1、整理老師課堂畫的重點，結(jié)合ppt與復(fù)習(xí)提綱題型：一、multiple choice單選題(20*1)二、true or false判斷(10*1)三、short answer question(4*5,4 out of 6)簡答綱要四、essay question(2*10,2 out of 3)簡答+解釋五、case study(1*30,1 out of 2)理論+闡述（聯(lián)系案例，觀點突出，層次清楚）+結(jié)論Part 1：The Basis of Global Management Theory and Practice (Chapter 1, 2 & 3)1. Management: Sc

2、ience, Theory and Practice (An Overview)2. Management and Society3. Global, Comparative and Quality Management1. Management: Science, Theory and Practice (An Overview)1) Definition of managementManagement is the process of designing and maintaining an environment in which individuals, working togeth

3、er in groups, efficiently accomplish selected aims.2) Five managerial functions: planning, organizing, staffing, leading, controlling-The functions of managers: p23-25-Coordination: the essence of managership3) Managerial functions at different organizational levels: how time is spent in carrying ou

4、t managerial functions at different organizational levels (P2 Figure1.1)4) Managerial skills and the organizational hierarchy:-Four skills required: technical skills, human skills, conceptual and design skills-How skills differ at different management levels (P5 Figure 1.2)5) The goals of all manage

5、rs: to create a surplus6) Productivity, effectiveness and efficiency-Definition of productivityProductivity is the output-input ratio within a time period with due consideration for qualityProductivity=Outputs/Inputs (within a time period, quality consideration)-Compare effectiveness and efficiencyP

6、roductivity implies effectiveness and efficiencyEffectiveness is the achievement of objectives.Efficiency is the achievement of the ends with the least amount of resources.7) Managing as practice is an art.The organized knowledge underlying the practice is a science.Science and art are not mutually

7、exclusive; they are complementary.8) P10-12了解3位管理學(xué)家的理論Frederick Taylorscientific management-maximum outputHenri FayolThe Father of Modern Management Theory-Unity of command: Employees should receive orders from one superior only.Elton Mayothe Hawthorne effect9) Understanding the systems approach to

8、management: a basic understanding of how this book is organized (P22 Figure 1.6全書綱要)2. Management and Society1) The organization and its External Environment(P37 Figure2.1,了解外部環(huán)境都有什么，同時與內(nèi)部環(huán)境區(qū)分)2）Definition of a pluralistic society多元化社會A pluralistic society: many organized groups represent various in

9、terests.Each group has an impact on other groups, but no one group exerts an inordinate amount of power. Many groups exert some power over business.3) Concepts of the ecological environmentEcology: the relationship of people and other living things with their environment, such as soil, water, and ai

10、r.4) 企業(yè)社會責(zé)任Corporate social responsibility: “seriously” considering the impact of the companys actions on society.Social responsiveness: the ability of a corporation to relate its operations and policies to the social environment in ways that are mutually beneficial to the company and to society.5)

11、Ethics in managingEthics: obligationBusiness ethics is concerned with truth and justice and has a variety of aspects, such as the expectations of society, fair competition, advertising, public relations, social responsibility, consumer autonomy, and corporate behavior in the home country as well as

12、abroad.6) Whistle-blowing揭發(fā)劣行: making known to outside agencies unethical company practices.7) Trust is the basis for change managementBelardo points out that trust should go beyond individual relationships and extend to the organization through the creation of a culture of trust that transcends ind

13、ividual leadership.變革管理的基礎(chǔ)是信任：人與人企業(yè)文化3. Global, Comparative and Quality Management1) 國際管理The study of International management focuses on the operation of international firms in host countries.國際商務(wù)International businesses engage in transactions across national boundaries. These transactions include

14、the transfer of goods, services, technology, managerial knowledge, and capital to other countries.2) Forms of international business : P57 figure 3.1注意流動要素及方式3)Unifying Effects一 致性效應(yīng): unifying influences occur when the parent country provides and shares technical and managerial know-how, thus assist

15、ing the local company in the development if human and material resources.4) Multinational corporations 跨國公司-Definition of multinational corporations (MNCs)Multinational corporations have their headquarters in one country but operate in many countries.-Understand how MNCs can be conducted:Ethnocentri

