管理学基础:理论、应用及案例(英文)
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       本教材打破了传统授课的“计划—组织—领导—控制”的职能体系,设计为五大模块共十章,模块一是管理基础知识,模块二-五是四大核心能力,即决策与计划能力、组织能力、领导能力和控制能力。按照这一体系,本书每章首先设置了课前思考题和导引案例,为学习本章内容创造易于理解的管理情景,章后设计反思案例、复习思考题、技能训练和实训模拟,并具体设计了实训目标、实训内容与要求、成果与检测等。本教材旨在探索以培养能力为本位的,集讲、思、研、练于一体的新型教材模式,一方面借鉴了国外经典管理学基本框架,较为系统地梳理和介绍了管理学基础理论,一方面又精心选取了中西方经典案例并进行实操设计,着重培养了学生的应用和实践能力。此外,在英语语言表达上,力求语言平实凝练、通俗易懂。本书编写主要有如下特色:1.定位明确,内容适用;2.与时俱进,紧跟时代;3.教材内容体系的突破;4.重视研究性学习,以活动导入;5.中国故事,中国文化,润物无声;6.英语语言平实简洁,易于理解。

Module 1 Introduction
  Chapter 1 Overview of Management
    Induction Case
      Ⅰ Management
        1 Conceptions of Management
          1.1 Management in the Eyes of Chinese and Foreign Scholars
          1.2 Management in the Eyes of Entrepreneurs
        2 Management Functions
          2.1 Planning Function
          2.2 Organizing Function
          2.3 Leading Function
          2.4 Controlling Function
        3 Characteristics of Management
          3.1 Artistic and Scientif ic Feature of Management
          3.2 Comprehensive and Practical Feature of Management
          3.3 Universal Feature of Management
        4 Standards of Measuring Management Quality
      Ⅱ Managers
        1 Classif ication of Managers
          1.1 Classif ication by the Level of Managers
          1.2 Classif ication by the Managers’ Responsibilities
        2 Roles of Managers
          2.1 Interpersonal Roles
          2.2 Roles as Information Transmitters
          2.3 Roles as Decision-Makers
        3 Managers’ Skills
          3.1 Technical Skills
          3.2 Interpersonal Skills
          3.3 Conceptual Skills
    Management Ref lection
    Training Programs
    Practical Training Simulation
  Chapter 2 The Evolution of Management Theory
    Induction Case
      Ⅰ Classic Management Theories
        1 Taylor and Scientif ic Management Theory
        2 Fayol and General Management Theory
        3 Weber and Bureaucracy Theory
      Ⅱ Theory of Behavioral Science
        1 Myao and Hawthorne Studies
        2 X-theory and Y-theory
          2.1 X-theory
          2.2 Y-theory
      Ⅲ Theory of Contemporary Management
        1 School of Scientif ic Management
        2 Contingency School
          2.1 System Theory
          2.2 Contingency Theory
          2.3 Process theory
        3 Decision-Making Theory
      Ⅳ Contemporary Management Theory
        1 Virtual Organization Theory
        2 Fuzzy Management Theory
        3 Learning-Type Organization
      Ⅴ The Evolution of Management Thoughts in China
        1 Ancient Chinese Management Thoughts
          1.1 Systematic Management Thought
          1.2 Information Management Thought
          1.3 Operational and Decision-Making Management Thought
          1.4 Management Thoughts of Employing Personnel
          1.5 Behavioral Management Thought
          1.6 Artistic Management Thought
          1.7 Economic Management Thought
          1.8 Art of Leadership
          1.9 Managers’ Practice
        2 Modern Management Thoughts in China
        3 Contemporary Management Thoughts in China
          3.1 Development of Management Thoughts after the Founding of the People's Republic of China
          3.2 Exploration and Innovation after the Reform and Opening-up Policy
    Management Ref lection
    Training Programs
    Practical Training Simulation
  Chapter 3 Management Environment and Ethics
    Induction Case
      Ⅰ Organizational Environment
        1 Overview of Organizational Environment
        2 Classif ication of Organizational Environment
          2.1 External Environment of the Enterprise
          2.2 Internal Environment of the Enterprise
        3 Global Management Environment
      Ⅱ Management Ethics
        1 Four Ethical Concepts of Management
        2 Pathways to Improve Management Ethics
      Ⅲ Corporate Social Responsibility
        1 About Corporate Social Responsibilities
