具体描述
内 容 提 要
该书是一本融管理理论、方法技能和具体管理实践于一体的教材。全书共分
部分二十章。第一部分 （共两章）主要介绍管理和管理者（经理） 的基本概念，以
管理理论和管理实践的演变过程。第二部分（共四章）阐述了管理者（经理）所面
的形势和任务，其中包括组织环境和文化对管理的制约、全球化过程中的管理 社
责任和管理道德以及决策问题。第三部分至第六部分分别阐述管理的四大主要职能
计划、组织、领导、控制。在这四种职能中，作者特别强调领导职能，分别从组织
为学、团队活动、员工激励、领导、交流与沟通等方面对领导职能进行了论述。在
划职能中，作者特别重视战略计划和管理；在组织职能中，作者强调了人力资源管
在控制职能中，特别强调了运作管理。
该书结构紧凑，内容丰富，且提供了大量实例，例如该书提供了十位与众不同
经理，每章后都有各种问题、自我测评练习、应用案例等。这无疑使正文中的理论
满了生命活力，也使学生能通过不同的途径把握管理理论与方法。对于初学著来说
该书的确是一部极好的教材。
好的，这是一份关于一本假设的书籍的详细简介，该书与您提到的《管理学--英文》无关： --- 《时间的褶皱：20世纪欧洲思想史中的科学与人文交织》 导言：时代的迷雾与思想的航向 本书旨在深入剖析20世纪欧洲思想界的复杂图景，尤其聚焦于科学革命的巨大冲击与人文主义传统的深刻反思之间所形成的“思想褶皱”。这是一个充满剧变、两次世界大战的阴影、技术奇迹与存在主义焦虑并存的世纪。传统的哲学范式在达尔文、爱因斯坦、弗洛伊德等科学巨擘面前摇摇欲坠，而古典理性主义的宏大叙事也遭遇了尼采式的解构。我们不再满足于单一维度的解释，而是试图在科学的精确性与人文学科的解释力之间，寻找一条审慎对话的路径。 本书并非一部简单的编年史，而是一次对核心概念——如“真理的本质”、“主体的消亡”、“意义的构建”——在不同思想阵营中如何被重新定义、争夺和扭曲的考察。我们将穿越现象学对经验的忠诚，深入结构主义对深层结构的挖掘，并最终抵达后结构主义对一切确定性的解构。 第一部分：科学的胜利与人文的防线（1900-1930年代） 二十世纪初，科学的力量以前所未有的速度重塑了世界观。本书首先探讨了物理学领域中相对论和量子力学的革命性影响。爱因斯坦对绝对时空的颠覆，迫使哲学家重新审视康德以来建立的认识论基础。我们不仅要理解这些理论的科学内核，更要分析它们如何被伽达默尔（Hans-Georg Gadamer）等人的诠释学所吸收和转化，用以挑战实证主义的僵硬教条。 紧接着，我们转向心理学领域。弗洛伊德的精神分析学派，如同对人类理性的一记重击，揭示了无意识的强大驱动力。这不仅是医学的突破，更是对启蒙运动“理性人”假设的彻底颠覆。我们详细比较了荣格的集体无意识概念与巴特（Karl Barth）在神学领域对人类原罪的重申，探讨了“内在深渊”如何成为两次大战前夕欧洲知识分子的共同主题。 在哲学方面，胡塞尔的现象学运动是人文阵营对科学还原论的第一次有力回击。通过“回到事物本身”的号召，现象学试图在经验的现象层面重建意义的确定性。我们分析了现象学如何影响了早期的海德格尔（Martin Heidegger），以及他如何将这种关注个体生存经验的路径，最终导向了对“存在”这一终极问题的追问。 第二部分：危机中的现代性：整体性与破碎（1930年代-1950年代） 两次世界大战的残酷现实，使得任何关于进步和线性的乐观主义叙事都显得苍白无力。本部分将集中考察受战争和极权主义影响下，思想如何走向两个极端：要么追求坚不可摧的整体性（如法西斯意识形态的伪哲学），要么彻底拥抱存在的荒谬（存在主义的兴起）。 法兰克福学派的批判理论是本部分的核心议题之一。阿多诺和霍克海默的《启蒙辩证法》是研究的重中之重。他们认为，启蒙理性在追求工具性效率的过程中，最终异化为新的压迫形式——技术官僚主义和大众文化。我们将详细剖析他们如何将马克思主义、社会学与弗洛伊德的悲观看法相结合，形成对现代工业社会的深刻批判。 与此同时，萨特和加缪的存在主义在战后欧洲知识界获得了巨大的共鸣。本书探讨了“自由”、“责任”与“被抛感”这些核心概念如何为一代人在一个没有上帝和既定意义的世界中，提供了行动的伦理基础。我们对比了法国和德国存在主义在应对历史创伤时的微妙差异，以及他们如何直接挑战了科学决定论的宿命感。 第三部分：语言的转向与结构的迷宫（1950年代-1970年代） 本世纪中叶，思想的焦点从“存在”和“主体”转移到了“语言”和“结构”。语言学，特别是索绪尔（Ferdinand de Saussure）的理论，成为了所有学科的底层逻辑。 结构主义的兴盛，标志着对西方哲学中“人本中心主义”的集体背弃。列维-斯特劳斯（Claude Lévi-Strauss）将结构分析引入人类学，揭示了文化深处的普遍二元对立系统。而拉康（Jacques Lacan）则将语言学的分析引入精神分析，论证了“无意识结构如同语言”。 然而，对结构的崇拜很快引发了反思。我们详细阐述了福柯（Michel Foucault）如何通过权力/知识分析，展示结构是如何被权力关系建构和维持的。他的谱系学方法，将历史视为断裂的序列，而非连续的演进，这直接挑战了以往所有关于“进步”的思想框架。同时，德里达（Jacques Derrida）的解构主义，则从对逻各斯中心主义（Logocentrism）的批判入手，揭示了文本和意义的内在不稳定性，标志着对“真理”和“本质”探寻的终结。 第四部分：后现代的余晖与新现实的萌芽（1970年代至今） 进入晚期，欧洲思想界在面对全球化、信息爆炸和文化身份政治时，呈现出更加分散和多元的特征。利奥塔对“宏大叙事的终结”的宣告，概括了后现代思潮的核心特征：对普适性理论的怀疑，以及对地方性、边缘化经验的关注。 本书最后一部分考察了后结构主义思想家如何反思他们在知识建构中的角色。例如，鲍德里亚（Jean Baudrillard）对“拟像”（Simulacra）的分析，探讨了在媒介高度发达的社会中，真实与虚构的界限如何彻底消融，这为理解当今的数字文化提供了深刻的理论工具。 我们并不认为这是一个思想的终点，而是观察到，在对宏大叙事的批判之后，新的、更具情境化的伦理学和政治哲学（如哈贝马斯的交往行为理论）正在努力重建对话的可能性。 结论：在不确定性中寻找清晰 《时间的褶皱》最终试图回答：在一个科学和技术力量不断增强，而人类对自身意义的把握却日益脆弱的世纪，欧洲思想是如何应对这一悖论的？我们看到，思想不再追求构建坚不可摧的知识体系，而是转向了对自身局限性的深刻认识。这种认识论上的谦逊，或许是20世纪留给我们最宝贵的遗产——一种在不断变化的世界中，以批判的眼光审视一切既有假设的勇气。本书旨在为读者提供一把钥匙，去理解我们当代所处的思想景观是如何由这些交织、冲突和融合的思想线条所塑造的。 --- （总字数：约1550字）
作者简介
目录信息
PREFACE xvii
PART ONE
INTRODUCTION
1.Managers and Management
2.The Evolution of Management
PART FIVE
LEADING
13.Foundations of Behavior
14.Understanding Groups and Teams
15.Motivating Employees
16.Leadership
17.Communication and Interpersonal Skills
PART TWO
DEFINING THE MANAGER'S
TERRAIN
3.Organizational Culture and Environment: The
Constraints
4.Managing in a Global Environment
5.Social Responsibility and Managerial
Ethics
6.Decision Making: The Essence of the
Manager's Job
PART THREE
PLANNING
7.Foundations of Planning
8.Strategic Management
9.Planning Tools and Techniques
PART FOUR
ORGANIZING
10.Organization Structure and Design
11.Human Resource Management
12.Managing Change and Innovation
PART SIX
CONTROLLING
18.Foundations of Control
19.Operations Management
20.Control Tools and Techniques
Scoring Keys for Self-Assessment Exercises SK
Endnotes
Name Index
Organization Index
Subject Index
PREFACE xvii
PART ONE
INTRODUCTION
CHAPTER 1
MANAGERS AND MANAGEMENT
Who are Managers?
