De Chapter 1
1. The context of management
Management is the process of planning, organizing, leading and controlling the use of the resources to accomplish performance goals.
2.The context of manger
A manager is a person who supports and is responsible for the work of others.
3.6M in management
Manpower（人力）
Machinery（机械设备）
Materials（物料）
Methods（方法）
Mother-nature（环境）
Measurement（测量）
4.Levels and types of the managers
Levels of managers
Top managers（高层管理者）
Middle managers（中层管理者）
Supervisors or team leaders（团队领导者）
Types of mangers
Line managers（生产线管理者）
Line managers are responsible for work activities that make a direct contribute to the organization's outputs.
Staff managers（参谋管理者）
Staff managers use special technical expertise to advice and support line workers.
Functional managers（职能管理者）
General managers（综合管理者）
Administrators（行政官）
5.Management activities and roles
Interpersonal roles（人际角色）
Figurehead（首脑）
Leader（领导者）
Liaison（联络）
Informational roles
Monitor
Disseminator
Spokesperson
Decisional roles
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
6.Functions of management
Planning sets the objectives and determines what should be done to accomplish them. Organization assigns tasks, allocates resources, and coordinates work activities.
Leading arouses enthusiasm and inspires efforts to achieve goals
Controlling measures performance and takes action to ensure desired results.
7.Managerial skills in different managerial levels
Harvard scholar Robert L Katz has classified the essential skills of managers into three categories: technical, human, and conceptual. Although all three skills are necessary for managers, he suggests that their relative importance tends to vary by level of managerial responsibility. Technical skills are very important at career entry levels.
Human skills are consistently important across all the managerial levels.
Conceptual skills gain in relative importance for top managers.
Chapter 2
1.Scientific management（科学管理）
Scientific management proposed by Federick W Taylor (father of scientific management)in 1911, emphasizes careful selection and training of workers and supervisory support.
2.Administrative management
In 1916, Henri Fayol published Administration Industrielle et Generale, which identifies the five "rules" or "duties" of management, which closely resemble the four functions of management.
(1)Foresight
(2)Organization
(3)Command
(4)Coordination
(5)Control
mon assumption shared by classical approaches
People at work act in a rational manner that is primarily driven by economic concerns. Workers are expected to rationally consider opportunities made available to them and do whatever is necessary to achieve the greatest personal and monetary gain.
4.Behavioral management approaches
The human resource or behavioral approaches shifted attention toward the human factors as a key element in organizational performance.
The historic Hawthorne studies suggested that work behavior is influenced by social and psychological forces and that work performance may be improved by better "human relations". Abraham Maslow's hierarchy of human needs introduced the concept of self- actualization and the potential for people to experience self-fulfillment in their work.(理论图见P42 Figure 3.2) Douglas McGregor urged managers to shift away from Theory X toward Theory Y thinking, which views people as independent, responsible, and capable of self-direction in their work.(理论文字见P43)
Chris Argyris pointed out that people in the workplace are adults and may react negatively when constrained by strict management practices and rigid organizational structures.
Maslow’s theory of needs（马斯洛的需要层次理论）
马斯洛的需要层次理论
5 The value chain
The value chain is a specific sequence(顺序、排序) of activities that transforms raw materials into a finished good or service.
The process of organizational value chain
(1)Resources and materials flow in
