羅賓斯管理學(xué)復(fù)習(xí)英文版

Chapter1INTRODUCTIONTOMANAGEMENTANDORGANIZATIONS?PrenticeHall,20021-1WhoAreManagers?Managersomeonewhoworkswithandthroughotherpeoplebycoordinatingtheirworkactivitiesinordertoaccomplishorganizationalgoals?PrenticeHall,20021-2OrganizationalLevelsNon-managerialEmployeesTopManagersMiddleManagersFirst-lineManagers?PrenticeHall,20021-3WhatDoManagersDo?(cont.)ManagementRoles

specificcategoriesofmanagerialbehaviorInterpersonal

-involvepeopleanddutiesthatareceremonialandsymbolicinnatureInformational

-receiving,collecting,anddisseminatinginformationDecisional

-revolvearoundmakingchoicesemphasisthatmanagersgivetothevariousrolesseemstochangewiththeirorganizationallevel?PrenticeHall,20021-4EXHIBIT1.5:SKILLSNEEDEDATDIFFERENTMANAGEMENTLEVELS?PrenticeHall,20021-5EfficiencyandEffectivenessinManagementManagementStrivesFor:Lowresourcewaste(highefficiency)Highgoalattainment(higheffectiveness)ResourceUsageEfficiency(Means)GoalAttainmentEffectiveness(Ends)LowWasteHighAttainment?PrenticeHall,20021-6TheExternalEnvironmentCustomersCompetitorsSuppliersPublicPressureGroupsTheOrganizationGlobalEconomicDemographicPoliticalSocioculturalTechnologicalGeneralEnvironmentSpecificEnvironmentChapter2MANAGEMENTYESTERDAYANDTODAY?PrenticeHall,20022-8Management’sConnectiontoOtherFieldsofStudyManagementAnthropology:Helpstobetterunderstanddifferencesinfundamentsvalues,attitudes,andbehaviorbetweendifferentcountriesandwithindifferentorganizations.Economics:Helpstounderstandthechangingeconomy,theroleofcompetitionandfreemarketsinaglobalcontext.Philosophy:

Helpstounderstandtheexistenceoforganizationsandwhatconstitutesappropriatebehaviorwithinthem.PoliticalScience:Helpstounderstandanation’sconstitutionandstructuringinturn,shapethetype,form,andpoliciesoforganization.EXHIBIT2.2:TAYLOR’SFOURPRINCIPLESOFMANAGEMENT?PrenticeHall,20022-11GeneralAdministrativeTheoristsHenriFayolconcernedwithmakingtheoverallorganizationmoreeffectivedevelopedtheoriesofwhatconstitutedgoodmanagementpracticeproposedauniversalsetofmanagementfunctionspublishedprinciplesofmanagementfundamental,teachablerulesofmanagement?PrenticeHall,20022-12EXHIBIT2.4:WEBER’SIDEALBUREAUCRACY?PrenticeHall,20022-13Chapter7FOUNDATIONS

OFPLANNING

Planninginvolvesdefiningtheorganization’sgoals,establishinganoverallstrategy,anddevelopingacomprehensivesetofplanstointegrateandcoordinateorganizationalworkanticipatechangesanddevelopthemost-effectiveresponsetochangesinformalplanning-nothingiswrittendownlittleornosharingofgoalsgeneralandlackingincontinuityformalplanning-writtendefinesspecificgoalsspecificactionprogramsexisttoachievegoalsHowDoManagersPlan?TheRoleofGoalsandPlansinPlanninggoals-desiredoutcomesprovidedirectionforallmanagementdecisionsrepresentthecriteriaagainstwhichactualworkaccomplishmentscanbemeasuredplans-outlinehowgoalsaregoingtobemetTypesofGoalsallorganizationshavemultipleobjectivesnosinglemeasurecanevaluatewhetheranorganizationissuccessfulfinancialgoals-relatetofinancialperformancestrategicgoals-relatetootherareasofperformance

