PART Ⅰ Foundations of Management 3
1 Management and Manager 3
1.1 Organization 3
1.1.1 Organizational Performance 4
1.1.2 Organizational Goals 5
1.2 Managers and Operatives 7
1.3 Levels of Management 7
1.3.1 First-line Managers 8
1.3.2 Middle Managers 8
1.3.3 Top Managers 8
1.4 Managerial Functions 9
1.4.1 Planning 10
1.4.2 Organizing 10
1.4.3 Leading 11
1.4.4 Controlling 11
1.5 Managerial Roles 12
1.5.1 Interpersonal Roles 13
1.5.2 Informational Roles 13
1.5.3 Decisional Roles 13
1.6 Management Skills 14
1.6.1 Technical Skills 14
1.6.2 Human Skills 15
1.6.3 Conceptual Skills 15
1.7 Management in New Century 16
1.7.1 Areas of Managers 16
1.7.2 Restructuring 16
1.7.3 Empowerment and Self-managed Teams 17
1.8 Challenges for Management in a Global Environment 17
1.8.1 Building a Competitive Advantage 18
1.8.2 Increasing Efficiency 18
1.8.3 Increasing Quality 18
1.8.4 Increasing Innovation 18
1.8.5 Increasing Responsiveness to Customers 19
1.8.6 Maintaining Ethical Standards 19
1.8.7 Managing a Diverse Workforce 19
1.8.8 Utilizing New Information Systems and Technologies 20
CASE 20
Product Imagc of Marlboro 20
2 Evolution of Management 23
2.1 Historical Background 24
2.2 Scientific Management 26
2.2.1 Frank and Lillian Gilbreth 29
2.2.2 Henry L.Gantt 29
2.3 The Administrative Theory 30
2.3.1 Fayol's Principles of Management 31
2.3.2 The Theory of Bureaucracy 34
2.4 The Human Resources Approach 36
2.4.1 The Hawthorne Studies 38
2.4.2 The Human Relations Movement 39
2.4.3 Theory X and Theory Y 39
2.4.4 Theory Z 41
2.4.5 Behavioral Science Theorists 42
2.5 Management Science Theory 42
2.6 Contingency Theory 47
2.6.1 Mechanistic and Organic Structures 47
2.6.1 Globalization 48
2.6.2 Workforce Diversity 49
CASE 49
The Last-day Management Creates the Future:LDM of Little Swan 49
3 The Organizational Environment 59
3.1 Assessing Environmental Uncertainty 60
3.2 The Organization and Its Environment 61
3.2.1 The Task Environment 61
3.2.2 The General Environment 67
3.2.3 Influence on Management Practice 70
3.3 Managing the Organizational Environment 71
3.3.1 Reducing the Impact of Environmental Forces 72
3.3.2 Creating an Organizational Structure and Control Systems 72
3.3.3 Boundary-spanning Roles 74
3.3.4 Managers as Agents of Change 77
3.4 The Internationalization Process 77
3.5 Managing In a Global Environment 82
3.5.1 The Legal-political Environment 82
3.5.2 The Economic Environment 83
3.5.3 The Cultural Environment 83
CASE 86
Forbearing"Sheep"vs.Ferocious"Wolf" 86
PART Ⅱ Planning and Decision 95
4 Planning 95
4.1 Concepts of Planning 95
4.1.1 Mission Statement 95
4.1.2 Goals 98
4.1.3 Plans 98
4.1.4 Strategies and Tactics 99
4.1.5 Determining Resource Requirements 100
4.2 The Definition of Planning 101
4.3 Why Planning Is Important 101
4.4 Planning and Performance 102
4.5 Types of Plans 103
4.5.1 Strategic Plans and Operational Plans 103
4.5.2 Short-term Plans and Long-term Plans 104
4.5.3 Specific Plans and Directional Plans 104
4.5.4 Programmed Plans and Single-use Plans 104
4.5.5 Scenario Planning 105
4.6 Managing by Plan 105
4.6.1 Traditional Objective Setting 105
4.6.2 Management by Objectives(MBO) 106
4.7 Formulating Strategy 107
4.8 Levels of Strategy 108
4.8.1 Corporate-level Strategy 108
4.8.2 Business-level Strategy 109
4.8.3 Functional-level Strategy 110
4.9 The Strategic Management Process 113
CASE 118
Cost Price Makes Galanz Microwave Oven King 118
5 Strategic Management 125
5.1 Grand Strategies 125
5.1.1 Stability 126
5.1.2 Growth 126
5.1.3 Retrenchment 131
5.1.4 Combination 132
5.2 Formulating the Corporate-level Strategy 132
5.2.1 SWOT Analysis 132
5.2.2 The Five Forces Model 133
5.2.3 Corporate Portfolio Matrix 134
