管理學(xué)原理考點(diǎn)

CHAPTER1Manager（管理者）SomeonewhoworkswithandthroughotherpeoplebycoordinatingandintegratingtheirworkactivitiesinordertoaccomplishorganizationalgoalsFirst-lineManagers（基層管理者）Areatthelowestlevelofmanagementandmanagetheworkofnon-managerialemployees.MiddleManagers（中層管理者）Managetheworkoffirst-linemanagers.TopManagers（高層管理者）Areresponsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganization.WhatIsManagement?（什么是管理）Coordinatingworkingactivities（協(xié)調(diào)）ManagerialConcernsEfficiency（效率）“Doingthingsright”GettingthemostoutputfortheleastinputsEffectiveness（效果）“Doingtherightthings”AttainingorganizationalgoalsFunctionalApproach（管理職能）Planning （計(jì)劃）Defininggoals,establishingstrategiestoachievegoals,developingplanstointegrateandcoordinateactivities.Organizing （組織）Arrangingworktoaccomplishorganizationalgoals.Leading （領(lǐng)導(dǎo)）Workingwithandthroughpeopletoaccomplishgoals.Controlling （控制）Monitoring,comparing,andcorrectingthework.ManagementRolesApproach（管理角色）Interpersonalroles（人際）Figurehead,leader,liaisonInformationalroles（信息）Monitor,disseminator,spokespersonDecisionalroles（決策）Entrepreneur,Disturbancehandler,resourceallocator,negotiatorSkillsApproach（管理技能）Technicalskills （技術(shù)技能）KnowledgeandproficiencyinaspecificfieldHumanskills （人際技能）TheabilitytoworkwellwithotherpeopleConceptualskills （概念技能）TheabilitytothinkandconceptualizeaboutabstractandcomplexsituationsconcerningtheorganizationAnOrganizationDefinedAdeliberatearrangementofpeopletoaccomplishsomespecificpurposeCommonCharacteristicsofOrganizationsHaveadistinctpurpose(goal)ComposedofpeopleHaveadeliberatestructureCHAPTER2ScientificManagementTaylor’sFourPrinciplesofManagementDevelopascienceforeachelementofanindividual’swork,whichwillreplacetheoldrule-of-thumbmethod.科學(xué)方法Scientificallyselectandthentrain,teach,anddeveloptheworker.科學(xué)培訓(xùn)Heartilycooperatewiththeworkerssoastoensurethatallworkisdoneinaccordancewiththeprinciplesofthesciencethathasbeendeveloped. 忠心合作Divideworkandresponsibilityalmostequallybetweenmanagementandworkers. 職責(zé)平等FrankandLillianGilbreth吉爾布雷斯夫婦FocusedonincreasingworkerproductivitythroughthereductionofwastedmotionDevelopedthemicrochronometertotimeworkermotionsandoptimizeperformanceHenriFayol亨利.法約爾BelievedthatthepracticeofmanagementwasdistinctfromotherorganizationalfunctionsDevelopedfourteenprinciplesofmanagementthatappliedtoallorganizationalsituationsDivisionofwork.Authority.Discipline.Unityofcommand.Unityofdirection.Subordinationofindividualinteresttotheinterestsoftheorganization.Remuneration.Centralization.Scalarchain.Order.Equity.Stabilityoftenureofpersonnel.Initiative.Espritdecorps.MaxWeber馬克斯.韋伯Developedatheoryofauthoritybasedonanidealtypeoforganization(bureaucracyOrganizationalBehavior(OB)Thestudyoftheactionsofpeopleatwork;peoplearethemostimportantassetofanorganizationTheHawthorneStudies（霍桑實(shí)驗(yàn)AseriesofproductivityexperimentsconductedatWesternElectricfrom1927to1932.ExperimentalfindingsProductivityunexpectedlyincreasedunderimposedadverseworkingconditions.Theeffectofincentiveplanswaslessthanexpected.ResearchconclusionSocialnorms,groupstandardsandattitudesmorestronglyinfluenceindividualoutputandworkbehaviorthandomonetaryincentivesCHAPER3TheManager:OmnipotentorSymbolic?OmnipotentViewofManagement（管理萬能論）管理者應(yīng)該直接對(duì)組織的成敗負(fù)責(zé)不同組織間效能或效率的差異，是由于管理者的決策與行動(dòng)差異所致組織的績(jī)效好壞難以歸咎是管理者的直接影響，但管理者仍要為組織績(jī)效負(fù)起大部分責(zé)任SymbolicViewofManagement（管理象征論）組織的成敗大部分是由于管理者無法掌握的外力所造成管理者對(duì)成果的掌握能力，會(huì)受到外部因素的影響和束縛這些因素包括經(jīng)濟(jì)、市場(chǎng)（顧客）的變化、政府政策、競(jìng)爭(zhēng)者行為、特定產(chǎn)業(yè)狀況、專利技術(shù)的控制以及前任管理者的決策等管理者透過行動(dòng)，象征性地控制和影響組織的運(yùn)作OrganizationalCultureAsystemofsharedmeaningsandcommonbeliefsheldbyorganizationalmembersthatdetermines,inalargedegree,howtheyacttowardseachother.