What is Management and What Do Managers Do?
Defining Management
Managemerit Functions
Management Roles
Management Skills
MANAGERS WHO MADE A DIFFERENCE:
Robert Holland, jr, CEO, Ben & jerry's
Homemade Inc.
Is the Manager's Job Universal?
ENTREPRENEURSHIP: Managers Versus
Entrepreneurs
The Value the Marketplace Puts on
Managers
MANAGING YOUR CAREER: Career Opportunities
in Management
Why Study Management?
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Exercise in Self-Perception
Ethical Dilemma Exerdse
For Your Immediate Action: Heartlancl Fragrance
Company
CASE APPLICATION: A Day in the Life of an
Account Executive
VIDEO CASE APPLICATION: The New Look of
Management in the Federal Government
CHAPTER 2
THE EVOLUTION OF MANACEMEN
Historical Background
The Early Years
Scientific Management
General Administrative Theorists
The Human Resources Approach
The Quantitative Approach
MANAGERS WHO MADE A DIFFERENCE:
judy Lewent, Chief Financial Officer, Merck &
Company
Recent Years: Toward Integration
The Process Approach
The Systems Approach
The Contingency Approach
Current Trends and Issues
Work Force Diversity
Ethics
Stimulating Innovation and Change
Total Quality Management
Re-Engineering
Empowerment and Teams
The Bimodal Work Force
Downsizing
Contingent Workers
Summary
Review Questions
Discussiori Questions
Self-Assessment Exercise: Is a Bureaucracy
for You?
Ethical DHemma Exercise
For Your Immediate Action: The Walt Disney
Company
CASE APPLICATION: Dam Yangtze
VIDEO CASE APPLICATION: The Workplace of the
90s
PART TWO
DEFINING THE MANAGER'S
TERRAIN
CHAPTER 3
ORCANIZATIONAL CULTURE AND
ENVIRONMENT: THE CONSTRAINTS
The Manager: Omnipotent or Symbolic?
The Omnipotent View
The Symbolic View
Reality Suggests a Synthesis
The Organization's Culture
What Is Organizational Culture?
The Source of Culture
Strong Versus Weak Cultures
Influence on Management Practices
The Environment
MANAGING WORK FORCE DIVERSITY: Creating a
Supportive Culture for Diversity
Defining Environment
ENTREPRENEURSHIP: Identifying Environmental
Opportunities
The Specific Environment
MANAGERS SPEAK OUT: William F. Lester,
President and Executive Director, Charlotte
Symphony Orchestra
The General Environment
Influence on Management Practice
Summary
Review Questions
Discussion Questions
Self-Assessment Exerdse: What Kind of
Organizational Culture Fits You Best?
Ethical Dilemma Exerdse
hr Your Immediate Action: Summer's Harvest
Beverage Corporation
CASE APPLICATION: Just Do It
VIDEO CASEAPPLICATION: The Perilous Potholes
on Tobacco Road
CHAPTER 4
MANACINC IN A CLOBAL ENVIRONMENT
Who Owns What?
Overcoming Parochialism
MANAGERS WHO MADE A DIFFERENCE: Paul Hsu,
Hsu's Ginseng Enterprises
The Changing Global Environment
From Multinationals to Transnationals to
Borderless Organizations
Regional Trading Alliances
Eastern Europe and Capitalism
How Organizations Go Internationai
Managing in a Foreign Environment
The Legal-Political Environment
The Economic Environment
The Cultural Environment
Is a Global Assignment for You?
ENTREPRENEURSHIP: Entrepreneurial
Characteristics by Nationality
Summary
Review Questions
Discussion Questions
Self-Assessment Exerdse: What Are Your Culturat
Attitudes?
Ethical Ditemma Exerdse
For Your Immediate Action: Delaney Environmental
Services
CASE APPLICATION: Video Adventures Around
the World
VIDEO CASE APPLICATION: "When in Rome
CHAPTER 5
SOCIAL RESPONSIBILITY AND
MANACERIAL ETHICS
What Is Social Responsibility?
Two Opposing Views
Arguments For and Against Social
Responsibility
From Obligations to Responsiveness
Social Responsibility and Economic Performance
Is Social Responsibility just Profit-Maximizing
Behavior?
Values-Based Management
Purposes of Shared Values
Developing Shared Values
A Guide Through the Maze
Managerial Ethics
MANAGERS WHO MADE A DIFFERENCE: Pam Del
Duca, President, Delstar Group
Four Different Views of Ethics
Factors Affecting Managerial Ethics
Ethics in an International Context
Toward Improving Ethical Behavior
A Final Thought
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Attitudes Towards Business
Ethics Questionnaire
Ethical DHemma Exercise
For Your Immediate Action: CMT Research Labs
International
CASE APPLICATION: Troubles in Paradise?-A
Closer Look at the Image of The Body Shop
VIDEO CASE APPLICATION: Choking on the
Whistle
CHAPTER 6
DECISION MAKINC: THE ESSENCE OF THE
MANACER'S JOB
The Decision-Making Process
Step 1: Identifying a Problem
Step 2: Identifying Decision Criteria
Step 3: Allocating Weights to the Criteria
Step 4: Developing Alternatives
Step 5: Analyzing Alternatives
Step 6: Selecting an Alternative
Step 7: Implementing the Alternative
Step 8: Evaluating Decision Effectiveness
The Pervasiveness of Decision Making
The Rational Decision Maker
Assumptions of Rationality
MANAGERS WHO MADE A DIFFERENCE: john
Woodhouse, CEO and Chairman, Sysco
Corporation
Limits to Rationality
Bounded Rationality
Problems and Decisions: A Contingency
Approach
Types of Problems
Types of Decisions
Integration
Decision-Making Styles
Analyzing Decision Alternatives
Certainty
MANAGING WORK FORCE DIVERSITY: Decisio
Making Styles of Diverse Populations
Risk
Uncertainty
Group Decision Making
MANAGING YOUR CAREER: Developing Your
Creativity
Advantages and Disadvantages
Effectiveness and Efficiency
Techniques for Improving Group Decision
Making
Summary
Rev'iew Questions
Discussion Questions
Self-Assessment Exercise: What's Your Intuitive
Ability?
