat of new entrantsc. bargaining power of buyersd. bargaining power of suppliers16. In Michael Porter’s five forces model of competition, _______________ isdetermined by the industry growth rate, increasing or falling demand, andproduct differences.a. threat of substitutesb. threats of new entrantsc. bargaining power of buyersd. existing rivalry17.Switching costs and buyer loyalty are examples of strategic forces that determine the____________.a. threat of substitutesb. threats of new entrantsc. bargaining power of buyersd. bargaining power of suppliers18.To a degree, an organization’s commitment to quality and continuous improvement candifferentiate it from competitors, but constant improvement and reliability of an organization’s products and/or services may result in a competitive advantage tha t is _________.a. weightedb. sustainablec. conservatived. uncertain19. An example of ________________ is when an organization possesses a characteristic thatsets itself apart from competitors, and this gives the firm a distinct edge.a. core competenceb. competitive powerc. legal proprietyd. competitive advantage20. Industry growth rate, increasing or falling demand, and product differences are factorsthat represent which of the following competitive forces, according to Porter?a. threat of new entrantsb. threat of substitutesc.bargaining power of buyersd.existing rivalrySCENARIO QUESTIONSFor each of the following choose the answer that most completely answers the question.21. Casey begins outlining her 5-year career goals. These should include ____________.a. the type of job she would like to haveb. how many people she would like to be managingc. the salary she would like to be makingd. all of the above22. 104. Before Colleen can purchase her competitor’s business, she finds another businessopportunity in a supplier who sells her wheels for lawnmowers. This would serve her as a(n) ____________.a. unrelated diversificationb. horizontal integrationc. vertical integrationd. related diversification23. Un Taco Pequeno (Scenario)Imagine that you are the president of Taco Rocket, a new and successful chain of 100 Mexican fast-food restaurants. The success you have experienced in the last 5 years has you thinking of what to do with the business next. Should you expand the business at the current rate? Open new and different restaurants? What?23(1) Because of the good profits and a fear of growing too fast, you decide to keep Taco Rocket in the same business and do not change the menu, hoping to retain the same market share and return-on-investment record. This would be considered a ______________ strategy.a.stabilityb.growthc. combinationd. diversification23(2) If you decided to purchase a local five-store hardware chain because it was a good investment, this would be an example of _____________.a. a lateral growth strategyb. a combination purchasec. related diversificationd. unrelated diversification23(3) If you decided to concentrate on Taco Rocket’s primary business, only increasing the menu to include new items such as enchiladas and rice bowls, this would be an example of what type of growth strategy?teral growthb.horizontal integrationc.concentrationd.related diversification23(4) You’ve decided to purchase a controlling interest in a chain of Oriental fast-food restaurants, called Honk Kong Fooey. However, you have decided to change the name of the chain to the Shanghai Grill. This move is most representative of what type of growth strategy?teral growthb.horizontal integrationc.unrelated diversificationd.related diversification23(5)Your oldest supplier, Zorro Distributors, is a family-owned firm. Recently, the firm’s president, Diego De La Vega, made the decision to retire. Tohis disappointment, none of his five children stepped forward to take hisplace at the helm of the firm. Sr. De La Vega is concerned that if he sellshis company to a larger distributor, many of his employees will lose theirjobs. You approach your old friend with a generous offer to buy Zorro andcontinue its current operations. Should your offer be accepted, TacoRocket would be undertaking ___________.teral growthb.unrelated diversificationc.forward vertical integrationd.backward vertical integration28El Taco Grande (Scenario)It is now 10 years later (see previous scenario) and, as the original owner of Taco Rocket, you have seen your business holdings grow substantially. The number of stores you own and franchise has grown by 200 percent and you own a number of companies in related and unrelated areas.28(1) You now need to decide how to best manage and utilize the large number of assets represented by the numerous companies you own. For each SBU, managers must create a __________ strategy to determine how your corporation should compete in each of its businesses.a.corporate-levelb.business-levelc.functional-leveld.tactical28(2)Another purchase you made was to acquire a local coffee-cart chain with 30 locations around the city. You don’t see it growing very much, but then, it doesn’t cost much to operate. BCG would label this venture a _____________.a. cash cowb. starc. question markd. dog28(3) You called the Boston Consulting Group (BCG), and they have provided you with some advice based on their famous corporate portfolio matrix. Your oldest