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PART Ⅰ Foundations of Management3

1 Management and Manager3

1.1 Organization3

1.1.1 Organizational Performance4

1.1.2 Organizational Goals5

1.2 Managers and Operatives7

1.3 Levels of Management7

1.3.1 First-line Managers8

1.3.2 Middle Managers8

1.3.3 Top Managers8

1.4 Managerial Functions9

1.4.1 Planning10

1.4.2 Organizing10

1.4.3 Leading11

1.4.4 Controlling11

1.5 Managerial Roles12

1.5.1 Interpersonal Roles13

1.5.2 Informational Roles13

1.5.3 Decisional Roles13

1.6 Management Skills14

1.6.1 Technical Skills14

1.6.2 Human Skills15

1.6.3 Conceptual Skills15

1.7 Management in New Century16

1.7.1 Areas of Managers16

1.7.2 Restructuring16

1.7.3 Empowerment and Self-managed Teams17

1.8 Challenges for Management in a Global Environment17

1.8.1 Building a Competitive Advantage18

1.8.2 Increasing Efficiency18

1.8.3 Increasing Quality18

1.8.4 Increasing Innovation18

1.8.5 Increasing Responsiveness to Customers19

1.8.6 Maintaining Ethical Standards19

1.8.7 Managing a Diverse Workforce19

1.8.8 Utilizing New Information Systems and Technologies20

CASE20

Product Imagc of Marlboro20

2 Evolution of Management23

2.1 Historical Background24

2.2 Scientific Management26

2.2.1 Frank and Lillian Gilbreth29

2.2.2 Henry L.Gantt29

2.3 The Administrative Theory30

2.3.1 Fayol's Principles of Management31

2.3.2 The Theory of Bureaucracy34

2.4 The Human Resources Approach36

2.4.1 The Hawthorne Studies38

2.4.2 The Human Relations Movement39

2.4.3 Theory X and Theory Y39

2.4.4 Theory Z41

2.4.5 Behavioral Science Theorists42

2.5 Management Science Theory42

2.6 Contingency Theory47

2.6.1 Mechanistic and Organic Structures47

2.6.1 Globalization48

2.6.2 Workforce Diversity49

CASE49

The Last-day Management Creates the Future:LDM of Little Swan49

3 The Organizational Environment59

3.1 Assessing Environmental Uncertainty60

3.2 The Organization and Its Environment61

3.2.1 The Task Environment61

3.2.2 The General Environment67

3.2.3 Influence on Management Practice70

3.3 Managing the Organizational Environment71

3.3.1 Reducing the Impact of Environmental Forces72

3.3.2 Creating an Organizational Structure and Control Systems72

3.3.3 Boundary-spanning Roles74

3.3.4 Managers as Agents of Change77

3.4 The Internationalization Process77

3.5 Managing In a Global Environment82

3.5.1 The Legal-political Environment82

3.5.2 The Economic Environment83

3.5.3 The Cultural Environment83

CASE86

Forbearing"Sheep"vs.Ferocious"Wolf"86

PART Ⅱ Planning and Decision95

4 Planning95

4.1 Concepts of Planning95

4.1.1 Mission Statement95

4.1.2 Goals98

4.1.3 Plans98

4.1.4 Strategies and Tactics99

4.1.5 Determining Resource Requirements100

4.2 The Definition of Planning101

4.3 Why Planning Is Important101

4.4 Planning and Performance102

4.5 Types of Plans103

4.5.1 Strategic Plans and Operational Plans103

4.5.2 Short-term Plans and Long-term Plans104

4.5.3 Specific Plans and Directional Plans104

4.5.4 Programmed Plans and Single-use Plans104

4.5.5 Scenario Planning105

4.6 Managing by Plan105

4.6.1 Traditional Objective Setting105