16、c orientation: Style of the foreign operations is based on that of the parent companyPolycentric orientation: Foreign subsidiaries are given a great deal of managerial freedomRegiocentric orientation: Favors the staffing of foreign operations on a regional basisGeocentric orientation: Entire organiz

17、ation is viewed as an interdependent system operating in many countries區(qū) 分民族中心論ethnocentric（parent country）、多國中心論polycentric（host country）、區(qū)域中心論regiocentric（以區(qū)域劃分，eg.歐洲、東亞）、全球中心論geocentric（collaborative 雙向交流）記要點：-Advantages of multinationalsTaking advantage of business opportunities and raising mone

18、y Establishment of low-cost production facilities Access to natural resources and materials Recruitment of managers and personnel -Challenges for MultinationalsIncreasing nationalism Better business negotiation skills of developing countries Maintaining good relations with the host country 5) Global

19、 or transnational corporations全球性公司或跨境公司: views the whole world as one market。6) Country alliances and economic blocs了解即可-European Union-北美自由貿(mào)易區(qū)North American Free Trade Agreement (NAFTA )The United States, Canada, and Mexico-東盟自由貿(mào)易區(qū)Association of South East Asian Nations (ASEAN)（無中國）7) Internationa

20、l management: cultural and country differences-France: Le Plan and Cadre (government planning on a national scale)-Germany: Authority and Codetermination勞資共同決策-Korea: Chaebol is characterized by a tight collusion between government and industrial conglomerates大財閥：與政府有緊密聯(lián)系Korean concept of inhwa tran

21、slates into harmony-Japan: a. Lifetime employment b. Decision-making: bottom-up (美: up-down) c. Theory Z 日本的管理方法怎樣使用與美國An emphasis on the interpersonal skills needed for group interaction工作、生活圈子An emphasis on group decision-making群體決策，責(zé)任在個人（日本：責(zé)任在群體）An emphasis on informal relationships based on tru

22、st (“Wa”)和諧8) Porters competitive advantage of nations (p70) factor conditions生產(chǎn)要素/demand conditions/suppliers/firms strategy and structure/rivalry Part 2 : Planning(Chapter 4 & 5)1. Planning (a whole picture)2. Objectives3. Strategic planning1. Planning1) Definition of planningPlanning involves sel

23、ecting missions and objectives anddeciding on the actions to achieve them; it requiresdecision-making, that is, choosing a course of action from among alternatives.2) Planning and controlling are inseparable - the Siamese twins連體嬰兒 of managementP85 Figure4.13) Types of plans (understand the concepts

24、 of the types of plans)了解含義、分辨屬于哪一種(1) mission or purposes= visions使命，公司存在的目的(2) objectives or goals具體、可衡量是否實現(xiàn)(3) strategies 戰(zhàn)略：long-term(tactic: short-term)(4) policies政策，指導(dǎo)決策general statements or understanding that guide decision-making(5) procedures:程序 method of handling future activities(6) rule

25、s: 規(guī)則，嚴格e.g.no smoking(7) programs項目(8) budgets 預(yù)算 expected results expressed in numerical terms4) Steps in planning (pp 89- 93):(1)Being Aware of OpportunitiesIn light of:The market/Competition/What customers want/Our strengths/Our weaknesses(2) Establishing Objectives (Setting Objectives or Goals)

26、What we want to accomplish(3) Developing Premises (Considering Planning Premises)In what environmentinternal or externalwill our plans operate?Forecasting is important in premising.-Principle of planning premises計 劃假定原理: the more thoroughly individuals charged with planning understand and agree to u

27、tilize consistent planning premises, the more coordinated enterprise planning will be.(4) Determining Alternative Courses(Identifying Alternatives)(5) Evaluating Alternative Courses (Comparing Alternatives in Light of Goals )(6) Selecting a Course (Choosing an Alternative)(7) Formulating Derivative

28、Plans/ Supporting Plans(8) Quantifying Plans by Budgeting5) Coordination of short- and long-range plansNo short-run plan should be made unless it contributes to the achievement of the relevant long-range plan.2. Objectives1) Definition of objectivesObjectives or goals (p86): the ends toward which ac

29、tivity is aimedveriable objectives（目標(biāo)可驗證性）: at the end of the period it should be possible to determine whether or not the objective has been achieved2) Hierarchy of objectives (p95 Figure 4.3)Board of directors: socio-economic purposeTop-level managers: mission, overall objectives (long-range, stra

