管理学原理知识点汇总（英文 期末考试用）

整理的版本是斯蒂芬·罗宾斯 第十版《管理学原理》。管理学理论庞杂，英文原版教材的阅读量又极大，故采用思维导图形式将所以重要考点归纳整理。

Principles of Management

• Planning
  • Ch.1 Managers and Management
  • Ch.2 Management Environment
    • External
      • Task
        • Owners
        • Suppliers
        • Consumers
        • Competitors
      • General
        • PEST LE
    • Internal
      • Resources
        • tangible/intangible
        • Human Resource
      • Culture
        • Organizational culture is the shared values, principles, traditions, and ways of doing things that influence the way organizational members act.
        • Important because it influences what a manager can and cannot do and what is encouraged or discouraged by the organization.
      • Employees
    • swot & 5 forces
    • Changes
      • Types of change
        • Incremental change增量变化
          • not change the basic
        • Discontinuous change
          • change fundamentally
        • Punctuated Equilibrium间断平衡
      • Assess environmental uncertainty
  • Ch3.Integrative Managemant Issues
    • What is Globalization and how does it affect organization
      • Lower production cost, increase the revenue, innovation, risk reduction
    • Types of Global Organizations
      • types of global organization
        • Multinational Corporations(MNC)
        • Multidomestic Corporation
          • decentralize to local company
        • Global Corpoeration
          • centralization by headquarters
        • （Borderless Organization）
      • how to go global
        • complexity： Choice of partners Qualities of relationships Sharing of control Institutional (legal) environments Marketing capabilities Experience in the market Extent to which knowledge is shared across partners
      • managers need to know…
        • wrong perception
          • Parochialism本位主义（狭隘）
          • Ethnocentrism民族优越感
        • difference between cultures
          • power distance集权忍受度
          • Individual/collectivism
          • achievement/nurture帮助
          • uncertainty avoidance
          • long term/short term
          • Masculinity & Feminity
        • CSR
          • Green management
  • Ch4. Foundations of Decisions Making
    • The Decision Making Process
      • Identify a problem
      • Identify decision criteria
      • Allocate weight to criteria
      • Develop alternatives
      • Analyze alternatives
      • Select an alternative
      • Implement the alternative
      • Evaluate the decision efficiency
    • Decision errors
      • Heuristics经验法
      • The anchoring effect
      • The available bias
      • hindsight bias
      • Status quo bias
    • Decision Making Models
      • Rational
        • best outcome
      • Bounded Rational
        • Realistic, satisfactory
      • Intuition直觉
        • based on experience and feeling
      • Programed Decision Making
        • repetitive decisions that can be handled using a routine approach （efficient）
    • Problem
      • Structured problems
        • common and easy to deal with
      • Unstructured problems
    • Decision-Making Conditions
      • Risk
      • Certainty
      • Uncertainty
    • Group/Individual Decision Making
      • Group
        • Accurate, more information
        • More ideas, Creativity
        • Legitimacy
        • Time consuming
      • Individual
        • Faster
  • Ch5. Foundations of Planning
    • Definition
      • Define org. goals
      • Establish overall strategy
      • Develop comprehensive hierarch of plans
    • why
      • set up coordinate goals
      • reduce uncertainty
      • reduce wasting activities
      • criteria for controling
    • Strategic Management
      • Definition
      • Process
    • mission&goal&strategy
    • Strategy
      • Corporate Strategy
        • Growth Strategy
          • Concentration
          • Vertical Integration
            • Forward/Downward
          • Horizon Integration
          • Diversitication
            • Related/Irrelated
        • Stability Strategy
          • continue to do what is currently doing
        • Renewal Strategy
          • Retrenchment紧缩
          • Turnaround转向
        • A corporate strategy is an organizational strategy that specifies what businesses a company is in—or wants to be in—and what it wants to do with those businesses, based on the mission and goals of the organization
      • Competitive Strategy
        • Cost Leadership
        • Differentiation
        • Focus strategy
          • Board/Niche market
        • A competitive strategy is a strategy for how an organization will compete in its business.
      • Functional Strategy
        • support competitive strategy by various functional departments
• Organizing
  • Ch.6 organizing design and structure
    • 6 elements
      • 1.Work specialization
      • 2.Departmentalization
      • 3.Authority
        • Chain of command
        • Line authority
        • Staff authority
        • Unit of Command
          • a structure in which each employee reports to only one manager.