Ethical Dilemma Exercise
For Your Immediate Action: Winfield National Ba
CASE APPLICATION: Transforming Tata
VIDEO CASE APPLICATION: Dedsion Making
Detective Style
PART THREE
PLANNING
CHAPTER 7
FOUNDATIONS OF PLANNINC
The Definition of Planning
Purposes of Planning
Planning and Performance
Myths about Planning
Types of Plans
Strategic Versus Operational Plans
Short-Term Versus Long-Term Plans
Specific Versus Directional Plans
Frequency of Use
MANAGERS SPEAK OUT: Lora E. Rodenberg, Vice
President and Director of Marketing, First Federai
of Kansas City
Contingency Factors in Planning
Level in the Organization
Degree of Environmental Uncertainty
Length of Future Commitments
MANAGING WORK FORCE DIVERSITY: The Role
of Planning in Developing a Productive Diverse
Workforce
Objectives: The Foundation of Planning
Multiplicity of Objectives
Real Versus Stated Objectives
Traditional Objective Setting
Management by Objectives
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: How Well Do 1 Set Goals?
Ethical Dilemma Exerdse
For Your Immediate Action: TSI Construction
CASE APPLICATION: The Queen of Planning for
the King of Rock'n'Roll
VIDEO CASE APPLICATION: Behind the Scenes
Planning of the First Lunar Landing
CHAPTER 8
STRATEGIC MANACEMENT
The Increasing Importance of Strategic Planning
Levels of Strategy
Gorporate-Level Strategy
Business-Level Strategy
Functional-Level Strategy
The Strategic Management Process
Step 1: Identifying the Organization's
Current Mission, Objectives, and
Strategies
Step 2: Analyzing the External Environment
Step 3: Identifying Opportunities and Threats
Step 4: Analyzing the Organization's
Resources
Step 5: Identifying Strengths and Weaknesses
MANAGING YOUR CAREER: Doing a Personal
SWOT Analysis
MANAGERS SPEAK OUT: Mary Barnes, CEO and
Owner of Vita-Erb, Ltd.
Step 6: Formulating Strategies
Step 7: Implementing Strategies
Step 8: Evaluating Results
Corporate-Level Strategic Frameworks
Grand Strategies
ENTREPRENEURSHIP: Strategy and the
Entrepreneur
Corporate Portfolio Matrix
Business-Level Strategic Frameworks
Adaptive Strategies
Competitive Strategies
TQM as a Strategic Weapon
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Are You a Risk Taker?
Ethical Dilemma Exercise
For Your Immediate Action: Montctaire Enterprises
CASE APPLICATION: Restoring the Magic to the
Harlem Globetrotters
VIDEO CASE APPLICATION: Ladies and
Gentlemen, Please Fasten Your Seatbelts: Heavy
Turbulence Ahead
CHAPTER 9
PLANNINC TOOLS AND TECHNIQUES
Techniques for Assessing the Environment
Environmental Scanning
Forecasting
Benchmarking for TQM
Budgets
Types of Budgets
Approaches to Budgeting
Operational Planning Tools
Scheduling
MANAGERS SPEAK OUT: Hans Peter Schwarz,
Industrial Engineering and Technology Area,
Marquardt, Inc.
Breakeven Analysis
Linear Programming
Queuing Theory
Probability Theory
Margihal Analysis
Stimulation
Time Management: A Guide to Personal Planning
Time as a Scarce Resource
Focusing on Discretionary Time
How Do You Use Your Time?
Five Steps to Improve Time Management
Some Additional Points to Consider
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Do You Know Your Daily
Productivity Cycle?
Ethical Dilemma Exercise
For Your Immediate Action: Four Men and a Truck
CASE APPLICATION: The White-Gloved Ladies of
Planning: How the Association of Junior Leagues
International Uses Environmental Scanning
VIDEO CASE APPLICATION: Planning a Winner
PA
RT Four
ORGANIZING
CHAPTER 10
ORGANIZATION STRUCTURE AND DESIG
Defining Organization Structure and Design
Building the Vertical Dimension of Organizations
Unity of Command
Authority and Responsibility
Span of Control
Centralization and Decentralization
Building the Horizonta! Dimension of
Organizations
Division of Labor
Departmentalization
MANAGERS WHO MADE A DIFFERENCE: Elien
Rohde, President of Healthtex
The Contingency Approach to Organization
Design
Mechanistic and Organic Organizations
Strategy and Structure
Size and Structure
Technology and Structure
Environment and Structure
Applications of Organization Design
Simpie Structure
Bureaucracy
Team-Based Structures
ENTREPRENEURSHIP: Structuring the
Entrepreneurial Firm
The Boundaryless Organization
MANAGING WORK FORCE DIVERSITY: The
Feminine Organization: Myth or Reality?
Summary
Review Questions
Discussion Questions
Self-Assessment Exerdse: How Willing Are You to
Delegate?
Ethical DHemma Exercise
For Your Immediate Action: Ontario Electronics Ltd.
CASE APPLICATION: Out with the Old, In with
the New
VIDEO CASE APPLICATION: The IRS Designs a
New Approach
CHAPTER 11
HUMAN RESOURCE MANACEMENT
Managers and Human Resources Departments
The Human Resource Management Process
Important Environmental Considerations
Human Resource Planning
Current Assessment
Future Assessment
Developing a Future Plan
Recruitment and Decruitment
Selection
What Is Selection?
Selection Devices
What Works Best and When?
Orientation
Employee Training
MANAGERS SPEAK OUT: Perb Fortner, Assistant
Vice-President, H & R Block Eastern Tax Services,
Inc.
Skill Categories
Training Methods
MANAGING YOUR CAREER: Getting the Most
Out of a Mentor Relationship
Career Development
Career Stages
Keys to a Successful Management Career
Compensation and Benefits
Current Issues in Human Resource Management
Managing Workforce Diversity
Sexual Harassment
Family Concerns
AIDS in the Workplace
Downsizing
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Career Assessment Test
Ethical DHemma Exercise
For Your Immediate Action: Western Massachusetts
Power and Light
CASE APPLICATION: The Big, Mean Green
Machine
VIDEO CASE APPLICATION: Help Wanted-
Inquire Within
CHAPTER 12
MANACINC CHANGE AND INNOVATION
What Is Change?
Forces for Change
Internal Forces
The Manager as Change Agent
Two Different Views on the Change Process
The "Calm Waters" Metaphor
ENTREPRENEURSHIP: The Entrepreneur as
Change Agent
The "White-Water Rapids" Metaphor
Putting the Two Views in Perspective
Organizational Inertia and Resistance to Change
Resistance to Change
Techniques for Reducing Resistance
Techniques for Managing Change
Changing Structure
Changing Technology
Changing People
Contemporary Issues in Managing Change
Changing Organizational Cultures
MANAGING YOUR CAREER: Preparing for a
Changing Workplace
MANAGING WORKFORCE DIVERSITY: The
Paradox of Diversity
Implementing TQM
Re-engineering
MANAGERS SPEAK OUT: Peter Loescher, Vice
President and General Manager, Hoescht-Roussel
Agri-Vet Company
Handling Employee Stress
Stimulating Innovation
Innovation Versus Creativity
Fostering Innovation
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: How Innovative Are You?
Ethical Dilemma Exerdse
For Your Immediate Action: Performance Pros
CASE APPLICATION: Shaking Up the Giant-Not
just a Fairytale at EDS
VIDEO CASE APPLICATION: Old Traditions Die
Hard-Can Resistance to Change Be Overcome?
PART FIVE
LEADING
CHAPTER 13
FOUNDATIONS OF BEHAVIOR
Toward Explaining and Predicting Behavior
Focus on Organizational Behavior
Goals of Organizational Behavior
Attitudes
Attitudes and Consistency
Cognitive Dissonance Theory
Attitude Surveys
The Satisfaction-Productivity Controversy
Implications for Managers
Personality
Predicting Behavior from Personality Traits
MANAGERS WHO MADE A DIFFERENCE: Richard
Abdoo, CEO of Wisconsin Energy
Personality Assessment Tests
Personality Types in Different National
Cultures
Matching Personalities and jobs
Implications for Managers
Perception
Factors Influencing Perception
ENTREPRENEURSHIP: The Entrepreneurial
Personality
Attribution Theory
Frequently Used Shortcuts in judging Others
Implications for Managers
Learning
Operant Conditioning
MANAGING WORKFORCE DIVERSITY:
Challenging the Stereotypes of Women and
Older Workers
Sodal Learning
Shaping: A Managerial Tool
MANAGING YOUR CAREER: Learning to Get
Along with Difficult People
Implications for Managers
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: What's Your Problem-
Solving Style?