?PrenticeHall,20027-15HowDoManagersPlan?(cont.)TheRoleofGoalsandPlansinPlanning(cont.)TypesofPlansstrategicplans-applytotheentireorganizationestablishorganization’soverallgoalsseektopositiontheorganizationintermsofitsenvironmentoperationalplans-specifythedetailsofhowtheoverallgoalsaretobeachievedtendtocovershorttimeperiods?PrenticeHall,20027-16TypesOfPlansBreadthStrategicOperationalSpecificityDirectionalSpecificFrequency

ofUseSingleuseStandingTimeFrameLongtermShortterm?PrenticeHall,20027-17HowDoManagersPlan?EstablishingGoals(cont.)managementbyobjectives(MBO)-specificperformancegoalsarejointlydeterminedbyemployeesandtheirmanagersprogresstowardaccomplishingthesegoalsisperiodicallyreviewedrewardsareallocatedonthebasisofthisprogressMBOconsistsoffourelementsgoalspecificityparticipativedecisionmakingexplicittimeperiodperformancefeedback?PrenticeHall,20027-182、StepsinaTypicalMBOProgram?PrenticeHall,20027-19Chapter8

STRATEGIC

MANAGEMENTWhatIsStrategicManagement?Asetofmanagerialdecisionsandactionsthatdeterminesthelong-runperformanceofanorganizationTheStrategicManagementProcess?PrenticeHall,20028-21LevelsofOrganizationalStrategy?PrenticeHall,20028-22TypesofOrganizationalStrategies(cont.)Corporate-LevelStrategy(cont.)BCGmatrix(cont.)strategicimplicationsofthematrixcashcows-“milk”usecashtoinvestinstarsandquestionmarksstars-requireheavyinvestmenteventuallywillbecomecashcowsquestionmarks-twostrategiesinvesttotransformthemintostarsdivestdogs-soldofforliquidated?PrenticeHall,20028-23TypesOfOrganizationalStrategies(cont.)Business-LevelStrategy(cont.)CompetitiveStrategiesMichaelPorter-industryanalysisbasedonfivecompetitiveforcesThreatofnewentrants-affectedbybarrierstoentryThreatofsubstitutes-affectedbybuyerloyaltyandswitchingcostsBargainingpowerofbuyers-affectedbynumberofcustomers,availabilityofsubstituteproducts?PrenticeHall,20028-24Business-LevelStrategy(cont.)CompetitiveStrategies(cont.)Porter’scompetitiveforcesanalysis(cont.)Bargainingpowerofsuppliers-affectedbydegreeofsupplierconcentrationExistingrivalry-affectedbyindustrygrowthrate,demandforfirm’sproductorservice,andproductdifferencesTypesOfOrganizationalStrategies(cont.)?PrenticeHall,20028-25TypesofOrganizationalStrategies(cont.)Business-LevelStrategy(cont.)Competitivestrategies(cont.)Porter’sthreegenericstrategiescostleadership-goalistobecomethelowest-costproducerintheindustrytriestoidentifyefficienciesinalloperationsoverheadkepttoaminimumproductorservicemustbeperceivedtobeofcomparablequalitytothatofferedbycompetitors?PrenticeHall,20028-26TypesofOrganizationalStrategies(cont.)Business-LevelStrategy(cont.)Competitivestrategies(cont.)Porter’sthreegenericstrategies(cont.)differentiation-offeruniqueproductsthatarewidelyvaluedbycustomerssetsthefirmapartfromcompetitorsdifferentiationbasedonquality,service,productdesign,brandimagecustomersmustbewillingtopayapricepremiumthatexceedsthecostofdifferentiation?PrenticeHall,20028-27TypesofOrganizationalStrategies(cont.)Business-LevelStrategy(cont.)Competitivestrategies(cont.)Porter’sthreegenericstrategies(cont.)focus-aimsatacostadvantageordifferentiationadvantageinanarrowsegmentnoattempttoservethebroadmarketfeasibilityofstrategydependsonthesizeofthesegmentandtheabilityofthefirmtosupportthecostoffocusing?PrenticeHall,20028-28Chapter9

