现代管理学

书籍目录

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

作者简介

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。

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