管理学复习.docx
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管理学复习
管理学期末主要知识点复习(选择题和判断题看习题册老师划的重点题,六班的同胞们加油!
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1.Whymanagerisnotequaltoleader?
Allmanagershouldbeleaders,butnotallleadersaremanagers.
Managersareappointed,theyhavelegalrightstoencourageorpunish,andtheyhavepowerbecauseoftheirpositions,
Leaderscanbeappointed,ornotbeappointed,theycaninfluenceothersbyunofficialrights.
Ifapersoncaninfluenceothers,itdoesnotmeanhecanplan,organize,leadorcontrol.
1.Howdotherequiredmanagerialskillsdifferintheorganizationalhierarchy?
(P6)
Topmanagment
Middle
management
Supervisors
Fourskillsrequiredofadministrators:
to
technical,human,conceptual,anddesignskills.
Technicalskillsareofthegreatestimportance
atthesupervisorylevel,andhumanskills
arehelpfulinthefrequentinteractionswith
subordinates.Conceptualanddesignskills
areusuallynotcriticalforlower-level
supervisors.Atthemiddlemanagementlevel,
theneedfortechnicalskillsdecreases,
humanskillsarestillessential,while
conceptualskillsgainimportance.
Atthetopmanagementlevel,conceptual
anddesignskillsandhumanskillsareespecially
valuable,butthereisrelativelyneedfortechnicalabilities.
2.Taylor'sprinciplesofscientificmanagement(P12)
Replacingrulesofthumbwithscience(organizedknowledge)
Obtainingharmony,ratherthandiscord,ingroupaction
Achievingcooperationofhumanbeings,ratherthanchaoticindividualism
Workingformaximumoutput,ratherthanrestrictedoutput
Developingallworkerstothefullestextentpossiblefortheirownandtheircompany'shighestprosperity.
3.ThedifferencesbetweenTaylorandFayol
Workerandengineer
Managementtechnologyandmanagementfunction
Cannotbereplacedeachother
4.Ethicaltheories(P43)
Utilitariantheory(功利主义理论):
plansandactionsshouldbeevaluatedbytheircnsequences.
Theorybasedonrights(基于权利得理论):
allpeoplehavebasicrights
Thetheoryofjustice(公平理论):
decisionmakersmustbeguidedbyfairnessandequityaswellasimpartiality.
5.whatisyourglobalperspective?
(P58)
Ethnocentricorientation(民族为中心导向):
thestyleoftheforeignoperationsisbasedonthatoftheparentcompany
Polycentricorientation(当地为中心导向):
theforeignsubsidiariesarefivenagreatdealofmanagerialfreedom
Geocentricorientation(全球为中心导向)theentireorganizationsisviewedasanindependentsystemoperatinginmanycountries.
6.stepsinplanning(P96-P98)
Beingawareofopportunities
Establishingobjectives
Developingpremises(拟定前提条件)
Determiningalternativecourses(确定备选方案)
Evaluatingalternativecourses
Selectingacourse
Formulatingderivativeplans(制定衍生计划)
Quantifyingplansbybudgeting(用预算量化计划)
7.Developingpremises(拟定前提条件)
Premisesareassumptionsabouttheenvironmentinwhichtheplanistobecarriedout.
Principleofplanningpremisesis:
themorethoroughlyindividualschargedwithplanningunderstandandagreetoutilizeconsistentplanningpremises,themorecoordinatedennterpriseplanningwillbe.
8.businessportfoliomatrix(组合矩阵)(P121-122)
9.fiveforcesinindustryanalysis(P124)
(1)thecompetitionamongcompanies
(2)thethreatofnewcompaniesenteringthemarket
(3)thepossibilityofusingsubstituteproductsorservices
(4)thebargainingpowerofsuppliers
(5)thebargainingpowerofbuyersorcustomers
Porter'sgenericstrategies
(1)overallcostleadershipstrategy总成本领先策略
—alowcoststructurealargerelativemarketshareandcost-efficientopertion
(2)differentiationstrategy差异化战略
—offersomethinguniqueintheindustryinthetermsofproductsandservices
(3)focusedstrategy集中战略
—concentrateinspecialgroupsoscustomers,aparticularproductline,aspecificgeographicregion,ortheotheraspectsthatbecomethefocalpointofthefirm'sefforts.Anenterprisemayemphasizeaspecificsegmentofthemarket.
10.Rulesforbrainstorming(p141)
—noideasareevercriticized.
—themoreradicaltheideasare,thebetter
—thequalityofideaproductionisstressed
—theimprovementofideasbyothersisencouraged.
11.Organizinglevelsandthespanofmanagement(p170)
Therelationship:
organizationallevelsisinversely(成反比的)proportionaltothethespanofmanagementorganizationallevelsexistbecausethereisalimittothenumberofpersonsamanagercansuperviseeffectively,eventhoughthislimitvariesdependingonsituations.
Theprincipleofthespanofmanagement:
thereisalimittothenumberofsubordinatesamanagercaneffectivelysupervise,buttheexactnumberwilldependontheimpactofunderlyingfactors.
12.differentbasesofpowerp203
Power:
theabilityofindividualsorgroupstoinduceorinfluencethebeliefsoractionsofotherpersonsorgroups.