PLANNINGTOOLS

AND

TECHNIQUES

GanttCharts-showwhentasksaresupposedtobedoneallowcomparisonwiththeactualprogressoneachtaskserveasacontroltoolabargraphwithtimeonthehorizontalaxisandtheactivitiestobescheduledontheverticalaxisshadingrepresentsactualprogressAGanttChartMonthActivityEditManuscriptDesignSamplePagesDrawArtworkPrintGalleyProofsPrintPageProofsDesignCover1432ReportingDateGoalsActualProgress?PrenticeHall,20029-30TechniquesForAllocatingResources(cont.)Scheduling(cont.)LoadCharts-modifiedGanttChartschedulecapacitybyworkareasverticalaxislistseitherentiredepartmentsorspecificresourcesallowmanagerstoplanandcontrolcapacityutilization?PrenticeHall,20029-315ALoadChartMonthEditorsAnneAntonioKimMauriceDavePenny1Workscheduled2346?PrenticeHall,20029-32TechniquesForAllocatingResources(cont.)Scheduling(cont.)ProgramEvaluationandReviewTechnique(PERT)NetworkAnalysisusedtoschedulecomplexprojectsflowchartlikediagramthatdepictsthesequenceofactivitiesneededtocompleteaprojectindicatesthetimeorcostsassociatedwitheachactivitycancomparetheeffectsalternativeactionsmighthaveonschedulingandcosts

