第一篇：公共管理學(xué)經(jīng)典著作選讀目錄

公共管理領(lǐng)域經(jīng)典著作目錄 威爾遜：《行政學(xué)之研究》，《國(guó)外政治學(xué)》1987年第6期、1988年第1期中文版。

古德諾：《政治與行政》，華夏出版社1987年中文版。

沙夫里茨、海德編：《公共行政學(xué)經(jīng)典》，中國(guó)人民大學(xué)出版社2004年英文，第14－26頁，第27－29頁。

登哈特：《公共組織理論》第3章，中國(guó)人民大學(xué)出版社2003年版。泰羅：《科學(xué)管理原理》，中國(guó)社會(huì)科學(xué)出版社1990年版。

法約爾：《工業(yè)管理與一般管理》，中國(guó)社會(huì)科學(xué)出版社1998年版。馬克斯·韋伯：《經(jīng)濟(jì)與社會(huì)》，商務(wù)印書館1997年版(第三章、第九章第一、二節(jié))。

鄭樂平編譯：《經(jīng)濟(jì)·社會(huì)·宗教——馬克斯·韋伯文選》，上海社會(huì)科學(xué)院出版社1997年版。

懷特：《行政學(xué)概論》，上海商務(wù)印書館1947年中文版。另見沙夫里茨、海德編：《公共行政學(xué)經(jīng)典》，中國(guó)人民大學(xué)出版社2004年英文版，第44－52頁。

古利克：《關(guān)于組織理論的說明》、《總統(tǒng)行政管理委員會(huì)的報(bào)告》，見沙夫里茨、海德編：《公共行政學(xué)經(jīng)典》，中國(guó)人民大學(xué)出版社2004年英文版。

古利克、厄威克：《行政科學(xué)論文集》，紐約：美國(guó)國(guó)家公共行政研究所1937年版。

厄威克：《行政的要素》，紐約：皮特曼出版社1949年版。

西蒙：《行政格言》，見沙夫里茨、海德編：《公共行政學(xué)經(jīng)典》，中國(guó)人民大學(xué)出版社2004年英文版，第127－141頁?；蛏撤蚶锎?、奧特編：《組織理論經(jīng)典》，中國(guó)人民大學(xué)出版社2004年英文版，第112－124頁。

西蒙：《管理行為》，北京經(jīng)濟(jì)學(xué)院出版社1988年版。

沃爾多：《行政國(guó)家：美國(guó)公共行政的政治理論研究》，紐約：羅納德出版社1948年版。

沙夫里茨、海德編：《公共行政學(xué)經(jīng)典》，中國(guó)人民大學(xué)出版社2004年英文版，第142－146頁。

林德布羅姆：《“竭力對(duì)付”的科學(xué)》，見沙夫里茨、海德編：《公共行政學(xué)經(jīng)典》，中國(guó)人民大學(xué)出版社2004年英文版，第198－208頁。

林德布洛姆：《決策過程》，上海譯文出版社1988年版。

西蒙：《管理決策新科學(xué)》，中國(guó)社會(huì)科學(xué)出版社1982年版。德羅爾：《逆境中的政策制定》，上海遠(yuǎn)東出版社1996年版?？拢骸豆舱叻治觥罚~約：諾思·霍蘭出版社1982年版。雷格斯：《行政生態(tài)學(xué)》，臺(tái)灣商務(wù)印書館1985年版。

彭文賢：《行政生態(tài)學(xué)》，臺(tái)灣三民書局1992年版。

卡斯特、羅森茨韋克：《組織與管理——系統(tǒng)方法與權(quán)變方法》，中國(guó)社會(huì)科學(xué)出版社1985年版。

弗雷德里克森：《新公共行政學(xué)》，美國(guó)亞拉巴馬大學(xué)出版社1980版。

弗雷德里克森：《走向一種新公共行政學(xué)》，見沙夫里茨、海德編：《公共行政學(xué)經(jīng)典》，中國(guó)人民大學(xué)出版社2004年英文版，第329－341頁。

奧斯特羅姆：《美國(guó)公共行政的思想危機(jī)》，上海三聯(lián)書店1999年版。1973

布坎南、塔洛克：《同意的計(jì)算：立憲民主的邏輯基礎(chǔ)》，中國(guó)社會(huì)科學(xué)出版社2000年版。尼斯坎南：《官僚制與公共經(jīng)濟(jì)學(xué)》，中國(guó)青年出版社2004年版。