holding, Taco Rocket, has not grown much in recent years, but due to low debt, generates a huge amount of cash. According to BCG, Taco Rocket would be considered a ____________.a. cash cowb. starc. question markd. dogChapter 10 Organizational Structure and DesignTRUE/FALSE QUESTIONS1.Authority is the individual’s capacity to influence decisions.2. When decisions tend to be made at lower levels in an organization, the organization is said to be decentralized.3.Matrix structure is an organizational structure that assigns specialists from different functionaldepartments to work on one or more projects led by project managers.4. Traditional organizational designs include the simple structure, the functional structure, and the divisional structure.5. An organic organization would likely be very flexible.MULTIPLE-CHOICE QUESTIONS6. Organizational design is based on decisions about ____________.a. work specialization and departmentalizationb. chain of command and span of controlc. centralization and decentralizationd. all of the above7.Today’s competitive business environment has greatly increased the importance of whattype of departmentalization?a. geographicb. customerc. productd. process8.The degree to which jobs are standardized and guided by rules and procedures is called______________.a. work specializationb. centralizationc. decentralizationd. formalization9.A _____________ design is not limited to horizontal, vertical, or external boundaryimposed by a conventional structure.a. learning organization’sb. threatened organization’sc. functionald. boundaryless organization’s10.A ______________ organization consists of a small core of full-time employees andtemporarily hires outside specialists to work on emergent opportunities.workb.virtualc.modulard.learningSCENARIO QUESTIONSFor each of the following choose the answer that most completely answers the question.Paul Abdul Oil Corporation (PAOC) began as a relatively small, oil company. However, through the years it has grown to become an international corporation.11.. The original entrepreneurial venture consisted only of Mr. Abdul and a few employees. It was an informal organization, and everyone reported to Mr. Abdul. This is best described as a ________ structure.a. simpleb. functionalc. divisionald. matrix12. A sharp rise in oil prices helped PAOC’s business expand. Abdul concluded that itwas impractical and inefficient for all decisions to continue flowing through his office.He granted his key subordinates the authority and responsibility to manage others within their areas of specialty. This organizational structure is best described as a ____________ organizational structure.a. simpleb. functionalc. divisionald. matrix13. Paul Abdul decided to purchase an oil drilling supply company, located in a newcountry. The purchase of this company was classified as a related diversification, but distance and the new product line suggested that this newly purchased organization continue to be operated as a separate company. In beginning a new phase in the history of Paul Abdul Oil Corporation, a _________ structure should be implemented to allow the company to continue to grow.a. simpleb. functionalc. divisionald. matrix14. As PAOC continues to grow, a highly trained group of managers and analysts hasdeveloped at corporate headquarters. This group is highly adaptive in its structure.Members of this group do not have standardized jobs, but are empowered to handle diverse job activities and problems. This group of employees is said to have a(n) ___________ structure.a. simpleb. divisionalc. functionald. organic15. To deal with the workload in an effective manner, PAOC’s executive managementgroup assigns specialists from the different functional departments to work on one or more work groups that are led by project managers. This popular contemporary design is called a ___________ structure.a. matrixb. divisionalc. functionald. organic16. Mr. Abdul realizes that his company is taking on a life of its own and he wants to allowpeople from all levels to work together in teams. This view grows to include employees working actively with external agencies. This organizational design does not have a predefined structure and is referred to as a (n) _________.a. learning organizationb. threatened organizationc. functional structured. boundaryless organization17. Twenty years after founding PAOC, Abdul decides he is approaching retirement. Hewants PAOC to develop the capacity to adapt itself and change because each member will take an active role in identifying and resolving work-related issues. Abdul wants the firm to become a ______________.a. learning organizationb. threatened organizationc. functional structured. boundaryless organization18. Several years after the retirement of Mr. Abdul, management at PAOC decided to selloff its oil exploration and drilling supply holdings, and instead focus on the moreprofitable distribution end of the business. In conjunction with this decision,management decided to outsource most of its noncore functions, such as accounting,payroll, and human resources. These moves are consistent with what type ofcontemporary organizational design?a. a virtual organizationb. a network organizationc. a modular organizationd. a matrix organization。