第一篇：馬克思原著選讀讀后感

馬原著選讀讀后感

關(guān)于工資。資本主義工資不是勞動力的價值而是資本家為工人的生存付最少的賬單，維持在對工人剝削的底線。在資本家與工人的關(guān)系中，這在馬克思看來是極不合理的，孔子說過，勞心者制人，勞力者制于人。從主要方面來看，資本主義從馬克思的那個時代直到現(xiàn)在，一直對人類社會產(chǎn)生著積極的影響。資本主義的繁榮帶來了市場經(jīng)濟的活躍，對社會的積極作用大于消極作用。所以鄧小平才一直提倡市場經(jīng)濟，正是因為看透了當(dāng)今經(jīng)濟的走向，只有迎合潮流才能生存發(fā)展。從目前的情況來看，實現(xiàn)社會主義的道路還很長很長，就像一本書里說的，可能要幾十輩人的努力才有可能實現(xiàn)。其實，共產(chǎn)主義的按勞分配的方式，是人類最理想的分配方式，但記住，這僅僅是理想而已，要知道，有句話叫;理想很豐滿，現(xiàn)實很骨感。我們現(xiàn)在不應(yīng)該去探討社會主義實現(xiàn)的可能性，而應(yīng)該放眼未來，該怎么順著潮流，以最合適的方式來促進經(jīng)濟乃至整個人類社會的全面進步。不應(yīng)該呆在共產(chǎn)主義社會的虛幻美夢里，幾十年前的教訓(xùn)已經(jīng)告訴我們，目前還是無法實現(xiàn)的。而且，馬克思在他的作品里也已經(jīng)承認，社會主義的實現(xiàn)必須基于一定的社會基礎(chǔ)，我想，這個基礎(chǔ)對全人類社會各方面的要求一定很高很高，高到也許上帝也看不到了。如果真有上帝的話。

關(guān)于資本家和資本的一點個人看法。我們都知道，鄧小平的改革開放是允許一部分人先富起來的，而這富起來的一部分自然應(yīng)該是得益

于市場經(jīng)濟（我們稱之為社會主義市場經(jīng)濟）而完成了如西方早期資本主義掠奪般的資本積累。而這些積累，不但讓整個中國進入了經(jīng)濟騰飛的階段，而且加大了中國的貧富差距并在一定程度上激發(fā)了社會矛盾。沒錯，在這之前的中國人都很窮，而之后的中國人，一部分仍然很窮，但一部分有錢了。是個人都看得出來，弊遠遠大于利。這又一次驗證了走市場經(jīng)濟的道路是正確的，資本主義還是有強大的生命力的，這也是這三十幾年來，鄧小平的改革開放政策一直受到擁護的根本原因。我們都知道，要結(jié)束一件極具生命力的事物必然會激發(fā)矛盾，這在中國成立后的幾十年里也得到了很好的驗證。資本家的存在和資本的集中是具有社會必然性的。比如工人與資本家。就像一個打工仔突然發(fā)了一筆大財，他用這些錢去投資，搖身一變成了資本家。我們不能說他在倒退或者說他對勞動者殘酷剝削之類的偏激之語。再如，一個有上千萬資本的人，他很勤勞，還在給我們所說的資本家打工，可他從本質(zhì)上看還是一個工人，盡管他的錢比我們口中的某些剝削工人的資本家還多。我們要怎么說呢？一個勤勞的工人，還是有著許多資本積累的不良人類？這樣說的話，會讓馬克思社會主義有仇富之嫌。所以，資本家和資本不是什么洪水猛獸，這是社會的發(fā)展歷程中必然會出現(xiàn)的，而且無法被人為消滅的事物罷了。

由馬克思主義想到的中國的社會主義市場經(jīng)濟。其實，本質(zhì)上就是由政府代替大資本家的地位，壟斷某些行業(yè)，就如我們口中的經(jīng)濟命脈之類的。當(dāng)然，如果我們的政府是一個在任何情況下都為全國人民利益著想的機構(gòu)的話，那么，我們就不能說大資本家化身為政府殘酷

剝削人民，這樣說是要犯思想錯誤的，如“文革”般的。其實，中國的政府要是能做到高中的政治書上所說的那些我們可以稱之為：人民公仆的職責(zé)的話，社會主義市場經(jīng)濟，就是找了一個為人民服務(wù)的大資本家而已，取之于民，用之于民，我們何樂而不為呢？不過，請注意我說的前提。

這部分選讀，我只選了一小部分我有興趣的看了，不知道是翻譯的原因還是馬克思本身文筆就不好，有點晦澀難懂，但這對一個從初中到現(xiàn)在一直在受各種關(guān)于馬克思思想宣傳影響的中國青年來說，理解起來卻不難。也許，馬克思主義的擁護者，我們偉大的黨，他認為這樣無孔不入的宣傳可以鞏固共產(chǎn)黨的統(tǒng)治，使我們不受資本主義腐朽思想的影響。如果，資本主義世界是墮落的地獄的話，那么，這幾十年來，自鄧小平開始的幾代領(lǐng)導(dǎo)集體在用行動告訴我們：我不入地獄誰入地獄。

第二篇：《馬克思主義原著選讀》讀后感

《馬克思主義原著選讀》讀后感

就我個人而言，在讀《馬克思原著選讀》這本書之前，我對馬克思主義的了解，僅僅是馬克思主義政治經(jīng)濟學(xué)和馬克思主義哲學(xué)教程，說實在的，這些死的結(jié)論常常令我提不起興趣，抽象而空洞，學(xué)過之后，我對于馬克思主義的認識也只是一些抽象的結(jié)論和字句，不僅沒有真正理解馬克思主義，而且很快就遺忘了，甚至是有意無意地會對馬克思主義產(chǎn)生反感，而真正的馬克思主義是需要在馬克思恩格斯原著中去領(lǐng)會的。

在讀《馬克思恩格斯原著選讀》的時候，我感覺我似乎是才第一次接觸馬克思主義思想，讀完這本書之后，對于社會現(xiàn)象能夠看得更通透，對于通常的社會問題和政治問題能夠更深入地理解，難怪恩格斯說，馬克思著作是一部社會科學(xué)百科全書，透過他的著作處處可以感受到關(guān)于社會分析和政治問題的真知灼見。

《馬克思恩格斯原著選讀》中包含了許多馬克思、恩格斯、列寧、毛澤東、鄧小平等人的著作思想，涉及政治、經(jīng)濟、哲學(xué)、社會問題等多個領(lǐng)域，其中，我對馬克思的著作風(fēng)格印象最深，他的思想極其嚴整，博大精深，文章語言奔放有力，時而詼諧風(fēng)趣，時而辛辣諷刺，經(jīng)典引述信手拈來，表明他的知識非常淵博，論證思維縝密，思想深邃，反映了馬克思對所研究問題從來不是淺嘗輒止，而是深思熟慮的結(jié)果。因此，閱讀馬克思著作，不僅僅是思想的洗禮，認識上的升華，更是精神上的享受，作為現(xiàn)代人不可以不讀馬克思著作，它既是現(xiàn)代生活的體現(xiàn)者，更是了解現(xiàn)代社會，具有博大的人文關(guān)懷、社會責(zé)任現(xiàn)代公民。

對于這本書，我研讀較深的是《共產(chǎn)黨宣言》對于中國社會主義的影響。半個多世紀以前，當(dāng)馬克思、恩格斯發(fā)表《共產(chǎn)黨宣言》，以無比巨大的理論威力、思想鋒芒和戰(zhàn)斗精神令西方統(tǒng)治階級發(fā)抖時，中國正在帝國主義列強的侵略下逐步陷入半殖民地半封建的深淵??