“Thewaywedothingsaroundhere.”Values,symbols,rituals,myths,andpracticesImplications:Cultureisaperception.Cultureisshared.Cultureisdescriptive.Thesourceofanorganization’scultureandhowthatculturecontinues看書上HowEmployeesLearnCultureStories（故事）NarrativesofsignificanteventsoractionsofpeoplethatconveythespiritoftheorganizationRituals（儀式）RepetitivesequencesofactivitiesthatexpressandreinforcethevaluesoftheorganizationMaterialSymbolsPhysicalassetsdistinguishingtheorganizationLanguageAcronymsandjargonofterms,phrases,andwordmeaningsspecifictoanorganizationCHAPER6TheDecision-MakingProcessTheDecision-MakingProcess（決策制定過程）Identifyingaproblemanddecisioncriteriaandallocatingweightstothecriteria.（界定問題，設(shè)立決策的準(zhǔn)則，分配準(zhǔn)則的權(quán)重）Developing,analyzing,andselectinganalternativethatcanresolvetheproblem.（發(fā)展、分析、選擇能解決問題之方案）Implementingtheselectedalternative.（執(zhí)行方案）Evaluatingthedecision’seffectiveness.（評(píng)估決策的效能）Step1:IdentifyingtheProblemProblem（問題）Adiscrepancybetweenanexistinganddesiredstateofaffairs.（理想情況與現(xiàn)實(shí)狀況之間存在了某種差距）CharacteristicsofProblems（問題的特性）Aproblembecomesaproblemwhenamanagerbecomesawareofit.（管理者察覺問題所在）Thereispressuretosolvetheproblem.（壓力——解決問題的動(dòng)機(jī)）Themanagermusthavetheauthority,information,orresourcesneededtosolvetheproblem.（管理者必須有解決問題所需之職權(quán)、信息和各項(xiàng)資源）Step2:IdentifyingDecisionCriteriaDecisioncriteriaarefactorsthatareimportant(relevant)toresolvingtheproblem.Step3:AllocatingWeightstotheCriteriaDecisioncriteriaarenotofequalimportance:各個(gè)決策準(zhǔn)則，其重要性并不完全一致Step4:DevelopingAlternatives步驟四：開發(fā)備擇方案Identifyingviablealternatives確認(rèn)可行的方案Alternativesarelisted(withoutevaluation)thatcanresolvetheproblem.列出解決問題的各種可行方案（但不予以評(píng)估）Step5:AnalyzingAlternativesAppraisingeachalternative’sstrengthsandweaknesses評(píng)估每個(gè)方案的優(yōu)劣Analternative’sappraisalisbasedonitsabilitytoresolvetheissuesidentifiedinsteps2and3. 方案的評(píng)估是根據(jù)第二、三步驟所發(fā)展的準(zhǔn)則，透過這樣的分析，每個(gè)方案的優(yōu)劣即可清楚呈現(xiàn)Step6:SelectinganAlternative步驟六：選擇方案Choosingthebestalternative（選出最佳方案）Thealternativewiththehighesttotalweightischosen. 選出得分最高的方案Step7:ImplementingtheDecision步驟七：執(zhí)行Puttingthechosenalternativeintoaction.將決策付諸行動(dòng)Conveyingthedecisiontoandgainingcommitmentfromthosewhowillcarryoutthedecision. 將方案有關(guān)的訊息傳給執(zhí)行決策者，并獲得他們的認(rèn)同與承諾Step8:EvaluatingtheDecision’sEffectiveness步驟八：評(píng)估決策的效能Thesoundnessofthedecisionisjudgedbyitsoutcomes.