PART Ⅰ Foundations of Management

1 Management and Manager

1.1 Organization

1.1.1 Organizational Performance

1.1.2 Organizational Goals

1.2 Managers and Operatives

1.3 Levels of Management

1.3.1 First-line Managers

1.3.2 Middle Managers

1.3.3 Top Managers

1.4 Managerial Functions

1.4.1 Planning

1.4.2 Organizing

1.4.3 Leading

1.4.4 Controlling

1.5 Managerial Roles

1.5.1 Interpersonal Roles

1.5.2 Informational Roles

1.5.3 Decisional Roles

1.6 Management Skills

1.6.1 Technical Skills

1.6.2 Human Skills

1.6.3 Conceptual Skills

1.7 Management in New Century

1.7.1 Areas of Managers

1.7.2 Restructuring

1.7.3 Empowerment and Self-managed Teams

1.8 Challenges for Management in a Global Environment

1.8.1 Building a Competitive Advantage

1.8.2 Increasing Efficiency

1.8.3 Increasing Quality

1.8.4 Increasing Innovation

1.8.5 Increasing Responsiveness to Customers

1.8.6 Maintaining Ethical Standards

1.8.7 Managing a Diverse Workforce

1.8.8 Utilizing New Information Systems and Technologies

CASE

Product Imagc of Marlboro

2 Evolution of Management

2.1 Historical Background

2.2 Scientific Management

2.2.1 Frank and Lillian Gilbreth

2.2.2 Henry L.Gantt

2.3 The Administrative Theory

2.3.1 Fayol's Principles of Management

2.3.2 The Theory of Bureaucracy

2.4 The Human Resources Approach

2.4.1 The Hawthorne Studies

2.4.2 The Human Relations Movement

2.4.3 Theory X and Theory Y

2.4.4 Theory Z

2.4.5 Behavioral Science Theorists

2.5 Management Science Theory

2.6 Contingency Theory

2.6.1 Mechanistic and Organic Structures

2.6.1 Globalization

2.6.2 Workforce Diversity

CASE

The Last-day Management Creates the Future:LDM of Little Swan

3 The Organizational Environment

3.1 Assessing Environmental Uncertainty

3.2 The Organization and Its Environment

3.2.1 The Task Environment

3.2.2 The General Environment

3.2.3 Influence on Management Practice

3.3 Managing the Organizational Environment

3.3.1 Reducing the Impact of Environmental Forces

3.3.2 Creating an Organizational Structure and Control Systems

3.3.3 Boundary-spanning Roles

3.3.4 Managers as Agents of Change

3.4 The Internationalization Process

3.5 Managing In a Global Environment

3.5.1 The Legal-political Environment

3.5.2 The Economic Environment

3.5.3 The Cultural Environment

CASE

Forbearing"Sheep"vs.Ferocious"Wolf"

PART Ⅱ Planning and Decision

4 Planning

4.1 Concepts of Planning

4.1.1 Mission Statement

4.1.2 Goals

4.1.3 Plans

4.1.4 Strategies and Tactics

4.1.5 Determining Resource Requirements

4.2 The Definition of Planning

4.3 Why Planning Is Important

4.4 Planning and Performance

4.5 Types of Plans

4.5.1 Strategic Plans and Operational Plans

4.5.2 Short-term Plans and Long-term Plans

4.5.3 Specific Plans and Directional Plans

4.5.4 Programmed Plans and Single-use Plans

4.5.5 Scenario Planning

4.6 Managing by Plan

4.6.1 Traditional Objective Setting

4.6.2 Management by Objectives(MBO)

4.7 Formulating Strategy

4.8 Levels of Strategy

4.8.1 Corporate-level Strategy

4.8.2 Business-level Strategy

4.8.3 Functional-level Strategy

4.9 The Strategic Management Process

CASE

Cost Price Makes Galanz Microwave Oven King

5 Strategic Management

5.1 Grand Strategies

5.1.1 Stability

5.1.2 Growth

5.1.3 Retrenchment

5.1.4 Combination

5.2 Formulating the Corporate-level Strategy

5.2.1 SWOT Analysis

5.2.2 The Five Forces Model

5.2.3 Corporate Portfolio Matrix

5.3 Business-level Strategy

5.3.1 Adaptive Strategy

5.3.2 Competitive Strategy

5.4 Formulating Functional Strategy

5.5 Planning Tools

5.5.1 Types of Budgets

5.5.2 Making Budgeting

5.5.3 Operational Planning Tools

CASE

The Lead of E-banking in China

6 Decision

6.1 What Decision Making Is

6.2 The Decision-making Process

6.2.1 Identifying and Diagnosing the Problem

6.2.2 Generating Alternative Solutions

6.2.3 Evaluating Alternatives

6.2.4 Implementing the Decision

6.3 The Classical Model

6.4 The Administrative Model

6.4.1 Bounded Rationality

6.4.2 Incomplete Information

6.4.3 Satisfying

6.5 The Rational Decision Maker

6.5.1 Assumption of Rationality

6.5.2 Limits to Rationality

6.5.3 Bounded Rationality

6.6 Decision Style

6.6.1 Cognitive Biases and Decision Making

6.6.2 Programmed Decisions and Non-programmed Decisions

6.6.3 Group Decision

CASE

Why Enron Was Not Safe?