Ethical Dilemma Exercise
For Your Immediate Action: Prescott Publishers
CASE APPLICATION: Teaching an Old Dog New
Tricks-A Success Story from Eastern Europe
VIDEO CASE APPLICATION: Age and Attitudes
CHAPTER 14
UNDERSTANDINC CROUPS AND TEAMS
Understanding Group Behavior
What Is a Group?
Stages of Group Development
Basic Group Concepts
Toward Understanding Work Group
Behavior
Turning Groups into Effective Teams
What Is a Team?
Types of Teams
MANAGING WORK FORCE DIVERSITY: The
Challenge of Coordinating Heterogeneous
Groups
Why Use Teams?
Developing and Managing Effective Teams
Characteristics of Effective Teams
Managing Teams
MANAGERS SPEAK OUT: Sarah Lewis, Senior
Consultant, EDS Management Consulting
Services
Teams and TQM
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Are You a Team Player?
Ethical Dilemma Exerdse
For Your Immecdiate Action: The Ann Arbor News
Herald
CASE APPLICATION: Is This Guy Crazy or What?
VIDEO CASE APPLICATION: Teams on the
Assembly Line-One Company's Experience
CHAPTER 15
MOTIVATINC EMPLOYEES
What Is Motivation?
Earty Theories of Motivation
Hierarchy of Needs Theory
Theory X and Theory Y
Motivation-Hygiene Theory
Contemporary Approaches to Motivation
Three-Needs Theory
Goal-Setting Theory
Reinforcement Theory
Designing Motivating jobs
MANAGERS WHO MADE A DIFFERENCE: Alexander
Panikin, Head, Paninter
Equity Theory
Expectancy Theory
Integrating Contemporary Theories of
Motivation
Contemporary Issues in Motivation
Motivating a Diverse Workforce
Pay for Performance
Employee Stock Ownership Plans (ESOPs)
Motivating Minimurn-Wage Employees
From Theory to Practice: Suggestions for
Motivating Employees
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: What Needs Are Most
Important to You?
Ethical Dilemma Exercise
For Your Immediate Action: La Mexcian Kitchen
CASE APPLICATION: Nordstrom Inc.-Lessons in
How and How Not to Motivate Employees
VIDEO CASE APPLICATION: Pedaling Your Way to
Fame
CHAPTER 16
LEADERSHIP
Managers Versus Leaders
Trait Theories
Behavioral Theories
Autocratic-Democratic Continuum
The Ohio State Studies
The University of Michigan Studies
The Managerial Grid
Summary of Behavioral Theories
Contingency Theories
The Fiedler Model
The Hersey-Blanchard Situational Theory
Path-Goal Theory
Leader Participation Model
Summary of Contingency Theories
Emerging Approaches to Leadership
Attribution Theory of Leadership
Charismatic Leadership Theory
MANAGERS WHO MADE A DIFFERENCE: Linda
Isenhour, General Manager, BellSouth's Phone
Network Operations
Transactional Versus Transformational
Leadership
Contemporary Issues in Leadership
Leaders and Power
Leading Through Empowerment
Gender and Leadership
Leadership Styles and Different Cultures
Sometimes Leadership Is Irrelevant!
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Are You o Charismatic
Leader?
Ethical Dilemma Exercise
For Your Immediate Action: Middletown Community
College
CASE APPLICATION: Not just a Pipe Dream
VIDEO CASE APPLICATION: An Unusual Brand of
Leadership
CHAPTER 17
COMMUNICATION AND INTERPERSONAL
SKILLS
Understanding Communication
What Is Communication?
The Communication Process
Methods of Communicating
Barriers to Effective Communication
Overcoming the Barriers
MANAGING WORKFORCE DIVERSITY:
Communication Styles of Men and Women
Developing Interpersonal Skills
Active Listening Skills
Active Versus Passive Listening
Developing Effective Active Listening Skills
Feedback Skills
Positive Versus Negative Feedback
Developing Effective Feedback Skills
Delegation Skills
What Is Delegation?
Is Delegation Abdicatlon?
Contingency Factors in Delegation
MANAGERS SPEAK OUT: Bonita Watts, Managing
Director, Base, Inc.
Developing Effective Delegating Skills
Conflict Management Skills
What Is Conflict?
Functional Versus Dysfunctional Conflict
Developing Effective Conflict Resolution
Skills
What About Conflict Stimulation?
Negotiation Skills
Bargaining Strategies
Decision-Making Biases That Hinder
Effective Negotiations
Developing Effective Negctiation Skills
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Conflict-HandHng Style
Questionnaire
Ethical Dilemma Exerdse
For Your Immediate Action: Stone, Hartwick,
Mueller, and Cibson
CASE APPLICATION: A Tragic Case of
Miscommunication-Avianca Flight 52
VIDEO CASE ARPLICATION: Sentenced to Voice
Mail Jail
PART SIX
CONTROLLING
CHAPTER 18
FOUNDATIONS OF CONTROL
What Is Control?
The Importance of Control
The Control Process
Measuring
Comparing
Taking Managerial Action
Summary
Types of Control
MANAGERS WHO MADE A DIFFERENCE: Martha
Clark Goss, Senior Vice President, Prudential
Insurance Company
Feedforward Control
Concurrent Control
Feedback Control
Qualities of an Effective Control System
ENTREPRENEURSHIP: Management by Walking
Around
The Dysfunctional Side of Controls
Adjusting Controls for National Differences
Ethical Issues in Control
Employee Workplace Privacy
Computer Monitoring
Off-the-Job Behavior
Summary
Review Questions
Discussion Questions
Self-Assessment Exerdse: Who Controls Your Life?
Ethical Dilemma Exercise
For Your Immediate Action: Collins State College,
School of Accountancy
CASE APPLICATION: Denver International
Airport: A Not-So-Funny Comedy of Errors
VIDEO CASE APPLICATION: Eye Spy at Work
CHAPTER 19
OPERATIONS MANACEMENT
Operations Management and the Transformation
Process
Managing Productivity
Operations Management Includes Both
Manufacturing and Services
Re-Engineering Work Processes
Strategic Operations Management
Planning Operations
Capadty Planning
Facilities Location Planning
Process Planning
Facilities Layout Planning
Aggregate Planning
Master Scheduling
Material Requirements Planning
Controlling Operations
Cost Control
Purchasing Control
Maintenance Control
Quality Control
Current Issues in Operations Management
Technology and Product Development
Implementing TQM Successfully
Reducing Inventories
Manufacturer-Supplier Partnerships
Flexibility as a Competitive Advantage
Speed as a Competitive Advantage
MANAGERS SPEAK OUT: Tom Clark, Plant
Manager, General Electric
Summary
Review Questions
Discussion Questions
Self-Assessment Exerdse: How's Your Knowledge of
fapanese Manufacturing?