決策正確與否，可由決策的結(jié)果加以檢視MakingDecisions（決策模式）Rationality（理性）Managersmakeconsistent,value-maximizingchoiceswithspecifiedconstraints.Assumptionsarethatdecisionmakers:（理性假設(shè)）Areperfectlyrational,fullyobjective,andlogical.Havecarefullydefinedtheproblemandidentifiedallviablealternatives.HaveaclearandspecificgoalWillselectthealternativethatmaximizesoutcomesintheorganization’sinterestsratherthanintheirpersonalinterests.BoundedRationality（有限理性）Managersmakedecisionsrationally,butarelimited(bounded)bytheirabilitytoprocessinformation.Assumptionsarethatdecisionmakers:（有限理性假設(shè)）WillnotseekoutorhaveknowledgeofallalternativesWillsatisfice—choosethefirstalternativeencounteredthatsatisfactorilysolvestheproblem—ratherthanmaximizetheoutcomeoftheirdecisionbyconsideringallalternativesandchoosingthebest.EscalationofCommitment（承諾升級(jí)）Increasingorcontinuingacommitmenttopreviousdecisiondespitemountingevidencethatthedecisionmayhavebeenwrong.WhatisIntuition?（何謂直覺）StructuredProblems（結(jié)構(gòu)化問題）Involvegoalsthatclear.Arefamiliar(haveoccurredbefore).Areeasilyandcompletelydefined—informationabouttheproblemisavailableandcomplete.ProgrammedDecision（程序化決策）Arepetitivedecisionthatcanbehandledbyaroutineapproach.UnstructuredProblems（非結(jié)構(gòu)化問題）Problemsthatareneworunusualandforwhichinformationisambiguousorincomplete.Problemsthatwillrequirecustom-madesolutionsNonprogrammedDecisions（非程序化決策）Decisionsthatareuniqueandnonrecurring.Decisionsthatgenerateuniqueresponses.Decision-MakingConditionsCertainty（確定性決策）管理者得以作出準(zhǔn)確決策的最理想狀況，因?yàn)樗锌赡芊桨傅慕Y(jié)果都是已知Risk（風(fēng)險(xiǎn)決策）在風(fēng)險(xiǎn)情況下，決策者可依據(jù)個(gè)人經(jīng)驗(yàn)或資料，預(yù)估各方案成敗與結(jié)果的機(jī)率Uncertainty（不確定性決策）當(dāng)管理者對(duì)可能的結(jié)果與機(jī)率一無所知時(shí)，將迫使他們靠直覺、創(chuàng)意、征兆觀察和膽識(shí)來作決策Uncertainty（不確定性）Limitedorinformationpreventsestimationofoutcomeprobabilitiesforalternativesassociatedwiththeproblemandmayforcemanagerstorelyonintuition,hunches,and“gutfeelings”.Maximax:theoptimisticmanager’schoicetomaximizethemaximumpayoff（最大收益最大化）找出每種可能決策的最好結(jié)果，選擇其中具有最大報(bào)酬的決策M(jìn)aximin:thepessimisticmanager’schoicetomaximizetheminimumpayoff（最小收益最大化）找出每種決策的最差結(jié)果，選擇其中最大報(bào)酬的決策M(jìn)inimax:themanager’schoicetominimizehismaximumregret.（最大遺憾最小化）找出每種決策的最大潛在遺憾，選擇其中最小的決策。于某特定決策和自然狀態(tài)相關(guān)的潛在遺憾，是再該自然狀態(tài)確實(shí)發(fā)生的情況下，管理者若選擇最好的決策可得到的報(bào)酬提高的程度Decision-MakingStyles（決策風(fēng)格）DimensionsofDecision-MakingStyles決策風(fēng)格的維度Waysofthinking（思考的方式）Rational,orderly,andconsistentIntuitive,creative,anduniqueToleranceforambiguity（模糊容忍度）Lowtolerance:requireconsistencyandorderHightolerance:multiplethoughtssimultaneouslyTypesofDecisionMakers（決策者類型）Directive（命令型風(fēng)格）Useminimalinformationandconsiderfewalternatives.Analytic（分析型風(fēng)格）Makecarefuldecisionsinuniquesituations.Conceptual（概念型風(fēng)格）Maintainabroadoutlookandconsidermanyalternativesinmakinglong-termdecisions.Behavioral（行為型風(fēng)格）Avoidconflictbyworkingwellwithothersandbeingreceptivetosuggestions.CHAPER8StrategicManagement（戰(zhàn)略管理）Thesetofmanagerialdecisionsandactionsthatdeterminesthelong-runperformance

ofanorganization.Step1:Identifyingtheorganization’scurrent mission,objectives,andstrategiesMission:thefirm’sreasonforbeingThescopeofitsproductsandservicesGoals:thefoundationforfurtherplanningMeasurableperformancetargetsStep2:ConductinganexternalanalysisTheenvironmentalscanningofspecificandgeneralenvironmentsFocusesonidentifyingopportunitiesandthreats步驟二：外部環(huán)境分析對(duì)特定環(huán)境與一般環(huán)境進(jìn)行分析評(píng)估組織可利用的機(jī)會(huì)有哪些？可能面臨的威脅為何？