半個多世紀年以后的今天，社會主義中國昂然屹立于世界東方，中國共產(chǎn)黨以毛澤東思想、鄧小平理論等先進思想，迎接著世界變局的挑戰(zhàn)。從《共產(chǎn)黨宣言》到鄧小平理論，濃縮了半個多世紀國際共產(chǎn)主義運動波瀾壯闊的發(fā)展歷程，更顯示著中國共產(chǎn)黨奮斗發(fā)展的輝煌。

1848年2月，英國倫敦瓦倫街19號一家不大的印刷所，印出了一本字數(shù)不多卻震撼世界、影響人類的小冊子--《共產(chǎn)黨宣言》。這本小冊子之所以有如此巨大的威力，是因為它的發(fā)表標(biāo)志著一個偉大的真理--馬克思主義的誕生。

在馬克思主義誕生以前，一切社會運動都是少數(shù)人的或者為少數(shù)人謀利益的運動。在《共產(chǎn)黨宣言》中，馬克思、恩格斯以歷史唯物主義考察了人類社會的發(fā)展進程，論述了社會主義代替資本主義、最終發(fā)展為共產(chǎn)主義的歷史必然，闡明了無產(chǎn)階級作為資本主義掘墓人和未來社會創(chuàng)造者所擔(dān)負的歷史使命。《共產(chǎn)黨宣言》成為工人階級斗爭實踐的一個光輝起點。

在黑暗的舊中國，這個光輝起點的到來，浸透著無數(shù)仁人志士的智慧、勇敢和鮮血。太平天國農(nóng)民革命運動、資產(chǎn)階級改良運動、義和團反帝愛國運動，這些斗爭的最終失敗揭示，農(nóng)民、資產(chǎn)階級改良派都不可能承擔(dān)起領(lǐng)導(dǎo)民主革命的重任。1911年，辛亥革命結(jié)束了中國兩千多年的封建君主專制制度，但這次革命由于歷史的、階級的局限，未能改變舊中國的半殖民地半封建性質(zhì)和人民的悲慘境遇。路在何方？這依然是中國志士仁人和先進知識分子苦苦求索的問題。1921年7月，馬克思主義與中國工人運動相結(jié)合的產(chǎn)物--中國共產(chǎn)黨宣告成立。中國共產(chǎn)黨自誕生之日起就高高舉起了馬克思主義旗幟，從此，中國革命有了科學(xué)理論的指引，中國革命的面貌煥然一新。艱難困苦，玉汝于成。以毛澤東為代表的中國共產(chǎn)黨人，堅持把馬克思主義的普遍真理同中國革命的具體實踐相結(jié)合，完成了民族獨立和人民解放的歷史重任，取得了新民主主義的偉大勝利。從1848年《共產(chǎn)黨宣言》發(fā)表到1949年中華人民共和國成立，100年的時間，共產(chǎn)主義的“幽靈”在古老的東方大國化作噴薄而出的紅日，光芒四射??

歷史唯物主義揭示，每一歷史時代的經(jīng)濟關(guān)系是整個社會的基礎(chǔ)，生產(chǎn)力的發(fā)展是社會變革和進步的終極原因?！豆伯a(chǎn)黨宣言》的一個重要理論貢獻就是強調(diào)：無產(chǎn)階級奪取政權(quán)以后，要把發(fā)展生產(chǎn)力擺在首位。

在中國這樣一個經(jīng)濟文化比較落后的東方大國建設(shè)社會主義，是馬克思主義發(fā)展史上的新課題。正如鄧小平所指出的：“在社會主義國家，一個真正的馬克思主義政黨在執(zhí)政以后，一定要致力于發(fā)展生產(chǎn)力，并在這個基礎(chǔ)上逐步提高人民的生活水平。

我國改革開放20多年，取得了舉世矚目的偉大成就，生產(chǎn)力發(fā)展水平、人民生活水平、綜合國力都上了一個新的臺階。面向新世紀，黨中央提出“三個代表”的重要思想?！叭齻€代表”是對國際共運史和中共黨史經(jīng)驗的深刻總結(jié)，閃耀著馬克思主義的真理光芒。

歷史雄辯地說明，代表中國先進社會生產(chǎn)力發(fā)展要求、先進文化前進方向和最廣大人民根本利益的中國共)產(chǎn)黨，必將指引中華民族走向新的輝煌。

中國共產(chǎn)黨領(lǐng)導(dǎo)中國人民取得的豐功偉績，有如日月經(jīng)天，江河行地，改變了中國的歷史和面貌，并深刻影響著人類社會的發(fā)展，并向世人昭示：馬克思主義只有同時代前進的步伐和各國的具體實際相結(jié)合，才能煥發(fā)出經(jīng)久不息的活力。

從《共產(chǎn)黨宣言》到鄧小平理論，科學(xué)社會主義理論的真理之火，之所以能穿越150多年的時空依然光芒四射、璀璨奪目，其原因就在于：馬克思主義一以貫之的理論品格，就是與時俱進。

在人類文明史上，有過許多傳世名著，但沒有哪一篇能夠像《共產(chǎn)黨宣言》這樣牽動全世界最廣大人民的心魄。因為馬克思主義不是僵死不變的教條，而是不斷發(fā)展的理論。正如馬克思在為《共產(chǎn)黨宣言》1872年德文版寫的序言中強調(diào)的，“隨時隨地都要以當(dāng)時的歷史條件為轉(zhuǎn)移”。

生產(chǎn)力的發(fā)展本身是一個新陳代謝的過程，落后了就會逐步退出歷史舞臺，被先進的生產(chǎn)力所代替。就工人階級的某一部分而言，也可能由于新的生產(chǎn)力不斷出現(xiàn)，原先所聯(lián)系的生產(chǎn)力變得落后了。為了從整體上始終保持工人階級是先進生產(chǎn)力的代表者，工人階級的內(nèi)部結(jié)構(gòu)也應(yīng)該隨時相應(yīng)地加以變動，不斷地向更加先進的生產(chǎn)力轉(zhuǎn)移。作為工人階級先鋒隊的共產(chǎn)黨，也應(yīng)該有不斷前進的意識。

開拓，才有出路；創(chuàng)新，才能發(fā)展。一個執(zhí)政黨只有不斷地研究新問題，總結(jié)新經(jīng)驗，努力推進黨的理論創(chuàng)新和實踐創(chuàng)新，才能永遠走在時代的前列?！叭齻€代表”本身是創(chuàng)新的產(chǎn)物，處處體現(xiàn)出創(chuàng)新精神，其實質(zhì)是要求全黨在新的歷史條件下，研究新情況、解決新問題，及時進行新的理論概括。

在實踐中豐富和發(fā)展馬克思主義，這種實事求是的思想路線，正是馬克思主義活的靈魂，是馬克思主義的真諦。

第三篇：馬克思原著導(dǎo)讀讀后感

馬克思原著導(dǎo)讀讀后感

通過閱讀馬克思經(jīng)典著作，我加深了對馬克思主義基本理論的理解。通過本次學(xué)習(xí)，我深刻地認識到了馬克思主義的文化品格。

許多人僅僅把馬克思主義看成是一種意識形態(tài)的理論，而忽視其內(nèi)在的文化品格。其實，馬克思主義之所以能夠成為意識形態(tài)，成為人們行動的指南，其內(nèi)在的根本原因是它的科學(xué)性。在馬克思主義這里，意識形態(tài)性和科學(xué)性是辯證統(tǒng)一的。它既是一種意識形態(tài)，也是一種科學(xué)理論。我們只有深刻的認識到了這一點，才能心悅誠服的接受馬克思主義理論教育，不僅把馬克思主義作為指導(dǎo)思想來信仰，而且把它作為一種知識體系和科學(xué)方法來接受。

馬克思，1818年5月5日生于德國普魯士。他25歲時遷居法國巴黎。在大學(xué)里研究法學(xué) 歷史和哲學(xué)。大學(xué)畢業(yè)后，就開始了他一生的政治活動。他與恩格斯一起在革命實踐中共同戰(zhàn)斗，在革命理論上共同創(chuàng)造，直到1883年3月14日因病逝世。

《共產(chǎn)黨宣言》由馬克思和恩格斯于1848年2月共同起草，標(biāo)志著馬克思主義的誕生。它第一次系統(tǒng)而完整地闡述了科學(xué)社會主義理論，指出共產(chǎn)主義運動已成為不可抗拒的歷史潮流，揭示了資本主義必然滅亡和共產(chǎn)主義必然勝利的客觀規(guī)律，闡明了無產(chǎn)階級推翻資本主義建立社會主義和共產(chǎn)主義的偉大歷史使命。

引言中寫道：一個幽靈，共產(chǎn)主義的幽靈，在歐洲大陸徘徊。為了對這個幽靈進行神圣的圍剿，舊歐洲的一切勢力，教皇和沙皇 梅特涅和基佐 法國的激進派和德國的警察，都聯(lián)合起來了。

有哪一個反對黨不被它的當(dāng)政的敵人罵為共產(chǎn)黨呢？又有哪一個反對黨不拿共產(chǎn)主義這個罪名去回敬更進步的反對黨人和自己的反動敵人呢？

從這一事實中可以得出兩個結(jié)論：共產(chǎn)主義已經(jīng)被歐洲的一切勢力公認為一種勢力；現(xiàn)在是共產(chǎn)黨人向全世界公開說明自己的觀點 自己的目的 意圖并且拿黨自己的宣言來反駁關(guān)于共產(chǎn)主義幽靈神話的神話的時候了。