        2 Corporate Social Responsibility and Stakeholders
          2.1 Concept of Stakeholders
          2.2 Corporate Social Responsibility and Stakeholders
        3 Basic Measures for Enterprises to Assume Social Responsibilities
          3.1 Establishment of Correct Development Concept and Ethics
          3.2 Actively Solving Outstanding Problems
          3.3 Establishment of Accounting, Audit and Information Disclosure System
    Ref lection of Management
    Training Programs
    Practical Training Simulation
Module 2 Decision-Making and Planning
  Chapter 4 Decision-Making
    Induction Case
      Ⅰ Overview of Decision-Making
        1 Connotations and Features of Decision-Making
          1.1 Connotations of Decision-Making
          1.2 Features of Decision-Making
        2 Principles of Decision-Making
        3 Types of Decision-Making
          3.1 Individual Decision-Making and Group Decision-Making
          3.2 Strategic, Tactical and Operational Decision-Making
          3.3 Long-Term and Short-Term Decision-Making
          3.4 Programmed and Non-Programmed Decision-Making
          3.5 Decision-Making under Certainty, Risk and Uncertainty
      Ⅱ Modes of Decision-Making
        1 Rational Decision-Making
        2 Bounded Rational Decision-Making
        3 Intuitive Decision-Making
      Ⅲ The Process of Decision-Making
        1 Identifying Problems
        2 Determining Decision-Making Goals
        3 Collecting Information
        4 Determining Criteria for Achieving Decision Objectives
        5 Assigning Weights to the Decision-Making Criteria
        6 Formulating Alternative Options
        7 Analyzing and Selecting Alternatives
        8 Implementing Decision-Making and Feedback
      Ⅳ Methods of Decision-Making
        1 Qualitative Decision-Making Method
          1.1 Delphi Technique
          1.2 Brainstorming
          1.3 SWOT Analysis
        2 Quantitative Decision-Making Method
          2.1 Certainty Decision-Making Method
          2.2 Uncertainty Decision-Making Method
          2.3 Risk Decision-Making Method
      Ⅴ Improvement of Correctness of Decision-Making
    Management Ref lection
    Training Programs
    Practical Training Simulation
  Chapter 5 Objectives, Planning and Strategies
    Induction Case
      Ⅰ Management by Objectives (MBO)
        1 Overview of Goals
          1.1 Tenet, Mission and Goal
          1.2 Principles of Formulating Goals
        2 Management by Objectives
          2.1 Connotation and Characteristics of MBO
          2.2 Process of MBO
        3 Advantages and Disadvantages of MBO
      Ⅱ Overview of Planning
        1 Connotation and Features of Planning
        2 Signif icance and Ef fects of Planning
        3 Types of Planning
          3.1 Strategic Planning, Tactical Planning and Operational Planning
          3.2 Long-Term Planning, Medium-Term Planning and Short-Term Planning
          3.3 Directional Planning and Specif ic Planning
        4 Procedures of Planning
        5 Important Issues in Planning Process
          5.1 Clear Organizational Goals
          5.2 Following Planning Principles
          5.3 Recognizing Organizational Development Stage
      Ⅲ Strategic Management
        1 Overview of Strategic Management
        2 Hierarchy of Strategic Management
        3 Common Analytical Methods for Strategic Management
          3.1 PEST Analytical Method
          3.2 Porter’s Five Forces Model
          3.3 Boston Matrix Method
    Management Ref lection
    Training Programs
    Practical Training Simulation
Module 3 Organizing
  Chapter 6 Foundation of Organizing
    Induction Case
      Ⅰ Overview of Organizing
        1 Connotation of Organizing
          1.1 Basic Elements of Physical Organizations
          1.2 Organizing Functions of Management Process
        2 Types of Organizations