?PrenticeHall,20029-33TechniquesForAllocatingResources(cont.)Scheduling(cont.)PERT(cont.)-nomenclatureevents-endpointsthatrepresentthecompletionofmajoractivitiesactivities-timeorresourcesrequiredtoprogressfromoneeventtoanotherslacktime-amountoftimeanactivitycanbedelayedwithoutdelayingtheentireprojectcriticalpath-themosttime-consumingsequenceofeventsandactivitiesinaPERTnetworkdelaysoncriticalpathwilldelaycompletionoftheentireproject(zeroslacktime)?PrenticeHall,20029-34DefiningOrganizationalStructureNomenclatureorganizing-theprocessofcreatinganorganization’sstructureorganizationalstructure-theformalframeworkbywhichjobtasksaredivided,grouped,andcoordinatedorganizationaldesign-processofdevelopingorchanginganorganization’sstructureprocessinvolvessixkeyelements?PrenticeHall,200210-35DefiningOrganizationalStructure(cont.)WorkSpecializationthedegreetowhichtasksinanorganizationaredividedintoseparatejobsindividualsspecializeindoingpartofanactivityratherthantheentireactivitytoomuchspecializationhascreatedhumandiseconomiesanimportantorganizingmechanism,thoughnotasourceofever-increasingproductivity?PrenticeHall,200210-36DefiningOrganizationStructure(cont.)Departmentalization(cont.)largeorganizationscombinemostorallformsofdepartmentalizationtrendscustomerdepartmentalizationisincreasinglybeingusedbetterabletomonitorandrespondtocustomerneedscross-functionalteamsarebecomingpopulargroupsofindividualswhoareexpertsinvariousspecialtiesinvolvedinallaspectsofbringinganewproducttomarket?PrenticeHall,200210-37DefiningOrganizationStructure(cont.)ChainofCommand(cont.)continuouslineofauthoritythatextendsfromupperorganizationallevelstothelowestlevelsandclarifieswhoreportstowhomSpanofControlnumberofemployeesthatamanagercanefficientlyandeffectivelymanage?PrenticeHall,200210-38DefiningOrganizationStructure(cont)Centralizationthedegreetowhichdecisionmakingisconcentratedatasinglepointintheorganizationtop-levelmanagersmakedecisionswithlittleinputfromsubordinatesinacentralizedorganizationDecentralizationthedegreetowhichdecisionsaremadebylower-levelemployeesdistincttrendtowarddecentralizeddecisionmaking?PrenticeHall,200210-39DefiningOrganizationStructure(cont.)Formalizationthedegreetowhichjobswithintheorganizationarestandardizedstandardization-removestheneedforemployeestoconsideralternativesextenttowhichemployeebehaviorisguidedbyrulesandproceduresemployeeallowedminimaldiscretioninhighlyformalizedjobsexplicitjobdescriptionsclearlydefinedprocedures?PrenticeHall,200210-40OrganizationalDesignDecisionsMechanisticOrganizationrigidlyandtightlycontrolledstructuretriestominimizetheimpactofdifferinghumantraitsmostlargeorganizationshavesomemechanisticcharacteristicsOrganicOrganizationhighlyadaptiveandflexiblestructurepermitsorganizationtochangewhentheneedarisesemployeesarehighlytrainedandempoweredtohandlediversejobactivitiesminimalformalrulesandlittledirectsupervision?PrenticeHall,200210-41OrganizationalDesignDecisions(cont.)ContingencyFactorsStrategyandStructure-structureshouldfacilitatetheachievementofgoalsstrategyandstructureshouldbecloselylinkedstrategyfocuseson:innovation-needtheflexibilityandfreeflowofinformationoftheorganicstructurecostminimization-seekefficiency,stability,andtightcontrolsofmechanisticstructureimitation-usestructuralcharacteristicsofbothmechanisticandorganicstructures?PrenticeHall,200210-42OrganizationalDesignDecisions(cont.)ContingencyFactors(cont.)SizeandStructure-sizeaffectsstructureatadecreasingrateTechnologyandStructuretechnology-convertsinputsintooutputsunitproduction-productionofitemsinunitsorsmallbatchesmassproduction-large-batchmanufacturingprocessproduction-continuous-processproductionmechanisticstructuresupportsroutinetechnologyorganicstructuresupportsnonroutinetechnology?PrenticeHall,200210-43OrganizationalDesignDecisions(cont.)ContingencyFactors(cont.)EnvironmentalUncertaintyandStructureonewaytoreduceenvironmentaluncertaintyistoadjusttheorganization’sstructurewithgreaterstability,mechanisticstructuresaremoreeffectivemechanisticstructuresarenotequippedtorespondtorapidenvironmentalchangethegreatertheuncertainty,thegreatertheneedforanorganicstructureorganizationsarebeingdesignedtobemoreorganicnowadays?PrenticeHall,200210-44CommonOrganizationalDesignsTraditionalOrganizationalDesignsSimpleStructure-lowdepartmentalization,widespansofcontrol,authoritycentralizedinasingleperson,andlittleformalizationcommonlyusedbysmallbusinessesasorganizationsincreaseinsize,thestructuretendstobecomemorespecializedandformalizedFunctionalStructure-groupssimilarorrelatedoccupationalspecialtiestogether?PrenticeHall,200210-45CommonOrganizationalDesigns(cont.)TraditionalOrganizationalDesigns(cont.)DivisionalStructure-composedofseparatedivisionseachdivisionhasrelativelylimitedautonomyparentcorporationactsasanexternaloverseertocoordinateandcontrolthedivisionsprovidessupportservices?PrenticeHall,200210-46StrengthsandWeaknessofCommonTraditionalOrganizationalDesigns?PrenticeHall,200210-47CommonOrganizationalDesigns(cont.)ContemporaryOrganizationalDesigns(cont.)MatrixStructure-assignsspecialistsfromdifferentfunctionaldepartmentstoworkonprojectsledbyprojectmanagersaddsverticaldimensiontothetraditionalhorizontalfunctionaldepartmentscreatesadualchainofcommandviolatesunityofcommandprojectmanagershaveauthorityinareasrelativetotheproject’sgoalsfunctionalmanagersretainauthorityoverhumanresourcedecisions(e.g.,promotions)?PrenticeHall,200210-48AMatrixOrganizationinanAerospaceFirm?PrenticeHall,200210-49CommonOrganizationalDesigns(cont.)ContemporaryOrganizationalDesigns(cont.)ProjectStructure-employeesworkcontinuouslyonprojectsemployeesdonotreturntoafunctionaldepartmentattheconclusionofaprojectallworkperformedbyteamscomprisedofemployeeswithappropriateskillsandabilitiestendstobeveryfluidandflexiblenorigiddepartmentalizationororganizationhierarchymanagersserveasfacilitatorsandmentors?PrenticeHall,200210-50UnderstandingManagerialCommunicationWhatisCommunication?Thetransferandunderstandingofmeaningifnoinformationhasbeenconveyed,communicationhasnotoccurredinterpersonalcommunication-occursbetweenpeopleorganizationalcommunication-allthepatterns,networks,andsystemsofcommunicationinanorganization?PrenticeHall,2002TheInterpersonalCommunicationProcessSenderMessageMediumReceiverEncodingNoiseFeedbackMessageDecoding?PrenticeHall,2002ActiveListeningBehaviorsParaphraseDon’tovertalkBeempatheticMakeeyecontactExhibitaffirmativeheadnodsandappropriatefacialexpressionsActiveListeningAvoiddistractingactionsorgesturesAvoidinterruptingthespeakerAskquestions?PrenticeHall,200211-53Listeningisanactivesearchformeaning,whereas__________ispassive.A. speakingB. encodingC. decodingD. hearing

