管理学(全英语)

谭云清

目录

  • 1 Introduction to Management and Organizations
    • 1.1 beginning
    • 1.2 who Are Managers?
    • 1.3 why are Managers Important?
    • 1.4 where do Managers Work?
    • 1.5 What Is Management?
    • 1.6 What Do Managers Do?
    • 1.7 What are the factors that are reshaping and redefining the manager’s job?
    • 1.8 Why Study Management?
  • 2 Constraints and Challenges for the Global Manager
    • 2.1 The Manager: Omnipotent or Symbolic
    • 2.2 The Organization’s Culture
    • 2.3 Current Organizational Culture Issues Facing Managers
    • 2.4 The Environment
  • 3 Social Responsibility and Managerial Ethics
    • 3.1 What Is Social Responsibility?
    • 3.2 Green Management
    • 3.3 Managers And Ethical Behavior
    • 3.4 Encouraging Ethical Behavior
    • 3.5 Social Responsibility And Ethics Issues In Today’s World
  • 4 Managers as Decision Makers
    • 4.1 The Decision-Making Process
    • 4.2 Four Ways Managers Make Decisions
    • 4.3 Types of Decisions and Decision-Making Conditions
    • 4.4 Decision-Making Styles
    • 4.5 Effective Decision Making In Today’s World
  • 5 Introduction to Planning
    • 5.1 The What and Why Of Planning
    • 5.2 Goals and Plans
    • 5.3 Setting Goals and Developing Plans
    • 5.4 Contemporary Issues in Planning
  • 6 Organizational Structure and Design
    • 6.1 Defining Organizational Structure
    • 6.2 Mechanistic and Organic Structures
    • 6.3 Common Organizational Designs
  • 7 Contemporary Organizational Design
    • 7.1 contemporary organizational designs
    • 7.2 how organizations organize for collaboration
    • 7.3 today’s organizational design challenges
  • 8 Motivating Employees
    • 8.1 What Is Motivation?
    • 8.2 Early Theories of Motivation
    • 8.3 Contemporary Theories of Motivation
    • 8.4 Current Issues in Motivation
  • 9 Manager as Leaders
    • 9.1 Who Are Leaders and What Is Leadership
    • 9.2 Early Leadership Theories
    • 9.3 Contingency Theories of Leadership
    • 9.4 Contemporary Views of Leadership
    • 9.5 Leadership Issues in the Twenty-First  Century
  • 10 Introduction to Controlling
    • 10.1 What Is Control and Why Is It Important?
    • 10.2 The Control Process
    • 10.3 Controlling Organizational Performance
    • 10.4 Tools for Measuring Organizational Performance
    • 10.5 Contemporary Issues in Control
The Manager: Omnipotent or Symbolic



2.1 The Manager: Omnipotent or Symbolic


•Contrast the actions of managers according to the omnipotent and symbolic views.


•Identify the two constraints on managerial discretion.

 


2.2.2The Organization’s Culture


•Identify the seven dimensions of organizational culture.


•Discuss the impact of a strong culture on organizations and managers.


•Explain how a culture is formed and maintained.


•Describe how culture affects managers.