现代管理学

现代管理学 （第七版） 本书作者系美国罗琳斯管理研究生院管理学教授。这本《现代 管理学》（第七版）主要是用于美国管理院校本科学生的教材， 现已在美国发行了近二十年。该书分为管理导论、计划、组织、领 导、控制及其他相关专题六个部分，共二十三章，内容涉及管理学 的理论、原则、方法及企业经营和运作方式等诸多方面。书中每一 章开头配有引导案例，末尾附以案例研究。除此之外，书中还有一 个七集综合案例，贯穿于全书六个部分。 该书的特点是结构严谨，层次清晰，逻辑性强。全书六个部分、 二十三章联系紧密，颇有系统性。作者注重理论联系实际，将管理原 理渗透于企业管理实际之中，通过大、小案例分析的方式启发学生独 立思考，以增强学生分析问题和解决问题的能力。课文部分和案例通 俗易懂，图文并茂，资料较新，适合学生及在职管理人员自学。 该书理论体系和主要内容基本上以美国和其他西方国家的国情为 基点，在理论深度上比较适合我国经济管理院校管理专业本科学生和 企业在职管理人员作教材或教学参考资料。

1 MANAGEMENT AND MANAGEMENT CAREERS Video Case: Lands' End, Inc.-A Brief History 2 THE HISTORY OF MANAGEMENT 3 CORPORATE SOCIAL RESPONSIBIUTY AND BUSINESS ETHICS 4 MANAGINGIN THE GLOBAL ARENA Video Case: Doing Business Abroad the Lands'End Way 106 Part 2 PLANNING 5 ORGANIZAIIONAL OBJECTIVES 6 FUNDAMENTALS OF PLANNING 7 MAKING DECISIONS 8 STRATEGIC PLANNING 9 PLANSANDPLANNINGTOOLS Video Case: Planning in the Coming Home Division at Lands' End 222 Part 3 ORGANIZING 10 FUNDAMENTALS OF ORGANIZING 11 RESPONSIBIUTY, AUTHORITY, AND DELEGATION 12 MANAGING HUMAN RESOURCES 13 ORGANIZATIONAL CHANGE AND STRESS Video Case: Product Development at Lands' End: From a Functional to a Team Approach PART4 INFLUENCING: FOUNDATIONS FOR LEADING 14 FUNDAMENTALS OF INFLUENCING AND COMMUNICATION 324 15 LEADERSHIP 16 MOTIVATION 17 GROUPS, TEAMS, AND CORPORATE CULTURE 18 UNDERSTANDING PEOPLE: ATTITUDES, PERCEPTION, ANDLEARNING 428 Video Case: Lands' End: Controlling a Much Envied Work Climate 450 Part 5 CONTROLUNG 19 PRINCIPLES OF CONTROUING 20 PRODUCnON MANAGEMENT AND CONTROL 21 INFORMATION AND TECHNOLOGY Video Case: Lands' End: Getting The Product Out to the Customer Part 6 TOPICS FOR SPECBAL EMPHASIS 22 QUAUTY: BUILDING COMPETITIVE ORGANIZATIONS 23 MANAGEMENT AND DIVERSTTY Video Case: Giving High Quality Customer Service: A Focal Point at Lands' End Partl INTRODUCTION TO MANAGEMENT 1 MANAGEMENT AND MANAGEMENT CAREERS Introductory Case: Isiah Thomas: Player to Manager The Importance of Management The Management Task The RoleofManagement Defining Management The Management Process: Management Functions Management Process and Goal Attainment Management and Organizational Resources : The Universality of Management The Theory of Characteristics Management Careers A Definirion of Career Career Stages, Life Stages, and Performance Promodng Your Own Career Special Career Issues Special Features for the Remaining Chapters Spodights People Perspectives Cutting Edge Case Study: Chrysler's Top Gun Video Case: Lands' End, Inc.-A Brief History 2 THEHISTORY OF MANAGEMENT Introductory Case: "Mickey's Kitchen" at The Disney Store The Classical Approach Lower-Level Management Analysis Global Spotlight: Delta Faucet Company Cutting Edge: Lewis Platt Develops Family-Friendly Work Schedules at Hewlett-Packard Company People Perspecdves: "One Best Way" Considers People and Technology at Courier Publications Comprehensive Analysis ofManagement Limitadons of the Classical Approach The Behavioral Approach The Hawthome Studies The Human Relations Movement The Management Sdence Approach The Beginnmg of the Management Science Approach Management Sdence Today Quality Spotlight: Baldridge Award Exemplifies Quality Characterisdcs of Management The Condngency Approach The System Approach Types of Systems Systems and "Wholeness" The Management System Information for Management System Analysis Case Study: "Chainsaw Al Dunlop": A New Breed of Manager? 