Chapter16

MOTIVATING

EMPLOYEES

TheMotivationProcessUnsatisfiedNeedSatisfiedNeedSearchBehaviorDrivesTensionReductionofTension16-56TheoriesOfMotivationEarlyTheoriesOfMotivationContemporaryTheoriesOfMotivationMaslow’sHierarchyOfNeeds;McGregor’sTheoryXAndTheoryY;Herzberg’sMotivation-HygieneTheory.Threeneedstheory;Goal–settingtheory;Reinforcementtheory;Equitytheory;Expectancytheory;Maslow’sHierarchyOfNeedsPhysiologicalSafetySocialEsteemSelf-Actualization16-58EarlyTheoriesOfMotivation(cont.)McGregor’sTheoryXandTheoryYTheoryX-assumesthatworkershavelittleambition,dislikework,wanttoavoidresponsibility,andneedtobecloselycontrolledassumedthatlower-orderneedsdominatedTheoryY-assumesthatworkerscanexerciseself-direction,acceptandactuallyseekoutresponsibility,andconsiderworktobeanaturalactivity16-59Herzberg’sMotivation-HygieneTheory16-60ContemporaryTheoriesOfMotivationThree-NeedsTheoryneedforachievement

needforpower

needforaffiliation16-61ContemporaryTheoriesOfMotivation(cont.)Goal-SettingTheoryintentiontoworktowardagoalisamajorsourceofjobmotivationspecificgoalsincreaseperformancedifficultgoal,whenaccepted,resultsinhigherperformancethandoesaneasygoalspecifichardgoalsproduceahigherlevelofoutputthandoesthegeneralizedgoalof“doyourbest”participationingoalsettingisusefulreducesresistancetoacceptingdifficultgoalsincreasesgoalacceptance16-62ReinforcementTheorybehaviorissolelyafunctionofitsconsequencesbehaviorisexternallycausedreinforcers-consequencesthat,whengivenimmediatelyfollowingabehavior,affecttheprobabilitythatthebehaviorwillberepeatedmanagerscaninfluenceemployees’behaviorbyreinforcingactionsdeemeddesirableemphasisinonpositivereinforcement,notpunishmentContemporaryTheoriesOfMotivation(cont.)16-63ContemporaryTheoriesOfMotivation(cont.)EquityTheoryreferent(relevantother)maybe:other-individualswithsimilarjobsasystem-includesorganizationalpaypoliciesandadministrativesystemsself-pastpersonalexperiencesandcontacts16-64Thereferentinequitytheoryis:A.theperson,systemsorselvesagainstwhichindividualscomparethemselvesB.theperson,systemsorselvesagainstwhichjudgmentsaremadeC.theperson,systemsorselvesagainstwhichindividualscomparethemselvestoassessequityD.thepersontocomparewithSimplifiedExpectancyModelIndividualEffortIndividualPerformanceAOrganizationalRewardsBIndividualGoalsCA=Effort-performancelinkageB=Performance-rewardlinkageC=Attractiveness16-66Chapter17LEADERSHIP?PrenticeHall,200217-67早期領(lǐng)導(dǎo)理論特質(zhì)理論行為理論愛荷華大學(xué)的研究俄亥俄州立大學(xué)研究密西根大學(xué)研究管理方格法民主獨裁放任定規(guī)關(guān)懷員工導(dǎo)向生產(chǎn)導(dǎo)向五種具代表性類型權(quán)變理論菲德勒權(quán)變理論赫塞-布蘭查德情境理論領(lǐng)導(dǎo)參與模型目標(biāo)路徑理論FiedlerModeleffectivegroupperformancedependsonmatchingtheleader’sstyleandthedegreetowhichthesituationpermitstheleadertocontrolandinfluenceLeast-PreferredCoworker(LPC)-measurestheleader’sstyleofinteractingwithsubordinateshighLPC-leastpreferredcoworkerdescribedinrelativelyfavorabletermsleaderisrelationshiporientedlowLPC-leastpreferredcoworkerdescribedinrelativelyunfavorabletermsleaderistaskorientedContingencyTheories(cont.)?PrenticeHall,200217-70ContingencyTheories(cont.)FiedlerModel(cont.)modelassumesthatleader’sstylewasalwaysthesameandcouldnotchangeindifferentsituationsthreecontingencyfactorsthatidentifyeightpossibleleadershipsituationsthatvaryinfavorabilityleader-memberrelations-degreeofconfidence,trust,andrespectmembershadforleadertaskstructure-degreetowhichjobassignmentswereformalizedandprocedurizedpositionpower-degreeofinfluencealeaderhadoverpower-basedactivities?PrenticeHall,200217-71FindingsOfTheFiedlerModelCategoryLeader-MemberRelationsTaskStructurePositionPowerIIIIIIIVVVIVIIVIIIGoodGoodGoodGoodPoorPoorPoorPoorHighHighLowLowHighHighLowLowStrongWeakStrongWeakStrongWeakStrongWeakFavorableUnfavorableModerateGoodPoorPerformanceRelationshipOrientedTaskOriented?PrenticeHall,200217-72HerseyandBlanchard’sSituationalLeadershipModel?PrenticeHall,200217-73

