马克思原著选读读后感

第一篇：马克思原著选读读后感

马原著选读读后感

关于工资。资本主义工资不是劳动力的价值而是资本家为工人的生存付最少的账单，维持在对工人剥削的底线。在资本家与工人的关系中，这在马克思看来是极不合理的，孔子说过，劳心者制人，劳力者制于人。从主要方面来看，资本主义从马克思的那个时代直到现在，一直对人类社会产生着积极的影响。资本主义的繁荣带来了市场经济的活跃，对社会的积极作用大于消极作用。所以邓小平才一直提倡市场经济，正是因为看透了当今经济的走向，只有迎合潮流才能生存发展。从目前的情况来看，实现社会主义的道路还很长很长，就像一本书里说的，可能要几十辈人的努力才有可能实现。其实，共产主义的按劳分配的方式，是人类最理想的分配方式，但记住，这仅仅是理想而已，要知道，有句话叫;理想很丰满，现实很骨感。我们现在不应该去探讨社会主义实现的可能性，而应该放眼未来，该怎么顺着潮流，以最合适的方式来促进经济乃至整个人类社会的全面进步。不应该呆在共产主义社会的虚幻美梦里，几十年前的教训已经告诉我们，目前还是无法实现的。而且，马克思在他的作品里也已经承认，社会主义的实现必须基于一定的社会基础，我想，这个基础对全人类社会各方面的要求一定很高很高，高到也许上帝也看不到了。如果真有上帝的话。

关于资本家和资本的一点个人看法。我们都知道，邓小平的改革开放是允许一部分人先富起来的，而这富起来的一部分自然应该是得益

于市场经济（我们称之为社会主义市场经济）而完成了如西方早期资本主义掠夺般的资本积累。而这些积累，不但让整个中国进入了经济腾飞的阶段，而且加大了中国的贫富差距并在一定程度上激发了社会矛盾。没错，在这之前的中国人都很穷，而之后的中国人，一部分仍然很穷，但一部分有钱了。是个人都看得出来，弊远远大于利。这又一次验证了走市场经济的道路是正确的，资本主义还是有强大的生命力的，这也是这三十几年来，邓小平的改革开放政策一直受到拥护的根本原因。我们都知道，要结束一件极具生命力的事物必然会激发矛盾，这在中国成立后的几十年里也得到了很好的验证。资本家的存在和资本的集中是具有社会必然性的。比如工人与资本家。就像一个打工仔突然发了一笔大财，他用这些钱去投资，摇身一变成了资本家。我们不能说他在倒退或者说他对劳动者残酷剥削之类的偏激之语。再如，一个有上千万资本的人，他很勤劳，还在给我们所说的资本家打工，可他从本质上看还是一个工人，尽管他的钱比我们口中的某些剥削工人的资本家还多。我们要怎么说呢？一个勤劳的工人，还是有着许多资本积累的不良人类？这样说的话，会让马克思社会主义有仇富之嫌。所以，资本家和资本不是什么洪水猛兽，这是社会的发展历程中必然会出现的，而且无法被人为消灭的事物罢了。

由马克思主义想到的中国的社会主义市场经济。其实，本质上就是由政府代替大资本家的地位，垄断某些行业，就如我们口中的经济命脉之类的。当然，如果我们的政府是一个在任何情况下都为全国人民利益着想的机构的话，那么，我们就不能说大资本家化身为政府残酷

剥削人民，这样说是要犯思想错误的，如“文革”般的。其实，中国的政府要是能做到高中的政治书上所说的那些我们可以称之为：人民公仆的职责的话，社会主义市场经济，就是找了一个为人民服务的大资本家而已，取之于民，用之于民，我们何乐而不为呢？不过，请注意我说的前提。

这部分选读，我只选了一小部分我有兴趣的看了，不知道是翻译的原因还是马克思本身文笔就不好，有点晦涩难懂，但这对一个从初中到现在一直在受各种关于马克思思想宣传影响的中国青年来说，理解起来却不难。也许，马克思主义的拥护者，我们伟大的党，他认为这样无孔不入的宣传可以巩固共产党的统治，使我们不受资本主义腐朽思想的影响。如果，资本主义世界是堕落的地狱的话，那么，这几十年来，自邓小平开始的几代领导集体在用行动告诉我们：我不入地狱谁入地狱。

