管理学复习Word格式.docx

管理学复习Word格式.docx

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Technicalskillsareofthegreatestimportance

atthesupervisorylevel,andhumanskills

arehelpfulinthefrequentinteractionswith

subordinates.Conceptualanddesignskills

areusuallynotcriticalforlower-level

supervisors.Atthemiddlemanagementlevel,

theneedfortechnicalskillsdecreases,

humanskillsarestillessential,while

conceptualskillsgainimportance.

Atthetopmanagementlevel,conceptual

anddesignskillsandhumanskillsareespecially

valuable,butthereisrelativelyneedfortechnicalabilities.

2.Taylor'

sprinciplesofscientificmanagement（P12）

Replacingrulesofthumbwithscience（organizedknowledge）

Obtainingharmony,ratherthandiscord,ingroupaction

Achievingcooperationofhumanbeings,ratherthanchaoticindividualism

Workingformaximumoutput,ratherthanrestrictedoutput

Developingallworkerstothefullestextentpossiblefortheirownandtheircompany'

shighestprosperity.

3.ThedifferencesbetweenTaylorandFayol

Workerandengineer

Managementtechnologyandmanagementfunction

Cannotbereplacedeachother

4.Ethicaltheories（P43）

Utilitariantheory（功利主义理论）：

plansandactionsshouldbeevaluatedbytheircnsequences.

Theorybasedonrights（基于权利得理论）：

allpeoplehavebasicrights

Thetheoryofjustice（公平理论）：

decisionmakersmustbeguidedbyfairnessandequityaswellasimpartiality.

5.whatisyourglobalperspective?

（P58）

Ethnocentricorientation（民族为中心导向）：

thestyleoftheforeignoperationsisbasedonthatoftheparentcompany

Polycentricorientation（当地为中心导向）：

theforeignsubsidiariesarefivenagreatdealofmanagerialfreedom

Geocentricorientation（全球为中心导向）theentireorganizationsisviewedasanindependentsystemoperatinginmanycountries.

6.stepsinplanning（P96-P98）

Beingawareofopportunities

Establishingobjectives

Developingpremises（拟定前提条件）

Determiningalternativecourses（确定备选方案）

Evaluatingalternativecourses

Selectingacourse

Formulatingderivativeplans（制定衍生计划）

Quantifyingplansbybudgeting（用预算量化计划）

7.Developingpremises（拟定前提条件）

Premisesareassumptionsabouttheenvironmentinwhichtheplanistobecarriedout.

Principleofplanningpremisesis:

themorethoroughlyindividualschargedwithplanningunderstandandagreetoutilizeconsistentplanningpremises,themorecoordinatedennterpriseplanningwillbe.

8.businessportfoliomatrix（组合矩阵）（P121-122）

9.fiveforcesinindustryanalysis（P124）

（1）thecompetitionamongcompanies

（2）thethreatofnewcompaniesenteringthemarket

（3）thepossibilityofusingsubstituteproductsorservices

（4）thebargainingpowerofsuppliers

（5）thebargainingpowerofbuyersorcustomers

Porter'

sgenericstrategies

（1）overallcostleadershipstrategy总成本领先策略

—alowcoststructurealargerelativemarketshareandcost-efficientopertion

（2）differentiationstrategy差异化战略

—offersomethinguniqueintheindustryinthetermsofproductsandservices

（3）focusedstrategy集中战略

—concentrateinspecialgroupsoscustomers,aparticularproductline,aspecificgeographicregion,ortheotheraspectsthatbecomethefocalpointofthefirm'

sefforts.Anenterprisemayemphasizeaspecificsegmentofthemarket.

10.Rulesforbrainstorming（p141）

—noideasareevercriticized.

—themoreradicaltheideasare,thebetter

—thequalityofideaproductionisstressed

—theimprovementofideasbyothersisencouraged.

11.Organizinglevelsandthespanofmanagement（p170）

Therelationship：

organizationallevelsisinversely（成反比的）proportionaltothethespanofmanagementorganizationallevelsexistbecausethereisalimittothenumberofpersonsamanagercansuperviseeffectively,eventhoughthislimitvariesdependingonsituations.

Theprincipleofthespanofmanagement：

thereisalimittothenumberofsubordinatesamanagercaneffectivelysupervise,buttheexactnumberwilldependontheimpactofunderlyingfactors.

12.differentbasesofpowerp203

Power:

theabilityofindividualsorgroupstoinduceorinfluencethebeliefsoractionsofotherpersonsorgroups.

Authority:

therightinapositiontoexercisediscretioninmakingdecisionsaffectingothers

Therearemanydifferentbasesofpower

—legitimatepower:

normallyarisesfromapositionandderivesfromourculturalsystemofrights,obligations,anddutieswherebya"

"

position"

isacceptedbypeopleasbeing"

legitimate"

—rewardpower:

isthepowertograntorwithholdrewards

—referentpower:

influencethatpeopleorgroupsmayexercisebecausepeoplebelieveinthemandtheirideas

—coercivepower:

closelyrelatedtorewardpowerandnormallyarisingfromlegitimatepower.