領(lǐng)導(dǎo)者行為高關(guān)系低任務(wù)低關(guān)系低任務(wù)高任務(wù)低關(guān)系高任務(wù)高關(guān)系授權(quán)參與推銷指示（高）關(guān)系行為（支持行為）（低）任務(wù)行為（指導(dǎo)行為）（高）

下屬的成熟度高

中低成熟不成熟R4：有能力并愿意R3：有能力但不愿意R2：無能力但愿意R1：無能力且不愿意ContemporaryIssuesInLeadershipLeadersandPowerfivesourcesofpowerlegitimate-authorityassociatedwithapositioncoercive-abilitytopunishorcontrolfollowersreactoutoffearreward-abilitytogivepositivebenefitsprovideanythingthatanotherpersonvaluesexpert-influencebasedonspecialskillsorknowledgereferent-arisesbecauseofaperson’sdesirableresourcesorpersonaltraitsleadstoadmirationanddesiretobelikethatperson?PrenticeHall,200217-76WhatIsControl?Controltheprocessofmonitoringactivitiestoensurethattheyarebeingaccomplishedasplannedandofcorrectingsignificantdeviationscontrolsystemsarejudgedintermsofhowwelltheyfacilitategoalachievementmarketcontrol-emphasizestheuseofexternalmarketmechanismstoestablishstandardsofperformance18-77WhatIsControl?(cont.)Controlbureaucraticcontrol-emphasizesorganizationalauthorityreliesonadministrativerules,procedures,andpoliciesdependsonstandardizationofactivities,well-definedjobdescriptions,andotheradministrativemechanismsclancontrol-behaviorregulatedbysharedvalues,traditions,andotheraspectsoforganizationalculturefoundwhereteamsarecommonandtechnologychangesoften18-78TheControlProcess?PrenticeHall,200218-79TypesOfControlInputOutputProcessesAnticipatesproblemsFeedforwardControlCorrectsproblemsaftertheyoccurFeedbackControlCorrectsproblemsastheyhappenConcurrentControl?PrenticeHall,200218-80Chapter20CONTROLLINGFORORGANIZATIONALPERFORMANCE?PrenticeHall,200220-81PopularFinancialRatios?PrenticeHall,200220-82BalancedScorecardApproachperformancemeasurementtoolthatexaminesfourareasfinancialcustomerinternalprocessespeople/innovation/growthassetsdeterminewhethergoalsineachareaarebeingmetfocusisstillonareasthatdrivetheorganization’ssuccessscorecardsreflectorganizationalstrategiesToolsForMonitoringPerformance(cont.)?PrenticeHall,200220-83SectionI:SingleSelectionItem(Foreachofthefollowingchoosetheanswerthatmostcompletelyanswersthequestion,2pointseach)1.Managerswhoareresponsibleformakingorganization-widedecisionsandestablishingtheplansandgoalsthataffecttheentireorganizationare_____________.a. first-linemanagersb. topmanagersc. productionmanagersd. researchmanagers(b)2.The14principlesofmanagementareassociatedwithwhom?a. Weberb. Druckerc. Taylord. Fayol(d)Personswhoareabletoinfluenceothersandwhopossessmanagerialauthorityaretermed______________.a. managersb. leadersc. organizersd. visionar