5.3 Business-level Strategy 136
5.3.1 Adaptive Strategy 136
5.3.2 Competitive Strategy 137
5.4 Formulating Functional Strategy 140
5.5 Planning Tools 141
5.5.1 Types of Budgets 142
5.5.2 Making Budgeting 143
5.5.3 Operational Planning Tools 145
CASE 146
The Lead of E-banking in China 146
6 Decision 156
6.1 What Decision Making Is 156
6.2 The Decision-making Process 157
6.2.1 Identifying and Diagnosing the Problem 158
6.2.2 Generating Alternative Solutions 158
6.2.3 Evaluating Alternatives 159
6.2.4 Implementing the Decision 161
6.3 The Classical Model 162
6.4 The Administrative Model 162
6.4.1 Bounded Rationality 162
6.4.2 Incomplete Information 163
6.4.3 Satisfying 164
6.5 The Rational Decision Maker 165
6.5.1 Assumption of Rationality 165
6.5.2 Limits to Rationality 165
6.5.3 Bounded Rationality 167
6.6 Decision Style 168
6.6.1 Cognitive Biases and Decision Making 168
6.6.2 Programmed Decisions and Non-programmed Decisions 170
6.6.3 Group Decision 173
CASE 178
Why Enron Was Not Safe? 178
PART Ⅲ Organizing and Decentralization 183
7 Organizing 183
7.1 Benefits of Organizing 184
7.2 Five-step Organizing Process 185
7.2.1 Reviewing Plans and Goals 185
7.2.2 Determining Work Activities 185
7.2.3 Classifying and Grouping Activities 188
7.2.4 Assigning Work and Delegating Authority 188
7.2.5 Designing a Hierarchy of Relationships 189
7.3 The Vertical Dimension of Organizations 191
7.3.1 Unity of Command 191
7.3.2 Authority and Responsibility 191
7.3.3 Span of Control 193
7.3.4 Centralization and Decentralization 194
7.4 The Horizontal Dimension of Organizations 196
7.4.1 Division of Labor 196
7.4.2 Departmentalization 197
CASE 200
Management System with Quick Response to Changes 200
8 Organizing Design 210
8.1 Mechanistic and Organic Organizations 210
8.1.1 Strategy and Structure 211
8.1.2 Size and Structure 212
8.1.3 Technology and Structure 212
8.1.4 Human Resources and Structure 214
8.1.5 Environment and Structure 214
8.2 Organizational Structure 215
8.2.1 Simple Structure 215
8.2.2 Bureaucracy 215
8.3 The Boundaryless Organization 216
8.4 What Is Change 217
8.4.1 Forces for Change 217
8.4.2 The Manager as Change Agent 219
8.4.3 Two Different Views on the Change Process 219
8.4.4 Putting the Two Views in Perspective 221
8.5 Organization Structure Design 221
8.5.1 Grouping Jobs into Functions and Divisions 221
8.5.2 Functional Structure 221
8.5.3 Divisional Structure 223
8 5.4 Matrix and Product Team Designs 226
8.5.5 Hybrid Structure 229
8.6 Coordinating Functions and Divisions 230
8.7 Types of Integrating Mechanisms 233
CASE 236
The Organizational Management of Samsung 236
9 Human Resource Management 243
9.1 Overview of the Components of HRM 243
9.2 Human Resource Planning 245
9.3 Recruitment and Selection 246
9.3.1 External and Internal Recruitment 247
9.3.2 Selection 249
9.4 Training and Development 252
9.4.1 Types of Training 253
9.4.2 Types of Development 254
9.4.3 Transfer of Training and Development 255
9.5 Performance Appraisal and Feedback 255
9.5.1 Types of Performance Appraisal 256
9.5.2 Who Appraises Performance 257
9.5.3 Effective Performance Feedback 260
9.6 Labor Relations 263
9.6.1 Union Influences 264
9.6.2 Collective Bargaining 265
9.7 Developing and Implementing HRM Practices 266
9.7.1 HR Professional's Role 267
9.7.2 Line Manager's Role 267
CASE 268
The People-oriented Management Idea in Motorola 268
10 Organizational Behavior 271
10.1 Focus of Organizational Behavior 271
10.2 Goals of Organizational Behavior 272
10.2.1 Values 272
10.2.2 Attitudes 273
10.2.3 Personality 276
10.2.4 Perception 278
10.2.5 Learning 280
10.2.6 Stress 281
10.3 Understanding Group Behavior 285
10.3.1 What Is a Group 285
10.3.2 Stages of Group Development 285