3 CORPORATE SOCIAL RESPONSIBIUTY AND BUSINESS ETHICS Introductory Case: Larami Corporadon "Super Soaks" Sodety? Fundamentals of Sodal Responsibility The Davis Model of Corporate Sodal Responsibility Areas of Corporate Sodal Responsibilitv Varying Opinions on Social Responsibility Condusions About the Performance of Sodal Re- sponsibility Acdvides by Business Global Spodight: DuPont Protects the Environment People Perspecdves: Anita Reddick Influences Body Shop Employees by Communicadng Her Posidon on Sodal Responsibility Sodal Responsiveness Determining If a Sodal Responsibility Erists Sodal Responsiveness and Dedsion Maldng Approaches to Meedng Sodal Responsibilides Diversity Spodight: Sodal Responsiveness and the Equal Opportunity Act at Opryland Sodal Responsibility Acdvides and Management Funcdons Planning Sodal Responsibility Acdvides Organizing Sodal Responsibility Acdvides Influendng Individuak Performing Sodal Responsi- bility Acdvides Controlling Sodal Responsibil- ity Acdvides How Sodety Can Help Business Meet Sodal Obligadons Business Ethics A Definition of Ethics Cutdng Edge: The New Management Role Indudes Pracddng Ethics Why Ethics Is a Vital Part ofManagement Pracdces A Code of Ethics Creadng an Ethical Workplace Case Study: Dow Coming: A Question of Legality or Ethics? 4 MANAGING IN THE GLOBAL ARENA Introductory Case: Basldn-Robbins Brings U.S. Ice Cream to Vietnam Managing Across the Globe: Why? Fundamentals of International Management Categorizing Organizations by International Involvement Defining the Multinational Corporation Ethics Spotlight: U.S. Companies Send Hazardous Waste to Mexico Complexities ofManaging the Multinational Corporadon Risk and the Multinational Corporadon The Workforce of Multmational Corporadons People Perspecrives: Helping Expatriates to Adjust Management Functions and Multinational Corporations Planning in Multinational Corporadons Organizing Muldnadonal Corporarions Diversity Spotlight: European Organizadon Structures Are Becoming More Diverse Influencing People in Muldnadonal Corporations Controlling Muldnadonal Corporadons Transnational Organizarions Comparative Management: An Emphasis onJapanese Management Defining Comparative Management Insights fromJapanese Modvadon Strategies Cutting Edge: Japanese Managers May Have to Change Modvadon Tacdcs Insights fromJapanese Management Pracdces: TheoryZ Case Study: A Global Success Story Video Case: Doing Business Abroad the Lands' End Way PART 2 PLANNING 5 ORGANIZATIONAL OBJECTIVES Introductory Case: Entrepreneur Suffers Growing Pains at Arkansas Freightways General Nature of Organizadonal Objccdves Definidon ofOrganizadonal Objecdves Global Spotlight: Asea Brow Boverdi Deddes on Global Objecdves Importance of Organizadonal Objectives Types of Objectives in Organizations Organizadonal Objecdives Individual Objecdves Goal Integradon Areas for Organizadonal Objecdves Cutdng Edge: Objectives Areas Most Related to Success ofModem Organizations Woridng With Organizadonal Objectives Establishing Organizadonal Objectives Diversity Spodight: Diversity: Objecdve for the Whole Organizadonatthe Department of Tran sportation 1 Guidelines for Establishing Quality Objecdves Guidelines for Making Objectives Operational Attainment of Objectives How to Use Objecdtives Management by Objectives (MBO) People Perspectives: Building Teamwork to Reach Objectives at Harley-Davidson Factors Necessary for a Successful MBO Program MBO Programs: Advantages and Disadvantages Case Study: The Atlanta Committee for the Olympic Games (ACOG): Setdng Objecdves for an Event and a City 6 FUNDAMENTALS OF PLANNING Introductory Case: DuPont Plans to Make Women's Clothes General Characteristics of Planning Oefining Planning People Perspectives: McDonald's Accomplishes Plans by Focusing on People Purposes of Planning Planning: Advantages and Potenial Disadvantages