        • Types
        • Power
          • Coercive强制的
          • Reward
          • Legitimate power
          • Expert
          • Referent（adore）
      • 4.Span of Control
        • Contingency
          • Employee’s training and experience
          • Workplace
          • Task complexity
          • Use of standard procedures
          • Sophisticated of management information system
      • 5.Centralization v. decentralization
      • 6.Formalization
        • The number of rules
        • company culture
        • Monitor
          • Avoid risk
        • Less Autonomy
    • 2 structure
      • Mechanistic structure
      • Organic structure
    • Contingencies
      • org.size
      • intensity of environment change
    • Organization Design
      • Traditional
        • Simple Structure
        • Functional Structure
          • department
        • Divisional Structure事业型部门
          • task
      • Contemporary
        • Team Structure
          • Employees are more involved and empowered
        • Matrix Structure
        • Project Structure
        • Boundaryless Structure
        • Learning Organization
          • employees continually acquire, share and use new knowledge
          • How?
            • Org.culture
              • mutual, sense of community
              • caring
              • trust
            • Org.design
              • boundaryless
              • team
              • empowerment
            • Leadership
              • shared version
              • Collaboration合作
            • Information Sharing
              • open, time, accurate (feedback)
  • Ch7. Managing Human Resource
    • 1.Identify and select employees
      • 1.employee assessment
        • human resource inventory: first reviewing the current human resource status
      • 2.Job analysis
        • what skills and behaviors need to perform the job
        • Job description
          • what a job holders does
        • Job specification工作规范
          • how to finish the job efficiently
      • 3.determine future employee needs
      • 4.Select Applicants
        • Recruit
        • Selection Device
          • Test
          • Interview
        • Reliability &Validity
    • 2.Training
      • Orientation
        • Build relationships, familiar with job, reduce uncertainty
      • Job rotation: Provides good exposure to a variety of tasks.
      • Understudy assignments: Working with a coach. Provides support and encouragement from an experienced worker. In the trades industry
      • Classroom lectures: Lectures designed to convey specific technical, interpersonal, or problem-solving skills.
      • Films and videos: skills that are not easily presented by other training methods.
      • Simulation exercises Learning a job by actual performing the job(or its simulation). May include case analyses, experiential exercises, role-playing, and group interaction.
      • Vestibule training Learning tasks on the same equipment that one actually will use on the job but in a simulated work environment.
    • 3.Evaluate and retain employees
      • performance evaluation and reward system
  • Ch8. Managing Change and Innovation
    • org. change
      • Types
        • Structure
        • Technology
        • People
      • an alternative of an organization’s people, structure and technique
      • Change reason
        • 1.External environment
        • 2.internal forces
          • Performance < aspiration
      • Escalation of commitment, Threat Rigidity
    • change process
      • Metaphor暗喻：calm water/ white-water
      • Initiate change
      • Implement change
        • Organization Development
          • 1. Survey feedback
          • 2. Process consultation
          • 3. Team building
          • 4.Intergroup development
            • help employees adopt to organizational changes
        • Deal With Resistance
    • How to encourage innovation?
      • Structural variables/contingency
        • Organic Structure
        • Abundant Resources
        • interunit communication跨部门交流
        • low time pressure
        • support
        • low external control
      • Human Resource Variables
        • training
        • Job security
        • Creative(multiple) people
      • Cultural Variables
        • tolerance of risks
        • acceptance of impractical
        • tolerance of conflicts
        • focus on end
        • open system
        • positive feedback
• Leading
  • Ch.10 Groups and Work Team
    • Groups
      • Definition: A group is composed of two or more interacting and interdependent individuals who come together to achieve specific goals.