Step3:ConductinganinternalanalysisAssessingorganizationalresources,capabilities,activities,andculture:Strengths(corecompetencies)createvalueforthecustomerandstrengthenthecompetitivepositionofthefirm.Weaknesses(thingsdonepoorlyornotatall)canplacethefirmatacompetitivedisadvantage步驟三：內(nèi)部環(huán)境分析估算組織內(nèi)部的資源、能力、活動(dòng)和文化：優(yōu)勢(shì)（核心能力）為顧客創(chuàng)造價(jià)值并加強(qiáng)企業(yè)的競(jìng)爭(zhēng)力弱勢(shì)（組織表現(xiàn)較差的活動(dòng)，或組織需要但卻未擁有的資源）將使企業(yè)處于不利的競(jìng)爭(zhēng)條件Steps2and3combinedarecalledaSWOTanalysis.(Strengths,Weaknesses,Opportunities,andThreatsStep4:FormulatingstrategiesDevelopandevaluatestrategicalternativesSelectappropriatestrategiesforalllevelsintheorganizationthatproviderelativeadvantageovercompetitorsMatchorganizationalstrengthstoenvironmentalopportunitiesCorrectweaknessesandguardagainstthreatsStep5:ImplementingstrategiesImplementation:effectivelyfittingorganizationalstructureandactivitiestotheenvironmentTheenvironmentdictatesthechosenstrategy;effectivestrategyimplementationrequiresanorganizationalstructurematchedtoitsrequirementsStep6:EvaluatingResultsHoweffectivehavestrategiesbeen?Whatadjustments,ifany,arenecessary?EXPLAINTHEROLEOFRESOURCESCAPABILITIESANDCORECOMPETENCIESINTHEINTERNALANALYSIS看書上TypesofOrganizationalStrategiesCorporate-LevelStrategies(公司層戰(zhàn)略)Topmanagement’soverallplanfortheentireorganizationanditsstrategicbusinessunits（一組管理決策和行動(dòng)，它決定了組織的長(zhǎng)期績(jī)效。）TypesofCorporateStrategiesGrowth(增長(zhǎng)):expansionintonewproductsandmarkets（ 向新產(chǎn)品和新市場(chǎng)擴(kuò)張）Stability（穩(wěn)定）:maintenanceofthestatusquo（維持現(xiàn)狀）Renewal（重建）:redirectionofthefirmintonewmarkets （重定向企業(yè)，轉(zhuǎn)向新的市場(chǎng)）GrowthStrategy（增長(zhǎng)戰(zhàn)略）Seekingtoincreasetheorganization’sbusinessbyexpansionintonewproductsandmarkets.（尋求擴(kuò)大組織的規(guī)模，向新產(chǎn)品和新市場(chǎng)擴(kuò)張）TypesofGrowthStrategiesConcentration（集中戰(zhàn)略）Verticalintegration（縱向一體化戰(zhàn)略）Horizontalintegration（橫向一體化傳略）Diversification（多元化戰(zhàn)略）Concentration（集中戰(zhàn)略）Focusingonaprimarylineofbusinessandincreasingthenumberofproductsofferedormarketsserved.VerticalIntegration（縱向一體化戰(zhàn)略）Backwardverticalintegration:attemptingtogaincontrolofinputs(becomeaself-supplier).Forwardverticalintegration:attemptingtogaincontrolofoutputthroughcontrolofthedistributionchanneland/orprovidecustomerserviceactivities(eliminatingintermediaries).HorizontalIntegration（橫向一體化傳略）Combiningoperationswithanothercompetitorinthesameindustrytoincreasecompetitivestrengthsandlowercompetitionamongindustryrivals.RelatedDiversification（相關(guān)多元化）Expandingbymergingwithoracquiringfirmsindifferent,butrelatedindustriesthatare“strategicfits”.UnrelatedDiversification（非相關(guān)多元化）Growingbymergingwithoracquiringfirmsinunrelatedindustrieswherehigherfinancialreturnsarepossible.BCGMatrix（BCG矩陣）DevelopedbytheBostonConsultingGroupConsidersmarketshareandindustrygrowthrateClassifiesfirmsas:Cashcows:lowgrowthrate,highmarketshare（現(xiàn)金牛）Stars:highgrowthrate,highmarketshare（明星）Questionmarks:highgrowthrate,lowmarketshare（問號(hào)）Dogs:lowgrowthrate,lowmarketshare（售狗）Business-LevelStrategy（事業(yè)層戰(zhàn)略）AstrategythatseekstodeterminehowanorganizationshouldcompeteineachofitsSBUs(strategicbusinessunits).尋求決定組織應(yīng)該怎么在每項(xiàng)事業(yè)（戰(zhàn)略事業(yè)單位）上展開競(jìng)爭(zhēng)。