為了這個目的，各國共產(chǎn)黨人集會于倫敦，擬定了如下的宣言，用英文 法文 德文 意大利文 弗拉芒文和丹麥文公布于世。之后被譯成了更多的版本問世。至今，在全國發(fā)現(xiàn)中文第一版本《共產(chǎn)黨宣言》只有11本，浙江兩本，上虞一本。在建黨80周年前夕，上虞市檔案館珍藏的《共產(chǎn)黨宣言》中文首譯本，再次引起社會各界的極大關(guān)注。這讓身為上虞的我，倍感自豪。

《宣言》闡述作為無產(chǎn)階級先進隊伍的共產(chǎn)黨的性質(zhì) 特點和斗爭策略，指出為黨的最近目的而奮斗與爭取實現(xiàn)共產(chǎn)主義終極目的之間的聯(lián)系?！缎浴纷詈笄f嚴宣告：“無產(chǎn)者在這個革命中失去的只是鎖鏈。他們獲得的僵尸整個世界?！辈l(fā)出國際主義的戰(zhàn)斗號召：“全世界無產(chǎn)者，聯(lián)合起來?！?/p>

我們學(xué)習(xí)《宣言》就是要在思想上與時俱進，在工作中開拓創(chuàng)新。學(xué)習(xí)和運用馬克思主義，馬克思主義本是科學(xué)發(fā)展 開拓創(chuàng)新的產(chǎn)物。當(dāng)今世界和時代已經(jīng)發(fā)生了深刻的變化，我們國家在社會主義改革開放和現(xiàn)代化建設(shè)過程中，正面臨著許多新的問題。在我國進入全面小

康社會，加快推進社會主義現(xiàn)代化建設(shè)的新的發(fā)展階段，在國際局勢發(fā)生深刻變化，世界多極化和經(jīng)濟全球化趨勢曲折發(fā)展，科技進步日新月異，綜合國力競爭日趨激烈的新環(huán)境下，我們要高舉中國特色社會主義偉大旗幟，深入貫徹落實科學(xué)發(fā)展觀，促進社會和諧，全面建設(shè)小康社會而奮斗。

在我們閱讀馬克思的著作時，猶如親耳聆聽他老人家對于世人的諄諄教導(dǎo)，他就像在昨天剛剛與我們交談過他的思想和心得。馬克思不愧為20世紀最為偉大的思想家，居于其他思想家之首。我們不能漠視正是他的思想改變了整個世界，尤其在當(dāng)今之中國，影響最為深刻且深遠，深深地根植于中國的土壤，已經(jīng)影響并且還將繼續(xù)影響中國人民和世界人民，為了自己的幸福和自由及更為美好的生活而不斷奮斗爭取。沒有誰敢于否定自己的生活，自己的思想與馬克思主義毫無瓜葛。這也正是馬克思所愿望的那樣，自己的思想能夠增進人類的福祗，造福全人類。但是我們又不能否定對于馬克思著作的誤讀誤解，帶著功利主義的目的去讀馬克思主義的著作。馬克思主義的著作是一個完整的體系而不能強行分割開來。馬克思講的是真理，是不朽的，但我們在理解馬克思的思想，閱讀他的著作的時候不能斷章取義，生吞活剝地去讀，以自己的方式去理解其思想，并標(biāo)榜自己才是真正的馬克思主義者（馬克思自己都不敢說自己是馬克思主義者），并且作為一種工具或手段來使用。這也是我國歷來在應(yīng)用或解釋馬克思的著作時候經(jīng)常犯的一種理解者自認為正確的錯誤，也是對于馬克思的盲目崇拜而使用的一種手段，一種被歪曲的思想，一種被誤讀誤解的思

想，一種被人為強行閹割的思想，我們有怎么能從中領(lǐng)悟其中的真正思想的精髓呢？并以這種思想作為我們的指導(dǎo)，帶領(lǐng)我們航向不明的彼岸，想來都是非常之可怕。

馬克思主義哲學(xué)作為對客觀世界本質(zhì)和規(guī)律的科學(xué)認識，需要通過系統(tǒng)的理論體系來體現(xiàn)。

首先，哲學(xué)研究對象的相互聯(lián)系決定了理論和體系不是絕對對立，而是密切聯(lián)系的。體系雖然不是我們理論研究的目的，但體系卻是理論所不可缺少的，它是理論的載體和組成形式，一切成熟的理論都需要體系。我們知道，哲學(xué)是人們對世界或人類歷史的一般本質(zhì)和規(guī)律的認識，而世界是普遍聯(lián)系的，作為對普遍聯(lián)系的對象的揭示和反映，哲學(xué)理論本身必須要有系統(tǒng)的邏輯體系，否則，理論就是凌亂的、隨意的拼湊。

馬克思在有生之年，由于忙于現(xiàn)實的哲學(xué)斗爭和寫作《資本論》，沒有對他的哲學(xué)思想進行整理和系統(tǒng)的闡述，但這并不能證明馬克思拒斥理論體系，馬克思寫作的巨著《資本論》就是理論與體系結(jié)合的最好典范。在《資本論》中，馬克思從資本主義最微小的細胞——商品入手，對資本主義的經(jīng)濟現(xiàn)象進行逐步深入的分析，從而發(fā)現(xiàn)了剩余價值規(guī)律和資本主義基本矛盾，得出了資本主義社會必然滅亡的科學(xué)結(jié)論。可見，科學(xué)、合理的體系有助于理論的準(zhǔn)確闡述，理論與體系并不是絕對對立的，馬克思主義哲學(xué)作為對世界和人類歷史的一般本質(zhì)和規(guī)律的科學(xué)探究，同樣需要體系。

其次，馬克思、恩格斯強調(diào)他們的哲學(xué)是方法，但方法與體系也不是絕對對立的。在認識和理解馬克思主義哲學(xué)的過程中，一直存在體系或方法之爭，即馬克思主義哲學(xué)是理論體系或是方法？筆者認為，這是由于泛化了馬克思、恩格斯對黑格爾哲學(xué)的批判所導(dǎo)致的。馬克思、恩格斯強調(diào)他們的新哲學(xué)是方法，而不是教條，是針對舊哲學(xué)，尤其是黑格爾哲學(xué)而言的。黑格爾哲學(xué)的方法和體系的對立不是方法與一般體系的對立，而是方法與強制性的絕對真理式的體系的對立，這是馬克思、恩格斯堅決反對的，馬克思、恩格斯也正是在這個意義上提出自己的哲學(xué)是方法，而不是教條。所以，超出了這個批判的范圍，體系就不能等同于教條，方法和體系也不能絕對對立起來。方法并不是孤立的、與理論體系相對立的，方法與理論體系是密切聯(lián)系的，沒有科學(xué)的理論體系也不會有科學(xué)的方法。注重于“改造世界”的馬克思主義哲學(xué)依然需要體系。

再次，哲學(xué)的學(xué)科特點也決定了馬克思主義哲學(xué)必須要有體系。馬克思主義哲學(xué)與其它哲學(xué)一樣都是抽象思維的結(jié)果，而抽象思維所借助的工具就是范疇，哲學(xué)正是通過范疇、范疇與范疇的關(guān)系以及范疇與范疇之間的推演來揭示世界的本質(zhì)和規(guī)律的。但任何哲學(xué)的范疇都不是機械地拼湊的，而是有機統(tǒng)一的，這就決定了哲學(xué)的范疇有其邏輯的順序性和層次性，即要求哲學(xué)要有邏輯體系。馬克思主義哲學(xué)也不例外。

馬克思主義哲學(xué)在本質(zhì)上不是反體系的。對待體系問題，一方面，我們必須注意克服近代歐洲體系化哲學(xué)的弊端。任何建立絕對完滿

體系的企圖都是不切實際的，體系只是理論的系統(tǒng)的邏輯形式，它只有是否準(zhǔn)確之分，而無是否完滿之別。另一方面，我們也不能走向另一個極端——拒斥理論體系。馬克思主義哲學(xué)需要體系。重建的馬克思主義哲學(xué)體系應(yīng)該反映馬克思哲學(xué)的實質(zhì)，應(yīng)該以馬克思的歷史唯物主義為主干，吸取東西方一切古代的和現(xiàn)代的哲學(xué)的精華，并以時代主題為基礎(chǔ)。重建的馬克思主義哲學(xué)體系必須是開放的，只有堅持開放才能保證馬克思主義哲學(xué)的發(fā)展。