Ethical Dilemma Exerdse
For Your Immediate Action: Westwood Travel
Services
CASE APPLICATION: Putting on the Voodoo
Lounge World Tour Takes More Than Magic
VIDEO CASE APPLICATION: Gaining Global
Competitive Advantage Through Flexible
Manufacturing-Ford's Truly Global Car
CHAPTER 20
CONTROL TOOLS AND
TECHNIQUES
Information Controls
Organizational Communication
Information Systems
MANAGERS SPEAK OUT: Laurent Koch, Division
Manager, Technology Services, Banque Francaise
du Commerce Exterieur
Finandal Controls
Budgets Revisited
Ratio Analysis
Operations Controls
TQM Control Charts
EOQ Model
Behavioral Controls
Direct Supervision
Performance Appraisal
Discipline
Substitutes for Direct Control
Summary
Review Questions
Discussion Questions
Setf-Assessment Exerdse: Are You Computer
Literate?
Ethical DHemma Exercise
For Your Immecliate Action: Compton Hill Classics
CASE APPLICATION: Out of Control&-What
Happened at Kidder, Peabody Co., Inc.?
VIDEO CASE APPLICATION: Patrolling the Net
Scoring Keys for Self-Assessment Exercises
SK-I
Endnotes E-l
Name Index Nl-l
Organization Index O1-1
Subject Index Sl-l
· · · · · · (收起)
PART ONE
INTRODUCTION
1.Managers and Management
2.The Evolution of Management
PART FIVE
LEADING
13.Foundations of Behavior
14.Understanding Groups and Teams
15.Motivating Employees
16.Leadership
17.Communication and Interpersonal Skills
PART TWO
DEFINING THE MANAGER'S
TERRAIN
3.Organizational Culture and Environment: The
Constraints
4.Managing in a Global Environment
5.Social Responsibility and Managerial
Ethics
6.Decision Making: The Essence of the
Manager's Job
PART THREE
PLANNING
7.Foundations of Planning
8.Strategic Management
9.Planning Tools and Techniques
PART FOUR
ORGANIZING
10.Organization Structure and Design
11.Human Resource Management
12.Managing Change and Innovation
PART SIX
CONTROLLING
18.Foundations of Control
19.Operations Management
20.Control Tools and Techniques
Scoring Keys for Self-Assessment Exercises SK
Endnotes
Name Index
Organization Index
Subject Index
PREFACE xvii
PART ONE
INTRODUCTION
CHAPTER 1
MANAGERS AND MANAGEMENT
Who are Managers?
What is Management and What Do Managers Do?
Defining Management
Managemerit Functions
Management Roles
Management Skills
MANAGERS WHO MADE A DIFFERENCE:
Robert Holland, jr, CEO, Ben & jerry's
Homemade Inc.
Is the Manager's Job Universal?
ENTREPRENEURSHIP: Managers Versus
Entrepreneurs
The Value the Marketplace Puts on
Managers
MANAGING YOUR CAREER: Career Opportunities
in Management
Why Study Management?
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Exercise in Self-Perception
Ethical Dilemma Exerdse
For Your Immediate Action: Heartlancl Fragrance
Company
CASE APPLICATION: A Day in the Life of an
Account Executive
VIDEO CASE APPLICATION: The New Look of
Management in the Federal Government
CHAPTER 2
THE EVOLUTION OF MANACEMEN
Historical Background
The Early Years
Scientific Management
General Administrative Theorists
The Human Resources Approach
The Quantitative Approach
MANAGERS WHO MADE A DIFFERENCE:
judy Lewent, Chief Financial Officer, Merck &
Company
Recent Years: Toward Integration
The Process Approach
The Systems Approach
The Contingency Approach
Current Trends and Issues
Work Force Diversity
Ethics
Stimulating Innovation and Change
Total Quality Management
Re-Engineering
Empowerment and Teams
The Bimodal Work Force
Downsizing
Contingent Workers
Summary
Review Questions
Discussiori Questions
Self-Assessment Exercise: Is a Bureaucracy
for You?
Ethical DHemma Exercise
For Your Immediate Action: The Walt Disney
Company
CASE APPLICATION: Dam Yangtze
VIDEO CASE APPLICATION: The Workplace of the
90s
PART TWO
DEFINING THE MANAGER'S
TERRAIN
CHAPTER 3
ORCANIZATIONAL CULTURE AND
ENVIRONMENT: THE CONSTRAINTS
The Manager: Omnipotent or Symbolic?
The Omnipotent View
The Symbolic View
Reality Suggests a Synthesis
The Organization's Culture
What Is Organizational Culture?
The Source of Culture
Strong Versus Weak Cultures
Influence on Management Practices
The Environment
MANAGING WORK FORCE DIVERSITY: Creating a
Supportive Culture for Diversity
Defining Environment
ENTREPRENEURSHIP: Identifying Environmental
Opportunities
The Specific Environment
MANAGERS SPEAK OUT: William F. Lester,
President and Executive Director, Charlotte
Symphony Orchestra
The General Environment
Influence on Management Practice
Summary
Review Questions
Discussion Questions
Self-Assessment Exerdse: What Kind of
Organizational Culture Fits You Best?
Ethical Dilemma Exerdse
hr Your Immediate Action: Summer's Harvest
Beverage Corporation
CASE APPLICATION: Just Do It
VIDEO CASEAPPLICATION: The Perilous Potholes
on Tobacco Road
CHAPTER 4
MANACINC IN A CLOBAL ENVIRONMENT
Who Owns What?
Overcoming Parochialism
MANAGERS WHO MADE A DIFFERENCE: Paul Hsu,
Hsu's Ginseng Enterprises
The Changing Global Environment
From Multinationals to Transnationals to
Borderless Organizations
Regional Trading Alliances
Eastern Europe and Capitalism
How Organizations Go Internationai
Managing in a Foreign Environment
The Legal-Political Environment
The Economic Environment
The Cultural Environment
Is a Global Assignment for You?
ENTREPRENEURSHIP: Entrepreneurial
Characteristics by Nationality
Summary
Review Questions
Discussion Questions
Self-Assessment Exerdse: What Are Your Culturat
Attitudes?
Ethical Ditemma Exerdse
For Your Immediate Action: Delaney Environmental
Services
CASE APPLICATION: Video Adventures Around
the World
VIDEO CASE APPLICATION: "When in Rome
CHAPTER 5
SOCIAL RESPONSIBILITY AND
MANACERIAL ETHICS
What Is Social Responsibility?
Two Opposing Views
Arguments For and Against Social
Responsibility
From Obligations to Responsiveness
Social Responsibility and Economic Performance
Is Social Responsibility just Profit-Maximizing
Behavior?
Values-Based Management
Purposes of Shared Values
Developing Shared Values
A Guide Through the Maze
Managerial Ethics
MANAGERS WHO MADE A DIFFERENCE: Pam Del
Duca, President, Delstar Group
Four Different Views of Ethics
Factors Affecting Managerial Ethics
Ethics in an International Context
Toward Improving Ethical Behavior
A Final Thought
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Attitudes Towards Business
Ethics Questionnaire
Ethical DHemma Exercise
For Your Immediate Action: CMT Research Labs
International
CASE APPLICATION: Troubles in Paradise?-A
Closer Look at the Image of The Body Shop
VIDEO CASE APPLICATION: Choking on the
Whistle
CHAPTER 6
DECISION MAKINC: THE ESSENCE OF THE
MANACER'S JOB
The Decision-Making Process
Step 1: Identifying a Problem
Step 2: Identifying Decision Criteria
Step 3: Allocating Weights to the Criteria
Step 4: Developing Alternatives
Step 5: Analyzing Alternatives
Step 6: Selecting an Alternative
Step 7: Implementing the Alternative
Step 8: Evaluating Decision Effectiveness
The Pervasiveness of Decision Making
The Rational Decision Maker
Assumptions of Rationality
MANAGERS WHO MADE A DIFFERENCE: john
Woodhouse, CEO and Chairman, Sysco
Corporation
Limits to Rationality
Bounded Rationality
Problems and Decisions: A Contingency
Approach
Types of Problems
Types of Decisions
Integration
Decision-Making Styles
Analyzing Decision Alternatives
Certainty
MANAGING WORK FORCE DIVERSITY: Decisio
Making Styles of Diverse Populations
Risk
Uncertainty
Group Decision Making
MANAGING YOUR CAREER: Developing Your
Creativity
Advantages and Disadvantages
Effectiveness and Efficiency
Techniques for Improving Group Decision
Making
Summary
Rev'iew Questions
Discussion Questions
Self-Assessment Exercise: What's Your Intuitive
Ability?