CompetitiveAdvantage（競(jìng)爭(zhēng)戰(zhàn)略）Anorganization’sdistinctivecompetitiveedgethatissourcedandsustainedinitscorecompetencies.QualityasaCompetitiveAdvantage（質(zhì)量作為競(jìng)爭(zhēng)優(yōu)勢(shì)）Differentiatesthefirmfromitscompetitors.Cancreateasustainablecompetitiveadvantage.Representsthecompany’sfocusonqualitymanagementtoachievecontinuousimprovementandmeetcustomers’demandforquality.FiveCompetitiveForces（五種競(jìng)爭(zhēng)力量）ThreatofNewEntrants（新進(jìn)入者的威脅）Theeaseordifficultywithwhichnewcompetitorscanenteranindustry.ThreatofSubstitutes（替代威脅）Theextenttowhichswitchingcostsandbrandloyaltyaffectthelikelihoodofcustomersadoptingsubstitutesproductsandservices.BargainingPowerofBuyers（購買者的議價(jià)能力）Thedegreetowhichbuyershavethemarketstrengthtoholdswayoverandinfluencecompetitorsinanindustry.BargainingPowerofSuppliers（供應(yīng)商的議價(jià)能力）Therelativenumberofbuyerstosuppliersandthreatsfromsubstitutesandnewentrantsaffectthebuyer-supplierrelationship.CurrentRivalry（目前的競(jìng)爭(zhēng)狀況）Intensityamongrivalsincreaseswhenindustrygrowthratesslow,demandfalls,andproductpricesdescend.CompetitiveStrategies（競(jìng)爭(zhēng)戰(zhàn)略）CostLeadershipStrategy（成本領(lǐng)先戰(zhàn)略）Seekingtoattainthelowesttotaloverallcostsrelativetootherindustrycompetitors.（以成為產(chǎn)業(yè)中成本最低的生產(chǎn)者為目標(biāo)）DifferentiationStrategy（差異化戰(zhàn)略）Attemptingtocreateauniqueanddistinctiveproductorserviceforwhichcustomerswillpayapremium.（試圖提供獨(dú)特的產(chǎn)品或服務(wù)給愿意付出較高價(jià)格的顧客）FocusStrategy（聚焦戰(zhàn)略）Usingacostordifferentiationadvantagetoexploitaparticularmarketsegmentratheralargermarket.（運(yùn)用成本優(yōu)勢(shì)或差異性優(yōu)勢(shì)來開發(fā)特定市場(chǎng)，而非服務(wù)廣大的市場(chǎng)）CHAPER10DefiningOrganizationalStructureWorkSpecialization（1、工作專門化）traditionalandcontemporaryviews看書上Thedegreetowhichtasksintheorganizationaredividedintoseparatejobswitheachstepcompletedbyadifferentperson.（組織中分工的程度，即將任務(wù)拆解成幾個(gè)步驟，再由不同的人分段完成）Overspecializationcanresultinhumandiseconomiesfromboredom,fatigue,stress,poorquality,increasedabsenteeism,andhigherturnover.（過度分工可能導(dǎo)致人力不經(jīng)濟(jì)的現(xiàn)象——無聊、疲勞、壓力、質(zhì)量降低、曠職率與流動(dòng)率上升）DepartmentalizationbyType（2、部門化）Functional職能部門化Groupingjobsbyfunctionsperformed（按職能將工作歸類）AdvantagesEfficienciesfromputtingtogethersimilarspecialtiesandpeoplewithcommonskills,knowledge,andorientationsCoordinationwithinfunctionalareaIn-depthspecializationDisadvantagesPoorcommunicationacrossfunctionalareasLimitedviewoforganizationalgoalsProduct產(chǎn)品部門化Groupingjobsbyproductline（按生產(chǎn)線歸類工作）+ Allowsspecializationinparticularproductsandservices+ Managerscanbecomeexpertsintheirindustry+ Closertocustomers– Duplicationoffunctions– LimitedviewoforganizationalgoalsGeographic地區(qū)部門化Groupingjobsonthebasisofterritoryorgeography（以區(qū)域或地理作為劃分工作的基礎(chǔ)）AdvantagesMoreeffectiveandefficienthandlingofspecificregionalissuesthatariseServeneedsofuniquegeographicmarketsbetterDisadvantagesDuplicationoffunctionsCanfeelisolatedfromotherorganizationalareasProcess過程部門化Groupingjobsonthebasisofproductorcustomerflow（依產(chǎn)品或顧客的流動(dòng)方向來劃分工作）+ Moreefficientflowofworkactivities– CanonlybeusedwithcertaintypesofproductsCustomer客戶部門化Groupingjobsbytypeofcustomerandneeds（以顧客群以及顧客需求為基礎(chǔ)來劃分工作）+Customers’needsandproblemscanbemetbyspecialists-Duplicationoffunctions-LimitedviewoforganizationalgoalsEXPLAINCROSSFUCTIONALTEAMS看書上ChainofCommand（3、指揮鏈）Thecontinuouslineofauthoritythatextendsfromupperlevelsofanorganizationtothelowestlevelsoftheorganizationandclarifieswhoreportstowho.