4.6.2 Management by Objectives(MBO)106

4.7 Formulating Strategy107

4.8 Levels of Strategy108

4.8.1 Corporate-level Strategy108

4.8.2 Business-level Strategy109

4.8.3 Functional-level Strategy110

4.9 The Strategic Management Process113

CASE118

Cost Price Makes Galanz Microwave Oven King118

5 Strategic Management125

5.1 Grand Strategies125

5.1.1 Stability126

5.1.2 Growth126

5.1.3 Retrenchment131

5.1.4 Combination132

5.2 Formulating the Corporate-level Strategy132

5.2.1 SWOT Analysis132

5.2.2 The Five Forces Model133

5.2.3 Corporate Portfolio Matrix134

5.3 Business-level Strategy136

5.3.1 Adaptive Strategy136

5.3.2 Competitive Strategy137

5.4 Formulating Functional Strategy140

5.5 Planning Tools141

5.5.1 Types of Budgets142

5.5.2 Making Budgeting143

5.5.3 Operational Planning Tools145

CASE146

The Lead of E-banking in China146

6 Decision156

6.1 What Decision Making Is156

6.2 The Decision-making Process157

6.2.1 Identifying and Diagnosing the Problem158

6.2.2 Generating Alternative Solutions158

6.2.3 Evaluating Alternatives159

6.2.4 Implementing the Decision161

6.3 The Classical Model162

6.4 The Administrative Model162

6.4.1 Bounded Rationality162

6.4.2 Incomplete Information163

6.4.3 Satisfying164

6.5 The Rational Decision Maker165

6.5.1 Assumption of Rationality165

6.5.2 Limits to Rationality165

6.5.3 Bounded Rationality167

6.6 Decision Style168

6.6.1 Cognitive Biases and Decision Making168

6.6.2 Programmed Decisions and Non-programmed Decisions170

6.6.3 Group Decision173

CASE178

Why Enron Was Not Safe?178

PART Ⅲ Organizing and Decentralization183

7 Organizing183

7.1 Benefits of Organizing184

7.2 Five-step Organizing Process185

7.2.1 Reviewing Plans and Goals185

7.2.2 Determining Work Activities185

7.2.3 Classifying and Grouping Activities188

7.2.4 Assigning Work and Delegating Authority188

7.2.5 Designing a Hierarchy of Relationships189

7.3 The Vertical Dimension of Organizations191

7.3.1 Unity of Command191

7.3.2 Authority and Responsibility191

7.3.3 Span of Control193

7.3.4 Centralization and Decentralization194

7.4 The Horizontal Dimension of Organizations196

7.4.1 Division of Labor196

7.4.2 Departmentalization197

CASE200

Management System with Quick Response to Changes200

8 Organizing Design210

8.1 Mechanistic and Organic Organizations210

8.1.1 Strategy and Structure211

8.1.2 Size and Structure212

8.1.3 Technology and Structure212

8.1.4 Human Resources and Structure214

8.1.5 Environment and Structure214

8.2 Organizational Structure215

8.2.1 Simple Structure215

8.2.2 Bureaucracy215

8.3 The Boundaryless Organization216

8.4 What Is Change217

8.4.1 Forces for Change217

8.4.2 The Manager as Change Agent219

8.4.3 Two Different Views on the Change Process219

8.4.4 Putting the Two Views in Perspective221

8.5 Organization Structure Design221

8.5.1 Grouping Jobs into Functions and Divisions221

8.5.2 Functional Structure221

8.5.3 Divisional Structure223

8 5.4 Matrix and Product Team Designs226

8.5.5 Hybrid Structure229

8.6 Coordinating Functions and Divisions230

8.7 Types of Integrating Mechanisms233

CASE236

The Organizational Management of Samsung236