Ethical Dilemma Exercise
For Your Immediate Action: Winfield National Ba
CASE APPLICATION: Transforming Tata
VIDEO CASE APPLICATION: Dedsion Making
Detective Style
PART THREE
PLANNING
CHAPTER 7
FOUNDATIONS OF PLANNINC
The Definition of Planning
Purposes of Planning
Planning and Performance
Myths about Planning
Types of Plans
Strategic Versus Operational Plans
Short-Term Versus Long-Term Plans
Specific Versus Directional Plans
Frequency of Use
MANAGERS SPEAK OUT: Lora E. Rodenberg, Vice
President and Director of Marketing, First Federai
of Kansas City
Contingency Factors in Planning
Level in the Organization
Degree of Environmental Uncertainty
Length of Future Commitments
MANAGING WORK FORCE DIVERSITY: The Role
of Planning in Developing a Productive Diverse
Workforce
Objectives: The Foundation of Planning
Multiplicity of Objectives
Real Versus Stated Objectives
Traditional Objective Setting
Management by Objectives
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: How Well Do 1 Set Goals?
Ethical Dilemma Exerdse
For Your Immediate Action: TSI Construction
CASE APPLICATION: The Queen of Planning for
the King of Rock'n'Roll
VIDEO CASE APPLICATION: Behind the Scenes
Planning of the First Lunar Landing
CHAPTER 8
STRATEGIC MANACEMENT
The Increasing Importance of Strategic Planning
Levels of Strategy
Gorporate-Level Strategy
Business-Level Strategy
Functional-Level Strategy
The Strategic Management Process
Step 1: Identifying the Organization's
Current Mission, Objectives, and
Strategies
Step 2: Analyzing the External Environment
Step 3: Identifying Opportunities and Threats
Step 4: Analyzing the Organization's
Resources
Step 5: Identifying Strengths and Weaknesses
MANAGING YOUR CAREER: Doing a Personal
SWOT Analysis
MANAGERS SPEAK OUT: Mary Barnes, CEO and
Owner of Vita-Erb, Ltd.
Step 6: Formulating Strategies
Step 7: Implementing Strategies
Step 8: Evaluating Results
Corporate-Level Strategic Frameworks
Grand Strategies
ENTREPRENEURSHIP: Strategy and the
Entrepreneur
Corporate Portfolio Matrix
Business-Level Strategic Frameworks
Adaptive Strategies
Competitive Strategies
TQM as a Strategic Weapon
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Are You a Risk Taker?
Ethical Dilemma Exercise
For Your Immediate Action: Montctaire Enterprises
CASE APPLICATION: Restoring the Magic to the
Harlem Globetrotters
VIDEO CASE APPLICATION: Ladies and
Gentlemen, Please Fasten Your Seatbelts: Heavy
Turbulence Ahead
CHAPTER 9
PLANNINC TOOLS AND TECHNIQUES
Techniques for Assessing the Environment
Environmental Scanning
Forecasting
Benchmarking for TQM
Budgets
Types of Budgets
Approaches to Budgeting
Operational Planning Tools
Scheduling
MANAGERS SPEAK OUT: Hans Peter Schwarz,
Industrial Engineering and Technology Area,
Marquardt, Inc.
Breakeven Analysis
Linear Programming
Queuing Theory
Probability Theory
Margihal Analysis
Stimulation
Time Management: A Guide to Personal Planning
Time as a Scarce Resource
Focusing on Discretionary Time
How Do You Use Your Time?
Five Steps to Improve Time Management
Some Additional Points to Consider
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Do You Know Your Daily
Productivity Cycle?
Ethical Dilemma Exercise
For Your Immediate Action: Four Men and a Truck
CASE APPLICATION: The White-Gloved Ladies of
Planning: How the Association of Junior Leagues
International Uses Environmental Scanning
VIDEO CASE APPLICATION: Planning a Winner
PA
RT Four
ORGANIZING
CHAPTER 10
ORGANIZATION STRUCTURE AND DESIG
Defining Organization Structure and Design
Building the Vertical Dimension of Organizations
Unity of Command
Authority and Responsibility
Span of Control
Centralization and Decentralization
Building the Horizonta! Dimension of
Organizations
Division of Labor
Departmentalization
MANAGERS WHO MADE A DIFFERENCE: Elien
Rohde, President of Healthtex
The Contingency Approach to Organization
Design
Mechanistic and Organic Organizations
Strategy and Structure
Size and Structure
Technology and Structure
Environment and Structure
Applications of Organization Design
Simpie Structure
Bureaucracy
Team-Based Structures
ENTREPRENEURSHIP: Structuring the
Entrepreneurial Firm
The Boundaryless Organization
MANAGING WORK FORCE DIVERSITY: The
Feminine Organization: Myth or Reality?
Summary
Review Questions
Discussion Questions
Self-Assessment Exerdse: How Willing Are You to
Delegate?
Ethical DHemma Exercise
For Your Immediate Action: Ontario Electronics Ltd.
CASE APPLICATION: Out with the Old, In with
the New
VIDEO CASE APPLICATION: The IRS Designs a
New Approach
CHAPTER 11
HUMAN RESOURCE MANACEMENT
Managers and Human Resources Departments
The Human Resource Management Process
Important Environmental Considerations
Human Resource Planning
Current Assessment
Future Assessment
Developing a Future Plan
Recruitment and Decruitment
Selection
What Is Selection?
Selection Devices
What Works Best and When?
Orientation
Employee Training
MANAGERS SPEAK OUT: Perb Fortner, Assistant
Vice-President, H & R Block Eastern Tax Services,
Inc.
Skill Categories
Training Methods
MANAGING YOUR CAREER: Getting the Most
Out of a Mentor Relationship
Career Development
Career Stages
Keys to a Successful Management Career
Compensation and Benefits
Current Issues in Human Resource Management
Managing Workforce Diversity
Sexual Harassment
Family Concerns
AIDS in the Workplace
Downsizing
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Career Assessment Test
Ethical DHemma Exercise
For Your Immediate Action: Western Massachusetts
Power and Light
CASE APPLICATION: The Big, Mean Green
Machine
VIDEO CASE APPLICATION: Help Wanted-
Inquire Within
CHAPTER 12
MANACINC CHANGE AND INNOVATION
What Is Change?
Forces for Change
Internal Forces
The Manager as Change Agent
Two Different Views on the Change Process
The "Calm Waters" Metaphor
ENTREPRENEURSHIP: The Entrepreneur as
Change Agent
The "White-Water Rapids" Metaphor
Putting the Two Views in Perspective
Organizational Inertia and Resistance to Change
Resistance to Change
Techniques for Reducing Resistance
Techniques for Managing Change
Changing Structure
Changing Technology
Changing People
Contemporary Issues in Managing Change
Changing Organizational Cultures
MANAGING YOUR CAREER: Preparing for a
Changing Workplace
MANAGING WORKFORCE DIVERSITY: The
Paradox of Diversity
Implementing TQM
Re-engineering
MANAGERS SPEAK OUT: Peter Loescher, Vice
President and General Manager, Hoescht-Roussel
Agri-Vet Company
Handling Employee Stress
Stimulating Innovation
Innovation Versus Creativity
Fostering Innovation
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: How Innovative Are You?