從組織高層到基層的一條連續(xù)性的職權(quán)關(guān)系，能明確指出誰該向誰報(bào)告Authority（職權(quán)）Therightsinherentinamanagerialpositiontotellpeoplewhattodoandtoexpectthemtodoit.職位所賦予的權(quán)力，可指示屬下該做的事，以及期望屬下需達(dá)成的工作Responsibility（職責(zé)）Theobligationorexpectationtoperform.接受被指派的工作的義務(wù)UnityofCommand（統(tǒng)一指揮）Theconceptthatapersonshouldhaveonebossandshouldreportonlytothatperson.員工只應(yīng)對(duì)一位管理者負(fù)責(zé)的概念Discussthetraditionalandcontemporaryviewsofchainofcommand看書上SpanofControl（4、管理跨度）Thenumberofemployeeswhocanbeeffectivelyandefficientlysupervisedbyamanager.（管理者可以有效率和有效果地指揮的員工數(shù)）Widthofspanisaffectedby:（管理跨度的影響因素）Skillsandabilitiesofthemanager（管理者的技能）Employeecharacteristics（員工的特性）Characteristicsoftheworkbeingdone（工作的特性）Similarityoftasks（工作的相似性）Complexityoftasks（工作的復(fù)雜性）Physicalproximityofsubordinates（部屬本質(zhì)的相近性）Standardizationoftasks（任務(wù)的標(biāo)準(zhǔn)化程度）Discussthetraditionalandcontemporaryviewsofspanofcontrol看書上5、集權(quán)和分權(quán)Centralization（集權(quán)化）Thedegreetowhichdecision-makingisconcentratedatasinglepointintheorganizations.組織的決策權(quán)掌握在單一管理者的集中程度Organizationsinwhichtopmanagersmakeallthedecisionsandlower-levelemployeessimplycarryoutthoseorders.在某些組織里，最高管理者決定所有的決策，而基層管理者和員工則只是執(zhí)行高階主管的命令而已Decentralization（分權(quán)化）Organizationsinwhichdecision-makingispusheddowntothemanagerswhoareclosesttotheaction.組織的決策下授由直接負(fù)責(zé)執(zhí)行的管理者來擔(dān)任EmployeeEmpowerment（對(duì)員工授權(quán)）Increasingthedecision-makingdiscretionofemployees.增加員工自行作決策的能力FactorsthatInfluencetheAmountofCentralizationMoreCentralizationEnvironmentisstable.Lower-levelmanagersarenotascapableorexperiencedatmakingdecisionsasupper-levelmanagers.Lower-levelmanagersdonotwanttohaveasayindecisions.Decisionsaresignificant.Organizationisfacingacrisisortheriskofcompanyfailure.Companyislarge.Effectiveimplementationofcompanystrategiesdependsonmanagersretainingsayoverwhathappens.MoreDecentralizationEnvironmentiscomplex,uncertain.Lower-levelmanagersarecapableandexperiencedatmakingdecisions.Lower-levelmanagerswantavoiceindecisions.Decisionsarerelativelyminor.Corporatecultureisopentoallowingmanagerstohaveasayinwhathappens.Companyisgeographicallydispersed.Effectiveimplementationofcompanystrategiesdependsonmanagershavinginvolvementandflexibilitytomakedecisions.Formalization（6、正規(guī)化）Thedegreetowhichjobswithintheorganizationarestandardizedandtheextenttowhichemployeebehaviorisguidedbyrulesandprocedures.（工作標(biāo)準(zhǔn)化以及員工遵循公司條例與標(biāo)準(zhǔn)程序而行事的程度）Highlyformalizedjobsofferlittlediscretionoverwhatistobedone.正式化程度愈高，員工對(duì)如何完成該工作的自主權(quán)也就愈低Lowformalizationmeansfewerconstraintsonhowemployeesdotheirwork.正式化程度較低時(shí)，員工對(duì)如何完成工作則有較大的自由度OrganizationalDesignDecisionsMechanisticOrganization機(jī)械式組織Arigidandtightlycontrolledstructure一種刻板的，嚴(yán)密控制的結(jié)構(gòu)OrganicOrganization有機(jī)式組織Highlyflexibleandadaptablestructure一種靈活的、具有高度適應(yīng)性的結(jié)構(gòu)Structuraldecisionsareinfluencedby:Overallstrategyoftheorganization（戰(zhàn)略）Organizationalstructurefollowsstrategy.Sizeoftheorganization（規(guī)模）Firmschangefromorganictomechanisticorganizationsastheygrowinsize.Technologyusebytheorganization（技術(shù)）Firmsadapttheirstructuretothetechnologytheyuse.Degreeofenvironmentaluncertainty（環(huán)境不確定性）Dynamicenvironmentsrequireorganicstructures;mechanisticstructuresneedstableenvironments.StrategyandStructure（戰(zhàn)略和結(jié)構(gòu)）Achievementofstrategicgoalsisfacilitatedbychangesinorganizationalstructurethataccommodateandsupportchange.