Primacy of Plan- ning Steps in the Planning Process The Planning Subsystem Elementsofthe Subsystem The Subsystem at WoA Planning and the Chief Executive Final Responsibility Planning Assistance The Planner Qualifications of Planners Cutting Edge: Employees Have Special Qualifications for Flexbility Planning Dudes of Planners Evaluation of Planners Maximizing the Effecdveness of the Planning Process Top-Management Support Ethics Spotlight: Top Management Supports Environmental Protection Planning at Sbell Oil Company An Effective and Effident Planning Otganizatio 145 Implementatian-Focused Planning Incluion of the Right People Quality Spotlight: Inclding the Right People in Planning Enhances Quality at Sun Microsystems Case Study: Quaker Oats Focuses on a Planning Problem 7 MAKING DECISIONS Introductory Case: Cadillac Decides Whether to Make aSport-UtilityVehide Fundamentals of Dedsions Definition of a Decision Types of Decisions Diversity Spotlight Nonprogrammed Decision at U.S. Office of Personnel Includes a Focus on Severely DisabledWorkers The Responsibility for Making Organizatiooal Dedsions Elements ofthe Dedsion Situation Global Spotlight: Executives at United Technologies Detect a Weakness amongJapancse Dedsion Makers The Decision-Making Process Identifying an Existing Problem Listing Altemative Sohtons Selecting the Most Benefical Alternative Cutting Edge: Decision Alternatives Should Reflect Or- ganization Vahues Implementing the Chosen Altenative Gathermg Problem-Related Feedback People Perspectives: Decision atJohn Deere: Eliminatc Problems by Building Employee Investment Dedsion-Making Companies Complete Certainty Condition Complete Uncertainty Condition Risk Condirion Dcdsion-Making Tools ProbabilityTheory DedsionTrees Group Dedsion Making Advantages and Disadvantages of Using Groups to Make Dedisions Processes for Making Group Dedsions Case Study: The Dccision to Change at General Motors Corporatio 8 STRATEGIC PIANNING Introductory Case: Sea Worid Plots a New Competitive Course Strategic Planning Fundamentals of Strategic Planning Cutting Edge: Competitive Advantage througfa "People Development" Strategy Strategy Management Ethics Spotlight: Quaker Oats Cashes in on Fitness Fad People Perspectives: Improving Dependent Care Builds Job Commitment at Bankers Trust Company Quality Spodight: Lutheran General Health System's Mission Emphasizes Quality Tactical Planning Comparmg and Coordinating Strategic and Tactical Planning Planning and Levels of Management Case Study. How New Strategies Could Make a Differcncc at IBM 9 PLANSAND PLANNING 10015 Introductory Case: Fiat Plans Car Production Plans Plans:A Definition Ethics Spodight: Toyota Uses Philanthropy Plan to Take Aim at General Motors Dimensions of Plans TypesofPlans People Perspectives: Program at Wisconsin Power & Light Builds Employee Motivation Why Plans Fail Planning Areas: Input Planning Global Spotlight: Mezico as an Attractive Manufactur- ingSite Cutting Edge: Choosing a Plant Site fbr Manufacturing Network Potential PlanningTook Forecasting Scheduling Case Study; Plans and Planning Tools Video Case: Planning in the Coming Home Division at Lands' End Part 3 ORGANIZING 10 FUNDAMENTALS OFORGANIZING 226 Introductory Case: MCI Communications Organizes to Be More Comperitive A Definition of Organizing Thelmportance of Organizing The Organiz- ingProcess The Organizing Subsystem Classical Organizing Theory Structnrc People Perspectives: New Organization Chart at Northrop Grumman Helps Managers Explain a Newly Fonned Organizarion Global Spotlight: Crown Cork & Seal Company Organizes by Territory to Boost