PART Ⅲ Organizing and Decentralization

7 Organizing

7.1 Benefits of Organizing

7.2 Five-step Organizing Process

7.2.1 Reviewing Plans and Goals

7.2.2 Determining Work Activities

7.2.3 Classifying and Grouping Activities

7.2.4 Assigning Work and Delegating Authority

7.2.5 Designing a Hierarchy of Relationships

7.3 The Vertical Dimension of Organizations

7.3.1 Unity of Command

7.3.2 Authority and Responsibility

7.3.3 Span of Control

7.3.4 Centralization and Decentralization

7.4 The Horizontal Dimension of Organizations

7.4.1 Division of Labor

7.4.2 Departmentalization

CASE

Management System with Quick Response to Changes

8 Organizing Design

8.1 Mechanistic and Organic Organizations

8.1.1 Strategy and Structure

8.1.2 Size and Structure

8.1.3 Technology and Structure

8.1.4 Human Resources and Structure

8.1.5 Environment and Structure

8.2 Organizational Structure

8.2.1 Simple Structure

8.2.2 Bureaucracy

8.3 The Boundaryless Organization

8.4 What Is Change

8.4.1 Forces for Change

8.4.2 The Manager as Change Agent

8.4.3 Two Different Views on the Change Process

8.4.4 Putting the Two Views in Perspective

8.5 Organization Structure Design

8.5.1 Grouping Jobs into Functions and Divisions

8.5.2 Functional Structure

8.5.3 Divisional Structure

8 5.4 Matrix and Product Team Designs

8.5.5 Hybrid Structure

8.6 Coordinating Functions and Divisions

8.7 Types of Integrating Mechanisms

CASE

The Organizational Management of Samsung

9 Human Resource Management

9.1 Overview of the Components of HRM

9.2 Human Resource Planning

9.3 Recruitment and Selection

9.3.1 External and Internal Recruitment

9.3.2 Selection

9.4 Training and Development

9.4.1 Types of Training

9.4.2 Types of Development

9.4.3 Transfer of Training and Development

9.5 Performance Appraisal and Feedback

9.5.1 Types of Performance Appraisal

9.5.2 Who Appraises Performance

9.5.3 Effective Performance Feedback

9.6 Labor Relations

9.6.1 Union Influences

9.6.2 Collective Bargaining

9.7 Developing and Implementing HRM Practices

9.7.1 HR Professional's Role

9.7.2 Line Manager's Role

CASE

The People-oriented Management Idea in Motorola

10 Organizational Behavior

10.1 Focus of Organizational Behavior

10.2 Goals of Organizational Behavior

10.2.1 Values

10.2.2 Attitudes

10.2.3 Personality

10.2.4 Perception

10.2.5 Learning

10.2.6 Stress

10.3 Understanding Group Behavior

10.3.1 What Is a Group

10.3.2 Stages of Group Development

10.3.3 Basic Group Concepts

CASE

Disney Culture Molds Happy Employees

PART Ⅳ Leading and Motivation

11 Leading

11.1 Definition of Leadership

11.2 The Nature of Leadership

11.3 Managers versus Leaders

11.4 Personal Leadership Style and Managerial Tasks

11.4.1 Leadership Styles Across Cultures

11.4.2 Gender and Leadership

11.5 Power

11.6 Leading Theories

11.6.1 The Trait Model

11.6.2 The Behavior Model

11.7 Contingency Models of Leadership

11.7.1 Fiedler's Contingency Model

11.7.2 House's Path-goal Theory

11.7.3 The Leader Substitutes Model

11.7.4 Bringing It All Together

11.8 Transformational Leadership

11.8.1 Being a Charismatic Leader

11.8.2 Stimulating Subordinates Intellectually

11.8.3 Engaging in Developmental Consideration

11.8.4 The Distinction Between Transformational and Transactional Leadership

CASE

Role Model of"People-focused Management"—Hewlett-Packard

12 Motivation

12.1 The Nature of Motivation

12.2 Learning Theories

12.2.1 Operant Conditioning Theory

12.2.2 Social Learning Theory

12.3 Early Theories of Motivation

