管理學(xué)基礎(chǔ)教學(xué)（清華大學(xué)）管理學(xué)提綱

1、工0復(fù)習(xí)提綱第一章 管理和管理學(xué)掌握管理的概念（含義、要點(diǎn)）了解管理重要性與作用，要解決的基本矛盾理解管理的職能（含義、相互關(guān)系）理解管理的性質(zhì)，如二重性、科學(xué)性、藝術(shù)性了解管理學(xué)的研究對(duì)象和研究方法理解系統(tǒng)原理和權(quán)變?cè)砝斫夤芾碚叩念?lèi)型與技能（三種技能的含義及對(duì)各類(lèi)管理者的要求）第二章計(jì)劃職能掌握計(jì)劃的含義、計(jì)劃工作的內(nèi)容和計(jì)劃的作用知道計(jì)劃的性質(zhì)與類(lèi)型了解計(jì)劃的編制過(guò)程和常用方法，如滾動(dòng)計(jì)劃法、盈虧平衡分析法理解戰(zhàn)略性計(jì)劃的概念與重要性知道戰(zhàn)略管理的層次和戰(zhàn)略管理的過(guò)程了解戰(zhàn)略環(huán)境分析的內(nèi)容和常用方法知道影響行業(yè)競(jìng)爭(zhēng)的五種力量模型掌握swot分析法知道并理解三種基本競(jìng)爭(zhēng)戰(zhàn)略（事業(yè)層）了解組

2、織目標(biāo)的不同學(xué)說(shuō)理解并掌握目標(biāo)管理法（mbo）的含義、實(shí)質(zhì)、實(shí)施過(guò)程第三章組織職能掌握和理解組織的基本概念（結(jié)構(gòu)論、行為論、系統(tǒng)論的定義）了解組織結(jié)構(gòu)的常見(jiàn)類(lèi)型理解直線(xiàn)職能結(jié)構(gòu)的特點(diǎn)理解并掌握事業(yè)部結(jié)構(gòu)和矩陣結(jié)構(gòu)的特點(diǎn)、優(yōu)缺點(diǎn)和適用條件知道組織結(jié)構(gòu)設(shè)計(jì)的內(nèi)容和結(jié)果了解勞動(dòng)分工的特點(diǎn)和意義了解管理層次與管理跨度的含義以其影響因素了解影響組織結(jié)構(gòu)設(shè)計(jì)的權(quán)變因素理解組織設(shè)計(jì)的原則理解解分權(quán)與集權(quán)的含義和關(guān)系，了解影響集分權(quán)的因素理解授權(quán)的特點(diǎn)和原則了解直線(xiàn)職權(quán)和參謀職權(quán)的關(guān)系理解止式組織和非止式組織的特點(diǎn)和關(guān)系了解人力資源管理的內(nèi)容掌握組織文化的概念，了解組織文化的內(nèi)容、特點(diǎn)和作用了解組織生命周期理

3、論了解組織變革的動(dòng)因、內(nèi)容、阻力和克服方法第四章 領(lǐng)導(dǎo)職能理解領(lǐng)導(dǎo)的內(nèi)涵和實(shí)質(zhì)、領(lǐng)導(dǎo)權(quán)力及其來(lái)源（不同的權(quán)威觀）理解人性假設(shè)理論了解三類(lèi)（素質(zhì)、行為、情境）領(lǐng)導(dǎo)理論的特點(diǎn)了解各種領(lǐng)導(dǎo)理論，掌握并理解領(lǐng)導(dǎo)方格理論、領(lǐng)導(dǎo)生命周期理論掌握激勵(lì)的概念，知道激勵(lì)的原理和過(guò)程模式理解并掌握需要層次論和雙因素理論及其激勵(lì)方法理解期望理論，了解公平理論、強(qiáng)化理論了解常用的激勵(lì)方法知道溝通的概念與作用，了解溝通的過(guò)程、障礙與克服第五章 控制職能掌握控制的概念與內(nèi)涵理解控制的過(guò)程，知道控制的類(lèi)型理解實(shí)現(xiàn)有效控制的原則，掌握關(guān)鍵控制點(diǎn)和例外原則了解常見(jiàn)的兒種控制方法，理解全面質(zhì)量管理的內(nèi)涵第六章管理理論發(fā)展概述知道

