現(xiàn)代管理學

內(nèi)容概要

現(xiàn)代管理學
（第七版）
本書作者系美國羅琳斯管理研究生院管理學教授。這本《現(xiàn)代
管理學》（第七版）主要是用于美國管理院校本科學生的教材，
現(xiàn)已在美國發(fā)行了近二十年。該書分為管理導論、計劃、組織、領(lǐng)
導、控制及其他相關(guān)專題六個部分，共二十三章，內(nèi)容涉及管理學
的理論、原則、方法及企業(yè)經(jīng)營和運作方式等諸多方面。書中每一
章開頭配有引導案例，末尾附以案例研究。除此之外，書中還有一
個七集綜合案例，貫穿于全書六個部分。
該書的特點是結(jié)構(gòu)嚴謹，層次清晰，邏輯性強。全書六個部分、
二十三章聯(lián)系緊密，頗有系統(tǒng)性。作者注重理論聯(lián)系實際，將管理原
理滲透于企業(yè)管理實際之中，通過大、小案例分析的方式啟發(fā)學生獨
立思考，以增強學生分析問題和解決問題的能力。課文部分和案例通
俗易懂，圖文并茂，資料較新，適合學生及在職管理人員自學。
該書理論體系和主要內(nèi)容基本上以美國和其他西方國家的國情為
基點，在理論深度上比較適合我國經(jīng)濟管理院校管理專業(yè)本科學生和
企業(yè)在職管理人員作教材或教學參考資料。

書籍目錄

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

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