第二篇：《马克思主义原著选读》读后感

《马克思主义原著选读》读后感

就我个人而言，在读《马克思原著选读》这本书之前，我对马克思主义的了解，仅仅是马克思主义政治经济学和马克思主义哲学教程，说实在的，这些死的结论常常令我提不起兴趣，抽象而空洞，学过之后，我对于马克思主义的认识也只是一些抽象的结论和字句，不仅没有真正理解马克思主义，而且很快就遗忘了，甚至是有意无意地会对马克思主义产生反感，而真正的马克思主义是需要在马克思恩格斯原著中去领会的。

在读《马克思恩格斯原著选读》的时候，我感觉我似乎是才第一次接触马克思主义思想，读完这本书之后，对于社会现象能够看得更通透，对于通常的社会问题和政治问题能够更深入地理解，难怪恩格斯说，马克思著作是一部社会科学百科全书，透过他的著作处处可以感受到关于社会分析和政治问题的真知灼见。

《马克思恩格斯原著选读》中包含了许多马克思、恩格斯、列宁、毛泽东、邓小平等人的著作思想，涉及政治、经济、哲学、社会问题等多个领域，其中，我对马克思的著作风格印象最深，他的思想极其严整，博大精深，文章语言奔放有力，时而诙谐风趣，时而辛辣讽刺，经典引述信手拈来，表明他的知识非常渊博，论证思维缜密，思想深邃，反映了马克思对所研究问题从来不是浅尝辄止，而是深思熟虑的结果。因此，阅读马克思著作，不仅仅是思想的洗礼，认识上的升华，更是精神上的享受，作为现代人不可以不读马克思著作，它既是现代生活的体现者，更是了解现代社会，具有博大的人文关怀、社会责任现代公民。

对于这本书，我研读较深的是《共产党宣言》对于中国社会主义的影响。半个多世纪以前，当马克思、恩格斯发表《共产党宣言》，以无比巨大的理论威力、思想锋芒和战斗精神令西方统治阶级发抖时，中国正在帝国主义列强的侵略下逐步陷入半殖民地半封建的深渊„„

半个多世纪年以后的今天，社会主义中国昂然屹立于世界东方，中国共产党以毛泽东思想、邓小平理论等先进思想，迎接着世界变局的挑战。从《共产党宣言》到邓小平理论，浓缩了半个多世纪国际共产主义运动波澜壮阔的发展历程，更显示着中国共产党奋斗发展的辉煌。

1848年2月，英国伦敦瓦伦街19号一家不大的印刷所，印出了一本字数不多却震撼世界、影响人类的小册子--《共产党宣言》。这本小册子之所以有如此巨大的威力，是因为它的发表标志着一个伟大的真理--马克思主义的诞生。

在马克思主义诞生以前，一切社会运动都是少数人的或者为少数人谋利益的运动。在《共产党宣言》中，马克思、恩格斯以历史唯物主义考察了人类社会的发展进程，论述了社会主义代替资本主义、最终发展为共产主义的历史必然，阐明了无产阶级作为资本主义掘墓人和未来社会创造者所担负的历史使命。《共产党宣言》成为工人阶级斗争实践的一个光辉起点。

在黑暗的旧中国，这个光辉起点的到来，浸透着无数仁人志士的智慧、勇敢和鲜血。太平天国农民革命运动、资产阶级改良运动、义和团反帝爱国运动，这些斗争的最终失败揭示，农民、资产阶级改良派都不可能承担起领导民主革命的重任。1911年，辛亥革命结束了中国两千多年的封建君主专制制度，但这次革命由于历史的、阶级的局限，未能改变旧中国的半殖民地半封建性质和人民的悲惨境遇。路在何方？这依然是中国志士仁人和先进知识分子苦苦求索的问题。1921年7月，马克思主义与中国工人运动相结合的产物--中国共产党宣告成立。中国共产党自诞生之日起就高高举起了马克思主义旗帜，从此，中国革命有了科学理论的指引，中国革命的面貌焕然一新。艰难困苦，玉汝于成。以毛泽东为代表的中国共产党人，坚持把马克思主义的普遍真理同中国革命的具体实践相结合，完成了民族独立和人民解放的历史重任，取得了新民主主义的伟大胜利。从1848年《共产党宣言》发表到1949年中华人民共和国成立，100年的时间，共产主义的“幽灵”在古老的东方大国化作喷薄而出的红日，光芒四射„„