第四篇：馬克思原著讀后感

馬克思原著讀后感

捧著一本書，要先看看它的封面，看看它的字眼，然后才或挑燈夜戰(zhàn)或廢寢忘食地細細品味。有的書有五彩的畫面，有亮眼的字眼，但未必有豐富的內(nèi)容和思想，好比康師傅跟統(tǒng)一以及牛肉排骨方便面不管是袋裝還是桶裝，外面的包裝使人一見就五味飄香，但其中的營養(yǎng)大部分是減肥的成分。以前很少讀馬克思的原著，所以在談《形態(tài)》的讀后感時，我是帶著漫談讀馬克思的原著以及讀馬克思這個偉大的“大家”本人的意識流進行的。

以前讀《馬克思主義哲學(xué)原理》，讀《馬克思主義政治經(jīng)濟學(xué)原理》都是啃別人吃剩下的骨頭，或者說就像老師說的那樣“嚼別人嚼過的饃饃”。而讀原著的感覺就不一樣，效果就非同一般，不是對那些“原理”、“方法-論”枯燥乏味的生厭，而是有著哥倫布發(fā)現(xiàn)美洲新大陸的那種探險的刺激和豐收的喜悅。那里的觀點不是來自遙遠天堂的上帝和神靈，而是來自生活實際;那里的文字是多么的優(yōu)美，不是法國人一貫失的高談闊論，不是美國人經(jīng)常使用的花言巧語，而是角度的全面、觀點的新穎、論證的深刻。所以馬克思在告誡人們聯(lián)系實際之前，他自己已經(jīng)那樣做了。他對青年黑格爾和費爾巴哈在這方面做得不夠進行了嚴厲的批判，“這些哲學(xué)家沒有一個想到要提出關(guān)于德國哲學(xué)和德國現(xiàn)實之間的聯(lián)系問題”。馬克思不是在桃花源里作田園詩，他的處境是非常“糟糕”的。反動政府要驅(qū)逐他，權(quán)力派要指責(zé)他，還有許多流派和哲學(xué)家對他指手畫腳，但馬克思正像恩格斯說的那樣----把那些東西“當(dāng)作蛛絲一樣輕輕拂去”。他的生活條件也極端艱苦，如果沒有恩格斯在經(jīng)濟方面的支持，他可能要用上倍多的時間來解決自己的生存問題，而這將占去他作理論研究的大量時間?！叭藗?yōu)榱松?，首先就需要解決吃喝住穿的問題，然后才能從事政治、文化等其他方面的工作”，對于這句話，馬克思他本人也是有著切身感受的。所以馬克思一些偉大的經(jīng)典的論點的原材料都來自生活本身。

馬克思不是只看見地球綠色的草地和藍色的海洋，不是只看見汽車馬達的啟動和車輪的運轉(zhuǎn)，他看到了它們背后隱藏著的規(guī)律。他的眼光是明亮的，不是孩子似的的天真無邪，也不是月下情人的暗送秋波，而是犀利的、能穿透現(xiàn)實迷霧 和未來時空的火眼金睛。在他的世界觀里，這種眼光給人們以無比的震撼力，他的唯物史觀就是一個例子。“物質(zhì)資料的生產(chǎn)在社會生活中的決定作用”，“生產(chǎn)力的發(fā)展決定分工的發(fā)展，而分工發(fā)展的各個階段，同時也就是所有制的各種形式”，“分工的每一階段還決定個人與勞動材料、勞動工具和勞動產(chǎn)品有關(guān)的相互關(guān)系”，“社會存在決定社會意識”，這些晶瑩剔透、好不含糊的見解成了人們重大的思想理論武器，過去的一切神靈之身、神靈之音所造成的迷惑世界在這里都煙消云散了。當(dāng)人類進入工業(yè)社會后，馬克思并不是高興得忘乎所以，因為馬克思活著不是為自己，不是為少數(shù)人，他關(guān)心的是全人類。他的胸懷如此豁達，他的生活如此激-情，是因為他的整個心都裝著全人類，他的血液里流的是全人類的靈魂。所以他不是一時半響的地懶洋洋地哼著“人類贊

歌”，而是用他畢生的心血為人類謀福利。當(dāng)資本主義工業(yè)資本把全球鬧得天翻地覆之時，把工業(yè)文明“哺下”到世界每個角落之時，馬克思沒有隨著資產(chǎn)階級一起 慶祝干杯，他噙著淚水的眼睛看著貧困潦倒的底層人們----無產(chǎn)階級，這些占世界大多數(shù)的無產(chǎn)階級的處境讓他不得不為人類設(shè)想一個更好的社會----共-產(chǎn)主義社會。

如果說“一個人死去只是軀體的死去而靈魂仍活到世上”有幾分道理的話，那么馬克思的光輝思想是永遠活在人們心中的，是永垂不朽的。讀馬克思的著作不像讀武俠小說，不像讀《草樣年華》或《大路朝天》，讀他的著作需要一顆虔誠的心靜下來讀，這樣思想將受到重大啟發(fā)，靈魂會得到全新的洗禮，讀一遍不行，要反復(fù)地讀，其思想涵養(yǎng)、文字藝術(shù)才能被真正領(lǐng)悟到。他的著作不能呆在“小屋子”里讀，而要帶到生活中、世界中去讀，才能領(lǐng)悟到其中的真諦。

第五篇：管理學(xué)原著選讀

Chapter 1.Managers and Management（管理者和管理）

1.Common Characteristics of Organizations（組織的共同特征）An organization is a systematic arrangement of people to accomplish some specific purpose.Every organization has a purpose, people or members, and a systematic structure.The purpose of an organization is expressed in terms of a goal or set of goals.Within the organization’s structure, its employees strive to achieve these goals.Organization（組織）A systematic arrangement of people brought together to accomplish some specific purpose

2.Managers（管理者）Individuals in an organization who direct the activities of others（直接督導(dǎo)他人工作的人）

Operatives（作業(yè)人員）people who work directly on a job or task and have no responsibility for overseeing the work of others

3.Management Seeks Efficiency（效率）Effectiveness（效果）How Do We Define Management?

The term management refers to the process of getting things done, through other people, in an efficient and effective manner.Process refers to the primary functions that managers perform.Referring to inputs and outputs, doing the task right is being efficient.Doing the right task is being effective.So, managers are concerned not only with attaining goals(effectiveness)but also attaining them efficiently.4.The Process of Management管理的過程

Planning計劃Organizing組織Leading領(lǐng)導(dǎo)Controlling控制

①Planning：Defining goals, establishing strategy, and developing sub-plans to coordinate activities②Organizing：Determining what needs to be done, how it will be done, and who is to do it③Leading：Directing and motivating all involved parties and resolving conflicts④Controlling：Monitoring activities to ensure that they are accomplished as planned Achieving the organization’s stated purpose The Roles Managers Play(H.Mintzberg’s study)

Interpersonal Roles：①Figurehead role（掛名者）：to perform ceremonial duties,deal with mails.②Leader role（領(lǐng)導(dǎo)人）：formal authority, leadership style , personal charisma.③Liaison role（聯(lián)絡(luò)人）：to establish and maintain contacts outside of the vertical chain of command.factual and opinion-based responses ,with both potential risks and reward.Decisional Roles：Entrepreneur（企業(yè)家）：to seek to improve their business, adapt to changing market conditions, and react to opportunities and initiate change.Crisis handler（危機處理者）：involuntarily to react to deteriorating conditions.Resource allocator（資源分配者）：to decide who gets what, how much, when and why.Negotiator（談判者）：to negotiate over budget allocation, labor and collective bargaining agreements(boss and labors),and other formal dispute resolution.6.What skills and competencies do successful managers possess（成功管理者必備的能力）

General skills（一般技能）Specific skills（特殊技能）Management competencies（管理能力）

Given that all managers perform the four management functions, to some degree, what are the critical areas related to managerial competence?Conceptual skills（理念技能）: a manager’s mental ability to coordinate all of the organization＇s interests and activities

Interpersonal skills（人際關(guān)系技能）: a manger’s ability to work with, understand, mentor, and motivate others, both individually and in groups Technical skills（技術(shù)技能）: a manager’s ability to use the tools, procedures, and techniques of a specialized field

Political skills（政治技能）: A manager’s ability to built a power base and establish the “right” connections Research has also identified specific sets of behaviors that explain more than 50 percent of a manager’s effectiveness.Taylor’s Four Principles of Management ①Develop a science for each element of an individual’s work, which will replace the old rule-of-thumb method.②Scientifically select and then train, teach, and develop the worker.③Heartily 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.④Divide work and responsibility almost equally between management and workers.Management takes over all work for which it is better fitted than the workers.Scientific Management(cont’d)