9 Human Resource Management243

9.1 Overview of the Components of HRM243

9.2 Human Resource Planning245

9.3 Recruitment and Selection246

9.3.1 External and Internal Recruitment247

9.3.2 Selection249

9.4 Training and Development252

9.4.1 Types of Training253

9.4.2 Types of Development254

9.4.3 Transfer of Training and Development255

9.5 Performance Appraisal and Feedback255

9.5.1 Types of Performance Appraisal256

9.5.2 Who Appraises Performance257

9.5.3 Effective Performance Feedback260

9.6 Labor Relations263

9.6.1 Union Influences264

9.6.2 Collective Bargaining265

9.7 Developing and Implementing HRM Practices266

9.7.1 HR Professional's Role267

9.7.2 Line Manager's Role267

CASE268

The People-oriented Management Idea in Motorola268

10 Organizational Behavior271

10.1 Focus of Organizational Behavior271

10.2 Goals of Organizational Behavior272

10.2.1 Values272

10.2.2 Attitudes273

10.2.3 Personality276

10.2.4 Perception278

10.2.5 Learning280

10.2.6 Stress281

10.3 Understanding Group Behavior285

10.3.1 What Is a Group285

10.3.2 Stages of Group Development285

10.3.3 Basic Group Concepts287

CASE294

Disney Culture Molds Happy Employees294

PART Ⅳ Leading and Motivation301

11 Leading301

11.1 Definition of Leadership301

11.2 The Nature of Leadership302

11.3 Managers versus Leaders303

11.4 Personal Leadership Style and Managerial Tasks303

11.4.1 Leadership Styles Across Cultures304

11.4.2 Gender and Leadership305

11.5 Power307

11.6 Leading Theories310

11.6.1 The Trait Model310

11.6.2 The Behavior Model311

11.7 Contingency Models of Leadership313

11.7.1 Fiedler's Contingency Model313

11.7.2 House's Path-goal Theory317

11.7.3 The Leader Substitutes Model319

11.7.4 Bringing It All Together320

11.8 Transformational Leadership321

11.8.1 Being a Charismatic Leader322

11.8.2 Stimulating Subordinates Intellectually323

11.8.3 Engaging in Developmental Consideration323

11.8.4 The Distinction Between Transformational and Transactional Leadership324

CASE324

Role Model of"People-focused Management"—Hewlett-Packard324

12 Motivation328

12.1 The Nature of Motivation328

12.2 Learning Theories330

12.2.1 Operant Conditioning Theory331

12.2.2 Social Learning Theory335

12.3 Early Theories of Motivation336

12.3.1 Hierarchy of Needs Theory336

12.3.2 Theory X and Theory Y337

12.3.3 Motivation-hygiene Theory337

12.4 Contemporary Approaches to Motivation338

12.4.1 Three-needs Theory339

12.4.2 Goal-setting Theory340

12.4.3 Reinforcement Theory341

12.4.4 Equity Theory341

12.4.5 Expectancy Theory343

12.4.6 Integrating Contemporary Theories of Motivation344

12.5 Designing Motivation Jobs346

12.6 Pay and Motivation348

12.6.1 Salary Increase or Bonus349

12.6.2 Examples of Merit Pay Plans350

CASE351

A Highly Innovation-advocating Company:3M351

PART Ⅴ Controlling and Communication357

13 Controlling357

13.1 What Is Control357

13.2 The Importance of Control357

13.3 Types of Control358

13.3.1 Feed Forward Control359

13.3.2 Concurrent Control359

13.3.3 Feedback Control359

13.4 The Control Process360

13.4.1 Establishing the Standards360

13.4.2 Measuring360