—expertpower:

isthepowerofknowledge.

13.p289

Managerdevelopment:

theuseoflong-term,future-orientedprogramstodevelopaperson'

sabilityinmanaging.

Managerialtraining:

theuseofmostlyshort-termprogramsthatfacilitatethelearningprocesstohelpmanagersdotheirjobbetter.

Organizationdevelopment:

asystematicintegrated,andplannedapproachtoimprovingtheeffectivenessofgroupsofpeopleandofthewholeorganizationoramajororganizationalunit.

14.thefieldforcetheory（p297）场动力理论

—anequilibriumismaintainedbydrivingforcesandrestrainingforces.

Thechangeprocessinvolvesthreesteps:

（1）unfreezing,

（2）movingorchanging,and（3）refreezing

15.Thehierarchyofneedstheory:

（很重要）

whenonesetofneedsissatisfied,thiskindofneedceases（停止）tobeamotivator.（p326）

（1）physiologicalneeds.therearethebasic

Needsforsustaininghumanlifeitself,such

asfood,water,warmth,shelterandsleep,until

theseneedsaresatisfiedtothedegree

necessarytomaintainlife,otherneedswill

notmotivatepeople.

（2）security,orsafetyneeds.Peoplewantto

befreeofphysicaldangerandofthefear

oflosingajob,property,food,orshelter.

（3）affiliation,oracceptance,needs.People

needtobebelong,tobeacceptedbyothers.

（4）esteemneeds.Thiskindofneedproduces

suchsatisfactionsaspower,prestige（声望）

status，andself-confidence.

（5）needforself-actualization,Maslowregards

thisasthehighestneedinhishierarchy,Itisthedesiretobecomewhatoneiscapableofbecoming—tomaximizeone'

spotentialandtoaccomplishsomething.

16.Ingredientsofleadership（p348）

（1）四个构成要素：

——power,theabilitytousepowereffectivelyandinaresponsiblemanner.

——understandingofpeople,theabilitytocomprehendthathumanbeingshavedifferentmotivatingforcesatdifferenttimesandindifferentsituations.

——inspiration,theabilitytoinspire

——style,theabilitytoactinamannerthatwilldevelopaclimateconductivetorespondingtoandarousingmotivations.

（2）Themanagerialgrid（p353）管理方格论（很重要）

•Awell-knownapproachtodefineleadershipstyle.

•Thegridhastwodimensions:

concernforpeopleandconcernforproduction.

•Thefourextremestyles

Underthe1.1stylereferred

toimpoverishedmanagement

（贫乏型管理）managerconcern

Themselvesverylittlewith

eitherpeopleorproduction

andhaveminimuminvolvement

intheirjobs,toallintents

andpurposes,theyhave

abandonedtheirjobsand

onlymarktimeoractas

messengerscommunicating

informationfromsuperiors

tosubordinates.

9.9mangerswhodisplayin

theiractionsthehighest

possiblededicationbothto

peopleandtoproduction,they

arethereal"

teammanagers"

whoareabletomeshtheproductionneedsoftheenterprisewiththeneedsofindividuals.

③1.9management（countryclubmanagement乡村俱乐部式管理）,managershavenolittleornoconcernforproductionbutareconcernedonlyforpeople.Theypromoteanenvironmentinwhicheveryoneisrelaxed,friendly,andhappyandnooneisconcernedaboutputtingforthcoordinatedefforttoaccomplishenterprisegoals.

④9.1management（autocratictaskmanagement专制的任务型管理），whoareconcernedonlywithdevelopinganefficientoperation,whohavelittleornoconcernforpeople.andwhoquiteautocraticintheirstyleofleadership.

5.5managershavemediumconcernforproductionandforpeople,Theyobtainadequate,butnotoutstanding,moraleandproduction.Theydonotsetgoalstoohighandarelikelytohavearatherbenevolently（慈善地）autocraticattitudetowardpeople.

17.Fourbasesofgroupdevelopment（p370）

⑴forming,whenthemembersofthegroupgettoknowoneanother

⑵storming,whenthemembersofthegroupdeterminetheobjectiveofthemeetingandconflictarises

⑶norming,whenthegroupagreesonnormsandsomerulesofbehavior

⑷performing,whenthegroupgetsdowntothetask.

18.Thebasiccontrolprocess（p418）

⑴establishingstandards,⑵measuringperformanceagainstthesestandards⑶correctingvariationsfromstandardsandplans.

19.Typesofcontrol（p422-425）

⑴controlasafeedbacksystem

Managementcontrolisusuallyperceivedasafeedbacksystemsimilartothatwhichoperatesinthecommonhouseholdthermostat（自动调温器）.

Feedbackloopofmanagementcontrol

（2）real-timeinformationandcontrol

Real-timeinformation:

informationaboutwhatishappeningwhileitishapening.

（3）feedforward,orpreventive,control

Feedforwardsystemsmonitorinputsintoaprocesstoascertainiftheinputsareasplanned;

iftheyare