30、tegic)Middle-level managers (objectives in order): more specific overall objectives (in key result areas), division objectivesLower-level managers: department and unit objectives, individual objectives3) How to set verifiable objectives- Verifiable objectives (p97 Table4.1)- Quantitative and qualita

31、tive objective4) MBO (management by objectives)- Concept of MBO: a comprehensive managerial system (1) that integrates many key managerial activities in a systematic manner (2) and is consciously directed toward the effective and efficient achievement of organizational and individual objectives-Bene

32、fits of MBOMotivational aspects of clear goals Improvement of managing Clarification of organizational roles, structures and delegation of authority Encouragement of commitment to the goals Development of effective controls -Failures of MBO and recommendations（weaknesses）Failure to teach the subordi

33、nates the concept of MBO programs Failure to give guidelines to goal setters Failure to set verifiable goals with the right degree of flexibility Conflicts between short-run goals and long-run goals Overuse of quantitative goals 3. Strategic Planning1) Strategy is defined as the determination of the

34、 basic long-term objectives of an enterprise and the adoption of courses of action and allocation of resources necessary to achieve these goals.Policies are general statements or understanding that guide or channel thinking in decision-making（見第四章）Strategy concerns the direction in which human and m

35、aterial resources will be applied in order to increase the chance of achieving selected objectives.The essence of policy is discretion2)Strategic planning process戰(zhàn)略計劃的流程P109( requirements: be able to describe the strategic planning process; understand how to make industry analysis)- Inputs-Industry

36、analysis (Porters theory): to evaluate the attractiveness of theindustry by analyzing the external environment (five forces: p120)- Enterprise profile (where the company is, where it should go missions)- Present and future external environment (threats and opportunities)- Internal environment (stren

37、gths and weaknesses) TOWS Matrix- Alternative strategies- Evaluation and choice of strategies- Implementation- Consistency planning應(yīng)急計劃2) TOWS Matrix重點Steps: 1 Evaluate the internal factors- dominating factors: W or S?2 Evaluate the external factors- dominating factors: T or O?3 Select the strategy:

38、 SO/WO/ST/WT strategyTows Matrix for Strategy Formulation P113 Figure5.2超級重要，每個格內(nèi)容解釋及應(yīng)用3) Blue Ocean: less competitive market4) Business Portfolio Matrix組合矩陣 stars/question marks/cash cows/dogsP117 Figure 5.4畫圖、解釋(注意橫縱軸)5) Hierarchy of company strategiesCorporate-level strategy (developed by executi

39、ves-industries, portfolio of businesses)Business strategies (developed by general managers of business unitsto gain a competitive advantage in a particular area of product line)Functional strategies/policies(devised for departments to support the business and corporate strategies.)6) 波特的產(chǎn)業(yè)分析方法和一般競爭戰(zhàn)

40、略Porters industry analysis and generic competitive strategies The basis for formulating generic strategies:- An analysis of the attractiveness of an industry (industry analysis)- The companys position within the industryA) Industry analysis (five forces)(1) The competition among companies (2) The th

41、reat of new companies entering the market (3) The possibility of using subsititute products or services (4) The bargaining power of suppliers (5) The bargaining power of customersB) generic competitive strategies:Step 1: overall cost leadership strategy OR differentiation strategy?成本優(yōu)勢戰(zhàn)略、差異化戰(zhàn)略Step 2

42、: broad market OR narrow market (focused strategy)?Step 3: focused low-cost strategy OR focused differentiation strategy/ broad market low-cost strategy OR broad market differentiation strategy6) Planning premises are the anticipated environments in which plans are expected to operate7) Delphi Techn

43、ique（了解）experts, make a forecast, feed back, repeat, consensusPart 3: Organizing (Chapter 7)1. The Nature of Orgnanizing1) Organizational role:目標(biāo)職責(zé)權(quán)限Verifiable objectives/major duties or activities involved/area of discretion or authority2) Definition of organizing (p24)Organizing is part of managin

44、g which involves establishing an intentional structure of roles for people to fill in an organization.Organization implies a formalized intentional structure of roles or positions.Intentional structure of roles:People working together must fill certain rolesThe roles people are asked to fill should