13.4.3 Comparing361

13.4.4 Taking Managerial Action362

13.5 Control Systems363

13.5.1 Market Control363

13.5.2 Behavior Control367

13.5.3 Organizational Culture and Clan Control370

13.6 Total Quality Management371

13.6.1 Improving Efficiency371

13.6.2 What Is Total Quality Management372

13.6.3 Total Quality Management and Efficiency373

13.6.4 Putting TQM into Action375

13.6.5 The Role of Top and Functional-level Managers in TQM378

CASE379

Pursuing Excellency and Striving for a Better Future379

14 Communication389

14.1 What Is Communication390

14.2 The Communication Process391

14.3 Communication Media393

14.3.1 Face-to-face Communication393

14.3.2 Spoken Communication Electronically Transmitted394

14.3.3 Personally Addressed Written Communication395

14.3.4 Impersonal Written Communication396

14.4 Group Communication Networks397

14.5 Organizational Communication Networks398

14.6 Technical Advances in Communication399

14.6.1 The Internet400

14.6.2 Intranets401

14.6.3 Groupware401

14.7 Effective Communication403

14.7.1 The Role of Perception in Communication403

14.7.2 The Dangers of Ineffective Communication403

14.7.3 Barriers to Effective Communication404

14.7.4 Overcoming the Barriers406

14.8 Communication by Information System408

14.8.1 Information and the Manager's Job408

14.8.2 Types of Management Information Systems411

14.8.3 The Impact and Limitations of Information Systems415

14.8.4 Information Systems and Competitive Advantage416

CASE416

Strengthening Information Management & Improving Enterprise Vitality416

中文综述426

1 管理与管理者426

1.1 组织426

1.2 管理者与操作者427

1.3 管理层次427

1.4 管理职能427

1.5 管理者角色428

1.6 管理技能429

1.7 全球背景下管理面临的挑战429

案例：万宝路产品形象的塑造430

2 管理的演进431

2.1 历史背景431

2.2 科学管理431

2.3 一般行政管理理论432

2.4 人力资源方法433

2.5 管理科学理论434

2.6 权变理论435

案例：小天鹅的末日管理模式435

3 组织环境436

3.1 环境不确定性436

3.2 组织及其环境437

3.3 组织环境的管理438

3.4 在全球环境下进行管理438

案例：隐忍的“羊”与凶猛的“狼”439

4 计划441

4.1 计划的定义441

4.2 计划的重要性441

4.3 计划和绩效441

4.4 计划的类型442

4.5 通过计划管理442

4.6 战略管理层次443

4.7 战略管理过程443

案例：成本领先，逼杀价格——格兰仕的总成本领先的战略444

5 战略管理444

5.1 总战略445

5.2 制定公司层战略446

5.3 事业层战略447

5.4 制定职能层次战略448

5.5 计划工具449

案例：中国e银行的领跑者451

6 决策452

6.1 决策制定过程452

6.2 古典决策模式452

6.3 有限理性决策模式453

6.4 决策类型453

案例：安然为何不“安然”？455

7 组织456

7.1 组织的意义456

7.2 建立垂直型组织457

7.3 建立水平型组织458

案例：产业布局再添棋子 用友金融以变应变458

8 组织设计459

8.1 机械式和有机式组织459

8.2 组织的变革460

8.3 组织结构设计461

8.4 协调职能制与事业部制463

8.5 整合机制的类型464

案例：三星的成功之路466

9 人力资源管理467

9.1 人力资源管理组成部分概述467

9.2 人力资源计划467

9.3 招聘与甄选468

9.4 培训和发展470

9.5 业绩考核与反馈471

9.6 劳动关系473

案例：摩托罗拉的人本位管理理念474

10 组织行为475

10.1 组织行为学研究的对象475

10.2 对群体行为的理解478

案例：迪斯尼公司的员工塑造481

11 领导482

11.1 领导的本质482

11.2 管理者与领导者482

11.3 个人领导风格和管理工作482

11.4 权力483

11.5 领导模型484

11.6 领导的权变模型485

11.7 领导风格转换487

案例：人本管理的典范——惠普公司488

12 激励489

12.1 激励的本质489

12.2 学习理论489

12.3 早期的激励理论491

12.4 当代激励理论492

12.5 报酬和激励494

案例：崇尚创新的3M公司495

13 控制496

13.1 什么是控制496

13.2 控制的重要性496

13.3 控制类型497

13.4 控制过程497

13.5 控制系统498

13.6 全面质量管理500

案例：追求卓越，指向未来——海尔集团的管理模式503

14 沟通505

14.1 什么是沟通505

14.2 沟通过程505

14.3 沟通媒介505

14.4 群体沟通网络507

14.5 组织沟通网络507

14.6 沟通中的技术进步507

14.7 有效沟通508

14.8 通过管理信息系统沟通509

案例：强化信息，活力无限——联想实施ERP管理始末511