Management 113章英文笔记 考研笔记.docx

Management 113章英文笔记 考研笔记.docx

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Management113章英文笔记考研笔记

Management（9tdEdition）罗宾斯《管理学》英文笔记（1-13）

Chapter1introductiontomanagementandorganization

1.Managers

1）Managerscoordinateandoverseetheworkofotherpeopletoaccomplishorganizationalgoals.

Non-managerialemployeesworkdirectlyonajobortaskandhavenoonereportingtothem.

2）Classifyingmanagers:

Topmanagersaremanagersatorneartheupperlevelsoftheorganizationwhoareresponsibleformakingorganization-widedecisionsandestablishingtheplansandgoalsthataffecttheentireorganization.

Middlemanagersarethosebetweenthelowestandtoplevelsoftheorganizationwhomanagetheworkoffirst-linemanagers.

First-linemanagersarethoseatthelowestlevelofmanagementwhomanagetheworkofnon-managerialemployeesandtypicallyaredirectlyorindirectlyinvolvedwithproducingtheorganization’sproductsorservicingtheorganization’scustomers.

2.Management

Managementinvolvescoordinatingandoverseeingtheworkactivitiesofotherssothattheiractivitiesarecompletedefficientlyandeffectively.

Efficiencymeansdoingthingsrightorgettingthemostoutputfromtheleastamountofinputs.

Effectivenessmeansdoingtherightthings,orcompletingactivitiessothatorganizationalgoalsareattained.

3.Managementfunctions

Planninginvolvesdefininggoals,establishingstrategiesforachievingthosegoals,anddevelopingplanstointegrateandcoordinateactivities.

Organizinginvolvesarrangeandstructureworktoaccomplishorganizationalgoals.

Leadinginvolvesworkingwithandthroughpeopletoaccomplishorganizationalgoals.

Controllinginvolvesmonitoring,comparing,andcorrectingworkperformance.

4.Managementroles（HenryMintzberg’smanagerialroles）

1）Interpersonalrolesinvolvepeopleandotherdutiesthatareceremonialandsymbolicinnature.

2）Informationrolesinvolvecollecting,receiving,anddisseminatinginformation.

3）Decisionalrolesinvolvemakingchoices.

Interpersonalroles

Figurehead

象征性首脑，履行许多法律性或社会性的义务

迎接来访者；签署法律文件

Leader

负责激励下属，承担人员配备、培训及有关职责

实际上从事所有的有下级参与的活动

Liaison

维护自行发展起来的外部关系和消息来源，从中得到帮助和信息

发感谢信；从事外部委员会的工作；从事其他有外部人员参加的活动

Informationroles

Monitor

寻求和获取各种内部外部信息以便透彻理解组织与环境

阅读期刊和报告；与有关人员保持私人接触

Disseminator

将从外部人员和下级处获得的信息传递给组织其他成员

举行信息交流会；打电话方式转达信息

Spokesperson

向外部发布组织的计划、政策、行动、结果等

召开董事会，向媒体发布信息

Decisionalroles

Entrepreneur

寻求组织和环境中的机会，制定改进方案以发起变革

组织战略制定和检查会议，以开发新项目

Disturbancehandler

当组织面临重大的意外的混乱时负责采取纠正行动

组织应对混乱和危机的战略制定和检查会议

Resourceallocator

负责分配组织各种资源，制定和批准相关决策

调度、授权、开展预算活动，安排下级工作

Negotiator

在主要的谈判中作为组织的代表

参加与工会的合同谈判

5.Managementskills（RobertL.Katz）

Technicalskillsarethejob-specificknowledgeandtechniquesneededtoproficientlyperformworktasks.

Theseskillsaremoreimportantforfirst-linemanagers.

Humanskillsrefertotheabilitytoworkwellwithotherpeoplebothindividuallyandinagroup.

Theseskillsareequallyimportantforallmanagers.

Conceptualskillsrefertotheabilitytothinkandtoconceptualizeaboutabstractandcomplexsituations.

Theseskillsaremoreimportantfortopmanagers.

6.Thechangesinmanager’sjob:

1）Changingtechnology（digitization）

Impact:

shiftingorganizationalboundaries

Virtualworkplaces

Moremobileworkforce

Flexibleworkarrangement

Empoweredemployees

2）Changingsecuritythreats

Impact:

riskarrangement

Worklife-personallifebalance

Restructuredworkplace

Discriminationconcerns

Globalizationconcerns

Employeeassistance

3）Increasedemphasisonorganizationalandmanagerialissues

Impact:

redefinedvalues

Rebuildingtrust

Increasedaccountability

4）Increasedcompetitiveness

Impact:

customerservice

（Customerserviceisimportantbecausewithoutthem,mostorganizationswouldceasetoexist.Andemployeeattitudesandbehaviorsplayabigroleincustomersatisfaction.）

Innovation

（Innovationisimportantfororganizationstobecompetitive.）

Globalization

Efficiency/productivity

7.Organization

Characteristicsoforganization:

adistinctivepurpose,composedofpeople,andadeliberatestructure.

Today’sorganizationsaremoreopen,flexible,andresponsivetochangesthanorganizationsoncewere.

Whystudymanagement

It’simportanttostudymanagementforthreereasons:

（1）theuniversalityofmanagement,

（2）therealityofwork,and（3）therewardsandchallengesofbeingamanager.

（1）Theuniversalityofmanagementreferstothefactthatmanagersareneededinalltypesandsizesoforganizations,atallorganizationallevelsandworkareas,andinallgloballocations.