Intemational Expansion Division of Labor Quality Spotlight: Mercedes-Benz Improves Coordina- rion to Improve Product Quality Span of Management Cutting Edge: Flatter Organizations and the New Middle Managers ofthe 1990s Scalar Relationships Case Study: Three's a Company at AT&T 247 11 RESPONSIBIUTY, AUTHORITY, AND DELEGATION Introductory Case: Famous Amos: The Organizing Challenge Responsibility People Perspecoves: Robert Stempel Needed to Know His Job at General Motors DividingJob Activioes ClarifyingJob Activiries of Managers Authority Types ofAuthority Ethics Spotlight: General Electric Staff Organizes Renovation Accountability Diversity Spotlight: Proctor & Gamble's Managers Held Accountable for Advancement of Minorities Delegation Steps in the Delegarion Process Obstacles to the Delegarion Process Eliminating Obstacles to the Delegation Process Centralization and Decentralization Cutting Edge: Steele's Market Finds Advantages in Centraiizing Bakery Functions Case Study: Change Agents in Midstream 12 MANAGING HUMAN RESOURCES Introductory Case: Getdng the Right People for United Airllnes Defining Appropriate Human Resources Steps in Providing Human Resources Recruitment People Perspectives: NarionsBank Helps Women Employees with Child Care Selection Global Spotlight: Compaq Computer Company's Intemational Selection Slip-Ups Training Cutring Edge: Lifelong Learing at Motorola Quality Spotlight: Aetna Life & Casualty Company TrainsviaTV Performance Appraisal Case Study: Why CEOs Are Looldng at PEOs 13 ORGANIZATIONAL CHANGE AND STRESS Introductory Case: Michael Dell Faces Constant Change at Dell Computer Corporaton Fundamentals of Changing an Organization Defining "Changing an Organization" Change versus Stability Factors to Consider When Changing an Organization The Change Agent Determining What Should Be Changed Ethics Spotlight: Attitude Change Is the Key to Establishing a Socially Responsible Position on Job Safety at Sonoco The Kind of Change to Make Diversity Spotlight: McDonald's Corporation Is Changing the Way Employees Think about Disabled Workers People Perspectives: Lee Kun-Hee Emphasizes People While Making a Strategic Change at Samsung Individuals Affected by the Change Evaluation of Change Change and Stress Defining Stress The Importance of Studying Stress Cutting Edge: Dr. Raymond Bahr Gives Advice on How to Derail Heart Attacks Managing Stress in Organizations Case Study. Layoffs-The Cost of Doing Business Video Case: Product Development at Lands' End: From a Functinal to a Team Approach Part 4 INFLUENCING 14 FUNDAMENTALS OF INFLUENCING AND COMMUNICATION Introductory Case: Eaton Managers Concentrate on In- fluencing People Fundamentals oflnfluendng Defining Influencing The Influencing Subsystem People Perspectives: The U.S. Army Teaches Leader- ship by Teaching Communication Communication Interpersonal Comnunication Global Spotlight Compression Labs Sends Messages via Videoconferencing Interpersonal Communication in Organizations Cutting Edge: Communicating with Customers at Intel Quality Spotlight: Enhanced Fonnal Communiction Contributes to Improving Quality at Holiday Inn Case Study: Communicadon Services at Chick-fil-A Restaurants 15 LEADERSHIP Introductory Case: Eisner's Leadership Challenge at Disney's New Wild Animal Kingdom Defining Leadership Leader versus Manager The Trait Approach to Leadership The Situational Approach to Leadership: A Focus on Leader Behavior Leadership Situations and Dedsions Ethics Spotlight: Leader ofNBC News Resigns over Ethical Debacle Leadership Behaviors Leadership Today People Perspectives: Robert Eaton Gets People In- volved