      • types
        • formal
          • Command Groups
            • determined by the organization chart and report to a given manager
          • Task Groups(temporary)
          • Cross-functional Groups(多功能组员，一项一项做任务）
          • Self-managed Teams
        • informal
      • Stages of Group Development
        • Forming
          • 1.join the group
          • 2.define the group’s purpose, structure and leadership
        • Storming
          • confilict
        • Norming
          • closer relationships and cohesiveness
        • Performing
        • Adjourning
    • Effective Teams
      • Types
        • Problem-solving teams
        • Cross-functional work team
        • Self-managed work team
        • Virtual team
          • online discussion
      • Team Effectiveness
        • Organize the structure
        • Leadership
          • Leader
          • LPC, situational leadership strategy
        • Motivate
          • Goal Setting,
          • Social Loafing
        • Culture
          • Team Efficacy
        • HRM(variety)
        • Resource
  • Ch11. Motivation
    • Early
      • Maslow’ Hierarchical Need Theory
        • Physiological needs
          • pay, cafeteria
        • Safety needs
          • job security, safe working conditions
        • Social needs
          • Relationships
        • Esteem needs
          • Job title
        • Self Actualisation
          • Challenging job & Achievement
      • McGregor’s Theory X and Theory Y
      • Herzberg’s Two-factor Theory
        • Motivators
          • Achievements
          • Growth
        • Hygiene Factors
          • Salary
          • Working conditions
      • McClelland’s Three Need
        • nAch成就
          • Quick and unambiguous feedback, moderate challenging task
        • nPow权利
        • nAff（affiliation人际)
    • Contemporary
      • Goal-Setting Theory
        • Specific goals increase performance and challenging goals result in higher performance
        • feedback
        • goal commitment
        • self efficacy
        • national culture
      • Job Design Theory（JCM）
        • The way how tasks are combined to form complete jobs can motivate.
      • Equity Theory
        • share information on how allocation decisions are made
      • Expectancy Theory
  • Ch12. Leadership
    • Definition
      • Leader: who can influence others and who has managerial authority
      • Process of leading a group and influence the group to achieve its goal
    • Early Theory(leaders)
      • Trait theory of leadership
        • Ambitious and competent, hardworking
        • Trust employees
        • Self confidence
        • Intelligence
        • Social and outgoing
        • Job-relevant knowledge
      • Behavior theory of leadership
        • University of Iowa studies
          • autocratic独裁
          • Democratic民主
            • Democratic- consultative leader(参考意见，自己决定）
            • Democratic- participant leader（集体决议）
          • laissez-faire
        • Ohio State Studies
          • Initiating structure
            • describe work clearly by step-by-step procedure, and break big tasks into small tasks
          • Consideration
            • employees with much knowledge
        • University of Michigan Studies
          • task/production oriented
          • employee-oriented
    • Contingency Theories (Leadership Styles)
      • Fiedler’s LPC theory
        • 3 contingencies
          • Leader-member relations
          • Task structure
            • clear and specific direction
          • Position power
        • Solution
          • Change a manager of other leadership style
          • Change task structure and position power
          • Leadership should be consistent with performance
      • Situation Leadership theory
        • Telling
          • clear and specific direction
        • Selling
          • willing but unable
          • High task oriented
        • Participating
        • Delegating
      • Leader-Participation Theory
        • Decision and Leadership
      • Path-Goal Theory
        • Directive
        • Supportive
        • Participative
        • Achievement Oriented
        • Leadership
        • Contingency
          • Leader Behavior
          • Environment
          • Employees
    • Modern Theory
      • 1. closeness to leaders will influence employee’s willingness
        • In-group employees
        • Out-group employees
      • 2. Transactional vs. Transformational Leaders交易型领导与变革型领导
• Ch14. Control
  • Definition: monitoring activities to make sure they are done as plannned and correct mistake
  • importance
    • make sure plans and goals were achieved
    • an effective control system collects information and feedback from employee’s performance
    • minimize risks from environment change
  • Steps
    • Measure actual performance
    • Compare actual performance with standard
    • take actions to correct drawback
• Global Village The concept of a boundaryless world where goods and services are produced and marketed worldwide
• Performance Management System—to arrive at objective human resource decisions 1. Establishing performance standards 2. Evaluating performance
• Problem – A discrepancy差异 between an existing and a desired state of affairs.
• shared version：equality, responsibility
• 先说理论，再说要素
• 例题：用ch10，11，11知识，思考为什么decentralization/empowerment/autonomy可以提高员工的performance？ 例：个人发展、goal setting
• 关于situational leadership strategy在考场上的应用 1. 理论：Situational theory is to choose leadership style by employee’s readiness. 2. 观点：Given that employees are able and willing to finish tasks, managers should choose delegating strategy 3. 然后再解释delegating strategy：give employees autonomy and freedom 4. 再结合材料，说说delegating strategy应该具体包括哪些举措（绩效考核performance assessment）
• Employee‘s Readiness (Willingness and Ability)