4、管理學(xué)發(fā)展的主要階段了解古典管理理論及中國(guó)古代管理思想的主要內(nèi)容理解科學(xué)管理理論、行為科學(xué)理論的主要內(nèi)容了解現(xiàn)代管理理論的主要論點(diǎn)和一些新的發(fā)展趨勢(shì)to要求理解知識(shí)點(diǎn)整理第一章理解管理的職能(含義、相互關(guān)系)管理的四種基本職能計(jì)劃一一規(guī)定了方向和任務(wù)：對(duì)組織未來(lái)活動(dòng)進(jìn)行的一種預(yù)先籌劃；組織一一規(guī)定了任務(wù)由誰(shuí)去完成，誰(shuí)向誰(shuí)報(bào)告：為執(zhí)行計(jì)劃，形成并維持合理的分工協(xié) 作關(guān)系；領(lǐng)導(dǎo)一一調(diào)動(dòng)積極性、創(chuàng)造性：指揮、影響、激勵(lì)和協(xié)調(diào)組織成員努力工作；控制一一保證目標(biāo)和任務(wù)的實(shí)現(xiàn)：確立目標(biāo)、衡量績(jī)效、糾正計(jì)劃執(zhí)行中的偏差。協(xié) 調(diào)一一管理的本質(zhì)與核心理解管理的性質(zhì)，如二重性、科學(xué)性、藝術(shù)性管理的二重性：自然屬性

5、與社會(huì)屬性一一自然屬性：不因生產(chǎn)關(guān)系、社會(huì)制度和社會(huì)文 化的變化而變化，只與生產(chǎn)力發(fā)展水平相關(guān)的屬性。社會(huì)屬性：不同的生產(chǎn)關(guān)系、不同的社 會(huì)文化都會(huì)使管理思想、管理目的以及管理的方式方法呈現(xiàn)出一定的差別，從而使管理具有 特殊性和個(gè)性，這就是管理的社會(huì)屬性。管理的科學(xué)性：已形成一套反映了客觀規(guī)律的系統(tǒng)化的理論知識(shí)體系，為指導(dǎo)管理實(shí)踐 提供了原理、原則、方法。管理的藝術(shù)性：不僅是一種知識(shí)，更是一種實(shí)踐。理解系統(tǒng)原理和權(quán)變?cè)恚阂?jiàn)課本p41理解管理者的類(lèi)型與技能(三種技能的含義及對(duì)各類(lèi)管理者的要求)管理者(manager)：是指那些從事管理過(guò)程的實(shí)現(xiàn)，而且對(duì)組織內(nèi)的員工進(jìn)行領(lǐng)導(dǎo)、 組織協(xié)調(diào)和監(jiān)督其實(shí)

6、施的人員。n技術(shù)技能(technical skill)：指使用某一專(zhuān)業(yè)領(lǐng)域內(nèi)有關(guān)的程序、技術(shù)、知識(shí)和方法 完成組織任務(wù)的能力。n人際技能(human skill)：指與處理人事關(guān)系有關(guān)的技能，即理解、激勵(lì)他人并與他 人共事的能力。n概念技能(conceptual skill)：又稱(chēng)決策技能，是指綜觀全局、認(rèn)清為什么要做某事 的能力，也就是洞察企業(yè)與環(huán)境因素問(wèn)相互影響和作用關(guān)系的能力。第二章一一計(jì)劃理解戰(zhàn)略性計(jì)劃的概念與重要性所謂戰(zhàn)略，是組織為了達(dá)到較長(zhǎng)時(shí)期的總目標(biāo)，通過(guò)對(duì)內(nèi)外部環(huán)境分析而做出的行動(dòng)方 針和和資源使用方向的總體性謀劃和對(duì)策。重要性：應(yīng)用于整體組織；為組織設(shè)立較反時(shí)期總體目標(biāo)；尋求