45、be intentionally designed to ensure that required activities are done and that activities fit together so that people can work smoothly, effectively, and efficiently in groups.3) Organization- Formal organizationthe intentional structure of roles in a formally organized enterprise- Informal organiza

46、tion a network of interpersonal relations that arise as people associate with one another4) Organizational levels and the span of management-The reason for levels of organization is the limitation of the span of managers.(Organizational levels exist because there is a limit to the number of persons

47、a manager can supervise effectivelyA wide spanfew organizational levels/ a narrow spanmany levels)-Problems with organizational levels: 層級過多的問題Are expensive/ complicate communication/ complicate planning and control.-Organization structures with narrow and wide spans: P150 figure 7.2 錐式（寶塔式）與扁平式結(jié)構(gòu)各自

48、的優(yōu)勢、劣勢- Principle of the span of management (p150)管理幅度原則There is a limit to the number of subordinates a manager can effectively supervise, but the exact number will depend on the impact of underlying factors (內(nèi)在因素).(It is desirable to examine what can be done to extend the span without destroying e

49、ffective supervision)5) Factors Determining an Effective Span-Personal capacities as comprehending quickly, getting along with people, and commanding loyalty and respect- A managers ability to reduce the time he or she spends with subordinatesEntrepreneuring2.(The essence of entrepreneurship is inno

50、vation, that is, goal-oriented change to utilize the enterprises potential.)Difference between an intrapreneur and an entrepreneur (p 152)企業(yè)內(nèi)創(chuàng)業(yè)者與企業(yè)外創(chuàng)業(yè)者的區(qū)別-An intrapreneur is a person who focuses on innovation and creativity and who transforms a dream or an idea into a profitable venture by operating

51、 within the organizational environment-The entrepreneur is a person who does similar things as the intrapreneur, but outsidethe organizational setting3. Reengineering the Organization 組織再造 P155-156 =BPR(business process reengineering)1) Reengineering: the fundamental rethinking and radical design of

52、 business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service, and speed. Key points: fundamental, radical, dramatic, process2) Three types of companies undertake the reengineering programs:- Companies that find themselves in de

53、ep competitive trouble- Companies with manager who can see problems arising- Companies with managers who are ambitious and aggressive(In practice, reengineering means to start over with a clean sheet of paper and rebuild the business better.“If I were recreating this company from scratch, knowing wh

54、at I know now and given current technology, what would it look like?”)Part 4: Staffing (Chapter 11)1. Definition of Staffing Staffing is filling, and keeping filled, positions in the organization structure.2. Systems Approach to Staffing (p212)FIGURE11.1Enterprise plansorganization plansnumber and k

55、inds of managers required 1) Factors affecting the number and kinds of managers requiredthe size/ the complexity of the organization structure/ expansion of the enterprise/ turnover rate (turnover rate=number of people who resigned voluntarily/ total number of people* 100%)2) Manager inventory管理者庫存K

56、eeping abreast of the management potential within a firm can be done by the use of a management inventory chart (also called management replacement chart).P214 Figure11.23) Analysis of present and future needs for managers3)-Determined by enterprise plan, number and kinds of managers required, manag

57、ement inventory, external and internal factors, etc.Personnel(有關(guān)人事的) actions based on anger supply and demand within the enterprise P216 Figure 11.3 記住針對不同情況的行動- Supply of managers (high-low)- Demand of managers (high-low)4) Situational factors affecting staffing記住小標(biāo)題(1) The external environment: ex

58、ternal factors such as educational, socio-cultural, legal-political, economic constraints or opportunities (例：社會因素 prevailing attitudes of workers)參見chapter2 Reason?whya. Equal employment opportunityb. Women in managementc. Diversity in the workplace (different perspectives/views, accept that everyo

59、ne is different)d. Staffing in the international environment (Companies have three sources for staffing the position: managers from the home/host/third country)(2) The internal environment:a. Promotion from within (promotion from within-suitable for very large companies)b. The policy of open competi

60、tion公開競爭原則principle of open competition: open vacant positions to the best-qualified persons available, whether inside or outside the enterprise.5) Recruitment, selection, placement, promotion, separation(1) Definition of SelectionSelection is the process of choosing from among candidates, from with