Authority:
therightinapositiontoexercisediscretioninmakingdecisionsaffectingothers
Therearemanydifferentbasesofpower
—legitimatepower:
normallyarisesfromapositionandderivesfromourculturalsystemofrights,obligations,anddutieswherebya""position"isacceptedbypeopleasbeing"legitimate"
—rewardpower:
isthepowertograntorwithholdrewards
—referentpower:
influencethatpeopleorgroupsmayexercisebecausepeoplebelieveinthemandtheirideas
—coercivepower:
closelyrelatedtorewardpowerandnormallyarisingfromlegitimatepower.
—expertpower:
isthepowerofknowledge.
13.p289
Managerdevelopment:
theuseoflong-term,future-orientedprogramstodevelopaperson'sabilityinmanaging.
Managerialtraining:
theuseofmostlyshort-termprogramsthatfacilitatethelearningprocesstohelpmanagersdotheirjobbetter.
Organizationdevelopment:
asystematicintegrated,andplannedapproachtoimprovingtheeffectivenessofgroupsofpeopleandofthewholeorganizationoramajororganizationalunit.
14.thefieldforcetheory(p297)场动力理论
—anequilibriumismaintainedbydrivingforcesandrestrainingforces.
Thechangeprocessinvolvesthreesteps:
(1)unfreezing,
(2)movingorchanging,and(3)refreezing
15.Thehierarchyofneedstheory:
(很重要)
whenonesetofneedsissatisfied,thiskindofneedceases(停止)tobeamotivator.(p326)
(1)physiologicalneeds.therearethebasic
Needsforsustaininghumanlifeitself,such
asfood,water,warmth,shelterandsleep,until
theseneedsaresatisfiedtothedegree
necessarytomaintainlife,otherneedswill
notmotivatepeople.
(2)security,orsafetyneeds.Peoplewantto
befreeofphysicaldangerandofthefear
oflosingajob,property,food,orshelter.
(3)affiliation,oracceptance,needs.People
needtobebelong,tobeacceptedbyothers.
(4)esteemneeds.Thiskindofneedproduces
suchsatisfactionsaspower,prestige(声望)
status,andself-confidence.
(5)needforself-actualization,Maslowregards
thisasthehighestneedinhishierarchy,Itisthedesiretobecomewhatoneiscapableofbecoming—tomaximizeone'spotentialandtoaccomplishsomething.
16.Ingredientsofleadership(p348)
(1)四个构成要素:
——power,theabilitytousepowereffectivelyandinaresponsiblemanner.
——understandingofpeople,theabilitytocomprehendthathumanbeingshavedifferentmotivatingforcesatdifferenttimesandindifferentsituations.
——inspiration,theabilitytoinspire
——style,theabilitytoactinamannerthatwilldevelopaclimateconductivetorespondingtoandarousingmotivations.
(2)Themanagerialgrid(p353)管理方格论(很重要)
•Awell-knownapproachtodefineleadershipstyle.
•Thegridhastwodimensions:
concernforpeopleandconcernforproduction.
•Thefourextremestyles
Underthe1.1stylereferred
toimpoverishedmanagement
(贫乏型管理)managerconcern
Themselvesverylittlewith
eitherpeopleorproduction
andhaveminimuminvolvement
intheirjobs,toallintents
andpurposes,theyhave
abandonedtheirjobsand
onlymarktimeoractas
messengerscommunicating
informationfromsuperiors
tosubordinates.
9.9mangerswhodisplayin
theiractionsthehighest
possiblededicationbothto
peopleandtoproduction,they
arethereal"teammanagers"whoareabletomeshtheproductionneedsoftheenterprisewiththeneedsofindividuals.
③1.9management(countryclubmanagement乡村俱乐部式管理),managershavenolittleornoconcernforproductionbutareconcernedonlyforpeople.Theypromoteanenvironmentinwhicheveryoneisrelaxed,friendly,andhappyandnooneisconcernedaboutputtingforthcoordinatedefforttoaccomplishenterprisegoals.
④9.1management(autocratictaskmanagement专制的任务型管理),whoareconcernedonlywithdevelopinganefficientoperation,whohavelittleornoconcernforpeople.andwhoquiteautocraticintheirstyleofleadership.
5.5managershavemediumconcernforproductionandforpeople,Theyobtainadequate,butnotoutstanding,moraleandproduction.Theydonotsetgoalstoohighandarelikelytohavearatherbenevolently(慈善地)autocraticattitudetowardpeople.
17.Fourbasesofgroupdevelopment(p370)
⑴forming,whenthemembersofthegroupgettoknowoneanother
⑵storming,whenthemembersofthegroupdeterminetheobjectiveofthemeetingandconflictarises
⑶norming,whenthegroupagreesonnormsandsomerulesofbehavior
⑷performing,whenthegroupgetsdowntothetask.
18.Thebasiccontrolprocess(p418)
⑴establishingstandards,⑵measuringperformanceagainstthesestandards⑶correctingvariationsfromstandardsandplans.
19.Typesofcontrol(p422-425)
⑴controlasafeedbacksystem
Managementcontrolisusuallyperceivedasafeedbacksystemsimilartothatwhichoperatesinthecommonhouseholdthermostat(自动调温器).
Feedbackloopofmanagementcontrol
(2)real-timeinformationandcontrol
Real-timeinformation:
informationaboutwhatishappeningwhileitishapening.
(3)feedforward,orpreventive,control
Feedforwardsystemsmonitorinputsintoaprocesstoascertainiftheinputsareasplanned;iftheyare