【正文】 主的虛偽性，增強識別真假社會主義的能力，增強堅持四項基本原則的自覺性和反對資產(chǎn)階級自由化的堅定性。第五篇：管理學原著選讀Chapter and Management（管理者和管理） Characteristics of Organizations（組織的共同特征）An organization is a systematic arrangement of people to acplish some specific organization has a purpose, people or members, and a systematic purpose of an organization is expressed in terms of a goal or set of the organization’s structure, its employees strive to achieve these （組織）A systematic arrangement of people brought together to acplish some specific purpose（管理者）Individuals in an organization who direct the activities of others（直接督導他人工作的人）Operatives（作業(yè)人員）people who work directly on a job or task and have no responsibility for overseeing the work of others Seeks Efficiency（效率）Effectiveness（效果）How Do We Define Management?The term management refers to the process of getting things done, through other people, in an efficient and effective refers to the primary functions that managers to inputs and outputs, doing the task right is being the right task is being , managers are concerned not only with attaining goals(effectiveness)but also attaining them Process of Management管理的過程Planning計劃Organizing組織Leading領導Controlling控制①Planning：Defining goals, establishing strategy, and developing subplans to coordinate activities②Organizing：Determining what needs to be done, how it will be done, and who is to do it③Leading：Directing and motivating all involved parties and resolving conflicts④Controlling：Monitoring activities to ensure that they are acplished as planned Achieving the organization’s stated purpose The Roles Managers Play(’s study)Interpersonal Roles：①Figurehead role（掛名者）：to perform ceremonial duties,deal with mails.②Leader role（領導人）：formal authority, leadership style , personal charisma.③Liaison role（聯(lián)絡人）：to establish and maintain contacts outside of the vertical chain of and opinionbased responses ,with both potential risks and Roles：Entrepreneur（企業(yè)家）：to seek to improve their business, adapt to changing market conditions, and react to opportunities and initiate handler（危機處理者）：involuntarily to react to deteriorating allocator（資源分配者）：to decide who gets what, how much, when and （談判者）：to negotiate over budget allocation, labor and collective bargaining agreements(boss and labors),and other formal dispute skills and petencies do successful managers possess（成功管理者必備的能力）General skills（一般技能）Specific skills（特殊技能）Management petencies（管理能力）Given that all managers perform the four management functions, to some degree, what are the critical areas related to managerial petence?Conceptual skills（理念技能）: a manager’s mental ability to coordinate all of the organization＇s interests and activitiesInterpersonal skills（人際關系技能）: a manger’s ability to work with, understand, mentor, and motivate others, both individually and in groups Technical skills（技術技能）: a manager’s ability to use the tools, procedures, and techniques of a specialized fieldPolitical skills（政治技能）: A manager’s ability to built a power base and establish the “right” connections Research has also identified specific sets of behaviors that explain more than 50 percent of a manager’s ’s Four Principles of Management ①Develop a science for each element of an individual’s work, which will replace the old ruleofthumb method.②Scientifically select and then train, teach, and develop the worker.③Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed.④Divide work and responsibility almost equally between management and takes over all work for which it is better fitted than the Management(cont’d) ApproachGeneral Administrative Theorists古典管理理論－一般行政管理理論(1)Henri Fayol①concerned with making the overall organization more effective②developed theories of what constituted good management practice，proposed a universal set of management functions。published principles of management 管理原理③fundamental, teachable rules of management Fayol’s 14 Principles of Management of work2.. of of of individual interests to the general of tenure of de corps.（2）Max Weber ①developed a theory of authority structures and relations②Bureaucracyideal type of organization 官僚行政組織： of defined rules and regulation simplified personal relationships（2）The Hawthorne Studies霍桑實驗①A series of productivity experiments conducted at Western Electric from 1927 to 1932 to examine the effect of different illumination levels on worker productivity.②Three stages③Elton Mayo joined in 1927Experimental findings（實證結果）①Productivity unexpectedly increased under imposed adverse working conditions.②The effect of incentive plans was less than conclusion（研究結論）Social norms, group standards and attitudes more strongly influence individual output and work behavior than do monetary famous researchers：Dale Carnegie，Abraham Maslow，Douglas McGregor Contingency Approach權變理論Contingency Approach Defined①Also sometimes called the situational approach.②There is no one universally applicable set of management principles(rules)by which to manage organizations.③Organizations are individually different, face different situations(contingency variables), and require different ways of Contingency Variables常見權變變量 Trends and Issues：Globalization 全球化Technology 技術(1)Globalization 全球化with its key constituencies in order to efficiently and effectively achieve its of ebusiness involvement: ebusiness enhanced organization uses the Internet to enhance(expand, not replace)its traditional ways of doing type of organization sets up ebusiness capabilities(usually emerce). ebusiness enabled organization uses the Internet to enable the pany to perform its traditional business functions more efficiently and effectively, but it does not sell products or services on the total ebusiness is made possible by, and revolves around, the (6)Quality Management（質(zhì)量管理）①A philosophy of management driven by continual improvement in the quality of work proces