7、組織在環(huán)境屮的地位理解并掌握目標(biāo)管理法（mbo）的含義、實(shí)質(zhì)、實(shí)施過(guò)程目標(biāo)管理法：一種管理制度和管理哲學(xué)。由德魯克提出，經(jīng)其他人發(fā)展，逐步成為西方 許多國(guó)家所普遍采用的一種系統(tǒng)地制定目標(biāo)并進(jìn)行管理的有效方法。實(shí)質(zhì)：所謂目標(biāo)管理，是一種程序和過(guò)程，是一個(gè)全面的管理系統(tǒng)。即組織中的上級(jí)與下級(jí)一 起商定組織的共同目標(biāo)，并由此決定上下級(jí)的責(zé)任和分目標(biāo)，并把這些分目標(biāo)作為經(jīng)營(yíng)、評(píng) 估和獎(jiǎng)勵(lì)每個(gè)單位與個(gè)人貢獻(xiàn)的標(biāo)準(zhǔn)。體現(xiàn)：?jiǎn)T工參與管理實(shí)施過(guò)程：目標(biāo)的設(shè)置：確定總目標(biāo)（互動(dòng)、參與）；目標(biāo)展開(kāi)、職責(zé)分工（明確、挑戰(zhàn)、協(xié)調(diào)）逐級(jí)授權(quán)；目標(biāo)的實(shí)施：自我管理、白我控制；總結(jié)與評(píng)估：檢查；考核；獎(jiǎng)懲； 反饋；制定新目

8、標(biāo)并開(kāi)始新的mbo循環(huán)第三章一一組織理解直線(xiàn)職能結(jié)構(gòu)的特點(diǎn)缺點(diǎn)：不利于信息交流；職能人員間目標(biāo)不易統(tǒng)一，缺乏全局觀念；不利于培養(yǎng)全面管 理人才；高層領(lǐng)導(dǎo)協(xié)調(diào)工作量大；剛性較大，反應(yīng)遲鈍理解并掌握事業(yè)部結(jié)構(gòu)和矩陣結(jié)構(gòu)的特點(diǎn)、優(yōu)缺點(diǎn)和適用條件事業(yè)部結(jié)構(gòu)：特點(diǎn)：集中政策，分散經(jīng)營(yíng)優(yōu)點(diǎn)：高層管理者可擺脫tl常事務(wù)；提高事業(yè)部經(jīng)理責(zé)任感、積極性、主動(dòng)性；事業(yè)部 專(zhuān)業(yè)化經(jīng)營(yíng)，提高效率和適應(yīng)性；權(quán)責(zé)明確，經(jīng)營(yíng)績(jī)效易考核；利于培養(yǎng)高級(jí)管理人才缺點(diǎn)：需熟悉業(yè)務(wù)和具備全面管理知識(shí)的事業(yè)部經(jīng)理；機(jī)構(gòu)、活動(dòng)和資源重復(fù)，增加管 理成本；本位主義思想矩陣結(jié)構(gòu)：優(yōu)點(diǎn)：利于加強(qiáng)各部門(mén)的橫向聯(lián)系；具有較大靈活性和適應(yīng)性；提高了

9、人員的利用率。缺點(diǎn)：雙重指揮；難于協(xié)調(diào)；穩(wěn)定性差適用：產(chǎn)品品種多、變化大；以項(xiàng)目為單元；創(chuàng)新理解授權(quán)的待點(diǎn)和原則隨機(jī)性、分給人、長(zhǎng)期或臨吋、領(lǐng)導(dǎo)藝術(shù)授權(quán)的原則：信任下屬，積極授權(quán)；明確目標(biāo)，預(yù)期成果；權(quán)責(zé)對(duì)等；監(jiān)督控制；最終 職責(zé)第四章一一領(lǐng)導(dǎo)理解領(lǐng)導(dǎo)的內(nèi)涵和實(shí)質(zhì)、領(lǐng)導(dǎo)權(quán)力及其來(lái)源（不同的權(quán)威觀）領(lǐng)導(dǎo)（名）：是能夠?qū)λ藢?shí)施指揮和控制從而引導(dǎo)人們?nèi)ミ_(dá)成某一目標(biāo)的影響力。領(lǐng)導(dǎo)（動(dòng)）：運(yùn)用各種影響力，指揮或帶領(lǐng)、引導(dǎo)或鼓勵(lì)部下為實(shí)現(xiàn)所認(rèn)知的目標(biāo)而努 力的過(guò)程。實(shí)質(zhì)：領(lǐng)導(dǎo)本質(zhì)是一種影響力，即対一個(gè)組織為確立目標(biāo)和實(shí)現(xiàn)目標(biāo)所進(jìn)行的活動(dòng)施加 影響的過(guò)程。領(lǐng)導(dǎo)者的權(quán)力：是指影響被領(lǐng)導(dǎo)者行為的力量。領(lǐng)導(dǎo)者權(quán)