繆勒：《公共選擇理論》（第2版），中國(guó)社會(huì)科學(xué)出版社1999年版。

唐斯：《官僚制內(nèi)幕》（郭小聰翻譯）。中國(guó)人民大學(xué)出版社（即出）。尼斯坎南：《官僚制與公共經(jīng)濟(jì)學(xué)》。中國(guó)青年出版社2004年出版社。

奧斯本：《摒棄官僚制》。中國(guó)人民大學(xué)出版社2002年版本。奧斯特羅姆等：《公共服務(wù)的制度建構(gòu)》，上海三聯(lián)書店2000年版。奧斯特羅姆等：《制度分析與發(fā)展的反思》，商務(wù)印書館1992年版。諾斯：《制度、制度變遷與經(jīng)濟(jì)績(jī)效》，上海三聯(lián)書店1994年版?？扑梗骸渡鐣?huì)成本問題》，載《財(cái)產(chǎn)權(quán)利與制度變遷》，上海三聯(lián)書店1994年版。(1960)

奧爾森：《集體行動(dòng)的邏輯》，上海三聯(lián)書店1995年版。(1965)布羅姆利：《經(jīng)濟(jì)利益與經(jīng)濟(jì)制度——公共政策的理論基礎(chǔ)》，上海三聯(lián)書店1996年版。

羅森布魯姆：《公共行政學(xué)：管理、政治和法律的途徑》，中國(guó)人民大學(xué)出版社2002年版。

第二篇：管理學(xué)著作讀后感

卓越員工&敬業(yè)精神

——《致加西亞的信》（1）讀后感

當(dāng)時(shí)看到課件上管理學(xué)經(jīng)典名著推薦書目的時(shí)候，最讓我好奇的便是《魚》、《誰說大象不能跳舞》以及現(xiàn)在正在寫的《致加西亞的信》，直接叢書名上看，實(shí)在是找不到它們與管理的關(guān)系。后來了解到《魚》講述的是美國(guó)西雅圖一家金融擔(dān)保公司業(yè)務(wù)部門經(jīng)理瑪麗·簡(jiǎn)讓業(yè)務(wù)部這個(gè)一個(gè)多年來死氣沉沉、貧乏消極的部門脫胎換骨、變成高效的團(tuán)隊(duì)的經(jīng)歷，而《誰說大象不能跳舞》則是講述郭士納將病入膏肓的IBM扭虧為盈的傳奇故事，兩本書都是標(biāo)準(zhǔn)的管理學(xué)著作。但《致加西亞的信》卻不是這么回事。

當(dāng)看到《致加西亞的信》這本書的時(shí)候，我驚訝地發(fā)現(xiàn)它竟然只是一本薄薄的小冊(cè)子，與其他管理學(xué)著作的長(zhǎng)篇大論相比顯得有些勢(shì)單力薄，然而翻開這本一百余頁的小冊(cè)子，真正原來作者所寫下的文章只有短短的24段英文，譯成中文只有幾頁，其余的則是作者的序言、手記、介紹、其余文章，羅文中尉自身對(duì)送信經(jīng)歷的描述，加西亞將軍與麥金來總統(tǒng)對(duì)羅文中尉的褒獎(jiǎng)以及其他一些人的讀后感。這一切使我更想對(duì)這本書的奧秘一探究竟。

關(guān)于送信的大體經(jīng)過，我們可以從羅文中尉的敘述中有所了解。在梅西戰(zhàn)爭(zhēng)爆發(fā)的前夕，美國(guó)總統(tǒng)麥金來急需與古巴起義軍首領(lǐng)加西亞將軍取得聯(lián)系，交換雙方的信息以便展開對(duì)西班牙的作戰(zhàn)。而當(dāng)時(shí)的加西亞將軍處于古巴的叢林之中，美國(guó)人并不知道他的具體方位，更糟糕的是從美國(guó)到將軍的旅途是這樣的一種狀況：到處都是西班牙的軍隊(duì)——軍艦、騎兵、巡邏兵、間諜（2）。在這樣一種情況下，美國(guó)情報(bào)局局長(zhǎng)瓦格納將羅文中尉推薦給了美國(guó)總統(tǒng)。于是，羅文中尉帶著總統(tǒng)的信，孤身一人離開了美國(guó)，一路上歷經(jīng)艱險(xiǎn)，在古巴人民的幫助下成功地完成了任務(wù)，并將古巴的情報(bào)帶回了美國(guó)。