10.3.3 Basic Group Concepts 287
CASE 294
Disney Culture Molds Happy Employees 294
PART Ⅳ Leading and Motivation 301
11 Leading 301
11.1 Definition of Leadership 301
11.2 The Nature of Leadership 302
11.3 Managers versus Leaders 303
11.4 Personal Leadership Style and Managerial Tasks 303
11.4.1 Leadership Styles Across Cultures 304
11.4.2 Gender and Leadership 305
11.5 Power 307
11.6 Leading Theories 310
11.6.1 The Trait Model 310
11.6.2 The Behavior Model 311
11.7 Contingency Models of Leadership 313
11.7.1 Fiedler's Contingency Model 313
11.7.2 House's Path-goal Theory 317
11.7.3 The Leader Substitutes Model 319
11.7.4 Bringing It All Together 320
11.8 Transformational Leadership 321
11.8.1 Being a Charismatic Leader 322
11.8.2 Stimulating Subordinates Intellectually 323
11.8.3 Engaging in Developmental Consideration 323
11.8.4 The Distinction Between Transformational and Transactional Leadership 324
CASE 324
Role Model of"People-focused Management"—Hewlett-Packard 324
12 Motivation 328
12.1 The Nature of Motivation 328
12.2 Learning Theories 330
12.2.1 Operant Conditioning Theory 331
12.2.2 Social Learning Theory 335
12.3 Early Theories of Motivation 336
12.3.1 Hierarchy of Needs Theory 336
12.3.2 Theory X and Theory Y 337
12.3.3 Motivation-hygiene Theory 337
12.4 Contemporary Approaches to Motivation 338
12.4.1 Three-needs Theory 339
12.4.2 Goal-setting Theory 340
12.4.3 Reinforcement Theory 341
12.4.4 Equity Theory 341
12.4.5 Expectancy Theory 343
12.4.6 Integrating Contemporary Theories of Motivation 344
12.5 Designing Motivation Jobs 346
12.6 Pay and Motivation 348
12.6.1 Salary Increase or Bonus 349
12.6.2 Examples of Merit Pay Plans 350
CASE 351
A Highly Innovation-advocating Company:3M 351
PART Ⅴ Controlling and Communication 357
13 Controlling 357
13.1 What Is Control 357
13.2 The Importance of Control 357
13.3 Types of Control 358
13.3.1 Feed Forward Control 359
13.3.2 Concurrent Control 359
13.3.3 Feedback Control 359
13.4 The Control Process 360
13.4.1 Establishing the Standards 360
13.4.2 Measuring 360
13.4.3 Comparing 361
13.4.4 Taking Managerial Action 362
13.5 Control Systems 363
13.5.1 Market Control 363
13.5.2 Behavior Control 367
13.5.3 Organizational Culture and Clan Control 370
13.6 Total Quality Management 371
13.6.1 Improving Efficiency 371
13.6.2 What Is Total Quality Management 372
13.6.3 Total Quality Management and Efficiency 373
13.6.4 Putting TQM into Action 375
13.6.5 The Role of Top and Functional-level Managers in TQM 378
CASE 379
Pursuing Excellency and Striving for a Better Future 379
14 Communication 389
14.1 What Is Communication 390
14.2 The Communication Process 391
14.3 Communication Media 393
14.3.1 Face-to-face Communication 393
14.3.2 Spoken Communication Electronically Transmitted 394
14.3.3 Personally Addressed Written Communication 395
14.3.4 Impersonal Written Communication 396
14.4 Group Communication Networks 397
14.5 Organizational Communication Networks 398
14.6 Technical Advances in Communication 399
14.6.1 The Internet 400
14.6.2 Intranets 401
14.6.3 Groupware 401
14.7 Effective Communication 403
14.7.1 The Role of Perception in Communication 403
14.7.2 The Dangers of Ineffective Communication 403
14.7.3 Barriers to Effective Communication 404
14.7.4 Overcoming the Barriers 406
14.8 Communication by Information System 408
14.8.1 Information and the Manager's Job 408
14.8.2 Types of Management Information Systems 411
14.8.3 The Impact and Limitations of Information Systems 415
14.8.4 Information Systems and Competitive Advantage 416
CASE 416
Strengthening Information Management & Improving Enterprise Vitality 416
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