4.Classical Approach----General Administrative Theorists古典管理理論－一般行政管理理論

(1)Henri Fayol①concerned with making the overall organization more effective②developed theories of what constituted good management practice，proposed a universal set of management functions。published principles of management 管理原理③fundamental, teachable rules of management Fayol’s 14 Principles of Management

1.Division of work2..Authority.3.Discipline.4.Unity of command.5.Unity of direction.6.Subordination of individual interests to the general interest.7.Remuneration.8.Centralization.9.Scalar

chain.10.Order.11.Equity.12.Stability of tenure of personnel.13.Initiative.14.Esprit de corps.（2）Max Weber ①developed a theory of authority structures and relations②Bureaucracy-ideal type of organization 官僚行政組織：1.division of labor2.clearly defined hierarchy3.detailed rules and regulation simplified personal relationships

（2）The Hawthorne Studies霍桑實驗①A series of productivity experiments conducted at Western Electric from 1927 to 1932 to examine the effect of different illumination levels on worker productivity.②Three stages③Elton Mayo joined in 1927

Experimental findings（實證結(jié)果）①Productivity unexpectedly increased under imposed adverse working conditions.②The effect of incentive plans was less than expected.Research conclusion（研究結(jié)論）Social norms, group standards and attitudes more strongly influence individual output and work behavior than do monetary incentives.Other famous researchers：Dale Carnegie，Abraham Maslow，Douglas McGregor 7.The Contingency Approach權(quán)變理論

Contingency Approach Defined①Also sometimes called the situational approach.②There is no one universally applicable set of management principles(rules)by which to manage organizations.③Organizations are individually different, face different situations(contingency variables), and require different ways of managing.Popular Contingency Variables常見權(quán)變變量

8.Current Trends and Issues：Globalization 全球化Technology 技術(shù)(1)Globalization 全球化

with its key constituencies in order to efficiently and effectively achieve its goals.Categories of e-business involvement:

a.An e-business enhanced organization uses the Internet to enhance(expand, not replace)its traditional ways of doing business.This type of organization sets up e-business capabilities(usually e-commerce).b.An e-business enabled organization uses the Internet to enable the company to perform its traditional business functions more efficiently and effectively, but it does not sell products or services on the Internet.c.A total e-business is made possible by, and revolves around, the Internet.Ethics

(6)Quality Management（質(zhì)量管理）①A philosophy of management driven by continual improvement in the quality of work processes and responding to customer needs and expectations②TQM was inspired by a small group of quality experts, including W.Edwards Deming, who was one of its chief proponents.③TQM represents a counterpoint to earlier management theorists who believed that low costs were the only road to increased productivity.④The objective of quality management is to create an organization committed to continuous improvement in work processes.What is Quality Management? ①Intense focus on the customer.②Concern for continual improvement③Process-focused.④Improvement in the quality of everything.⑤Accurate measurement.⑥Empowerment of employees.Chapter 3Foundations of Planning

1.1.Planning Defined 什么是計劃①Defining the organization’s objectives or goals②Establishing an overall strategy for achieving those goals；Developing a comprehensive hierarchy of plans to integrate and coordinate activities③Planning is concerned with ends(what is to be done)as well as with means(how it is to be done).計劃和結(jié)果與手段有關(guān)

2.1.Types of Plans（計劃的分類）Planning: Focus and TimeStrategic plans（戰(zhàn)略）：Plans that are organization-wide, establish overall objectives, and position an organization in terms of its environment。Tactical plans（戰(zhàn)術(shù)）：Plans that specify the details of how an organization’s overall objectives are to be achieved Short-term plans（長期）：Plans that cover less than one year Long-term plans（短期）：Plans that extend beyond five years

2.2.Strategic plans（戰(zhàn)略性計劃）①Apply broadly to the entire organization.②Establish the organization’s overall objectives.③Seek to position the organization in terms of its environment.④Provide direction to drive an organization’s efforts to achieve its goals.⑤Serve as the basis for the tactical plans.⑥Cover extended periods of time.⑦Are less specific in their details.2.3.Tactical plans(operational plans)（戰(zhàn)術(shù)性、操作計劃）①Apply to specific parts of the organization.②Are derived from strategic objectives.③Specify the details of how the overall objectives are to be achieved.④Cover shorter periods of time.⑤Must be updated continuously to meet current challenges.2.4.Specific plans（具體計劃）①Plans that have clearly defined objectives and leave no room for misinterpretation.②“What, when, where, how much, and by whom”(process-focus)

2.5.Directional plans（指導(dǎo)性計劃）①Flexible plans that set out general guidelines.②“Go from here to there”(outcome-focus)③Single-Use and Standing Plans

2.6.Single-use plans（一次性計劃）①A plan that is used to meet the needs of a particular or unique situation②Single-day sales advertisement 2.7.Standing plan（標(biāo)準(zhǔn)性計劃）①A plan that is ongoing and provides guidance for repeatedly performed actions in an organization②Customer satisfaction policy 3.1.Management by Objectives(MBO)目標(biāo)管理①A system in which specific performance objectives are jointly determined by subordinates and their supervisors, progress toward objectives is periodically reviewed, and rewards are allocated on the basis of that progress.②Links individual and unit performance objectives at all levels with overall organizational objectives.③Focuses operational efforts on organizationally important results.④Motivates rather than controls.3.3.Elements of MBO目標(biāo)管理的組成①Goal specificity②Participative decision making③Explicit time period for performance④Performance feedback 3.4.Setting Employee Objectives設(shè)置員工目標(biāo)①Identify an employee’s key job tasks.②Establish specific and challenging goals for each key task.③Allow the employee to actively participate.④Prioritize goals.⑤Build in feedback mechanisms to assess goal progress.⑥Link rewards to goal attainment.4.Strategic Management Process 戰(zhàn)略管理過程

-A nine-step process that involves strategic planning, implementation, and evaluation①Set Mission, Objectives, and Strategies制定使命、目標(biāo)、戰(zhàn)略②Analyze the Environment環(huán)境分析③Identify Opportunitie sand Threats識別機會與威脅④Analyze Resources分析資源⑤Identify Strengths and Weaknesses識別強勢與劣勢；⑥Reassess Mission and Objectives重新評估使命與目標(biāo)⑦Formulate Strategies形成戰(zhàn)略⑧Implement Strategies戰(zhàn)略實施⑨Evaluate Results結(jié)果評價

SWOT AnalysisStrengths(優(yōu)勢)①Internal resources that are available or things that an organization does well.②Core competency: a unique skill or resource that represents a competitive edge.Weaknesses（劣勢）：Resources that an organization lacks or activities that it does not do well.Opportunities(機會)：Positive external environmental factors.Threats（威脅）：Negative external environmental factors.4.2 Grand Strategies（主戰(zhàn)略）1.Growth strategy（成長戰(zhàn)略）-A strategy in which an organization attempts to increase the level of its operations.2.Stability strategy（維持戰(zhàn)略）-A strategy that is characterized by an absence of significant change.3.Retrenchment strategy（收縮戰(zhàn)略）-A strategy characteristic of a company that is reducing its size, usually in an environment of decline.4.Combination strategy（混合戰(zhàn)略）-The simultaneous pursuit by an organization of two or more of growth, stability, and retrenchment strategies.4.2.1.Growth Strategies（成長戰(zhàn)略）1.Direct Expansion（直接擴張）-Involves increasing a company’s size, revenues, operation, or workforce.2.Merger（合并）-Occurs when two companies, usually of similar size, combine their resources to form a new company.3.Acquisition（收購）-Occurs when a larger company buys a smaller one and incorporates the acquired company’s operations into its own.4.2.2.Competitive Strategies（競爭戰(zhàn)略）Strategies that position an organization in such a way that it will have a distinct advantage over its competition:Cost-leadership strategy（成本領(lǐng)先戰(zhàn)略）-Becoming the lowest-cost producer in an industry.Differentiation strategy（差異化戰(zhàn)略）-Attempting to be unique in an industry within a broad market.Focus strategy（集中化戰(zhàn)略）-Attempting to establish an advantage(such as cost or differentiation)in a narrow market segment.5.Quality as a Strategic Weapon（質(zhì)量作為一個戰(zhàn)略武器）

Benchmarking（標(biāo)桿管理）-The search for the best practices among competitors or noncompetitors that lead to their superior performance.Chapter04Foundations of Decision Making

