管理学基础英语读本PDF电子书下载

Part One The Basis of Management Theory and Science 1

1.Why Management 1

The Goal of All Managers 3

2.Managing:Science or Art 4

3.The Functions of the Manager 5

Planning 7

Organizing 7

Staffing 9

Leading 9

Controlling 10

Coordination,the Essence of Managership 10

4.Frederick Taylor and Scientific Management 12

Taylor's Principal Concern 12

Taylor's Principles 13

Followers of Taylor 17

5.Fayol:Father of Modern Operational-Management Theory 20

6.Patterns of Management Analysis:A Management Theory Jungle 22

The Managerial Roles Approach 23

McKinsey's 7-S Approach 26

The Operational,or Management Process,Approach 27

Part Two Planning 40

1.The Importance of Planning 40

To Offset Uncertainty and Change 40

To Focus Attention on Objectives 40

To Gain Economical Operation 42

To Facilitate Control 42

2.Enterprise Purpose and Objectives 43

Objectives Form a Hierarchy 44

Objectives Form a Network 45

Multiplicity of Objectives 48

Long-Range and Short-Range Objectives 49

3.The TOWS Matrix:A Modern Tool for Analysis of the Situation 50

Four Alternative Strategies 52

4.Industry Analysis and Generic Competitive Strategies by Porter 53

Time Dimension and TOWS Matrix 53

Industry Analysis 54

Overall Cost Leadership Strategy 55

Differentiation Strategy 55

Focused Strategies 55

5.Decision Making As a Key Step in Planning. 56

Rationality and Decision Making 57

1.Organization Levels and the Span of Management 66

Part Three Organizing 66

Choosing the Span 68

Problems with Organization Levels 69

Operational-Management Position:A Situational Approach 70

2.Departmentation by Enterprise Function 71

Advantages 74

Disadvantages 74

3.Departmentation by Product 75

Advantages 77

Disadvantages 78

Some Notes of Caution 78

4.Choosing the Pattern of Departmentation 79

The aim:Achieving Objectives 79

Mixing Types of Departmentation 80

5.Authority and Power 81

6.Line and Staff Concepts 82

The Nature of Line and Staff Relationships 83

Line and Staff Relationships or Departmentation 84

The Nature of Decentralization 87

7.Decentralization of Authority 87

Different Kinds of Centralization 88

Decentralization as a Philosophy and Policy 89

8.Delegation of Authority 89

How Authority Is Delegated 89

Splintered Authority 90

Recovery of Delegated Authority 91

Part Four Staffing 101

1.Definition of Staffing 101

Analytical and Problem-Solving Abilities 102

2.Skills and Personal Characteristics Needed by Managers 102

Personal Characteristics Needed by Managers 103

3.The Purposes and Uses of Appraisal 105

The Conference Board Study 105

The General Electric Studies 106

4.The Problem of Management Appraisal 107

5.Choosing the Appraisal Criteria 108

Performance in Accomplishing Goals 108

6.Traditional Trait Appraisals 109

Performance as Managers 109

Weaknesses of Trait Appraisal 110

Attempts to Strengthen Trait Rating 111

7.Appraising Managers against Verifiable Objectives 113

The Appraisal Process 113

Three Kinds of Reviews 115

Strengths of Appraisal against Verifiable Objectives 117

Weaknesses of Apraisal against Verifiable Objectives 118

8.A Suggested Program:Appraising Managers as Managers 119

Sample Questions for Appraising Managers as Managers 120

Advantages of the New Program 122

Weaknesses of the New Program 123

9.A Team Evaluation Approach 123

Part Five Leading 132

1.Human Factors in Managing 132

Multiplicity of Roles 132

The Importance of Personal Dignity 133

No Average Person 133

Consideration of the Whole Person 134

2.Motivation and Motivators 134

Motivation 134

The Need-Want-Satisfaction Chain 135

Complexity of Motivation 136

3.Motivation:The Carrot and the Stick 139

4.Defining Leadership 140

5.Ingredients of Leadership 141

The Importance of Communication 143

6.The Communication Function in Organizations 143

The Purpose of Communication 144

7.Communication in the Organization 146

The Manager's Need to Know 146

The Communication Flow in the Organization 147

Written,Oral,and Nonverbal Communication 151

Part Six Controlling 163

1.The Basic Control Process 163

Establishment of Standards 163

Measurement of Performance 164

Correction of Deviations 165

2.Control as a Feedback System 166

3.Feedforward Control 168

Feedforward in Management 168

Requiremments for Feedforward Control 172

Part 1 182

1.Why Study Management 182

Key to Exercises 182

Supplementary Reading 182

2.Management History 185

Part 2 188

1.Planning:Past and Future 188

2.Planning Practices in Japan,the United States,and the People's Republic of China 192

Part 3 196

1.Oraanizing:Past and Future 196

2.Organizing Practices in Japan,the united States,and the People's Republic of China 200

1.Human Resource Management:Past and Future 204

Part 4 204

2.Staffing Practices in Japan,the United States and the People's Republic of China 207

Part 5 213

1.Leadership:Past and Future 213

2.Leading Practices in Japan,the United State,and the People's Republic of China 217

Part 6 221

1.Controlling:Past and Future 221

2.Controlling Practices in Japan,the United States,and the People's Republic of China 225

译文 229