内容简介

管理学:国际化与领导力的视角(英文版·精要版第9版)(教育部高校工商管理类教学指导委员会双语教学》是一本英文影印版教材,原著是已故管理学大师哈罗德?孔茨的经典著作《管理学》的最新版,由海因茨?韦里克教授基于之前的版本精心编著。
管理学:国际化与领导力的视角(英文版·精要版第9版)(教育部高校工商管理类教学指导委员会双语教学》按照计划、组织、人员、领导和控制五种职能来划分管理知识,并将这一主线贯穿《管理学:国际化与领导力的视角(英文版·精要版第9版)(教育部高校工商管理类教学指导委员会双语教学》,使五种职能有机地构成一个完整的系统,同时又把企业和外部环境结合在一起。新版尤其突出了如下两大特色:
?国际化视角。《管理学:国际化与领导力的视角(英文版·精要版第9版)(教育部高校工商管理类教学指导委员会双语教学》渗透了国际化管理的观点,阐述了不同国家和地区的企业的管理实践,对中国企业很有借鉴意义。
?领导力视角。《管理学:国际化与领导力的视角(英文版·精要版第9版)(教育部高校工商管理类教学指导委员会双语教学》对领导力给予了特别的关注,采用大量的专栏和案例展示不同国家和地区企业家的领导实践,并对中国企业家的领导力给予了很高的评价。
此外,《管理学:国际化与领导力的视角(英文版·精要版第9版)(教育部高校工商管理类教学指导委员会双语教学》案例极其丰富,涉及世界许多国家和地区,还包括大量中国本土企业案例。
管理学:国际化与领导力的视角(英文版·精要版第9版)(教育部高校工商管理类教学指导委员会双语教学》非常适合用作高校管理类专业双语或全英文教学教材,也适合喜欢阅读原著的读者学习参考。

作者简介

哈罗德?孔茨(HaroldKoontz)国际管理学界享有盛誉的管理理论大师,管理过程学派的代表人物。生前为美国加州大学洛杉矶分校米德?约翰逊管理学讲座教授,美国管理学会和国际管理学会会士,并担任一届美国管理学会主席。他是一个走在时代前面的人。在他的鼓励和指导下,按照管理职能对管理知识分类的方法得以推广,成为在世界各地广为使用的一种理论框架。

海因茨?韦里克(HeinzWeihrich)美国旧金山大学工商管理学院全球管理和行为科学教授,现任秘鲁圣玛丁大学全球管理和行为科学教授。拥有加州大学洛杉矶分校博士学位。先后在亚利桑那州立大学、加州大学洛杉矶分校以及奥地利、中国、埃及、法国、德国等国家任教。他是TOWS矩阵的创始人,这一矩阵是战略制定和国家竞争优势分析中广泛采用的方法。他还被推选为国际管理学会会士,这是国际管理学界的最高荣誉。