作者哈伯德在《致加西亞的信》中這樣寫道：“關(guān)于那個(gè)名叫羅文的人，如何拿了信，將他裝進(jìn)一個(gè)油紙袋里，打封，掉在胸口藏好，如何在三個(gè)星期之后，徒步穿過一個(gè)危機(jī)四伏的國(guó)家，將信交到加西亞的手上——這些細(xì)節(jié)都不是我想說明的，我要強(qiáng)調(diào)的重點(diǎn)是：美國(guó)總統(tǒng)把一封寫給加西亞的信交給羅文，而羅文接過信之后并沒有問：‘他在什么地方？’”（3）作者認(rèn)為，羅文的故事中最最值得反思的是這樣一種敬業(yè)精神，只要交給了他任務(wù)，那么他不會(huì)去關(guān)注于其中的困難，不會(huì)去為自己尋找借口，而是不假思索地接受任務(wù)，并在之后一絲不茍、堅(jiān)定不移地完成。對(duì)上級(jí)的任務(wù)，沒有其它，而是立即采取行動(dòng)，全心全意地去完成，有多少人能夠做到？當(dāng)上級(jí)布置的任務(wù)下來，有多少時(shí)候我們是在看著任務(wù)，挖空心思地去尋找它的不合理之處，要求獲得更多的資源才能完成？甚至于拖拖拉拉直到最后也無法做好。我們可以舉一個(gè)熟悉的例子：社團(tuán)活動(dòng)。社團(tuán)作為大學(xué)生活中必不可少的元素，幾乎每一個(gè)大學(xué)生都會(huì)加入或多或少的社團(tuán)，而加入的初衷肯定有一點(diǎn)就是為了培養(yǎng)自己的能力，或者說是為將來步入社會(huì)做一點(diǎn)鋪墊。而在社團(tuán)中鍛煉自己能力的有效方式之一，就是組織各類活動(dòng)。組織一項(xiàng)活動(dòng)，自然有不小的工作量。尤其是在在浙大，對(duì)于學(xué)生社團(tuán)組織活動(dòng)有著各項(xiàng)嚴(yán)格的規(guī)章制度，各項(xiàng)活動(dòng)必須按照規(guī)定的復(fù)雜流程都做好才行。立項(xiàng)、跑表、場(chǎng)地借用、宣傳品的制作與投入使用、活動(dòng)后的備案等等，對(duì)初入社團(tuán)的新人來說都是不小的考驗(yàn)。打個(gè)不恰當(dāng)?shù)谋确?，這些困難就像羅文中尉送信途中面對(duì)的海浪、叢林荊棘、敵兵等危險(xiǎn)，那么，我們是否能像羅文中尉那樣，在接到任務(wù)之后，立刻一絲不茍地闖過這些困難，將我們手中的信送給加西亞呢？很慚愧的說，我自己便遠(yuǎn)遠(yuǎn)沒有做到。在上次社團(tuán)組織的講座中，我作為負(fù)責(zé)人，遇到困難后的第一件事就是打電話問部長(zhǎng)怎么辦？盡管有的事情可以自己通過查閱其他資料解決，但我依然選擇了最為使自己省心的方式——向自己的“上級(jí)”要求獲得更多的信息：我要求知道加西亞的具體位置，知道他長(zhǎng)什么樣，知道我的行進(jìn)路線，知道我如何才能找到他等等，諸如此類。是的，我并沒有做到像羅西中尉那樣，立即去執(zhí)行任務(wù)，不去追問各種“無比重要”的問題，沒有像他那樣憑借自己的勇氣與信念跨越種種艱難險(xiǎn)阻。更何況我所面對(duì)的困難與羅文中尉相比是多么的微不足道！閱讀《致加西亞的信》，霎時(shí)讓我感到無比羞愧。