          2.1 Formal Organization and Informal Organization
          2.2 Mechanical Organization and Organic Organization
          2.3 Group Management
        3 Organizing Work
      Ⅱ Overview of Organizational Design
        1 Principles of Organizational Design
          1.1 Unity of Command
          1.2 Span of Control
          1.3 Integration of Power and Responsibilities
          1.4 Combination of Centralization with Decentralization
          1.5 Unity of Goals
          1.6 Combination of Stability with Adaptability
          1.7 Lean and Ef f icient Nature
          1.8 Division of Labor and Coordination
        2 Key Issues of Organizational Design
          2.1 Departmentalization
          2.2 Organizational Hierarchy Design
          2.3 Design of Management Span
          2.4 Power, Authority and Duties
          2.5 Authorization
          2.6 Centralization and Decentralization
          2.7 Linearity and Staff
      Ⅲ Organizational Structure Design
        1 Content of Organizational Structure Design
        2 Forms of Organizational Structure
          2.1 Straight-Line Structure
          2.2 Functional Structure
          2.3 Straight-Line Functional Structure
          2.4 Matrix Structure
          2.5 Multi-Divisional Structure
          2.6 Network Organization Structure
          2.7 Boundaryless Structure
      Ⅳ Organizational Culture
        1 Overview of Organizational Culture
          1.1 Concepts of Organizational Culture
          1.2 Functions of Organizational Culture
        2 Components of Organizational Culture
        3 Cultivation of Organizational Culture
      Ⅴ Organizational Change
        1 Overview of Organizational Change
        2 Implementation of Organizational Change
          2.1 Content of Organizational Change
          2.2 Process for Organizational Change
          2.3 Resistance and Countermeasures to Organizational Change
          2.4 Approaches to Organizational Change
    Management Ref lection
    Training Programs
    Practical Training Simulation
Module 4 Leading
  Chapter 7 Theory of Leading and Methods
    Induction Case
      Ⅰ Overview of Leading
        1 Concepts and Essence of Leading
        2 Formation and Application of Leadership Inf luence
          2.1 Authoritative Inf luence (Authority)
          2.2 Non-Authoritative Inf luence (Prestige)
        3 Understanding of the Three Relationships
          3.1 Relationship between Leadership and Management
          3.2 Relationship between Leaders and Managers
          3.3 Relationship between Leaders and Persons Being Led
        4 Application of Leading Power
      Ⅱ Theory of Leading
        1 Leadership Trait Theory
        2 Leadership Behavioral Theory
          2.1 Leadership Style Theory
          2.2 Two Dimension Theory
          2.3 Managerial Grid Theory
        3 Contingency Theory in Leadership
          3.1 Continuum Theory
          3.2 Leadership Life Cycle Theory
      Ⅲ Team Construction
        1 Connotation of Team
        2 Components of Team
        3 Types of Teams
          3.1 Formal and Informal Teams
          3.2 Special Type Teams
        4 Development Process of Teams
        5 Team Building
          5.1 Basic Procedure for Team Building
          5.2 Building an Ef f icient Team
        6 Approaches of Team Management
      Ⅳ Art of Leadership
        1 Art of Employing People
        2 Leadership Art of Doing Things
        3 Types of Leadership
    Management Ref lection
    Training Programs
    Practical Training Simulation
Module 5 Controlling
  Chapter 8 Motivation Theory and Application
    Induction Case
      Ⅰ Overview of Motivation
          1.1 Connotation of Motivation
          1.2 Ef fects of Motivation
          1.3 Types of Motivation
      Ⅱ Content-Based Motivation Theory and Its Application
        1 Hierarchy of Needs Theory
        2 Three Needs Theory
        3 Motivation-Hygiene Theory