Ethical Dilemma Exerdse
For Your Immediate Action: Performance Pros
CASE APPLICATION: Shaking Up the Giant-Not
just a Fairytale at EDS
VIDEO CASE APPLICATION: Old Traditions Die
Hard-Can Resistance to Change Be Overcome?
PART FIVE
LEADING
CHAPTER 13
FOUNDATIONS OF BEHAVIOR
Toward Explaining and Predicting Behavior
Focus on Organizational Behavior
Goals of Organizational Behavior
Attitudes
Attitudes and Consistency
Cognitive Dissonance Theory
Attitude Surveys
The Satisfaction-Productivity Controversy
Implications for Managers
Personality
Predicting Behavior from Personality Traits
MANAGERS WHO MADE A DIFFERENCE: Richard
Abdoo, CEO of Wisconsin Energy
Personality Assessment Tests
Personality Types in Different National
Cultures
Matching Personalities and jobs
Implications for Managers
Perception
Factors Influencing Perception
ENTREPRENEURSHIP: The Entrepreneurial
Personality
Attribution Theory
Frequently Used Shortcuts in judging Others
Implications for Managers
Learning
Operant Conditioning
MANAGING WORKFORCE DIVERSITY:
Challenging the Stereotypes of Women and
Older Workers
Sodal Learning
Shaping: A Managerial Tool
MANAGING YOUR CAREER: Learning to Get
Along with Difficult People
Implications for Managers
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: What's Your Problem-
Solving Style?
Ethical Dilemma Exercise
For Your Immediate Action: Prescott Publishers
CASE APPLICATION: Teaching an Old Dog New
Tricks-A Success Story from Eastern Europe
VIDEO CASE APPLICATION: Age and Attitudes
CHAPTER 14
UNDERSTANDINC CROUPS AND TEAMS
Understanding Group Behavior
What Is a Group?
Stages of Group Development
Basic Group Concepts
Toward Understanding Work Group
Behavior
Turning Groups into Effective Teams
What Is a Team?
Types of Teams
MANAGING WORK FORCE DIVERSITY: The
Challenge of Coordinating Heterogeneous
Groups
Why Use Teams?
Developing and Managing Effective Teams
Characteristics of Effective Teams
Managing Teams
MANAGERS SPEAK OUT: Sarah Lewis, Senior
Consultant, EDS Management Consulting
Services
Teams and TQM
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Are You a Team Player?
Ethical Dilemma Exerdse
For Your Immecdiate Action: The Ann Arbor News
Herald
CASE APPLICATION: Is This Guy Crazy or What?
VIDEO CASE APPLICATION: Teams on the
Assembly Line-One Company's Experience
CHAPTER 15
MOTIVATINC EMPLOYEES
What Is Motivation?
Earty Theories of Motivation
Hierarchy of Needs Theory
Theory X and Theory Y
Motivation-Hygiene Theory
Contemporary Approaches to Motivation
Three-Needs Theory
Goal-Setting Theory
Reinforcement Theory
Designing Motivating jobs
MANAGERS WHO MADE A DIFFERENCE: Alexander
Panikin, Head, Paninter
Equity Theory
Expectancy Theory
Integrating Contemporary Theories of
Motivation
Contemporary Issues in Motivation
Motivating a Diverse Workforce
Pay for Performance
Employee Stock Ownership Plans (ESOPs)
Motivating Minimurn-Wage Employees
From Theory to Practice: Suggestions for
Motivating Employees
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: What Needs Are Most
Important to You?
Ethical Dilemma Exercise
For Your Immediate Action: La Mexcian Kitchen
CASE APPLICATION: Nordstrom Inc.-Lessons in
How and How Not to Motivate Employees
VIDEO CASE APPLICATION: Pedaling Your Way to
Fame
CHAPTER 16
LEADERSHIP
Managers Versus Leaders
Trait Theories
Behavioral Theories
Autocratic-Democratic Continuum
The Ohio State Studies
The University of Michigan Studies
The Managerial Grid
Summary of Behavioral Theories
Contingency Theories
The Fiedler Model
The Hersey-Blanchard Situational Theory
Path-Goal Theory
Leader Participation Model
Summary of Contingency Theories
Emerging Approaches to Leadership
Attribution Theory of Leadership
Charismatic Leadership Theory
MANAGERS WHO MADE A DIFFERENCE: Linda
Isenhour, General Manager, BellSouth's Phone
Network Operations
Transactional Versus Transformational
Leadership
Contemporary Issues in Leadership
Leaders and Power
Leading Through Empowerment
Gender and Leadership
Leadership Styles and Different Cultures
Sometimes Leadership Is Irrelevant!
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Are You o Charismatic
Leader?
Ethical Dilemma Exercise
For Your Immediate Action: Middletown Community
College
CASE APPLICATION: Not just a Pipe Dream
VIDEO CASE APPLICATION: An Unusual Brand of
Leadership
CHAPTER 17
COMMUNICATION AND INTERPERSONAL
SKILLS
Understanding Communication
What Is Communication?
The Communication Process
Methods of Communicating
Barriers to Effective Communication
Overcoming the Barriers
MANAGING WORKFORCE DIVERSITY:
Communication Styles of Men and Women
Developing Interpersonal Skills
Active Listening Skills
Active Versus Passive Listening
Developing Effective Active Listening Skills
Feedback Skills
Positive Versus Negative Feedback
Developing Effective Feedback Skills
Delegation Skills
What Is Delegation?
Is Delegation Abdicatlon?
Contingency Factors in Delegation
MANAGERS SPEAK OUT: Bonita Watts, Managing
Director, Base, Inc.
Developing Effective Delegating Skills
Conflict Management Skills
What Is Conflict?
Functional Versus Dysfunctional Conflict
Developing Effective Conflict Resolution
Skills
What About Conflict Stimulation?
Negotiation Skills
Bargaining Strategies
Decision-Making Biases That Hinder
Effective Negotiations
Developing Effective Negctiation Skills
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Conflict-HandHng Style
Questionnaire
Ethical Dilemma Exerdse
For Your Immediate Action: Stone, Hartwick,
Mueller, and Cibson
CASE APPLICATION: A Tragic Case of
Miscommunication-Avianca Flight 52
VIDEO CASE ARPLICATION: Sentenced to Voice
Mail Jail
PART SIX
CONTROLLING
CHAPTER 18
FOUNDATIONS OF CONTROL
What Is Control?
The Importance of Control
The Control Process
Measuring
Comparing
Taking Managerial Action
Summary
Types of Control
MANAGERS WHO MADE A DIFFERENCE: Martha
Clark Goss, Senior Vice President, Prudential
Insurance Company
Feedforward Control
Concurrent Control
Feedback Control
Qualities of an Effective Control System
ENTREPRENEURSHIP: Management by Walking
Around
The Dysfunctional Side of Controls
Adjusting Controls for National Differences
Ethical Issues in Control
Employee Workplace Privacy
Computer Monitoring
Off-the-Job Behavior
Summary
Review Questions
Discussion Questions
Self-Assessment Exerdse: Who Controls Your Life?
