具体描述
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。
《大航海时代的商业密码：从香料贸易到全球供应链的演变》 一、 引言：时代的浪潮与商业的基因 十五世纪中叶，当奥斯曼帝国切断了传统东西方商路，一股前所未有的商业浪潮便席卷了整个欧洲大陆。这不是一次简单的贸易路线转移，而是一场深刻的全球经济结构重塑。《大航海时代的商业密码：从香料贸易到全球供应链的演变》，旨在剥开历史的迷雾，深入剖析那段波澜壮阔的时期，如何孕育出我们今天习以为常的全球商业模式、金融工具乃至风险管理思维。本书将避开宏大叙事，聚焦于那些在腥风血雨中摸索前行的商贾、航海家和金融家们，探究他们如何将“利润最大化”的朴素愿望，转化为驱动世界格局变化的实际行动。 二、 第一部：香料的诱惑与早期资本的集结 本书开篇，我们将细致描摹香料——胡椒、丁香、肉豆蔻——如何从遥远的东方岛屿，成为欧洲上流社会追逐的奢侈品。这种对稀缺资源的渴求，直接催生了早期跨洋贸易的商业逻辑。 1. 风险与回报的原始计算： 在没有精确地图、信息不对称达到极致的时代，一笔远洋贸易的成功，往往取决于船长的经验、船只的适航性，以及对沿途政治气候的判断。我们追溯葡萄牙的航海探险家们，如何建立起“船队”、“据点”、“垄断”这三个核心商业要素，并分析这些早期实践如何间接影响了后世的物流规划。 2. 货币与信用的萌芽： 远距离贸易对现金流提出了极高要求。本书将详细探讨威尼斯和热那亚的银行家族，如何在没有现代银行体系的情况下，通过汇票（Bill of Exchange）来规避携带大量贵金属的风险。汇票的流通、贴现及其背后蕴含的信用评估体系，是理解现代金融工具的起点。我们将解析这些早期信用工具的运作机制，以及它们如何成为资助探险事业的血液。 3. 早期股份制的雏形： 远航的成本巨大，单一个体难以承受。我们考察了如“佛罗伦萨美第奇家族”等商业巨头，是如何通过引入有限合伙人（Limited Partners）的方式，分散投资风险，同时确保决策权的集中。这与后来的特许公司（Chartered Company）在股权结构上的区别与联系，是分析商业组织进化的关键节点。 三、 第二部：特许公司的崛起与全球网络的编织 十六世纪末至十七世纪初，商业活动从家族式的冒险，升级为国家支持下的机构化运作。东印度公司的诞生，标志着全球化商业的真正开端。 1. 荷兰与英国的竞争策略分析： 荷兰东印度公司（VOC）和英国东印度公司（EIC）是本书着墨的重点。VOC 凭借其近乎主权国家的权力——发行股票、建立军队、签订条约——实现了对亚洲贸易的近乎垄断。我们将解构 VOC 早期发行的股票如何运作，它如何通过“固定股息”吸引了第一批真正的“股东”，并分析这种组织形式如何使其在长期竞争中占据优势。 2. 物流的“拉”与“推”： 全球供应链的构建，本质上是对时空进行压缩。本书将分析亚洲的白银流入、茶叶、丝绸、瓷器的“拉动”效应，以及欧洲制成品（如火枪、朗姆酒）如何作为“推力”进入殖民地市场。我们关注港口城市（如巴达维亚、阿姆斯特丹）的仓储管理和库存周转率，这些是比航海技术本身更重要的“隐形效率”。 3. 贸易商品的价值转移： 香料的利润空间被蚕食后，贸易重心转向了烟草、糖和奴隶贸易。我们不回避这段黑暗的历史，而是将其置于商业逻辑下分析：糖的种植园经济如何成为一种工业化前期的“批量生产模式”？奴隶贸易中的三角航线设计，是当时对运输效率和风险对冲的极端优化实践。理解其商业驱动力，有助于我们更全面地看待资本的无形之手。 