          3.1 Hygiene Factors
          3.2 Motivation Factors
      Ⅲ Process-Type Motivation Theory and Its Application
        1 Expectancy Theory
        2 Equity Theory
          2.1 Horizontal Comparison
          2.2 Longitudinal Comparison
      Ⅳ Behavioral Modif ication Theory and Its Application
        1 Reinforcement Theory
          1.1 Basic Views of the Theory
          1.2 Ways of Reinforcement
          1.3 Principles of Reinforcement
        2 Attribution Theory
      Ⅴ Basic Principles of Ef fective Motivation
      Ⅵ Methods and Art of Motivation
        1 Material Motivation
        2 Work Motivation
          2.1 Goal Motivation
          2.2 Work Motivation
        3 Spiritual Motivation
    Management Ref lection
    Training Programs
    Practical Training Simulation
  Chapter 9 Communication Theory and Its Application
    Induction Case
      Ⅰ Overview of Communication
        1 Connotation of Communication
        2 Communication Channels
        3 Communication Feedback
        4 Ef fects of Communication
        5 Ways of Communication
      Ⅱ Channels of Communication
        1 Communication Direction
          1.1 Downward Communication
          1.2 Upward Communication
          1.3 Horizontal Communication
          1.4 Oblique Communication
        2 Communication Network
          2.1 Chain Communication
          2.2 Ring Communication
          2.3 Y-Type Communication
          2.4 Wheel-Type Communication
          2.5 Full-Channel Communication
        3 One-Way Communication and Two-Way Communication
      Ⅲ Communication Management
        1 Ef fective Communication
          1.1 A Barrier to Ef fective Communication
          1.2 Principles of Ef fective Communication
          1.3 Methods of Ef fective Communication
        2 Conf lict Management
          2.1 Classif ication of Conf licts
          2.2 Coordination Type of Conf licts
          2.3 Art of Handling Conf licts
    Management Ref lection
    Training Programs
    Practical Training Simulation
  Chapter 10 Controlling
    Induction Case
      Ⅰ Overview of Controlling
        1 Connotation, Content, Objectives and Characteristics of Controlling
          1.1 Connotation of Controlling
          1.2 Content of Controlling
          1.3 Objectives of Controlling
          1.4 Characteristics of Controlling
        2 Relationship Between Controlling and Other Functions of Management
        3 Functions of Controlling
        4 Types of Controlling
          4.1 Feed-Forward, Synchronous, and Feedback Controlling
          4.2 Indirect Controlling and Direct Controlling
          4.3 Preventive Controlling and Corrective Controlling
          4.4 Formal, Group, and Individual Controlling
          4.5 Centralized, Decentralized, and Hierarchical Controlling
      Ⅱ Implementation Principles and Steps of Controlling
        1 Implementation Principles of Controlling
        2 Implementation Steps of Controlling
          2.1 Determining Controlling Criteria
          2.2 Assessing Actual Performance
          2.3 Rectifying the Deviation or Modifying the Standard
      Ⅲ Implementation Methods of Controlling
        1 Budget Controlling
          1.1 Flexible Budget
          1.2 Zero-Base Budget
          1.3 Operation Budget
          1.4 Investment Budget
          1.5 Financial Budget
          1.6 Advantages and Disadvantages of Budget Controlling
        2 Non-Budget Controlling
          2.1 Personnel Behavior Controlling
          2.2 Financial Statement Analysis
          2.3 Production Controlling
          2.4 Audit Controlling
          2.5 Key Performance Indicator Method
          2.6 Benchmarking
          2.7 Safety Controlling
          2.8 Information Controlling
    Management Ref lection
    Training Programs
    Practical Training Simulation
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