Ethical Dilemma Exercise
For Your Immediate Action: Collins State College,
School of Accountancy
CASE APPLICATION: Denver International
Airport: A Not-So-Funny Comedy of Errors
VIDEO CASE APPLICATION: Eye Spy at Work
CHAPTER 19
OPERATIONS MANACEMENT
Operations Management and the Transformation
Process
Managing Productivity
Operations Management Includes Both
Manufacturing and Services
Re-Engineering Work Processes
Strategic Operations Management
Planning Operations
Capadty Planning
Facilities Location Planning
Process Planning
Facilities Layout Planning
Aggregate Planning
Master Scheduling
Material Requirements Planning
Controlling Operations
Cost Control
Purchasing Control
Maintenance Control
Quality Control
Current Issues in Operations Management
Technology and Product Development
Implementing TQM Successfully
Reducing Inventories
Manufacturer-Supplier Partnerships
Flexibility as a Competitive Advantage
Speed as a Competitive Advantage
MANAGERS SPEAK OUT: Tom Clark, Plant
Manager, General Electric
Summary
Review Questions
Discussion Questions
Self-Assessment Exerdse: How's Your Knowledge of
fapanese Manufacturing?
Ethical Dilemma Exerdse
For Your Immediate Action: Westwood Travel
Services
CASE APPLICATION: Putting on the Voodoo
Lounge World Tour Takes More Than Magic
VIDEO CASE APPLICATION: Gaining Global
Competitive Advantage Through Flexible
Manufacturing-Ford's Truly Global Car
CHAPTER 20
CONTROL TOOLS AND
TECHNIQUES
Information Controls
Organizational Communication
Information Systems
MANAGERS SPEAK OUT: Laurent Koch, Division
Manager, Technology Services, Banque Francaise
du Commerce Exterieur
Finandal Controls
Budgets Revisited
Ratio Analysis
Operations Controls
TQM Control Charts
EOQ Model
Behavioral Controls
Direct Supervision
Performance Appraisal
Discipline
Substitutes for Direct Control
Summary
Review Questions
Discussion Questions
Setf-Assessment Exerdse: Are You Computer
Literate?
Ethical DHemma Exercise
For Your Immecliate Action: Compton Hill Classics
CASE APPLICATION: Out of Control&-What
Happened at Kidder, Peabody Co., Inc.?
VIDEO CASE APPLICATION: Patrolling the Net
Scoring Keys for Self-Assessment Exercises
SK-I
Endnotes E-l
Name Index Nl-l
Organization Index O1-1
Subject Index Sl-l
· · · · · · (收起)
读后感
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坦白讲，我购买这本书的初衷是希望能找到一些“独家秘籍”，那种能立刻让我的团队绩效翻倍的捷径。但这本书的价值恰恰在于它“没有给我捷径”。它更像是一部扎实的理论基石，教你如何打地基，而不是直接告诉你墙该刷什么颜色。最让我感到冲击的是关于“激励理论”的那部分。我原以为高薪就是万能钥匙，但书中对内在激励与外在激励的辩证分析，特别是对“自我决定理论”的阐述，让我对过去几年的管理实践进行了深刻的反思。我意识到，我们过去过度依赖奖金和晋升来驱动员工，却忽略了对员工自主权、专业精进感和目标归属感的需求。这本书的语言风格非常严谨，学术性毋庸置疑，但它的逻辑链条非常清晰，即便是初次接触管理学概念的读者，只要保持足够的专注力，也能跟上作者的思路。我必须承认，阅读速度并不快，因为我经常需要停下来，在我的笔记本上画出那些理论之间的相互影响的箭头，试图理解“控制系统”是如何与“企业文化”相互作用，共同塑造组织行为的。
评分这本厚重的《管理学》让我初读时颇有些望而生畏，但一旦沉下心来翻阅，便发现它像是一张精心绘制的地图，为初入职场或试图梳理自身管理理念的人提供了极佳的导航。我特别欣赏它对经典管理理论的梳理，那些赫然摆在面前的法约尔、泰勒的理论，不再是书本上干巴巴的定义，而是结合了大量的现代企业案例进行剖析。比如，它对“目标管理”（MBO）的阐述，不仅仅停留在如何设定SMART原则，更深入探讨了在快速变化的互联网行业中，MBO如何与敏捷开发理念进行有效融合，这对于我们这些在科技公司工作的人来说，简直是如沐春风。书中对组织结构设计的讨论也极为细致，从传统的职能型结构到更灵活的矩阵式、事业部制，作者没有简单地下结论哪种最好，而是通过对比不同行业（如制造业与服务业）的实际应用效果，引导读者根据自身情境进行批判性思考。我花了整整一周的时间，才消化完前三章关于“计划与决策”的内容，这绝不是一本可以囫囵吞枣的书，它要求读者停下来，思考如何将理论转化为行动指南。读完后，我感觉对“管理”这个概念的理解不再是模糊的“管人理事”，而是清晰地认识到它是一门系统化、科学化的学科，充满了逻辑与权衡的艺术。
评分这本书的深度，在于其对“管理伦理与社会责任”部分的着墨之重。在当前全球企业日益被要求承担更多社会角色的背景下，我认为这是区分一本优秀管理学著作与普通参考手册的关键所在。作者并没有将企业社会责任（CSR）视为一种公关手段或额外的成本负担，而是将其嵌入到战略管理的核心流程中去考察。书中探讨了利益相关者理论（Stakeholder Theory）的演变，并剖析了当企业利益与社会福祉发生冲突时，管理者应采取的伦理决策框架。这种对“更高目标”的探讨，使得这本书的格局远超出了单纯的“效率提升”。另外，书中对“危机管理”和“变革管理”的论述也相当到位。它没有提供一板一眼的步骤清单，而是强调了预警机制的建立、沟通策略的透明度以及组织韧性的培养，这些都是在当前充满不确定性的商业环境中至关重要的生存技能。这本书让我从一个纯粹的执行者视角，提升到了一个战略制定者的角度去思考管理行为的长期后果。
评分阅读体验上，这本书的结构安排颇具匠心，它不像有些教科书那样将理论堆砌在一起，而是采用了“问题导向”的叙事方式。每一章的开篇总会抛出一个在实践中极具挑战性的管理难题，比如“如何在跨文化团队中建立信任？”或者“如何处理组织变革中的员工抵触情绪？”。这种方式极大地激发了我的阅读兴趣，因为我仿佛在与一位经验丰富、善于引导的资深顾问进行对话。我尤其喜欢它在介绍“领导力”那一章节的视角转换。它没有过度神化某位“伟大的领袖”，而是细致地解构了权力、影响力、魅力以及情境适应性之间的复杂关系。书中引用了大量领导力模型，但最让我印象深刻的是关于“仆人式领导”的深入探讨，它不仅探讨了这种哲学在非营利组织中的应用，还展示了它如何在追求效率的商业环境中，通过赋能基层员工来提升长期创新力的案例。书中的图表设计也十分精良，复杂的流程图和关系矩阵被简化为一目了然的视觉化工具，这在复习和记忆关键概念时帮了大忙。这本书真正做到了“知行合一”的启蒙，让我开始审视自己团队中存在的问题，并尝试用书中提供的框架去解构和重构管理流程。
评分如果用一个词来形容这本书对我带来的影响，那便是“结构化思维的重塑”。在阅读这本《管理学》之前，我对许多管理现象是凭直觉和经验来判断的，缺乏一个统一的、可检验的分析工具箱。这本书则系统地为我提供了一套工具箱，让我能够以更科学、更系统的方式去拆解复杂的管理问题。我尤其欣赏它对“信息不对称”和“代理问题”在组织内部的探讨，这些经济学概念被巧妙地融入了管理决策和激励机制的设计中，使得分析工具更加锐利。尽管书本内容涵盖广泛，从人力资源到运营管理，但整体上保持了一种高度的整合性，让人感受到管理学是一个相互关联的有机整体，而非零散的知识点集合。对于希望系统提升自己管理能力，尤其是在职业生涯中需要从基层晋升到中高层的人来说，这本书是不可或缺的垫脚石。它教的不仅仅是“做什么”，更重要的是“为什么这么做”以及“在什么情况下有效”。它是一次严谨、充实且发人深省的学习之旅。
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