組織結(jié)構(gòu)應(yīng)有助于目標(biāo)的達(dá)成，若組織的戰(zhàn)略改變，則組織結(jié)構(gòu)也需要配合戰(zhàn)略做必要的改變SizeandStructure（規(guī)模和結(jié)構(gòu)）Asanorganizationgrowslarger,itsstructuretendstochangefromorganictomechanisticwithincreasedspecialization,departmentalization,centralization,andrulesandregulations.隨著組織成長(zhǎng)，將從有機(jī)式結(jié)構(gòu)轉(zhuǎn)為機(jī)械式，并有更多的專業(yè)分工、部門劃分、集權(quán)、組織章程與規(guī)范TechnologyandStructure（技術(shù)和結(jié)構(gòu)）Organizationsadapttheirstructurestotheirtechnology.組織會(huì)改變結(jié)構(gòu)以適應(yīng)其技術(shù)Woodward’sclassificationoffirmsbasedonthecomplexityofthetechnologyemployed（伍華德根據(jù)術(shù)復(fù)雜性，將企業(yè)分為三類）：Unitproduction（單件生產(chǎn)）Massproduction（大規(guī)模生產(chǎn)）Processproduction（連續(xù)生產(chǎn)）Routinetechnology=mechanisticorganizations例行性技術(shù)=機(jī)械式組織Non-routinetechnology=organicorganizations非例行性技術(shù)=有機(jī)式組織EnvironmentalUncertaintyandStructure環(huán)境不確定性與結(jié)構(gòu)Mechanisticorganizationalstructurestendtobemosteffectiveinstableandsimpleenvironments.在穩(wěn)定而單純的環(huán)境中，機(jī)械式的結(jié)構(gòu)會(huì)比較有效Theflexibilityoforganicorganizationalstructuresisbettersuitedfordynamicandcomplexenvironments.有機(jī)式組織結(jié)構(gòu)的彈性，較適合動(dòng)態(tài)而復(fù)雜的環(huán)境CommonOrganizationalDesignsTraditionalDesigns（傳統(tǒng)設(shè)計(jì)）Simplestructure（簡(jiǎn)單結(jié)構(gòu)）Lowdepartmentalization,widespansofcontrol,centralizedauthority,littleformalization低部門化、寬管理跨度、職權(quán)集中于一人之手、正規(guī)化程度較低Functionalstructure（職能結(jié)構(gòu)）Departmentalizationbyfunction按照職能部門化Operations,finance,humanresources,andproductresearchanddevelopmentDivisionalstructure（事業(yè)部型結(jié)構(gòu)）Composedofseparatebusinessunitsordivisionswithlimitedautonomyunderthecoordinationandcontroltheparentcorporation.由獨(dú)立的單位或事業(yè)部組成的組織結(jié)構(gòu)。ContemporaryOrganizationalDesigns（現(xiàn)代組織設(shè)計(jì)）Teamstructures（團(tuán)隊(duì)結(jié)構(gòu)）Theentireorganizationismadeupofworkgroupsorself-managedteamsofempoweredemployees.整個(gè)組織是由許多推動(dòng)業(yè)務(wù)的工作群或團(tuán)隊(duì)所組成Matrixstructures（矩陣結(jié)構(gòu)）Specialistsfordifferentfunctionaldepartmentsareassignedtoworkonprojectsledbyprojectmanagers.從不同專業(yè)功能部門中調(diào)集人手組成團(tuán)隊(duì)，并由一位項(xiàng)目經(jīng)理來領(lǐng)導(dǎo)Matrixparticipantshavetwomanagers.矩陣式組織的成員會(huì)有兩個(gè)頂頭上司Projectstructures（項(xiàng)目結(jié)構(gòu)）Employeesworkcontinuouslyonprojects;movingontoanotherprojectaseachprojectiscompleted.員工不斷在項(xiàng)目中工作；在完成一個(gè)項(xiàng)目后再繼續(xù)其它的項(xiàng)目CHAPTER11WhatIsCommunication?InterpersonalCommunication（人際溝通）Communicationbetweentwoormorepeople兩人或兩人以上的溝通OrganizationalCommunication（組織溝通）Allthepatterns,network,andsystemsofcommunicationswithinanorganization組織內(nèi)所有的溝通類型、網(wǎng)絡(luò)以及系統(tǒng)InterpersonalCommunication（人際溝通）Message信息Source:sender’sintendedmeaningEncoding編碼ThemessageconvertedtosymbolicformChannel通道ThemediumthroughwhichthemessagetravelsDecoding解碼Thereceiver’sretranslationofthemessageNoise噪聲DisturbancesthatinterferewithcommunicationsBarrierstoEffectiveInterpersonalCommunicationFiltering（過濾）Thedeliberatemanipulationofinformationtomakeitappearmorefavorabletothereceiver.故意操縱信息，使信息顯得更易于接受Emotions（情緒）Disregardingrationalandobjectivethinkingprocessesandsubstitutingemotionaljudgmentswheninterpretingmessages.