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Part One The Basis of Management Theory and Science1

1.Why Management1

The Goal of All Managers3

2.Managing:Science or Art4

3.The Functions of the Manager5

Planning7

Organizing7

Staffing9

Leading9

Controlling10

Coordination,the Essence of Managership10

4.Frederick Taylor and Scientific Management12

Taylor's Principal Concern12

Taylor's Principles13

Followers of Taylor17

5.Fayol:Father of Modern Operational-Management Theory20

6.Patterns of Management Analysis:A Management Theory Jungle22

The Managerial Roles Approach23

McKinsey's 7-S Approach26

The Operational,or Management Process,Approach27

Part Two Planning40

1.The Importance of Planning40

To Offset Uncertainty and Change40

To Focus Attention on Objectives40

To Gain Economical Operation42

To Facilitate Control42

2.Enterprise Purpose and Objectives43

Objectives Form a Hierarchy44

Objectives Form a Network45

Multiplicity of Objectives48

Long-Range and Short-Range Objectives49

3.The TOWS Matrix:A Modern Tool for Analysis of the Situation50

Four Alternative Strategies52

4.Industry Analysis and Generic Competitive Strategies by Porter53

Time Dimension and TOWS Matrix53

Industry Analysis54

Overall Cost Leadership Strategy55

Differentiation Strategy55

Focused Strategies55

5.Decision Making As a Key Step in Planning.56

Rationality and Decision Making57

1.Organization Levels and the Span of Management66

Part Three Organizing66

Choosing the Span68

Problems with Organization Levels69

Operational-Management Position:A Situational Approach70

2.Departmentation by Enterprise Function71

Advantages74

Disadvantages74

3.Departmentation by Product75

Advantages77

Disadvantages78

Some Notes of Caution78

4.Choosing the Pattern of Departmentation79

The aim:Achieving Objectives79

Mixing Types of Departmentation80

5.Authority and Power81

6.Line and Staff Concepts82

The Nature of Line and Staff Relationships83

Line and Staff Relationships or Departmentation84

The Nature of Decentralization87

7.Decentralization of Authority87

Different Kinds of Centralization88

Decentralization as a Philosophy and Policy89

8.Delegation of Authority89

How Authority Is Delegated89

Splintered Authority90

Recovery of Delegated Authority91

Part Four Staffing101

1.Definition of Staffing101

Analytical and Problem-Solving Abilities102

2.Skills and Personal Characteristics Needed by Managers102

Personal Characteristics Needed by Managers103

3.The Purposes and Uses of Appraisal105

The Conference Board Study105

The General Electric Studies106

4.The Problem of Management Appraisal107

5.Choosing the Appraisal Criteria108

Performance in Accomplishing Goals108

6.Traditional Trait Appraisals109

Performance as Managers109

Weaknesses of Trait Appraisal110

Attempts to Strengthen Trait Rating111

7.Appraising Managers against Verifiable Objectives113

The Appraisal Process113

Three Kinds of Reviews115

Strengths of Appraisal against Verifiable Objectives117

Weaknesses of Apraisal against Verifiable Objectives118

8.A Suggested Program:Appraising Managers as Managers119

Sample Questions for Appraising Managers as Managers120

Advantages of the New Program122

Weaknesses of the New Program123

9.A Team Evaluation Approach123

Part Five Leading132

1.Human Factors in Managing132

Multiplicity of Roles132

The Importance of Personal Dignity133

No Average Person133

Consideration of the Whole Person134

2.Motivation and Motivators134

Motivation134

The Need-Want-Satisfaction Chain135

Complexity of Motivation136

3.Motivation:The Carrot and the Stick139

4.Defining Leadership140

5.Ingredients of Leadership141

The Importance of Communication143

6.The Communication Function in Organizations143

The Purpose of Communication144

7.Communication in the Organization146

The Manager's Need to Know146

The Communication Flow in the Organization147

Written,Oral,and Nonverbal Communication151

Part Six Controlling163

1.The Basic Control Process163

Establishment of Standards163

Measurement of Performance164

Correction of Deviations165

2.Control as a Feedback System166

3.Feedforward Control168

Feedforward in Management168

Requiremments for Feedforward Control172

Part 1182

1.Why Study Management182

Key to Exercises182

Supplementary Reading182

2.Management History185

Part 2188

1.Planning:Past and Future188

2.Planning Practices in Japan,the United States,and the People's Republic of China192

Part 3196

1.Oraanizing:Past and Future196

2.Organizing Practices in Japan,the united States,and the People's Republic of China200

1.Human Resource Management:Past and Future204

Part 4204

2.Staffing Practices in Japan,the United States and the People's Republic of China207

Part 5213

1.Leadership:Past and Future213

2.Leading Practices in Japan,the United State,and the People's Republic of China217

Part 6221

1.Controlling:Past and Future221

2.Controlling Practices in Japan,the United States,and the People's Republic of China225

译文229