at Chrysler Transformational Leadership Coaching Superleadership Entrepreneurial Leadership Cutting Edge: Leader Patricia Gallup Doesn't Forget Recognition of Follower Efforts Current Topics in Leadership Substitutes for Leadership Women As Leaders Ways Women Lead Diversity Spodight: ForJames G. Kaiser of Corning, Being Employee-Centered Includes a Focus on Diversity Case Study: Come Fly the Turbulent Sldes 16 MOTIVATION Introductory Case: American Greedngs Motivates through Lateral Moves The Motivation Process Defining Motivadon Process Theories of Modvation Cutting Edge: Blimp Rides Used as Rewards for Out- standing Performance Content Theories of Motivation: Human Needs Global Spotlight: Maslow's Hierarchy and Japanese, Chinese, and U.S. Workers Motivating Organization Members The Importance of Motivating Organization Membcrs Strategies for Motivating Organization Members Quality Spodight: Apple Computer's Job Enrichment Excels People Perspecdves: Job Satisfaction Is a More Powerful Motivator Than Money at Microsoft Case Study: Why Bart Simpson Flies Westem Pacific Airlines 17 GROUPS, TEAMS, AND CORPORATE CULTURE Introductory Case: Groups Are Important to Progress at Rolls-Royce Groups Kinds of Groups in Organizaoons Formal Groups Diversity Spotlight: Managing a Diverse Salesforce Takes Special Insight at Equitable Ethics Spotlight: Calvary Hospital Forms Ethics Committees Informal Groups Managing Work Groups Detennining Group Existence Understanding the Evoludon of Informal Groups Teams Groups versus Teams Cutting Edge: The Virtual Team-A New Type of Team in Orgamzations Types ofTeams in Organizations People Perspecdves: Managers Must Empower Work Teams Stages of Team Development Team Effectiveness Trust and Effective Teams Corporate Culture The Significance of Corporate Culture Case Study: Whose Tum Is It to Polish the Apple? 18 UNDERSTANDING PEOPLE: ATTITUDES, PERCEPTION, AND LEARNING Introductory Case: Reviving Workplace Attitudes What Are Attitndes? How Beliefs and Values Create Atdtude Attitudes and Behavior People Perspectives: Changing Attitudes toward Surveys Quality Spotlight: Nucor Steel Cutdng Edge: We Hire Attitudes! Perception Perception and the Perceptual Process Attribution Theory: Interprering the Behavior of Others 439 Perceptual Distortions Contents Global Spodight: The Wide, Wide Worid of Cultural Perceptions Perceptions of Procedural Justice Learning Learning Strategies Case Study: Sending the Wrong Signal Video Case: Lands' End: Controlling a Much Envied Work Climate Part 5 CONTROLLING 19 PRINCIPLESOF CONTROLLING Introductory Case: Controlling at Polaroid The Fundamentals of Controllmg Defining Control Defining Cmtrolling Global Spotlight: Controlling Finances at Euro Disneyland People Perspectives: Toyota Takes Corrective Action by Changing Its President Types of Control Cutting Edge: Ford Uses Virtual Reality as a Feedback Control Tool Diversity Spotlight: Feedback Control Induces Cosmerics Industry to Develop New Products for Diverse Population Segments The Controller and Control The Job of the Controller How Much Control Is Needed? Power and Control A Definition of Power Total Power of a Manager Steps for Increasing Total Power Perfonning the Control Function Potential Barriers to Successful Controlling Making Controlling Successful Case Study: Who Killed Barings Bank? 20 PRODUCTION MANAGEMENT AND CONTROL Introductory Case: The Quick Tum at USAir Producdon Defining Productwn Cutting Edge: Chrysler Uses Teams to Speed Up Producdon Process Productivity People Perspectives: Characteristics ofJapanese Employment Motivate Workers to Improve Productivity