12.3.1 Hierarchy of Needs Theory

12.3.2 Theory X and Theory Y

12.3.3 Motivation-hygiene Theory

12.4 Contemporary Approaches to Motivation

12.4.1 Three-needs Theory

12.4.2 Goal-setting Theory

12.4.3 Reinforcement Theory

12.4.4 Equity Theory

12.4.5 Expectancy Theory

12.4.6 Integrating Contemporary Theories of Motivation

12.5 Designing Motivation Jobs

12.6 Pay and Motivation

12.6.1 Salary Increase or Bonus

12.6.2 Examples of Merit Pay Plans

CASE

A Highly Innovation-advocating Company:3M

PART Ⅴ Controlling and Communication

13 Controlling

13.1 What Is Control

13.2 The Importance of Control

13.3 Types of Control

13.3.1 Feed Forward Control

13.3.2 Concurrent Control

13.3.3 Feedback Control

13.4 The Control Process

13.4.1 Establishing the Standards

13.4.2 Measuring

13.4.3 Comparing

13.4.4 Taking Managerial Action

13.5 Control Systems

13.5.1 Market Control

13.5.2 Behavior Control

13.5.3 Organizational Culture and Clan Control

13.6 Total Quality Management

13.6.1 Improving Efficiency

13.6.2 What Is Total Quality Management

13.6.3 Total Quality Management and Efficiency

13.6.4 Putting TQM into Action

13.6.5 The Role of Top and Functional-level Managers in TQM

CASE

Pursuing Excellency and Striving for a Better Future

14 Communication

14.1 What Is Communication

14.2 The Communication Process

14.3 Communication Media

14.3.1 Face-to-face Communication

14.3.2 Spoken Communication Electronically Transmitted

14.3.3 Personally Addressed Written Communication

14.3.4 Impersonal Written Communication

14.4 Group Communication Networks

14.5 Organizational Communication Networks

14.6 Technical Advances in Communication

14.6.1 The Internet

14.6.2 Intranets

14.6.3 Groupware

14.7 Effective Communication

14.7.1 The Role of Perception in Communication

14.7.2 The Dangers of Ineffective Communication

14.7.3 Barriers to Effective Communication

14.7.4 Overcoming the Barriers

14.8 Communication by Information System

14.8.1 Information and the Manager's Job

14.8.2 Types of Management Information Systems

14.8.3 The Impact and Limitations of Information Systems

14.8.4 Information Systems and Competitive Advantage

CASE

Strengthening Information Management & Improving Enterprise Vitality

中文综述

1 管理与管理者

1.1 组织

1.2 管理者与操作者

1.3 管理层次

1.4 管理职能

1.5 管理者角色

1.6 管理技能

1.7 全球背景下管理面临的挑战

案例：万宝路产品形象的塑造

2 管理的演进

2.1 历史背景

2.2 科学管理

2.3 一般行政管理理论

2.4 人力资源方法

2.5 管理科学理论

2.6 权变理论

案例：小天鹅的末日管理模式

3 组织环境

3.1 环境不确定性

3.2 组织及其环境

3.3 组织环境的管理

3.4 在全球环境下进行管理

案例：隐忍的“羊”与凶猛的“狼”

4 计划

4.1 计划的定义

4.2 计划的重要性

4.3 计划和绩效

4.4 计划的类型

4.5 通过计划管理

4.6 战略管理层次

4.7 战略管理过程

案例：成本领先，逼杀价格——格兰仕的总成本领先的战略

5 战略管理

5.1 总战略

5.2 制定公司层战略

5.3 事业层战略

5.4 制定职能层次战略

5.5 计划工具

案例：中国e银行的领跑者

6 决策

6.1 决策制定过程

6.2 古典决策模式

6.3 有限理性决策模式

6.4 决策类型

案例：安然为何不“安然”？

7 组织

7.1 组织的意义

7.2 建立垂直型组织

7.3 建立水平型组织

案例：产业布局再添棋子 用友金融以变应变

8 组织设计

8.1 机械式和有机式组织

8.2 组织的变革

8.3 组织结构设计

8.4 协调职能制与事业部制

8.5 整合机制的类型

案例：三星的成功之路

9 人力资源管理

9.1 人力资源管理组成部分概述

9.2 人力资源计划

9.3 招聘与甄选

9.4 培训和发展

9.5 业绩考核与反馈

9.6 劳动关系

案例：摩托罗拉的人本位管理理念

10 组织行为

10.1 组织行为学研究的对象

10.2 对群体行为的理解

案例：迪斯尼公司的员工塑造

11 领导

11.1 领导的本质

11.2 管理者与领导者

11.3 个人领导风格和管理工作

11.4 权力

11.5 领导模型

11.6 领导的权变模型

11.7 领导风格转换

案例：人本管理的典范——惠普公司

12 激励

12.1 激励的本质

12.2 学习理论

12.3 早期的激励理论

12.4 当代激励理论

12.5 报酬和激励

案例：崇尚创新的3M公司

13 控制

13.1 什么是控制

13.2 控制的重要性

13.3 控制类型

13.4 控制过程

13.5 控制系统

13.6 全面质量管理

案例：追求卓越，指向未来——海尔集团的管理模式

14 沟通

14.1 什么是沟通

14.2 沟通过程

14.3 沟通媒介

14.4 群体沟通网络

14.5 组织沟通网络

14.6 沟通中的技术进步

14.7 有效沟通

14.8 通过管理信息系统沟通

案例：强化信息，活力无限——联想实施ERP管理始末