历史唯物主义揭示，每一历史时代的经济关系是整个社会的基础，生产力的发展是社会变革和进步的终极原因。《共产党宣言》的一个重要理论贡献就是强调：无产阶级夺取政权以后，要把发展生产力摆在首位。

在中国这样一个经济文化比较落后的东方大国建设社会主义，是马克思主义发展史上的新课题。正如邓小平所指出的：“在社会主义国家，一个真正的马克思主义政党在执政以后，一定要致力于发展生产力，并在这个基础上逐步提高人民的生活水平。

我国改革开放20多年，取得了举世瞩目的伟大成就，生产力发展水平、人民生活水平、综合国力都上了一个新的台阶。面向新世纪，党中央提出“三个代表”的重要思想。“三个代表”是对国际共运史和中共党史经验的深刻总结，闪耀着马克思主义的真理光芒。

历史雄辩地说明，代表中国先进社会生产力发展要求、先进文化前进方向和最广大人民根本利益的中国共)产党，必将指引中华民族走向新的辉煌。

中国共产党领导中国人民取得的丰功伟绩，有如日月经天，江河行地，改变了中国的历史和面貌，并深刻影响着人类社会的发展，并向世人昭示：马克思主义只有同时代前进的步伐和各国的具体实际相结合，才能焕发出经久不息的活力。

从《共产党宣言》到邓小平理论，科学社会主义理论的真理之火，之所以能穿越150多年的时空依然光芒四射、璀璨夺目，其原因就在于：马克思主义一以贯之的理论品格，就是与时俱进。

在人类文明史上，有过许多传世名著，但没有哪一篇能够像《共产党宣言》这样牵动全世界最广大人民的心魄。因为马克思主义不是僵死不变的教条，而是不断发展的理论。正如马克思在为《共产党宣言》1872年德文版写的序言中强调的，“随时随地都要以当时的历史条件为转移”。

生产力的发展本身是一个新陈代谢的过程，落后了就会逐步退出历史舞台，被先进的生产力所代替。就工人阶级的某一部分而言，也可能由于新的生产力不断出现，原先所联系的生产力变得落后了。为了从整体上始终保持工人阶级是先进生产力的代表者，工人阶级的内部结构也应该随时相应地加以变动，不断地向更加先进的生产力转移。作为工人阶级先锋队的共产党，也应该有不断前进的意识。

开拓，才有出路；创新，才能发展。一个执政党只有不断地研究新问题，总结新经验，努力推进党的理论创新和实践创新，才能永远走在时代的前列。“三个代表”本身是创新的产物，处处体现出创新精神，其实质是要求全党在新的历史条件下，研究新情况、解决新问题，及时进行新的理论概括。

在实践中丰富和发展马克思主义，这种实事求是的思想路线，正是马克思主义活的灵魂，是马克思主义的真谛。

第三篇：马克思原著导读读后感

马克思原著导读读后感

通过阅读马克思经典著作，我加深了对马克思主义基本理论的理解。通过本次学习，我深刻地认识到了马克思主义的文化品格。

许多人仅仅把马克思主义看成是一种意识形态的理论，而忽视其内在的文化品格。其实，马克思主义之所以能够成为意识形态，成为人们行动的指南，其内在的根本原因是它的科学性。在马克思主义这里，意识形态性和科学性是辩证统一的。它既是一种意识形态，也是一种科学理论。我们只有深刻的认识到了这一点，才能心悦诚服的接受马克思主义理论教育，不仅把马克思主义作为指导思想来信仰，而且把它作为一种知识体系和科学方法来接受。

马克思，1818年5月5日生于德国普鲁士。他25岁时迁居法国巴黎。在大学里研究法学 历史和哲学。大学毕业后，就开始了他一生的政治活动。他与恩格斯一起在革命实践中共同战斗，在革命理论上共同创造，直到1883年3月14日因病逝世。

《共产党宣言》由马克思和恩格斯于1848年2月共同起草，标志着马克思主义的诞生。它第一次系统而完整地阐述了科学社会主义理论，指出共产主义运动已成为不可抗拒的历史潮流，揭示了资本主义必然灭亡和共产主义必然胜利的客观规律，阐明了无产阶级推翻资本主义建立社会主义和共产主义的伟大历史使命。

引言中写道：一个幽灵，共产主义的幽灵，在欧洲大陆徘徊。为了对这个幽灵进行神圣的围剿，旧欧洲的一切势力，教皇和沙皇 梅特涅和基佐 法国的激进派和德国的警察，都联合起来了。