10、力的來(lái)源：n正式權(quán)限論：領(lǐng)導(dǎo)者的權(quán)力來(lái)自組織職位、上級(jí)授了n權(quán)威接受論（巴納徳）：領(lǐng)導(dǎo)者的權(quán)力來(lái)自下級(jí)的認(rèn)可n載舟覆舟論（魏征）：“君，舟也，民，水也。水能載舟，亦能覆舟。理解人性假設(shè)理論經(jīng)濟(jì)人（economic man）假設(shè)社會(huì)人（social man）假設(shè)自我實(shí)現(xiàn)人（self-actualizing man）假設(shè)復(fù)雜人（complex man）假設(shè)第五章一一控制理解控制的過(guò)程限定子系統(tǒng)、識(shí)別特性確定標(biāo)準(zhǔn)：確定控制對(duì)象；選擇控制重點(diǎn)；制定標(biāo)準(zhǔn)。衡量績(jī)效：收集信息，檢查工作結(jié)果；將工作結(jié)果與既定標(biāo)準(zhǔn)比較采収必要的糾正措施：分析偏差及產(chǎn)生的原因；糾正活動(dòng)或標(biāo)準(zhǔn)全血質(zhì)量管理的內(nèi)涵：以顧客為中心；全

11、質(zhì)量;全員；全過(guò)程；全方法；plan docheckaction數(shù)據(jù)結(jié)構(gòu)前獻(xiàn)給工八的禮物一一歷屆管理學(xué)基礎(chǔ)復(fù)習(xí)提綱之工6工712 月 09 日 23:18工六整理1 management: the process of planning, organizing, leading and controlling of humans and recourses to achieve organization goals efficiently and effectively.2. managers: the people responsible for supervising the use of

12、 the recourses of the organization to meet its goals.3. effectiveness: a measure of the appropriateness of the goals an organization pursuing and the degree to which they are achieved.efficiency: a measure of how well the recourses of an organization are used to achieve its goals4.man agerial roles-

13、a)in terpersonal. lfigurehead ii.leader. iii.liais on.b)in formati onal. lmonitor. ii.disseminator. iii.spokesperso n.c)decisio nal.i.entrepre neur. ildisturbanee handler. iii.recourse allocator.iv.negotiator5.managerial skills.a) conceptual skills.b) human skillsc) technical skills6. four functions

14、 of managementa) planning: identifying and selecting the appropriate goals and courses of actions of an orga nizatio n.b) organizi ng: structuri ng working relati on ship that allows orga nizatio n members to work together to achieve organization goals.c) leading: articulating a clear vision to foll

15、ow, and energizing and enabling organizational members so they understand their roles in achieving organization goalsd) controlling: evaluating how well the organization is achieving its goals and taking acti ons to maintain or improve performs nee.7. organization: people working together and coordi

16、nating their actions to achieve specific goals8. goal: a desired future condition that an organization seeks to achieve9. strategy: a cluster of decisions about what goals to pursue, what actions to take, and how to use recourses to achieve goals10. organizational structure: a formal system of task

17、and reporting relationships that coordinates and motivates organization members11. competitive advantage.a) effjcie ncy.b) quality.c) speed, flexibilityandinnovation.d) responsivenesstocustomers.12. organization stakeholders: shareholders, employees, customers, suppliers, and others who have an inte