《致加西亞的信》教會(huì)我們的第一點(diǎn)是如何做一名好的下屬。對(duì)我們而言，現(xiàn)在教會(huì)我們的也許是如何一名好的社團(tuán)干事，將來則是如何做一名好的職員，不管是一名基層員工，還是已經(jīng)成為一名高級(jí)經(jīng)理人，只要自己還有上級(jí)。崇高的敬業(yè)精神，正是這本書教給我們的核心思想。如果我們能夠像羅文中尉一樣忠誠敬業(yè)、盡職盡責(zé)、自動(dòng)自發(fā)，我們必然將會(huì)成為卓越的職員，而我們的雇主也將會(huì)視我們?yōu)槠髽I(yè)的棟梁，從而我們也將會(huì)被雇主所倚重，獲得更多的發(fā)展機(jī)會(huì)，實(shí)現(xiàn)自身的價(jià)值和追求。盡管我們最初的目的不是這些，而只是出于自身的不可抑制的職業(yè)精神。正如馬克·戈?duì)柭f：“卓越就是比別人更為執(zhí)著；卓越就是比別人更敢于冒險(xiǎn)；卓越就是比別人更富于夢(mèng)想；卓越就是比別人有更高的期望！這就是通往卓越之路！”（4）“上帝正讓我們追求完美——為我們自己去定一個(gè)高于他人的標(biāo)準(zhǔn)?！保?）

嚴(yán)格地來說，《致加西亞的信》與其他的管理學(xué)著作不大相同，或者說它講述的是如何進(jìn)行自我管理，而不是管理他人。不過，作為一個(gè)管理者，必定希望擁有像羅文中尉一樣地員工，能夠在公司中出色地“將信送給加西亞”。通過激勵(lì)原理，管理者或許可以做到這一點(diǎn)。但前提一定是管理著自身已經(jīng)成為了一個(gè)能“將信送給加西亞的人”。

注：1.文中所指的一書為：《致加西亞的信》.（美）阿爾伯特·哈伯德 著.瞿文明 譯.光明日?qǐng)?bào)出版社.2006年2月第1版

2.第42頁第11-12行

3.第6頁第11-16行

4.第65頁第17-21行

5.第64頁第12-13行

第三篇：著作選讀

1（一）馬列著作：

1、《共產(chǎn)黨宣言》。（《馬克思恩格斯選集》第1卷）

2、《哥達(dá)綱領(lǐng)批判》。（《馬克思恩格斯選集》第3卷）

3、《社會(huì)主義從空想到科學(xué)的發(fā)展》。（《馬克思恩格斯全集》第19卷，《馬克思恩格斯選集》第3卷）

4、《國(guó)家與革命》。（《列寧選集》第3卷）

（二）毛澤東著作：

1．《實(shí)踐論》、《矛盾論》、《星星之火，可以燎原》、《反對(duì)本本主義》、《中國(guó)革命戰(zhàn)爭(zhēng)的戰(zhàn)略問題》、《關(guān)于糾正黨內(nèi)的錯(cuò)誤思想》。（《毛澤東選集》第1卷）

2．《論持久戰(zhàn)》、《中國(guó)革命和中國(guó)共產(chǎn)黨》、《〈共產(chǎn)黨〉發(fā)刊詞》、《新民主主義論》。（《毛澤東選集》第2卷）

3．《改造我們的學(xué)習(xí)》、《論聯(lián)合政府》。（《毛澤東選集》第3卷）

4．《在中國(guó)共產(chǎn)黨第七屆中央委員會(huì)第二次全體會(huì)議上的報(bào)告》、《論人民民主專政》（《毛澤東選集》第4卷）

5．《關(guān)于農(nóng)業(yè)互助合作的兩次談話》、《關(guān)于國(guó)家資本主義經(jīng)濟(jì)》、《革命的轉(zhuǎn)變和黨在過渡時(shí)期的總路線》（《毛澤東文集》第6卷）

6．《論十大關(guān)系》、《關(guān)于正確處理人民內(nèi)部矛盾的問題》（《毛澤東文集》第7卷）

7．《關(guān)于三個(gè)世界劃分問題》（《毛澤東文集》第8卷）

（三）鄧小平著作：

1．《在全軍政治工作會(huì)議上的講話》、《黨和國(guó)家領(lǐng)導(dǎo)制度的改革》、《堅(jiān)持四項(xiàng)基本原則》、《解放思想，實(shí)事求是，團(tuán)結(jié)一致向前看》、《新時(shí)期的統(tǒng)一戰(zhàn)線和人民政協(xié)的任務(wù)》、《中國(guó)的對(duì)外政策》、《社會(huì)主義首先要發(fā)展生產(chǎn)力》、《建設(shè)強(qiáng)大的現(xiàn)代化正規(guī)化的革命軍隊(duì)》、《在中國(guó)文學(xué)藝術(shù)工作者第四次代表大會(huì)上的祝詞》、《思想路線政治路線的實(shí)現(xiàn)要靠政治路線來保證》、（《鄧小平文選》第2卷）

