英文罗宾斯管理学考研笔记119章Word文件下载.docx

1、Controlling involves monitoring, comparing, and correcting work performance.4.Management roles（Henry Mintzbergs managerial roles）1）Interpersonal roles involve people and other duties that are ceremonial and symbolic in nature.2）Information roles involve collecting, receiving, and disseminating infor

2、mation.3）Decisional roles involve making choices.Interpersonal rolesFigurehead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Information rolesMonitor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

3、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Decisional rolesEntrepreneur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Disturbance handler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Resource allocator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

4、同谈判5.Management skills（Robert L. Katz）Technical skills are the job-specific knowledge and techniques needed to proficiently perform work tasks.These skills are more important for first-line managers.Human skills refer to the ability to work well with other people both individually and in a group.The

5、se skills are equally important for all managers.Conceptual skills refer to the ability to think and to conceptualize about abstract and complex situations.These skills are more important for top managers.6.The changes in managers job:1）Changing technology （digitization）Impact: shifting organization

6、al boundariesVirtual workplacesMore mobile workforceFlexible work arrangementEmpowered employees2）Changing security threats risk arrangementWork life-personal life balanceRestructured workplaceDiscrimination concernsGlobalization concernsEmployee assistance3）Increased emphasis on organizational and

7、managerial issues redefined valuesRebuilding trustIncreased accountability4）Increased competitiveness customer service （Customer service is important because without them, most organizations would cease to exist. And employee attitudes and behaviors play a big role in customer satisfaction.）Innovati

8、on（Innovation is important for organizations to be competitive.）GlobalizationEfficiency/productivity7.OrganizationCharacteristics of organization: a distinctive purpose, composed of people, and a deliberate structure.Todays organizations are more open, flexible, and responsive to changes than organi

9、zations once were.Why study managementIts important to study management for three reasons: （1） the universality of management, （2） the reality of work, and （3） the rewards and challenges of being a manager.（1）The universality of management refers to the fact that managers are needed in all types and

10、 sizes of organizations, at all organizational levels and work areas, and in all global locations.（2）The reality of workthat is you will either manage or be managed.（3）Rewards:Create a work environment in which organizational members can work to the best of their ability.Have opportunities to think

11、creatively and use imagination.Help others find meaning and fulfillment in wok.Support, coach, and nurture others, etc.Challenges:Do hard workMay have more clerical than managerial dutiesHave to deal with a variety of personalitiesOften have to make do with limited resources, etc.Chapter 7 Foundatio

12、ns of Planning1.Planning Planning involves defining organizations goals, establishing an overall strategy for achieving those goals, and developing plans to integrate and coordinate work activities.In formal planning, specific goals covering a specific time period are written and shared with organiz

13、ational members, and specific plans exist for achieving these goals.In informal planning, goals are never written down or seldom talked with other organizational members. Informal planning also lacks continuity.2.The purpose of planning1）Providing direction to managers and non-managers alike.2）Reduc

14、ing uncertainty.3）Minimizing waste and redundancy.4）Establishing goals or standards used in controlling.3.The relationship between planning and performanceFirst, generally speaking, formal planning is associated with positive financial results.Second, its more important to do a good job of planning

15、and implementing the plans than to do more extensive plans.Next, in studies where formal planning didnt lead to higher performance, external environment often was the culprit.Finally, the planning-performance relationship seems to be influenced by the planning time frame.4.Goals: Goals are desired o

16、utcomes.The types of goals: financial goals are related to the financial performance of the organization, while strategic goals are related to all areas of an organization performance.Stated goals are official statement of what an organization saysand what it wants its various stakeholders to believ

17、eits goals are. Real goals are the goals that an organization actually pursues, and defined by the actions of its members.5.Plans: Plans are documents that outline how goals are going to be met.Types of plans: （breadth） strategic or operational（Time frame） long term or short term（Specificity） direct

18、ional or specific（Frequency of use） single use or standingStrategic plans apply to an entire organization, while operational plans encompass a particular functional area.Long term plans are those with a time frame beyond three years. Short term plans are those coving one year or less.Specific plans

19、are clear defined and leave no room for interpretation. Directional plans are flexible and set out general guidelines.A single-use plan is a one-time plan and designed to meet the needs of a unique situation. Standing plans are ongoing plans that provide guidance for activities perform repeatedly.6.

20、Two approaches to setting goalsTraditional goal settingIn traditional goal setting, goals set by top manager flow down through the organization and become subgoals for each organization area.Means-ends chain is an integrated network of goals in which goals achieved at lower levels serve as the means

21、 for achieving the goals at the next level.Management by objectives （MBO）Management by objectives is a process of setting mutually agreed upon goals and using those goals to evaluate employee performance.7.Six characteristics of well-written goals:（1）written in terms of outcomes,（2）measurable and qu

22、antifiable,（3）clear as to a time frame,（4）challenging but attainable,（5）written down,（6）communicated to all organizational members who need to know them.8.Five steps of setting goals:1）Review the organizations mission2）Evaluate available resources3）Determining the goals individually or with input fr

23、om others4）Write down the goals and communicate them to all who need to know them5）Review results and whether goals are being met.9.Three contingency factors in planning: the managers level in the organization, degree of environment uncertainty, and the length of future commitments.10.Two approaches

24、 to planningTraditional approachIn traditional approach, plans are developed by top managers and flow down through other organization levels; this approach may use a formal planning department.MBOMBO approach involves more organizational members in the planning process.11.Criticisms of planning:1）Pl

25、anning may create rigidity.2）Plans cant be developed for a dynamic environment.3）Formal plans cant replace intuition and creativity.4）Planning may focus managers attention on todays competition, not on tomorrows survival.5）Formal plans reinforce success, which may lead to failure.6）Just planning isn

26、t enough.These criticisms are valid if planning is rigid and inflexible.12.Effective planning in todays dynamic environmentManagers should develop plans that are specific but flexible. Its also important to make the organizational hierarchy flatter and allow lower organizational levels to set goals and develop plans.Chapter 8 Strategic Management1.Define strategic management, strategy, and business model.Strategic management is what managers do to develop an organizations strategies.Strategies are the plans f