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1、CHAPTER 1Explain why efficiency and effectiveness are important to management. Efficiency效率效率 Getting the most output for the least inputs low resource waste Effectiveness效果效果 Attaining organizational goals high goal attainment Describe the four functions of managementPlanning计划计划 Defining goals, es
2、tablishing strategies to achieve goals, developing plans to integrate and coordinate activities. 确定目标，制定目标，制定战略，以及开发分计划以协调活 动 Organizing组织组织 Arranging work to accomplish organizational goals. 决定需要做什么，怎么做，由谁去 做 Leading领导领导 Working with and through people to accomplish goals. 指导和激励所有参与者以及解决 冲突 Control
3、ling控制控制 Monitoring, comparing, and correcting the work. 对活动进行监控以确保其按计划完成Explain Mintzbergs managerial roles.Management Roles ApproachInterpersonal roles人际关系人际关系 (Figurehead挂名首脑, leader领导者, liaison联络者) involve people and other duties that are ceremonial and symbolic in natureInformational roles信息传递信
4、息传递 (Monitor监听者, disseminator传播者, spokesperson发言 人) involve receiving, collecting, and disseminating information Decisional roles决策制定决策制定 (企业家 entrepreneur，Disturbance handler混沌驾御者, resource allocator资源分配者, negotiator谈判者) revolving around making choices Describe Katzs three essential managerial skil
5、ls and how the importance of these skills changes depending on managerial level. 罗伯特.卡茨发现管理者需要三种基本的技能或素质，即技术技能技术技能、人际技能人际技能和 概念技能概念技能 Skills ApproachTechnical skills技术技能技术技能 (lower-level managers *) Knowledge and proficiency in a specific field技术技能是指熟悉和精 通某种特定专业领域的知识 Human skills人际技能人际技能 (middle man
6、agers *) The ability to work well with other peopleConceptual skills概念技能概念技能 (top managers*) The ability to think and conceptualize about abstract and complex situations concerning the organization概念技能概念技能是管理者对复杂情况进行抽象 和概念化的技能Explain why customer service and innovation are important to the managers
7、job.The Increasing Importance of Customers Customers: the reason that organizations exist Managing customer relationships is the responsibility of all managers and employees. Consistent high quality customer service is essential for survival. Innovation Doing things differently, exploring new territ
8、ory, and taking risks Managers should encourage employees to be aware of and act on opportunities for innovation.CHAPTER 2Describe the important contributions made by Fredrick W. Taylor and Frank and Lillian Gilbreth.Fredrick Winslow TaylorThe “father” of scientific management Published Principles o
9、f Scientific Management (1911)Frank and Lillian Gilbreth Focused on increasing worker productivity through the reduction of wasted motion Developed the microchronometer to time worker motions and optimize performanceDiscuss Fayols 14 management principles.1.Division of work. 工作分工 2.Authority. 职权 3.D
10、iscipline. 纪律 4.Unity of command. 统一指挥 5.Unity of direction. 统一方向 6.Subordination of individual interest to the interests of the organization. 个人利益 服从整体利益7.Remuneration. 报酬 8.Centralization. 集中 9.Scalar chain. 等级链 10. Order. 秩序 11. Equity. 公平 12. Stability of tenure of personnel. 人员的稳定 13. Initiativ
11、e. 首创精神 14. Esprit de corps 团结精神Describe Max Webers contribution to the general administrative theory of managementDeveloped a theory of authority based on an ideal type of organization (bureaucracy)Describe the contributions of the early advocates of OB.The study of the actions of people at work; p
12、eople are the most important asset of an organizationRobert Owen罗伯特欧文罗伯特欧文 Hugo Munsterberg雨果芒斯特伯格雨果芒斯特伯格 Mary Parker Follett玛丽福莱特玛丽福莱特 Chester Barnard切斯特巴纳德切斯特巴纳德Explain the contributions of the Hawthorne Studies to the field of management.霍桑实验和梅奥提出的“社会人”、 “士气”、 “非正式组织”的概念，开创了管理学中 的一个新的领域，即强调人际关系整合
13、对生产效率的影响。 霍桑研究结论：霍桑研究结论： 人是社会人 影响工作效率的因素：工人的积极性，家庭和社会及组织中的人际关系 金钱不是唯一的决定的因素，感情有重大影响 基层管理要重视人际关系，和工人多交流 非正式团体，左右员工的行为，对员工的影响； 作用：引起重视人的因素，人们开始从积极的寻求提高工作满意和士气的途径。Research conclusion Social norms, group standards and attitudes more strongly influence individual output and work behavior than do monetary
14、 incentivesCHAPTER 3Describe the seven dimensions of organizational culture.Attention to detail Innovation and Risk Taking Outcome Orientation Stability People Orientation Aggressiven66s Team Orientation（方向，定位）（方向，定位） Discuss the impact of a strong culture on organizations and managers Strong cultur
15、es-Cultures in which the key values are deeply held and widely shared. 较强文化的企业员工比起较弱文化的员工，对于他们的组织更加负责，拥有较强文化的组较强文化的企业员工比起较弱文化的员工，对于他们的组织更加负责，拥有较强文化的组 织也使用他们的招聘努力和社会实践来建立员工的责任感。织也使用他们的招聘努力和社会实践来建立员工的责任感。强文化组织中的雇员比弱文化强文化组织中的雇员比弱文化 组织中的雇员对组织的承诺更多一些，越来越多的证据表明强文化与组织绩效是紧密关联组织中的雇员对组织的承诺更多一些，越来越多的证据表明强文化与组织
16、绩效是紧密关联 的的在这样一个环境里，员工知道自己应该做什么和组织对自己的期望，所以他们能很快的在这样一个环境里，员工知道自己应该做什么和组织对自己的期望，所以他们能很快的 处理问题并阻止潜在业绩的下降。而这种较强的文化可能限制员工使用新的方法，尤其是处理问题并阻止潜在业绩的下降。而这种较强的文化可能限制员工使用新的方法，尤其是 在快速变化的时代；在快速变化的时代；当组织文化变得更强大时，它将对管理者的行为产生更大的影响。一当组织文化变得更强大时，它将对管理者的行为产生更大的影响。一 个组织的文化，尤其是强文化，会制约一个管理者涉及所有管理职能的决策选择。个组织的文化，尤其是强文化，会制约一个管理者涉及所有管理职能的决策选择。CHAPTER 6Describe the eight st