目录

PART1:THEBASISOFGLOBALMANAGEMENTTHEORYANDPRACTICE
1.Management:Science,Theory,andPractice
DefinitionofManagement:ItsNatureandPurpose?Managing:ScienceorArt??
TheEvolutionofManagementThought?
PatternsofManagementAnalysis:AManagementTheoryJungle?
TheSystemsApproachtotheManagementProcess?
TheFunctionsofManagers?
TheSystemsModelofManagementandtheOrganizationofThisBook
Summary?
InternationalCase:Apple’siPad2:TheTablettoBeat??
2.ManagementandSociety:TheExternalEnvironment,SocialResponsibility,andEthics
OperatinginaPluralisticSociety?
TheTechnologicalEnvironment?
TheEcologicalEnvironment?
TheSocialResponsibilityofManagers?
EthicsinManaging:AnIntegrativeApproach?
TrustastheBasisforChangeManagement?
Summary?
InternationalCase:SpiritualityintheWorkplace?
3.Global,Comparative,andQualityManagement
InternationalManagementandMultinationalCorporations?
CountryAlliancesandEconomicBlocs?
InternationalManagement:CulturalandCountryDifferences?
Porter’sCompetitiveAdvantageofNations?
GainingaGlobalCompetitiveAdvantagethroughQualityManagement?
Summary?
LeadershipCase:Starbucks—TheLeadershipofHowardSchultz?
PART2:PLANNING
4.EssentialsofPlanningandManagingbyObjectives
TypesofPlans?
StepsinPlanning?
Objectives?
EvolvingConceptsinManagementbyObjectives
Summary?
InternationalCase:DevelopingVerifiableGoals?
5.Strategies,Policies,andPlanningPremises
TheNatureandPurposeofStrategiesandPolicies?
TheStrategicPlanningProcess?
TheTOWSMatrix:AModernToolforAnalysisoftheSituation?
BlueOceanStrategy:InPursuitofOpportunitiesinUncontestedMarkets?
ThePortfolioMatrix:AToolforAllocatingResources?
MajorKindsofStrategiesandPolicies
HierarchyofCompanyStrategies
Porter’sIndustryAnalysisandGenericCompetitiveStrategies
PremisingandForecasting
Summary
InternationalCase:TATA’s$2,500People’sCarisHere?
6.Decision-Making
TheImportanceandLimitationsofRationalDecision-Making?
DevelopmentofAlternativesandtheLimitingFactor?
EvaluationofAlternatives?
SelectinganAlternative:ThreeApproaches?
ProgrammedandNon-programmedDecisions?
Decision-MakingunderCertainty,Uncertainty,andRisk?
CreativityandInnovation?
Summary?
InternationalCase:Carrefour—WhichWaytoGo??
Part2Closing:
MajorPrinciplesorGuidesfortheManagerialFunctionofPlanning?
PART3:ORGANIZING
7.TheNatureofOrganizing,Entrepreneuring,andReengineering
FormalandInformalOrganization?
OrganizationalDivision:TheDepartment?
OrganizationalLevelsandtheSpanofManagement?
AnOrganizationalEnvironmentforEntrepreneuringandIntrapreneuring?
ReengineeringtheOrganization?
TheStructureandProcessofOrganizing?
BasicQuestionsforEffectiveOrganizing?
Summary?
InternationalCase:ReengineeringtheBusinessProcessatProctor&Gamble?
8.OrganizationStructure:Departmentation
DepartmentationbyEnterpriseFunction?
DepartmentationbyTerritoryorGeography?
DepartmentationbyCustomerGroup?
DepartmentationbyProduct?
MatrixOrganization?
StrategicBusinessUnits?
OrganizationStructuresfortheGlobalEnvironment?
TheVirtualOrganization?
TheBoundarylessOrganization?
ChoosingthePatternofDepartmentation?
Summary?
InternationalCase:GM:GeneralMotors,GenerousMotors,GovernmentMotors?
9.Line/StaffAuthority,Empowerment,andDecentralization
AuthorityandPower?
Empowerment?
Line/StaffConceptsandFunctionalAuthority?
DecentralizationofAuthority?
DelegationofAuthority?
TheArtofDelegation?
RecentralizationofAuthorityandBalanceastheKeytoDecentralization?
Summary?
InternationalCase:HowtheLexusWasBorn—andContinuedItsSuccessintheUnitedStates,butwillLexusSucceedinJapan??
10.EffectiveOrganizingandOrganizationCulture
AvoidingMistakesinOrganizingbyPlanning?
AvoidingOrganizationalInflexibility?
MakingStaffWorkEffective?
AvoidingConflictbyClarification?
EnsuringUnderstandingofOrganizing?
PromotinganAppropriateOrganizationCulture?
Summary?
InternationalCase:RestructuringatKorea’sDaewoo?
Part3Closing:MajorPrinciplesorGuidesfortheManagerialFunctionofOrganizing?
PART4:STAFFING
11.HumanResourceManagementandSelection
DefinitionofStaffing?
TheSystemsApproachtoHumanResourceManagement:?AnOverviewoftheStaffingFunction?
SituationalFactorsAffectingStaffing?
Selection:MatchingthePersonwiththeJob?
TheSystemsApproachtoSelection:AnOverview?
PositionRequirementsandJobDesign?
SkillsandPersonalCharacteristicsNeededinManagers?
MatchingQualificationswithPositionRequirements?
SelectionProcess,Techniques,andInstruments?
OrientingandSocializingNewEmployees?
ManagingHumanResourcesWhileMovingToward2020?
Summary?
InternationalCase:RecruitingTalentsatInfosys?
12.PerformanceAppraisalandCareerStrategy