Quality and Productivity Quality Spotlight: Focusing on Quality at Adidas USA Automation Strategies, Systems, and Processes Operations Management Defining Operarions Management Operations Management Considerations Ethics Spotlight: Firestone Exits LaVergne Operations Control Just-in-Time Inventory Control Mamtenance Control Cost Control Budgetary Control Ratio Analysis Materials Control Selected Operations Control Tools Using Control Took to Control Organizadons Inspection Management by Excepdon Management by Objectives Breakeven Analysis Other Broad Operations Control Tools : Case Study: Sun Also Rises 21 INFORMATION AND TECHNOLOGY Introductory Case: Sam Walton Taught Others at Wal- Mart to Use Information Essentials of Informarion Factors Influencing the Value of Information Information Appropriateness Information Quality Information Timeliness Information Quantity Evaluating Information The Management Information System (MIS) Global Spodight: Pohang Iron & Steel Company Needs a Complex MIS Describing the MIS Diversity Spotlight: Target's MIS Focuses on Hispanic Workers Establishing an MIS Information Technology Computer Assistance in Using Information The Management Decision Support System (MDSS) Computer Networks People Perspectives: People Are the Key to Making the Network Work at Arthur Andersen The Local Area Network The Intemet Cutting Edge: Dell Computer Company Surfs the Intemet to Service Customers and Build Its Image Case Study: The Intemet Becomes a Technological Battlefield Video Case: Lands' End: Getting The Product Out to the Customer Part 6 TOPICS FOR SPECIAL EMPHASIS 22 QUAUTY: BUILDING COMPmnVE ORGANIZATIONS Introductory Case: IOMEGA Corporation: Success Built OD Condtinuous Improvement Fundamentals of Quality : Defining Total Quality Management Quality Spotlight: "Quality isJob 1" at Ford The Importance of Quality Established Quality Awards Achieving Quality Ethics Spotlight: American Marketing Association Promotes "Zero Defects" Ethics Cutting Edge: The Shingo Prize for Excellence in Manufacturing Quality Through Strategic Planning Environmental Analysis and Quality Establishing Organizational Direcrion and Quality 551 Strategy Formulation and Quality Strategy Implementation and Quality Strategic Control and Quality The Quality Improvement Process The Incremental Improvement Process People Perspectives: Keeping People Involved in Incre- mental Improvement: Bearings, Inc. Reengineermg Improvements Case Study: Total Qnality Managemenb Learning to MakeItWork 23 MANAGEMENT AND DIVERSITY Introductory Case: Ortho Pharmaceutical: "Showcase" for Cultural Diversity Defining Diversity The Sodal Implications of Diversity Advantages of Diversity in Organizations Gaining and Keeping Market Share People Perspectives: The Bank ofMono-eal Encourages Minority Workers to Maximize Potential: Gaining Ad- vantage with Customers Cost Savings Increased Producdvity and Innovation Better-Quality Management : Diversity Spotlight: General Electric Values Global Sensitivity Challenges That Managers Face in Worlding With Diverse Populadons Changing Demographics Global Spotlight: AT&T Connects the World Ethnocentrism and Other Negative Dynamics Negarive Dynamics and Spedfic Groups Cutting Edge: Study Shows that Older Workers Are Valuable Strategies for Promoting Diversity in Organizations Workforce 2000 Equal Employment and Affinnative Action Organizational Commit- ment to Diversity Pluralism The Role of the Manager Management Development and Diversity Traming Case Study: Levi Strauss: Valuing Diversity Video Case: Giving High Quality Customer Service: A Focal Point at Lands' End