1.Decision Making 決策制定：Decision-Making a choice from two or more alternatives.The Decision-Making Process 決策制定過程①Identifying a problem and decision criteria and allocating weights to the criteria.②Developing, analyzing, and selecting an alternative that can resolve the problem.③Implementing the selected alternative.④ Evaluating the decision’s effectiveness.The Decision-Making Process

Step 1: Identifying the Problem 識別問題

when a manager becomes aware of it.②There is pressure to solve the problem.③The manager must have the authority, information, or resources needed to solve

the problem.Step 2: Identifying Decision Criteria確定決策的標(biāo)準(zhǔn)-

Step 3: Allocating Weights to the Criteria給標(biāo)準(zhǔn)分配權(quán)重-

Step 4: Developing Alternatives建立選項Step 5: Selecting an Alternative 選擇方案

Step 6: Implementing the Alternative方案實施：

Step 7: Evaluating the Decision’s Effectiveness 評估決策的有效性 Bounded Rationality（有限理性）（1）Managers make decisions rationally, but are limited(bounded)by their ability to process information.（2）Assumptions are that decision makers:① Will not seek out or have knowledge of all alternatives.②Will satisfice—choose the first alternative encountered that satisfactorily solves the problem—rather than maximize the outcome of their decision by considering all alternatives and choosing the best.③ Influence on decision making.④ Escalation of commitment: an increased commitment to a previous decision despite evidence that it may have been wrong.Common Decision-making Errors

Heuristics: Using judgmental shortcuts.（1）Availability heuristic（便利直覺）：.（2）Representative heuristic（表象直覺）：（3）Escalation of commitment（認同強化）：

Ill-structured Problems（非結(jié)構(gòu)性問題）①Problems that are new or unusual and for which information is ambiguous or incomplete.② Problems that will require custom-made solutions.Nonprogrammed Decisions（非程序化決策）①Decisions that are unique and nonrecurring.② Decisions that must be custom-made ① ncerned about the individuals who work for them.5.Group Decision Making 制定團體決策

Advantages 優(yōu)點①Make more accurate decisions②Provides more complete information③Offers a greater diversity of experiences and perspectives④Generates more alternatives⑤Increases acceptance of a solution⑥Increases the legitimacy of a decision.Disadvantages 缺點①Is more time-consuming and less efficient②Minority domination can influence decision process③Increased pressures to conform to the group’s mindset(groupthink)④ Ambiguous responsibility for the outcomes of decisions

Groupthink 團體思維：The withholding by group members of different views in order to appear to be in agreement.Improving Group Decision Making.①Brainstorming（頭腦風(fēng)暴）：An idea-generating process that encourages alternatives while withholding criticism.②Nominal group technique（名義小組技術(shù)）：A decision-making technique in which group members are physically present but operate independently.Electronic meeting（電子會議）：A type of nominal group technique in which participants are linked by computer.Chapter 05 Basic Organization Designs（1）Organizational Structure 組織結(jié)構(gòu)：The formal arrangement of jobs within an organization.Organizational Design 組織設(shè)計：A process involving decisions about six key elements:①Work specialization（工作分工）②Unity of command（統(tǒng)一指揮）③Span of control（控制幅度）④Authority and responsibility（職權(quán)和責(zé)任）⑤Centralization and decentralization（集權(quán)和分權(quán)）⑥D(zhuǎn)epartmentalization（部門化）Purposes of Organizing 組織的目標(biāo)①Divides work to be done into specific jobs and departments.② Assigns tasks and responsibilities associated with individual jobs.③Coordinates diverse organizational tasks.④ Clusters jobs into units.⑤ Establishes relationships among individuals, groups, and departments.⑥ Establishes formal lines of authority.⑦ Allocates and deploys organizational resources.6 basic elements of structure（1）Work specialization 工作分工：A component of organization structure that involves having each discrete step of a job done by a different individual rather than having one individual do the whole job.Work Specialization（2）Unity of Command 統(tǒng)一指揮：①Chain of command 指揮鏈：The continuous line of authority that extends from upper organizational levels to the lowest levels and clarifies who reports to whom.② Unity of Command 統(tǒng)一指揮：The management principle that no person should report to more than one boss.③Chain of Command：As a link in the chain of command, a manager with line authority has the right to direct the work of employees and to make certain decisions without consulting anyone.(3)Span of control：①The number of subordinates a manager can direct efficiently and effectively.② The early writers favored small spans----typically no more than six workers.③Many organizations are increasing their spans of control.Width of span is affected by:①Training and experience of employee②similarity of employee tasks③the complexity of those tasks④the physical proximity of employees⑤the degree to which standardized procedures are in place⑥the sophistication of the organization’s management information system⑦the strength of the organization’s value system and the preferred managing style of the manager.(4)Authority and Responsibility職權(quán)和責(zé)任Authority 職權(quán)：The rights inherent in a managerial position to give orders and expect them to be obeyed.Responsibility 責(zé)任：An obligation to perform assigned activities.Power 權(quán)力：An individual’s capacity to influence decisions.Types of Organizational Authority①Line authority 直線職權(quán)：The position authority(given and defined by the organization)that entitles a manager to direct the work of employees.②Staff authority 參謀職權(quán)：Positions that have some authority(e.g., organization policy enforcement)but that are created to support, assist, and advise the holders of line authority.Types of Power（權(quán)力的類型）：①Coercive power強制權(quán)：Power based on fear.②Reward power獎賞權(quán)：Power based on the ability to distribute。something that others value.③Legitimate power法定權(quán)：Power based on ones position in the formal hierarchy.④Expert power專家權(quán)：Power based on one‘s expertise, special skill, or knowledge.⑤Referent power建議權(quán)：Power based on identification with a person who has desirable resources or personal traits.(5)Centralization And Decentralization①Centralization 集權(quán)：A function of how much decision-making authority is pushed down to lower levels in an organization;the more centralized an organization, the higher the level at which decisions are made.②Decentralization 分權(quán)：The pushing down of decision-making authority to the lowest levels of an organizationFactors that Influence the Amount of Centralization：①Environment is stable.②Lower-level managers are not as capable or experienced at making decisions as upper-level managers.③Lower-level managers do not want to have a say in decisions.④Decisions are relatively minor.⑤Organization is facing a crisis or the risk of company failure.⑥Company is large.⑦Effective implementation of company strategies depends on managers retaining say over what happens.Factors that Influence the Amount of Centralization：①Environment is complex, uncertain.②Lower-level managers are capable and experienced at making decisions.③Lower-level managers want a voice in decisions.④Decisions are significant.⑤Corporate culture is open to allowing managers to have a say in what happens.⑥Company is geographically dispersed.⑦Effective implementation of company strategies depends on managers having involvement and flexibility to make decisions.(6)Five Ways to Departmentalize①Functional departmentalization（職能部門化）：The grouping of activities by functions performed②Product departmentalization（產(chǎn)品部門化）：The grouping of activities by product produced③Customer