四、 第三部：风险的定价与金融工具的精细化 随着贸易额的爆炸式增长，对风险的量化管理需求也日益迫切。这一阶段，金融工具从简单的汇兑，发展出更复杂的对冲手段。 1. 早期保险业的诞生与契约精神： 伦敦的咖啡馆，是早期海洋保险业的温床。本书详细考察了早期海事保险合同（Marine Insurance Policy）的条款，特别是“共同海损”（General Average）概念的形成。当船只遭遇灾难时，所有受益人（船主、货主、保费人）共同承担损失的原则，是现代风险共担机制的基石。分析这些契约如何平衡了投保人的道德风险与承保人的定价能力。 2. 泡沫、崩溃与监管的尝试： 任何资本的狂热都会导致泡沫。十七世纪末的“南海泡沫事件”（South Sea Bubble）是研究金融过度自信的经典案例。我们不仅分析了其投机逻辑，更重要的是，考察了事件发生后，英国议会如何仓促通过“泡沫法案”（Bubble Act）试图限制股份公司的设立。这项法案对后续百年间英国商业组织形式的影响，提供了极佳的管制与创新之间博弈的范例。 五、 结语：历史的投影与当代的启示 大航海时代终结了区域性贸易的时代，它用暴力和资本建立了一个初级的全球化网络。本书最终落脚于历史的投影：从香料的稀缺性定价，到跨洋舰队的融资结构，再到对远洋风险的保险对冲，我们今天所依赖的跨国公司治理、全球采购网络（Global Sourcing）乃至金融衍生品的许多底层逻辑，都可以在四百年前的航海日志和银行账簿中找到源头。理解这些“密码”，不仅是对历史的致敬，更是对当前复杂商业环境的深刻洞察。 本书适合所有对商业史、早期金融史、全球供应链管理有浓厚兴趣的读者，它提供了一套不同于传统教科书视角的分析框架，带您重返那段充满机遇、残酷竞争和伟大创新的“大航海时代”。
作者简介
目录信息
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
· · · · · · (收起)
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
· · · · · · (收起)
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我以一个长期从事人力资源管理工作的局外人的身份来评价这本书，它最大的亮点在于其对“软技能”的硬核化处理。我们常常谈论领导力、沟通能力，但往往缺乏一个可量化、可训练的模型来支撑这些模糊的概念。这本书在这方面做得极为出色，它将那些看似虚无缥缈的“软”管理要素，通过引入系统动力学和网络分析的方法，赋予了它们清晰的结构和可测量的指标。我特别注意到了它对“冲突管理”那一节的论述，作者没有采取“避免冲突”的保守策略，而是深入探讨了如何“建设性地利用冲突”来驱动创新。书中提供的一系列诊断工具和干预流程，让我感到非常震撼，这表明作者绝非纸上谈兵，而是有着丰富的咨询实践经验。阅读这本书的过程，就像是接受了一次高强度的专业培训，思维的敏锐度和解决问题的维度都有了显著提升。它不会让你立刻成为一个完美的管理者，但它会让你清楚地知道，自己欠缺的是哪一块基石，以及如何去打磨它。