（2）Therealityofwork—thatisyouwilleithermanageorbemanaged.

（3）Rewards:

Createaworkenvironmentinwhichorganizationalmemberscanworktothebestoftheirability.

Haveopportunitiestothinkcreativelyanduseimagination.

Helpothersfindmeaningandfulfillmentinwok.

Support,coach,andnurtureothers,etc.

Challenges:

Dohardwork

Mayhavemoreclericalthanmanagerialduties

Havetodealwithavarietyofpersonalities

Oftenhavetomakedowithlimitedresources,etc.

Chapter7FoundationsofPlanning

1.Planning

Planninginvolvesdefiningorganization’sgoals,establishinganoverallstrategyforachievingthosegoals,anddevelopingplanstointegrateandcoordinateworkactivities.

Informalplanning,specificgoalscoveringaspecifictimeperiodarewrittenandsharedwithorganizationalmembers,andspecificplansexistforachievingthesegoals.

Ininformalplanning,goalsareneverwrittendownorseldomtalkedwithotherorganizationalmembers.Informalplanningalsolackscontinuity.

2.Thepurposeofplanning

1）Providingdirectiontomanagersandnon-managersalike.

2）Reducinguncertainty.

3）Minimizingwasteandredundancy.

4）Establishinggoalsorstandardsusedincontrolling.

3.Therelationshipbetweenplanningandperformance

First,generallyspeaking,formalplanningisassociatedwithpositivefinancialresults.

Second,it’smoreimportanttodoagoodjobofplanningandimplementingtheplansthantodomoreextensiveplans.

Next,instudieswhereformalplanningdidn’tleadtohigherperformance,externalenvironmentoftenwastheculprit.

Finally,theplanning-performancerelationshipseemstobeinfluencedbytheplanningtimeframe.

4.Goals:

Goalsaredesiredoutcomes.

Thetypesofgoals:

financialgoalsarerelatedtothefinancialperformanceoftheorganization,whilestrategicgoalsarerelatedtoallareasofanorganizationperformance.

Statedgoalsareofficialstatementofwhatanorganizationsays—andwhatitwantsitsvariousstakeholderstobelieve–itsgoalsare.Realgoalsarethegoalsthatanorganizationactuallypursues,anddefinedbytheactionsofitsmembers.

5.Plans:

Plansaredocumentsthatoutlinehowgoalsaregoingtobemet.

Typesofplans:

（breadth）strategicoroperational

（Timeframe）longtermorshortterm

（Specificity）directionalorspecific

（Frequencyofuse）singleuseorstanding

Strategicplansapplytoanentireorganization,whileoperationalplansencompassaparticularfunctionalarea.

Longtermplansarethosewithatimeframebeyondthreeyears.Shorttermplansarethosecovingoneyearorless.

Specificplansarecleardefinedandleavenoroomforinterpretation.Directionalplansareflexibleandsetoutgeneralguidelines.

Asingle-useplanisaone-timeplananddesignedtomeettheneedsofauniquesituation.Standingplansareongoingplansthatprovideguidanceforactivitiesperformrepeatedly.

6.Twoapproachestosettinggoals

Traditionalgoalsetting

Intraditionalgoalsetting,goalssetbytopmanagerflowdownthroughtheorganizationandbecomesubgoalsforeachorganizationarea.

Means-endschainisanintegratednetworkofgoalsinwhichgoalsachievedatlowerlevelsserveasthemeansforachievingthegoalsatthenextlevel.

Managementbyobjectives（MBO）

Managementbyobjectivesisaprocessofsettingmutuallyagreedupongoalsandusingthosegoalstoevaluateemployeeperformance.

7.Sixcharacteristicsofwell-writtengoals:

（1）writtenintermsofoutcomes,

（2）measurableandquantifiable,（3）clearastoatimeframe,（4）challengingbutattainable,（5）writtendown,（6）communicatedtoallorganizationalmemberswhoneedtoknowthem.

8.Fivestepsofsettinggoals:

1）Reviewtheorganization’smission

2）Evaluateavailableresources

3）Determiningthegoalsindividuallyorwithinputfromothers

4）Writedownthegoalsandcommunicatethemtoallwhoneedtoknowthem

5）Reviewresultsandwhethergoalsarebeingmet.

9.Threecontingencyfactorsinplanning:

themanager’slevelintheorganization,degreeofenvironmentuncertainty,andthelengthoffuturecommitments.

10.Twoapproachestoplanning

Traditionalapproach

Intraditionalapproach,plansaredevelopedbytopmanagersandflowdownthroughotherorganizationlevels;thisapproachmayuseaformalplanningdepartment.

MBO

MBOapproachinvolvesmoreorganizationalmembersintheplanningprocess.

11.Criticismsofplanning:

1）Planningmaycreaterigidity.

2）Planscan’tbedevelopedforadynamicenvironment.

3）Formalplanscan’treplaceintuitionandcreativity.

4）Planningmayfocusmanagers’attentionontoday’scompetition,notontomorrow’ssurvival.

5）Formalplansreinforcesuccess,whichmayleadtofailure.

6）Justplanningisn'tenough.

Thesecriticismsarevalidifplanningisrigidandinflexible.

12.Effectiveplanningintoday’sdynamicenvironment

Managersshoulddevelopplansthatarespecificbutflexible.

It’salsoimportanttomaketheorganizationalhierarchyflatterandallowlowerorganizationallevelstosetgoalsanddevelopplans.

Chapter8StrategicManagement

1.Definestrategicmanagement,strategy,andbusinessmodel.

Strategicmanagementiswhatmanagersdotodevelopan