在解釋信息的時(shí)候忽視理性和客觀的思考過程而代之以情緒化的判斷InformationOverload（信息超載）Beingconfrontedwithaquantityofinformationthatexceedsanindividual’scapacitytoprocessit.面對(duì)的信息超過了他的處理能力Defensiveness（防御性）Whenthreatened,reactinginawaythatreducestheabilitytoachievemutualunderstanding.當(dāng)感到受威脅的時(shí)候，以一種防衛(wèi)的方式作出反應(yīng)，降低了相互理解的可能性Language（語言）Thedifferentmeaningsofandspecializedways(jargon)inwhichsendersusewordscancausereceiverstomisinterprettheirmessages.發(fā)送者的的行話使得接受者誤解其信息NationalCulture（國(guó)家文化）Cultureinfluencestheform,formality,openness,patternsanduseofinformationincommunications.文化影響溝通的形式、正規(guī)性、開放程度等各方面OvercomingtheBarrierstoEffectiveInterpersonalCommunicationsUseFeedback利用反饋SimplifyLanguage簡(jiǎn)化語言ListenActively主動(dòng)傾聽ConstrainEmotions控制情緒WatchNonverbalCues注意非口語暗示TypesofOrganizationalCommunication組織溝通的類型DirectionofCommunicationFlowDownward（下行溝通）Communicationsthatflowfrommanagerstoemployeestoinform,direct,coordinate,andevaluateemployees.（信息從管理者流向下屬人員的溝通，通常用于通知、命令、協(xié)調(diào)和評(píng)估下屬）Upward（上行溝通）Communicationsthatflowfromemployeesuptomanagerstokeepthemawareofemployeeneedsandhowthingscanbeimprovedtocreateaclimateoftrustandrespect.（信息從下屬人員流向管理者的溝通，它使管理者能了解下屬人員對(duì)他們的工作、同事以及整個(gè)組織的看法）Lateral(Horizontal)Communication（橫向溝通）Communicationthattakesplaceamongemployeesonthesamelevelintheorganizationtosavetimeandfacilitatecoordination.（同一組織層次的員工之間發(fā)生的溝通）DiagonalCommunication（斜向溝通）Communicationthatcutsacrossbothworkareasandorganizationallevelsintheinterestofefficiencyandspeed.（發(fā)生在同時(shí)跨工作部門和跨組織層次的員工之間的溝通）TypesofCommunicationNetworksChainNetwork（鏈?zhǔn)骄W(wǎng)絡(luò)）Communicationflowsaccordingtotheformalchainofcommand,bothupwardanddownward.（溝通信息按照正式的指揮鏈流動(dòng)，既可以上行，也可以下行。）WheelNetwork（輪式網(wǎng)絡(luò)）Allcommunicationflowsinandoutthroughthegroupleader(hub)toothersinthegroup.（在領(lǐng)導(dǎo)者與工作小組或團(tuán)隊(duì)其他成員之間的溝通）All-ChannelNetwork（全通道式網(wǎng)絡(luò)）Communicationsflowfreelyamongallmembersoftheworkteam.（在工作團(tuán)隊(duì)所有成員中自由地流動(dòng)）CHAPTER12TheHRMProcess（人力資源管理過程）HumanResourcePlanning;人力資源規(guī)劃Recruitment/Decruitment;招聘/解聘Selection;甄選Orientation;上崗引導(dǎo)Training;培訓(xùn)EmployeePerformanceManagement;績(jī)效管理Compensation/Benefits;薪酬與福利CareerDevelopment;職業(yè)發(fā)展CHAPTER13WhatIsChange?OrganizationalChange（組織變革）Anyalterationsinthepeople,structure,ortechnologyofanorganizationCharacteristicsofChange（變革的特征）IsconstantyetvariesindegreeanddirectionProducesuncertaintyyetisnotcompletelyunpredictableCreatesboththreatsandopportunitiesManagingchangeisanintegralpartofeverymanager’sjob.ForcesforChange（變革的力量）ExternalforcesMarketplaceGovernmentallawsandregulationsTechnologyLabormarketEconomicchangesInternalForcesChangesinorganizationalstrategyWorkforcechangesNewequipmentEmployeeattitudesChangeProcessViewpointsTheCalmWatersMetaphor風(fēng)平浪靜觀Lewin’sdescriptionofthechangeprocessasabreakintheorganization’sequilibriumstate盧文將變革視為一種打破組織平衡狀態(tài)的過程：Unfreezingthestatusquo解凍Changingtoanewstate變革Refreezingtomakethechangepermanent再凍結(jié)White-WaterRapidsMetaphor急流險(xiǎn)灘觀Thelackofenvironmentalstabilityandpredictabilityrequiresthatmanagersandorganizationscontinuallyadapt(managechangeactively)tosurvive.ThreeCategoriesofChange變革分類ManagingResistancetoChange應(yīng)對(duì)變革的阻力WhyPeopleResistChange?Th