管理學

內容概要

　　本書由美國著名管理學家斯蒂芬·p.羅賓斯教授撰寫，是西方經典的管理學教材，被歐美大多數商學院選為指定教材或推薦參考書。本書以管理過程為主線，分別闡述了管理的四大職能：計劃、組織、領導與控制。管理是一門動態(tài)的學科，因此本書堅持以應用為導向，并不斷引入前沿話題，反映了最新的管理思想和管理界的最新趨勢。
　　本書結構清晰，語言生動，博采眾長，不僅提供了大量的應用案例，而且薈萃了眾多學者的研究成果。同時，作者還頗具匠心地設計了多個實用性很強的專欄和練習，幫助讀者掌握所學內容。對于高校學生和企業(yè)管理者，本書均是一部極好的教材或參考書。

作者簡介

　　斯蒂芬·P．羅賓斯(Stephen P.Robbins)
美國圣迭戈州立大學榮譽教授，管理學與組織行為學領域全球最暢銷教材的作者，其著作在全美超過1000所大學中廣泛使用，并被翻譯為16種語言。羅賓斯博士長期從事管理學和組織行為學研究，他撰寫的教科書中最著名的有《管理學》《組織行為學》《組織行為學精要》《人際技能培訓》等。

書籍目錄

preface xv
part one defining the manager's terrain 1
　chapter 1 introduction to management and organizations 3
　chapter 2 management history 23
　chapter a organizational culture and environment 43
　chapter 4 managing in a global environment 69
　chapter s social responsibility and managerial ethics 91
part two planning 117
　chapter 6 managers as decision makers 119
　chapter 7 foundations of planning 143
　chapter 8 strategic management 161
part three organizing 181
　chapter 9 organizational structure and design 183
　chapter 10 managing human resources 205
　chapter 11 managing teams 231
　chapter 12 managing change and innovation 257
part four leading 279
　chapter 13 understanding individual behavior 281
　chapter 14 managers and communication 312
　chapter 15 motivating employees 339
　chapter 16 managers as leaders 369
part five controlling 395
　chapter 17 introduction to controlling 397
　chapter 18 managing operations

章節(jié)摘錄

版權頁：   插圖：   The other two concepts-social responsiveness and social responsibility-reflectthe socioeconomic view, which says that managers' social responsibilities go beyondmaking profits to include protecting and improving society's welfare. This view isbased on the belief that corporations are not independent entities responsible only tostockholders but have an obligation to the larger society. Organizations around theworld have embraced this view, as shown by a recent survey of global executives inwhich 84 percent said that companies must balance obligations to shareholders withobligations to the public good.5 But how do these two concepts differ? Social responsiveness means that a company engages in social actions inresponse to some popular social need. Managers in these companies are guided bysocial norms and values and make practical, market-oriented decisions about theiractions. For instance, managers at American Express Company identified threethemes-community service, cultural heritage, and leaders for tomorrow-to guideit in deciding which worldwide projects and organizations to support. By makingthese choices, managers "responded" to what they felt were important social needs." A socially responsible organization views things differently. It goes beyond what it'sobligated to do or chooses to do because of some popular social need and does whatit can to help improve society because it's the right thing to do. We define socialresponsibility as a business's intention, beyond its legal and economic obligations, todo the right things and act in ways that are good for society.8 Our definition assumesthat a business obeys the law and cares for its stockholders, and it adds an ethicalimperative to do those things that make society better and not to do those that make itworse. As Exhibit 5-1 shows, a socially responsible organization does what is rightbecause it feels it has an ethical responsibility to do so. For example, Abt Electronics inGlenview, Illinois, would be described as socially responsible according to our definition. As one of the largest single-store electronics retailers in the United States.

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