18、rest, claim, or stake in an organization and in what it doeseach group of stakeholders wants a differe nt outcome and man a gers must work to satisfy as many as possible.13 ethics: moral principles or beliefs about what is right or wrong.14 ethical decision models.a) utilitarian model.b) moral right

19、s model.c) justice model.15 practical guide to ethical decisions.a) does the manager's decision fall within the usual and acceptable standards?b) is the manager willing to pers on ally or ope nly comm un icate the decision with all affected stakeholders?c) does the manager believe that his/her f

20、riends will approve?工七(我的補(bǔ)充)16.organization structure: the set of forces and conditions that operate beyondorganizatiorfs boundaries but affect a manager's ability to acquire and utilize recourses.17 task environment: the set of forces and conditions that affect an organizatiorfs ability to obta

21、i n in puts and dispose of its outputs it con sists of its suppliers, customers, distributors, and competitorsa) suppliers b) distributors c) customers.d) competitors (barriers to en try: econo mics of scale and bra nd royalty create barriers of entry that deter potential competitors)18. gen eral en

22、viron ment: in elude the wide-rangi ng econo mic, tech no logical,sociocultural, demographic, political and legal, and global forces that affect the organization and its task environment.a) econo mics forces.b) tech no logical forces c) sociocultural forcesd) demographic forcese) political and legal

23、 forcesf) global forces.19. national culture: the set of beliefs, norms, values, knowledge and other practices that unite the citizens of a country.20. hofstedes model of national culturea) individualism and collectivismb) low power distanee and high power distanee.c) achievement orientation and nur

24、turing orientation.d) low uncertainty avoidanee and high uncertainty avoidanee.e) short-term orientation and iong-term orientation.21. decision making: the process by which managers respond to opportunities and threats by analyzing options, and making decisions about goals and courses of action.a) p

25、rogrammed decision making: routine, virtually automatic decision making that follows established rules or guidelines.b) non-programmed decision maki ng: non routine decisi on maki ng that occurs in response to unusual, unpredictable opportunities and threats22. decision making model:a) classical mod

26、el of decision makingb) the administrative model.i. bounded rationalityiiin complete information.1. risk and uncertainty.2. ambiguous information.3time constraints and information costs.iii.satisfcing 23. step in the decision making process.a) recognize the need for a decision.b) gen erate alter nat

27、ives legal->ethical->economical->practical.c) assess alternativesd) choose am ong alter natives e) impleme nt the chose n alter native.f) learn from feedback24. group decision making.a) groupthink: biased decision making resulting from group members striving for agreeme ntb) devil's adv

28、ocacy: a group member who defends un popular or opposi ng alter natives for the sake of the argument.c) diversity among decisionmakers25. three steps in planning.a) determine the organizationmissions and goalsb) formulate strategyc) implementing strategy.26. three levels if planning: corporate, busi

29、ness, and function al level plan.27. time horizon.a) corporate and business level goals and strategies require long and in termediate term plans.b) fun ctional level goals focus on short and in termediate term plans.c) most organizations have a rolling planning cycle to amend plans contantly.28. typ

30、es of plans.a) standing plans:usedinprogrammed decision situations.b) single-use plans: developed foraone-time,non-programmed issue29. qualities of effective plans. (fayol)a) unity.b) conti nuity.c) accuracy d) flexibility.30. corporate levelstrategies.a) concentrationon a single businessimarket pen

31、etration.ii. market development. iii.production development.b) diversificati on.i. related divers訐ication.ii. un related divers 訐 icatio n.c) inter national expa nsion.i.global strategyii.multidomestic strategy.d) vertical integration.ibackward.ii.forward.31. business level strategies.a) low cost st

32、rategy.b) differe ntiation.c) focused low costd) focused differentiation.32. goals for functional strategiesa) efficie ncy.b) quality.c) inno vatio n.d) responsivenesstocustomers33. factors affecting organizational structure.a) organizational environmentstructures must be flexible (i.e decentralized

33、 authority) when environmental change is rapidb) strategy.c) technology d) human recourse.34. job design: the process that manager decides how to divide tasks into specific jobs.a) job enlargement:increasing the number of tasksb) job en richme nt: in creasing the degree of resp on sibility a worker has over a job 35 job simplification: reducing t