departmentalization（顧客部門化）：The grouping of activities by common customers④Geographic departmentalization（地理部門化）：The grouping of activities by territory⑤Process departmentalization（流程部門化）：The grouping of activities by work or customer flowFunctional Departmentalization：（1）Advantages：①Efficiencies from putting together similar specialties and people with common skills, knowledge, and orientations②Coordination within functional area③In-depth specialization（2）Disadvantages：①Poor communication across functional areas②Limited view of organizational goals.Product Departmentalization：（1）advantages:①Allows specialization in particular products and services，②Managers can become experts in their industry，③Closer to customers；（2）Disadvantages：①Duplication of functions②Limited view of organizational goalsCustomer Departmentalization：（1）advantages ：Customers’ needs and problems can be met by specialists.（2）Disadvantages：①Duplication of functions.②Limited view of organizational goalsGeographical Departmentalization：（1）Advantages：①More effective and efficient handling of specific regional issues that arise；②Serve needs of unique geographic markets better（2）Disadvantages：①Duplication of functions，②Can feel isolated from other organizational areasProcess Departmentalization：（1）Advantages：More efficient flow of work activities（2）Disadvantages：Can only be used with certain types of products2.Contingency Variables Affecting Structure.Mechanistic organization（機械式組織）：The bureaucracy;a structure that is high in specialization, formalization, and centralizationOrganic organization（有機式組織）：An adhocracy;a structure that is low in specialization, formalization, and centralization.Structure follows strategyMechanistic versus Organic OrganizationsMechanistic：①Rigid hierarchical relationships ②Fixed duties ③Many rules ④Formalized communication channels⑤Centralized decision authority⑥Taller structuresOrganic Organizations ：①Collaboration(both vertical and horizontal)②Adaptable duties③Few rules④Informal communication⑤Decentralized decision authority⑥Flatter structuresWhat Determines the Best Structure?①Strategy戰(zhàn)略②Size規(guī)模③Technology技術(shù)④Environment環(huán)境Structural decisions are influenced by:①Overall strategy of the organization：Organizational structure follows strategy.②Size of the organization：Firms change from organic to mechanistic organizations as they grow in size.③Technology use by the organization： Firms adapt their structure to the technology they use.④Degree of environmental uncertainty：Dynamic environments require organic structures;mechanistic structures need stable environments.Strategy and Structure（戰(zhàn)略和結(jié)構(gòu)）：①Achievement of strategic goals is facilitated by changes in organizational structure that accommodate and support change.②Innovation：Pursuing competitive advantage through meaningful and unique innovations favors an organic structuring.③Cost minimization：Focusing on tightly controlling costs requires a mechanistic structure for the organization.④Imitation：Minimizing risks and maximizing profitability by copying market leaders requires both organic and mechanistic elements in the organization’s structure.Size and Structure（規(guī)模和結(jié)構(gòu)）：As an organization grows larger, its structure tends to change from organic to mechanistic with increased specialization, departmentalization, centralization, and rules and regulations.Technology and Structure（技術(shù)和結(jié)構(gòu)）：（1）Organizations adapt their structures to their technology.（2）Woodward’s classification of firms based on the complexity of the technology employed:①Unit production of single units or small batches②Mass production of large batches of output③Process production in continuous process of outputs（3）Routine technology = mechanistic organizations.（4）Non-routine technology = organic organizationsWoodward’s Findings on Technology, Structure, and EffectivenessEnvironmental Uncertainty and Structure（環(huán)境不確定性與組織結(jié)構(gòu)）①Mechanistic organizational structures tend to be most effective in stable and simple environments.②The flexibility of organic organizational structures is better suited for dynamic and complex environments.3.Organization Design Applications：Simple structure（簡單結(jié)構(gòu)）Bureaucracy（官僚行政組織結(jié)構(gòu)）Matrix structure（矩陣式結(jié)構(gòu)）Team-based structure（團隊結(jié)構(gòu)）Boundaryless organizatio（無邊界組織）①Functional Structure 職能式結(jié)構(gòu)：An organization in which similar and related occupational specialties are grouped together②Divisional Structure 事業(yè)部式：An organization made up of self-contained units ③Matrix structure 矩陣式結(jié)構(gòu)：An organization in which specialists from functional departments are assigned to work on one or more projects led by a project managerAdvantages: It can facilitate coordination of a multiple set of complex and interdependent projects while still retaining the economies that result from keeping functional specialists grouped together.Disadvantages: The confusion it creates and its propensity to foster power struggles.（4）Other Organizational StructuresTeam-based structure 團隊式結(jié)構(gòu)：An organization that consists entirely of work groups or teams.Boundaryless organization 無邊界組織：An organization that is not defined or limited by boundaries or categories imposed by traditional structuresThe Boundaryless Organization4.Learning Organization 學(xué)習(xí)型組織An organization that has developed the capacity to continuously adapt and change because all members take an active role in identifying and resolving work-related issues.Characteristics of a learning organization:①An open team-based organization design that empowers employees②Extensive and open information sharing③Leadership that provides a shared vision of the organization’s future, support and encouragement④A strong culture of shared values, trust, openness, and a sense of community.5.Organization Culture 組織文化：①A system of shared meaning within an organization that determines, to a large degree, how employees act②Shared values are shown in cultural elements:Stories, rituals, material symbols, and language unique to the organization③Results from the interaction between:1.The founders’ biases and assumptions2.What the first employees learn subsequently from their own experiences.10 Characteristics of Organization Culture①.Member identity②Group emphasis③People focus④Unit integration⑤Control⑥Risk tolerance ⑦Reward criteria⑧Conflict tolerance⑨Means-end orientation⑩Open-systems focus

Human Resource Inventory（人力資源核查報告）：A review of the current make-up of the organization’s current resource status Job Analysis（工作分析）：①An assessment that defines a job and the behaviors necessary to perform the job——Knowledge, skills, and abilities(KSAs)②Requires conducting interviews, engaging in direct observation, and collecting the self-reports of employees and their managers.Job Description（工作描述書）：A written statement of what the job holder does, how it is done, and why it is done.Job Specification(工作規(guī)范書）：A written statement of the minimum qualifications that a person must possess to perform a given job successfully.Meeting Future Human Resource Needs ：Factors Affecting Staffing Strategic Goals Forecast demand for products and services Availability of knowledge, skills, and abilities.3.Recruitment And Selection Recruitment（招聘）：The process of locating, identifying, and attracting capable applicants ①Reliability（信度）.②Validity（效度）6.Compensation And Benefits(薪酬與福利）

（1）Compensation administration（薪酬管理）： 1.Motivation And Individual Needs

Motivation 激勵：The willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need

Need 需求：An internal state that makes certain outcomes appear attractive

2.Early Theories of Motivation早期激勵理論： Maslow’s Hierarchy of Needs馬斯洛需求層次理論McGregor’s Theories X and Y 麥克雷戈X理論Y理論Herzberg’s Motivation-Hygiene Theory赫茨博格激勵－保健理論 2.1 Maslow’s Hierarchy of Needs Theory馬斯洛需求層次理論：（1）Lower-order(external): physiological, safety；Higher-order(internal): social, esteem, self-actualization（2）There is a hierarchy of five human needs;as each need becomes satisfied, the next need becomes dominant.Physiological（生理）: food, drink, shelter, sex.Safety（安全）: physical safety Social（社會）: affiliation with others, affection, friendship.Esteem（尊重）: Internal(self-respect, autonomy, and achievement);external(status, recognition, and attention)Self-actualization（自我實現(xiàn)）: personal growth and fulfillment（3）Needs were categorized as five levels of lower-to higher-order needs.①Individuals must satisfy lower-order needs before they can satisfy higher order needs.②Satisfied needs will no longer motivate.③Motivating a person depends on knowing at what level that person is on the hierarchy.2.2 Theory X and Theory Y(McGregor)麥克雷戈X理論Y理論：①Theory X（X理論）：The assumption that employees dislike work, are lazy, seek to avoid responsibility, and must be coerced to perform；②Theory Y（Y理論）：The assumption that employees are creative, seek responsibility, and can exercise self-direction.3.Contemporary Theories of Motivation：Three-Needs Theory三種需要理論Equity Theory公平理論Designing Motivating Jobs工作設(shè)計Expectancy Theory期望理論

⑤Open feedback channels to let employees know how well they are doing.3.4 Expectancy Theory(Vroom)期望理論：A comprehensive theory of motivation that an individual tends to act in a certain way, in the expectation that the act will be followed by given outcome, and according to the attractiveness of that outcome to the individual；The extent to which individuals are motivated to perform to get a reward of value to them is based on their belief that their performance will result in the reward they want.Expectancy Theory(cont’d)：①Emphasizes self interest in the alignment of rewards with employee wants.②Addresses why employees view certain outcomes(rewards)as attractive or unattractive.③Emphasizes the connections among expected behaviors, rewards, and organizational goals.④Is concerned with individual perceptions and the provision of feedback.⑤Expectancy Relationships(Linkages)

4.3 Motivating Low-Skilled, Minimum-Wage Employees：激勵低技能、低工資員工①Employee recognition programs②Provision of sincere praise 4.4 Motivating Professionals激勵專業(yè)人士

（1）Characteristics of professionals①Strong and long-term commitment to their field of expertise.②Loyalty is to their profession, not to the employer.③Have the need to regularly update their knowledge.④Don’t define their workweek as 8:00 am to 5:00 pm.（2）Motivators for professionals①Job challenge②Organizational support of their work

4.5 Work-Life Balance: Alternative Work Schedules 可選擇性工作項目

①Flextime：A scheduling option that allows employees select what their work hours will be within some specified parameters.②Job sharing：A type part-time work that allows two or more workers to split a traditional 40-hour-a-week job.③Telecommuting：A system of working at home on a computer that is linked to the office

4.6 Employee Empowerment: How Entrepreneurs Motivate Employees 授權(quán) Giving employees power by:①Allowing them to complete the whole job.②Having employees work together across departments and functions in the organization.③Using participative decision making in which employees provide input into decisions.④Delegating decisions and duties, turning over theLeaders（領(lǐng)導(dǎo)者）and Leadership（領(lǐng)導(dǎo)）