2．《科學(xué)技術(shù)是第一生產(chǎn)力》、《我國(guó)方針政策的兩個(gè)基本點(diǎn)》、《我們的宏偉目標(biāo)和根本政策》、《一切從社會(huì)主義初級(jí)階段的實(shí)際出發(fā)》、《用堅(jiān)定的信念把人民團(tuán)結(jié)起來》、《對(duì)中國(guó)改革的兩種評(píng)價(jià)》、《一個(gè)國(guó)家，兩種制度》、《在武昌、深圳、珠海、上海等地的談話要點(diǎn)》、《和平和發(fā)展是當(dāng)代世界的兩大問題》。（《鄧小平文選》第3卷）

（四）江澤民著作：

1．《在鄧小平同志追悼大會(huì)上的悼詞》、《當(dāng)代中國(guó)共產(chǎn)黨人的莊嚴(yán)使命》、《堅(jiān)持和完善人民代表大會(huì)制度》、《在毛澤東同志誕生一百周年紀(jì)念大會(huì)上的講話》、《正確處理社會(huì)主義現(xiàn)代化建設(shè)中的若干重大關(guān)系》、《為促進(jìn)祖國(guó)統(tǒng)一大業(yè)的完成而繼續(xù)奮斗》、《愛國(guó)主義和我國(guó)知識(shí)分子的使命》。（《江澤民文選》第1卷）

2．《高舉鄧小平理論偉大旗幟，把建設(shè)有中國(guó)特色社會(huì)主義事業(yè)全面推向21世紀(jì)》、《二十年來我們黨的主要?dú)v史經(jīng)驗(yàn)》、《實(shí)現(xiàn)國(guó)防和軍隊(duì)現(xiàn)代化建設(shè)跨世紀(jì)發(fā)展的戰(zhàn)略目標(biāo)》。（《江澤民文選》第2卷）

3．《在慶祝中國(guó)共產(chǎn)黨成立80周年大會(huì)上的講話》、《科學(xué)對(duì)待馬克思主義》、《全面建設(shè)小康社會(huì)，開創(chuàng)中國(guó)特色社會(huì)主義事業(yè)的新局面》、《在激烈的國(guó)際競(jìng)爭(zhēng)中掌握主動(dòng)》、《共同創(chuàng)造一個(gè)和平繁榮的新世紀(jì)》。（《江澤民文選》第3卷）

（五）胡錦濤講話

1．《樹立和落實(shí)科學(xué)發(fā)展觀》、《在中央人口資源環(huán)境工作座談會(huì)上的講話》、《在全黨大力弘揚(yáng)求真務(wù)實(shí)精神，大興求真務(wù)實(shí)之風(fēng)》、《在紀(jì)念毛澤東同志誕辰一百一十周年座談會(huì)上的講話》。（《十六大以來重要文獻(xiàn)選編》上）

2．《在鄧小平同志誕辰一百周年紀(jì)念大會(huì)上的講話》、《在首都各界紀(jì)念全國(guó)人民代表大會(huì)成立五十周年大會(huì)上的講話》、《在慶祝中國(guó)人民政治協(xié)商成立五十五周年大會(huì)上的講話》、《在2省部級(jí)主要領(lǐng)導(dǎo)干部提高構(gòu)建社會(huì)主義和諧社會(huì)能力專題研討班上的講話》、《堅(jiān)持一個(gè)中國(guó)原則，促進(jìn)祖國(guó)統(tǒng)一大業(yè)》、《在中央民族工作會(huì)議暨國(guó)務(wù)院第四次全國(guó)民族團(tuán)結(jié)進(jìn)步表彰大會(huì)上的結(jié)合》。（《十六大以來重要文獻(xiàn)選編》中）

3．《中共十七大報(bào)告》

第四篇：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(jì)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(jī)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(shí)驗(yàn)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(shí)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(jì)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(jì)劃和結(jié)果與手段有關(guān)

2.1.Types of Plans（計(jì)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(zhǎng)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(jì)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(jì)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(jì)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(jì)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(jì)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(jì)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(shí)別機(jī)會(huì)與威脅④Analyze Resources分析資源⑤Identify Strengths and Weaknesses識(shí)別強(qiáng)勢(shì)與劣勢(shì)；⑥Reassess Mission and Objectives重新評(píng)估使命與目標(biāo)⑦Formulate Strategies形成戰(zhàn)略⑧Implement Strategies戰(zhàn)略實(shí)施⑨Evaluate Results結(jié)果評(píng)價(jià)

