- 作 者：邱学斗，邵冲编译
- 出 版 社：广州：中山大学出版社
- 出版年份：1997
- ISBN：7306011618
- 标注页数：317 页
- PDF页数：326 页
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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