Leadership – What leaders do;the process of influencing a group to achieve goals：①Ideally, all managers should be leaders②Although groups may have informal leaders who emerge, those are not the leaders we’re studying.2.Trait Theories Of Leadership(1920s-30s)Trait theories of leadership 領(lǐng)導(dǎo)的特質(zhì)理論：

Six Traits That Differentiate Leaders from Nonleaders①Drive（進取心）②Desire to lead(領(lǐng)導(dǎo)的欲望)③ Honesty and integrity(誠實和正直）④Self-confidence（自信）⑤Intelligence（才智）⑥Job-relevant knowledge（工作相關(guān)知識）

3.Behavioral Theories Of Leadership領(lǐng)導(dǎo)的行為理論

Behavioral theories of leadership 領(lǐng)導(dǎo)行為理論Leadership Behaviors or Styles（1）Autocratic style of leadership 獨裁型領(lǐng)導(dǎo)：A leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation.（2）Democratic style of leadership 民主型領(lǐng)導(dǎo)：A leader who involves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employees：① A democratic-consultative leader seeks input and hears the concerns and issues of employees but makes the final decision him or herself.② A democratic-participative leader often allows employees to have a say in what’s decided.Leadership Behaviors or Styles(cont’d)：Laissez-faire style of leadership 放任自流型領(lǐng)導(dǎo)：A leader who gives employees complete freedom to make decisions and to decide on work methods

3.2 The Ohio State Studies 俄亥俄州立大學(xué)的研究：

Studies that sought to identify independent dimensions of leader behavior：①Initiating structure 定規(guī)維度：The extent to which a leader defines and structures his or her role and the roles of employees to attain goals②Consideration 關(guān)懷維度：The extent to which a leader has job relationships characterized by mutual trust, respect for employees’ ideas, and regard for their feelings

Ohio State StudiesResearch findings: mixed results①High-high leaders generally, but not always, achieved high group task performance and satisfaction.② Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.3.3 The University Of Michigan Studies密歇根大學(xué)的研究：Studies that sought to identify the behavioral characteristics of leaders related to performance effectiveness。①Employee oriented 員工導(dǎo)向：A leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences.② Production oriented 生產(chǎn)導(dǎo)向A leader who emphasizes technical or task aspects of a job, is concerned mainly with

accomplishing tasks, and regards group members as a means to accomplishing goals.③ Research findings: Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.3.4 Managerial Grid 管理方格論Appraises leadership styles using two dimensions:① Concern for people②Concern for production.Places managerial styles in five categories:①Impoverished management②Task management③Middle-of-the-road management④Country club management⑤Team management

4.Contingency Theories Of Leadership

（1）Fiedler contingency leadership model費德勒領(lǐng)導(dǎo)權(quán)變模型：The theory that effective group performance depends on the proper match between the leader’s style of interacting with employees and the degree to which the situation gives control and influence to the leader：① Uses Least-preferred co-worker(LPC)questionnaire（最難共事同事問卷調(diào)查）, to measure the leader’s task or relationship orientation.② Identified three situational criteria—leader member relations, task structure（領(lǐng)導(dǎo)成員關(guān)系任務(wù)結(jié)構(gòu)）, and position power（職務(wù)權(quán)力）—that could be manipulated match an inflexible leadership style.4.2 Path-goal theory 路徑－目標(biāo)理論：（1）The theory that it is a leader’s job to assist followers in attaining their goals and to provide the necessary direction and support（2）A leader’s motivational behavior:① Makes employee need satisfaction contingent on effective performance.② Provides the coaching, guidance, support, and rewards that are necessary for effective performance.（3）Assumes that the leader’s style is flexible and can be changed to adapt to the situation at hand.Path-Goal Leadership Behaviors：①Directive leader 指令型領(lǐng)導(dǎo)：Lets employees know what is expected of them, schedules work to be done, and gives specific guidance as to how to accomplish tasks.②Supportive leader 支持型領(lǐng)導(dǎo)：Is friendly and shows concern for the needs of employees.③Participative leader 參與型領(lǐng)導(dǎo)：Consults with employees and uses their suggestions before making a decision.④ Achievement-oriented leader 成就導(dǎo)向型領(lǐng)導(dǎo)：Sets challenging goals and expects employees to perform at their highest levels.4.3 Leader-participation model 領(lǐng)導(dǎo)參與模型(Vroom, Yetton and Jago)： 4.4 Situational leadership theory(SLT)：Leaders should adjust their leadership styles—telling, selling, participating, and delegating—in accordance with the readiness of their followers.① Acceptance: Leader effectiveness reflects the reality that it is the followers who accept or reject the leader.②Readiness: a follower’s ability and willingness to perform.At higher levels of readiness, leaders respond by reducing control over and involvement with employees.5.Emerging Approaches To Leadership

5.1Charismatic leadership theory 魅力型領(lǐng)導(dǎo)：①Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors：People working for charismatic leaders are motivated to exert extra work effort and, because they like and respect their leaders, express greater satisfaction.② Charisma leadership appears to be most appropriate when the followers’ task has a ideological component or when the environment involves a high degree of stress and uncertainty.Charismatic Leadership 魅力型領(lǐng)導(dǎo)：A charismatic leader influences followers by:① Stating a vision that provides a sense of community by linking the present with a better future.②Communicating high expectations and expressing confidence that followers can attain them.③Conveying, through words and actions, a new set of values, and by his or her behavior setting an example for followers to imitate.④Making self-sacrifices and engaging in unconventional behavior to demonstrate courage and convictions about the vision.Key Characteristics of Charismatic Leaders：①Self-confidence 自信②Vision 愿景③Ability to articulate the vision 清晰闡述愿景④Strong convictions about the vision對愿景堅信不移⑤Behavior that is out of the ordinary 行為異常⑥Appearance as a change agent 作為一個變革者⑦Environmental sensitivity 環(huán)境敏感

5.2 Visionary Leadership 遠景型領(lǐng)導(dǎo)

“A vision should create enthusiasm, bringing energy and commitment to the organization.” The key properties of a vision are inspirational possibilities that are value centered, realizable, and have superior imagery and articulation.Visionary leadershipThe ability to create and articulate a realistic, credible, attractive vision of the future that grows out of and improves upon the present

Skills of Visionary Leaders：①The ability to explain the vision to others.Make the vision clear in terms of required actions and aims through clear oral and written communication.②The ability to express the vision not just verbally but through the leader’s behavior.Behaving in ways that continually convey and reinforce the vision.③The ability to extend the vision to different leadership contexts.Sequencing activities so the vision can be applied in a variety of situations

5.3 Transactional Leaders 事務(wù)型領(lǐng)導(dǎo)versus Transformational Leaders變革型領(lǐng)導(dǎo)

Team Leader Roles 團隊領(lǐng)導(dǎo)的角色 7.Five Dimensions of Trust 信任

①integrity 正直Honesty and truthfulness②Competence 能力Technical and interpersonal knowledge and skills③Consistency 一致性Reliability, predictability, and good judgment④Loyalty 忠誠Willingness to protect and save face for a person⑤Openness 開放Willingness to share ideas and information freely

①Types Of Trust Deterrence-based trust（基于威懾的信任）：Trust based on fear of reprisal if the trust is violated②knowledge-based trust（基于認識的信任）：Trust based on the behavioral predictability that comes from a history of interaction③Identification-based trust（基于認同的信任）：Trust based on an emotional

Chapter 9 Communication and Interpersonal Skills 1.The Communication Process（溝通過程）Communication

The transfer and understanding of meaning：1.Transfer means the message was received in a form that can be interpreted by the receiver.2.Understanding the message is not the same as the receiver agreeing with the message：Interpersonal Communication：Communication between two or more people：Organizational Communication：All the patterns, network, and systems of communications within an organization

Communication Process Terms①Encoding：The conversion of a message into some symbolic form②Message：A purpose to be conveyed③Channel：The medium by which a message travels④Decoding：A receiver’s translation of a sender’s message

⑤Feedback：The degree to which carrying out the work activities require by a job results in the individual’s obtaining direct and clear information about the effectiveness of his performance⑥D(zhuǎn)istortions in Communications

Message Encoding：1.The effect of the skills, attitudes, and knowledge of the sender on the process of encoding the message 2.The social-cultural system of the sender

The Message1.Symbols used to convey the message’s meaning 2.The content of the message itself 3.The choice of message format 4.Noise interfering with the message