SWOT AnalysisStrengths(優(yōu)勢(shì))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(shì)）：Resources that an organization lacks or activities that it does not do well.Opportunities(機(jī)會(huì))：Positive external environmental factors.Threats（威脅）：Negative external environmental factors.4.2 Grand Strategies（主戰(zhàn)略）1.Growth strategy（成長(zhǎng)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(zhǎng)戰(zhàn)略）1.Direct Expansion（直接擴(kuò)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(jìng)爭(zhēng)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(gè)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(shí)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(xiàng)Step 5: Selecting an Alternative 選擇方案

Step 6: Implementing the Alternative方案實(shí)施：

Step 7: Evaluating the Decision’s Effectiveness 評(píng)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(rèn)同強(qiáng)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(tuán)體決策

Advantages 優(yōu)點(diǎn)①M(fèi)ake 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(diǎn)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(tuán)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(huì)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(jì)：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(qiáng)制權(quán)：Power based on fear.②Reward power獎(jiǎng)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：①M(fèi)ore 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(jī)械式組織）：The bureaucracy;a structure that is high in specialization, formalization, and centralizationOrganic organization（有機(jī)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)）①M(fèi)echanistic 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(jiǎn)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(tuán)隊(duì)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(tuán)隊(duì)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(bào)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(lì)：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(lì)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(lì)－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(huì)）: affiliation with others, affection, friendship.Esteem（尊重）: Internal(self-respect, autonomy, and achievement);external(status, recognition, and attention)Self-actualization（自我實(shí)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(jì)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(lì)低技能、低工資員工①Employee recognition programs②Provision of sincere praise 4.4 Motivating Professionals激勵(lì)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(xiàng)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(jìn)取心）②Desire to lead(領(lǐng)導(dǎo)的欲望)③ Honesty and integrity(誠實(shí)和正直）④Self-confidence（自信）⑤Intelligence（才智）⑥Job-relevant knowledge（工作相關(guān)知識(shí)）

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(dú)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(fèi)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(duì)愿景堅(jiān)信不移⑤Behavior that is out of the ordinary 行為異常⑥Appearance as a change agent 作為一個(gè)變革者⑦Environmental sensitivity 環(huán)境敏感

5.2 Visionary Leadership 遠(yuǎn)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(tuán)隊(duì)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(rèn)識(shí)的信任）：Trust based on the behavioral predictability that comes from a history of interaction③Identification-based trust（基于認(rèn)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

第五篇：《管理學(xué)》名著選讀

管理學(xué)碩士研究生必讀之經(jīng)典管理著作

D.霍思：《管理思想的演變》：中國(guó)社會(huì)科學(xué)出版社，2000年

彼得·德魯克：《創(chuàng)業(yè)精神與創(chuàng)新——變革時(shí)代的管理原則與實(shí)踐》，工人出版社，1989年中文版。

A.薩克森尼安：《地區(qū)優(yōu)勢(shì)：硅谷和128公路地區(qū)的文化和競(jìng)爭(zhēng)》，上海遠(yuǎn)東出版社，1999年

詹姆斯.昌佩、尼丁.諾利亞：《管理的變革――企業(yè)最先進(jìn)觀念的轉(zhuǎn)變》，經(jīng)濟(jì)日?qǐng)?bào)出版社，1998年中文版

戴維·貝贊可、戴維·德雷諾夫和馬克·尚利：《公司戰(zhàn)略經(jīng)濟(jì)學(xué)》，北京大學(xué)出版社，1999年中文版。

格蘭特：《公司戰(zhàn)略管理》，光明日?qǐng)?bào)出版社，2004年中文版。

丹尼斯·卡爾頓、杰弗里·佩羅夫：《現(xiàn)代產(chǎn)業(yè)組織》，上海三聯(lián)書店、上海人民出版社1998年中文版。

加里·哈梅爾、C.K.普拉哈拉德：《競(jìng)爭(zhēng)大未來》，昆侖出版社，1998年中文版。托馬斯·彼得斯、羅伯特·沃特曼：《追求卓越：美國(guó)優(yōu)秀企業(yè)的管理圣經(jīng)》，中央編譯出版社，2000年中文版。

詹姆斯·柯林斯、杰里·波拉斯：《企業(yè)不敗》，新華出版社，1998年中文版。

D.諾斯：《西方世界的興起》，華夏出版社，1999年版；

A.錢德勒：《看得見的手》，商務(wù)印書館，1987年版；

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