ChoosingAppraisalCriteria?
AppraisingManagersagainstVerifiableObjectives?
AppraisingManagersasManagers:ASuggestedProgram?
ATeamEvaluationApproach?
ApplicationofPerformanceReviewSoftware?
RewardsandStressofManaging?
FormulatingtheCareerStrategy?
Summary?
GlobalCarIndustryCase:CareerPathsofCEOsatToyota,Volkswagen(VW),Ford,andGeneralMotors(GM)?
13.ManagingChangethroughManagerandOrganizationDevelopment
ManagerDevelopmentProcessandTraining?
ApproachestoManagerDevelopment:On-the-JobTraining?
ApproachestoManagerDevelopment:InternalandExternalTraining?
EvaluationandRelevanceofTrainingPrograms?
ManagingChange?
OrganizationalConflict?
OrganizationDevelopment?
TheLearningOrganization?
Summary?
LeadershipCase:JackWelchLeadingOrganizationalChangeatGE?
Part4Closing:MajorPrinciplesorGuidesfortheManagerialFunctionofStaffing?
PART5:LEADING
14.HumanFactorsandMotivation
HumanFactorsinManaging?
Motivation?
AnEarlyBehavioralModel:McGregor’sTheoryXandTheoryY?
Maslow’sHierarchyofNeedsTheory?
Alderfer’sERGTheory?
Herzberg’sMotivation—HygieneTheory?
TheExpectancyTheoryofMotivation?
EquityTheory?
GoalSettingTheoryofMotivation?
Skinner’sReinforcementTheory?
McClelland’sNeedsTheoryofMotivation?
SpecialMotivationalTechniques?
JobEnrichment?
ASystemsandContingencyApproachtoMotivation?
Summary?
InternationalCase:ManagingtheHewlett-PackardWay:WillItContinue??
15.Leadership
DefiningLeadership?
IngredientsofLeadership?
TraitApproachestoLeadership?
CharismaticLeadershipApproach?
LeadershipBehaviorandStyles?
SituationalorContingencyApproachestoLeadership?
TransactionalandTransformationalLeadership?
Summary?
LeadershipCase:ProfilesofTwoVisionaries:BillGatesandSteveJobs?
16.Committees,Teams,andGroupDecision-Making
TheNatureofCommitteesandGroups?
ReasonsforUsingCommitteesandGroups?
DisadvantagesandMisuseofCommittees?
SuccessfulOperationofCommitteesandGroups?
AdditionalGroupConcepts?
Teams?
ConflictinCommittees,Groups,andTeams?
Summary?
LeadershipCase:CouldtheChallengerAccidentHaveBeenAvoided??
17.Communication
ThePurposeofCommunication?
TheCommunicationProcess?
CommunicationintheOrganization?
BarriersandBreakdownsinCommunication?
TowardEffectiveCommunication?
ElectronicMediainCommunication?
Summary?
LeadershipCase:TransformationalCommunicationbyAmericanPresidents?
Part5Closing:MajorPrinciplesorGuidesfortheManagerialFunctionofLeading?
PART6:CONTROLLING
18.TheSystemandProcessofControlling
TheBasicControlProcess?
CriticalControlPoints,Standards,andBenchmarking?
ControlasaFeedbackSystem?
Real-TimeInformationandControl?
FeedforwardorPreventiveControl?
ControlofOverallPerformance?
ProfitandLossControl?
ControlthroughReturnonInvestment?
ManagementAuditsandAccountingFirms?
TheBalancedScorecard
BureaucraticandClanControl?
RequirementsforEffectiveControls?
Summary?
InternationalCase:Wal-MartinAmericaandaroundtheGlobe?
19.ControlTechniquesandInformationTechnology
TheBudgetasaControlDevice?
TraditionalNonbudgetaryControlDevices?
Time–EventNetworkAnalyses?
AnalyticsinManaging
InformationTechnology?
TheUseofComputersinHandlingInformation?
OpportunitiesandChallengesCreatedbyInformationTechnology?
TheDigitalEconomy,e-Commerce,andm-Commerce?
Summary?
InternationalCase:Amazon.com—America’sBiggestOnlineRetailer?
20.Productivity,OperationsManagement,andTotalQualityManagement
ProductivityProblemsandMeasurement?
ProductionandOperationsManagement:ManufacturingandService?
QualityMeasurementintheInformationAge?
TheOperationsManagementSystem?
ToolsandTechniquesforImprovingProductivity?
SupplyChainandValueChainManagement?
Summary?
InternationalCase:WhichFutureCarDoYouWant??
Part6Closing:MajorPrinciplesorGuidesfortheManagerialFunctionsofControlling?

精彩书摘

Thenintheditionofthisbookpreparesmenandwomenforachallengingandrewardingcareerofmanaging.Thisbookisbasedontheclassicbest-sellingbookManagement:AGlobalandEntrepreneurialPerspectivewhichinitspreviouseditionshasbeentranslatedintosome16languages.Eachchapterinthisbookhasbeenupdatedwithrecentmanagementinformation.Forexample,Apple’siPadcaseisintroducedinChapter1.AsthetitleEssentialsofManagement:AnInternationalandLeadershipPerspectiveindicates,thebooktakesaninternationalviewofmanagingwithspecialattentiongiventoleadership.Astheworldchangesrapidly,thisup-to-dateeditionisinresponsetothesechangesespeciallyinAsia.Throughourresearch,travels,andteachinginmanycountries,ProfessorKoontzandIhavelearnedfromstudents,managers,andprofessors,bylisteningtotheirchallengesandanalyzingthem.

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