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1、CHAPTER 1 Manager（管理者） Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals First-line Managers（基层管理者） Are at the lowest level of management and manage the work of non-managerial employees. Middle Managers（中
2、层管理者） Manage the work of first-line managers. Top Managers（高层管理者） Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. What Is Management?（什（什么是管理）么是管理） Coordinating working activities （协调） Managerial Concerns Efficiency（效率） “Do
3、ing things right” Getting the most output for the least inputs Effectiveness（效果） “Doing the right things” Attaining organizational goals Functional Approach（管理职能） Planning （计划） Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. Organizi
4、ng （组织） Arranging work to accomplish organizational goals. Leading （领导） Working with and through people to accomplish goals. Controlling （控制） Monitoring, comparing, and correcting the work. Management Roles Approach （管理角色） Interpersonal roles（人际） Figurehead, leader, liaison Informational roles （信息）
5、Monitor, disseminator, spokesperson Decisional roles （决策） Entrepreneur, Disturbance handler, resource allocator, negotiator Skills Approach（管理技能） Technical skills （技术技能） Knowledge and proficiency in a specific field Human skills （人际技能） The ability to work well with other people Conceptual skills （概念
6、技能） The ability to think and conceptualize about abstract and complex situations concerning the organization An Organization Defined A deliberate arrangement of people to accomplish some specific purpose Common Characteristics of Organizations Have a distinct purpose (goal) Composed of people Have a
7、 deliberate structure CHAPTER 2 Scientific Management Taylors Four Principles of Management 1. Develop a science for each element of an individuals work, which will replace the old rule-of-thumb method. 科学方法科学方法 2. Scientifically select and then train, teach, and develop the worker. 科学培训科学培训 3. Hear
8、tily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed. 忠心合作忠心合作 4. Divide work and responsibility almost equally between management and workers. 职责平等职责平等 5. Frank and Lillian Gilbreth 吉尔布雷斯夫妇 1. Focused on incre
9、asing worker productivity through the reduction of wasted motion 2. Developed the microchronometer to time worker motions and optimize performance 6. Henri Fayol 亨利.法约尔 1. Believed that the practice of management was distinct from other organizational functions 2. Developed fourteen principles of ma
10、nagement that applied to all organizational situations Division of work. Authority. Discipline. Unity of command. Unity of direction. Subordination of individual interest to the interests of the organization. Remuneration. Centralization. Scalar chain. Order. Equity. Stability of tenure of personnel
11、. Initiative. Esprit de corps. 7. Max Weber 马克斯.韦伯 1. Developed a theory of authority based on an ideal type of organization (bureaucracy Organizational Behavior (OB) The study of the actions of people at work; people are the most important asset of an organization The Hawthorne Studies （霍桑实验（霍桑实验 A
12、 series of productivity experiments conducted at Western Electric from 1927 to 1932. Experimental findings Productivity unexpectedly increased under imposed adverse working conditions. The effect of incentive plans was less than expected. Research conclusion Social norms, group standards and attitud
13、es more strongly influence individual output and work behavior than do monetary incentives CHAPER 3 The Manager: Omnipotent or Symbolic? Omnipotent View of Management （管理万能论） 管理者应该管理者应该直接对组织的成败负责直接对组织的成败负责 不同组织间效能或效率的差异，是由于管理者的决策与行动差异所致不同组织间效能或效率的差异，是由于管理者的决策与行动差异所致 组织的绩效好坏难以归咎是管理者的直接影响，但管理者仍要为组织绩效负
14、起大部分责任组织的绩效好坏难以归咎是管理者的直接影响，但管理者仍要为组织绩效负起大部分责任 Symbolic View of Management （管理象征论） 组织的成败大部分是由于管理者无法掌握的外力所造成组织的成败大部分是由于管理者无法掌握的外力所造成 管理者对成果的掌握能力，会受到外部因素的影响和束缚管理者对成果的掌握能力，会受到外部因素的影响和束缚 这些因素包括经济、市场（顾客）的变化、政府政策、竞争者行为、特定这些因素包括经济、市场（顾客）的变化、政府政策、竞争者行为、特定 产业状况、专利技术的控制以及前任管理者的决策等产业状况、专利技术的控制以及前任管理者的决策等 管理者透过行
15、动，象征性地控制和影响组织的运作管理者透过行动，象征性地控制和影响组织的运作 Organizational Culture A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other. “The way we do things around here.” Values, symbols, rituals, myths, and practices Implications: Culture is a perception. Culture is shared. Culture is descriptive. The source of an organization s culture and how that culture continues 看书上看书上 How Employees Learn Culture Stories （故事） Narratives of significant events or act