这本书的文字风格非常具有感染力，它没有采用那种高高在上的学者口吻，而是带着一种老派匠人的踏实和对行业的热爱。我特别喜欢作者在开篇部分对“管理本质”的哲学探讨，这为后续所有具体技巧的展开奠定了深厚的思想基础。它不像很多现代管理书籍那样急于抛出“快速获胜”的技巧，而是引导读者去思考：你为什么要管理？你的管理哲学是什么？这种从“道”到“术”的层层递进，让我的阅读体验非常扎实。我发现书中对供应链和运营效率的分析尤为深刻，它将抽象的组织架构与具体的物料流动、信息传递紧密地联系起来，使我这个非运营背景的读者也能清晰理解流程优化的核心逻辑。这本书的引用文献非常扎实，但作者高明之处在于，他把这些学术源流消化吸收后，用非常流畅的故事化语言重新讲述出来，既保证了学术的准确性，又确保了阅读的愉悦性。这绝对是一本值得反复阅读，并在不同人生阶段都能从中汲取新意的厚重之作。
说实话，我拿到这本书时，心里是存着几分怀疑的，因为市面上关于“管理”的畅销书实在太多了，大多是蜻蜓点水、讲故事多于讲理论。但是，这本书完全打破了我的固有印象。它的学术严谨性和可操作性找到了一个近乎完美的平衡点。我欣赏作者在论述理论模型时所展现出的那种克制和精准，没有为了追求新颖而堆砌华丽辞藻，而是用最朴实的语言，将复杂的系统关系剖析得淋漓尽致。特别是关于“激励机制设计”那一章，它不仅仅停留在马斯洛或赫茨伯格的老套路里，而是引入了行为经济学的视角，解释了为什么人们在面对看似不合理的激励时，反而会做出更积极的反应。我甚至发现书中提到的几个管理学流派的争论焦点，与我最近在公司内部遇到的几次战略分歧点高度吻合。这本书就像一本“思维导图”的蓝本，它帮你梳理了管理学这片广阔森林的脉络，让你知道每棵树木分别属于哪个生态系统。它不是一本快速致富的秘籍，而是一部需要耐心咀嚼、反复品味的经典之作。
这本书的封面设计真是让人眼前一亮，那种沉稳又不失现代感的配色，一下子就抓住了我的注意力。我原本对这类理论性的书籍有些敬而远之，总觉得会是枯燥的公式和晦涩的术语堆砌。然而，当我翻开第一页，被里面清晰的逻辑结构和恰到好处的图表所吸引时，我的疑虑便烟消云散了。作者在阐述核心概念时，总能找到一个极富洞察力的切入点，仿佛他不是在教授知识，而是在与读者进行一场深入的思维对话。特别是对于组织行为学那几个章节的解析，那种对人性微妙之处的拿捏，简直是教科书级别的精准。读起来丝毫没有阅读障碍，更像是在阅读一篇篇经过精心打磨的商业案例分析报告，每一个段落都充满了可以立即付诸实践的智慧。我尤其欣赏作者在提出理论框架后，总会紧接着引用一些跨时代的经典案例进行佐证，这使得抽象的概念一下子变得鲜活起来，让人有种“原来如此”的豁然开朗感。这本书的排版也极其舒服，字号大小和行间距的把握都体现了出版方的用心，即便是长时间阅读也不会感到视觉疲劳。我毫不犹豫地将其推荐给了我正在创业的朋友，相信它能为他们提供一个坚实的理论基石去应对瞬息万变的市场挑战。
我是在一个非常偶然的机会下接触到这本书的，当时正值我职业生涯的一个瓶颈期，感觉自己过去学到的那些经验主义的管理方式已经不再奏效，急需一套更系统、更前瞻的思维框架来指导接下来的决策。这本书给我的感觉，就像是在迷雾中找到了一座灯塔。它没有停留在传统的“计划、组织、领导、控制”的僵硬教条上，而是大胆地融入了最新的信息技术和全球化背景下的复杂性科学理论。我特别喜欢它探讨的“敏捷管理”部分，作者以一种近乎哲学的深度，剖析了在不确定性环境下面对决策惰性的方法。更难能可贵的是，它没有将管理学视为一成不变的真理，而是强调了情境依赖性和文化敏感性。书中对于不同规模企业、不同发展阶段的管理模式差异化论述，体现了作者深厚的实战经验和广博的知识储备。我曾尝试对照书中的某些工具进行内部流程优化，效果立竿见影，团队的协作效率得到了明显的提升，这比单纯的口号式激励有效得多。这本书的价值，不在于它告诉你具体该做什么，而在于它重塑了你对“管理”这个行为的底层认知。