有哪一个反对党不被它的当政的敌人骂为共产党呢？又有哪一个反对党不拿共产主义这个罪名去回敬更进步的反对党人和自己的反动敌人呢？

从这一事实中可以得出两个结论：共产主义已经被欧洲的一切势力公认为一种势力；现在是共产党人向全世界公开说明自己的观点 自己的目的 意图并且拿党自己的宣言来反驳关于共产主义幽灵神话的神话的时候了。

为了这个目的，各国共产党人集会于伦敦，拟定了如下的宣言，用英文 法文 德文 意大利文 弗拉芒文和丹麦文公布于世。之后被译成了更多的版本问世。至今，在全国发现中文第一版本《共产党宣言》只有11本，浙江两本，上虞一本。在建党80周年前夕，上虞市档案馆珍藏的《共产党宣言》中文首译本，再次引起社会各界的极大关注。这让身为上虞的我，倍感自豪。

《宣言》阐述作为无产阶级先进队伍的共产党的性质 特点和斗争策略，指出为党的最近目的而奋斗与争取实现共产主义终极目的之间的联系。《宣言》最后庄严宣告：“无产者在这个革命中失去的只是锁链。他们获得的僵尸整个世界。”并发出国际主义的战斗号召：“全世界无产者，联合起来。”

我们学习《宣言》就是要在思想上与时俱进，在工作中开拓创新。学习和运用马克思主义，马克思主义本是科学发展 开拓创新的产物。当今世界和时代已经发生了深刻的变化，我们国家在社会主义改革开放和现代化建设过程中，正面临着许多新的问题。在我国进入全面小

康社会，加快推进社会主义现代化建设的新的发展阶段，在国际局势发生深刻变化，世界多极化和经济全球化趋势曲折发展，科技进步日新月异，综合国力竞争日趋激烈的新环境下，我们要高举中国特色社会主义伟大旗帜，深入贯彻落实科学发展观，促进社会和谐，全面建设小康社会而奋斗。

在我们阅读马克思的著作时，犹如亲耳聆听他老人家对于世人的谆谆教导，他就像在昨天刚刚与我们交谈过他的思想和心得。马克思不愧为20世纪最为伟大的思想家，居于其他思想家之首。我们不能漠视正是他的思想改变了整个世界，尤其在当今之中国，影响最为深刻且深远，深深地根植于中国的土壤，已经影响并且还将继续影响中国人民和世界人民，为了自己的幸福和自由及更为美好的生活而不断奋斗争取。没有谁敢于否定自己的生活，自己的思想与马克思主义毫无瓜葛。这也正是马克思所愿望的那样，自己的思想能够增进人类的福祗，造福全人类。但是我们又不能否定对于马克思著作的误读误解，带着功利主义的目的去读马克思主义的著作。马克思主义的著作是一个完整的体系而不能强行分割开来。马克思讲的是真理，是不朽的，但我们在理解马克思的思想，阅读他的著作的时候不能断章取义，生吞活剥地去读，以自己的方式去理解其思想，并标榜自己才是真正的马克思主义者（马克思自己都不敢说自己是马克思主义者），并且作为一种工具或手段来使用。这也是我国历来在应用或解释马克思的著作时候经常犯的一种理解者自认为正确的错误，也是对于马克思的盲目崇拜而使用的一种手段，一种被歪曲的思想，一种被误读误解的思

想，一种被人为强行阉割的思想，我们有怎么能从中领悟其中的真正思想的精髓呢？并以这种思想作为我们的指导，带领我们航向不明的彼岸，想来都是非常之可怕。

马克思主义哲学作为对客观世界本质和规律的科学认识，需要通过系统的理论体系来体现。

首先，哲学研究对象的相互联系决定了理论和体系不是绝对对立，而是密切联系的。体系虽然不是我们理论研究的目的，但体系却是理论所不可缺少的，它是理论的载体和组成形式，一切成熟的理论都需要体系。我们知道，哲学是人们对世界或人类历史的一般本质和规律的认识，而世界是普遍联系的，作为对普遍联系的对象的揭示和反映，哲学理论本身必须要有系统的逻辑体系，否则，理论就是凌乱的、随意的拼凑。

马克思在有生之年，由于忙于现实的哲学斗争和写作《资本论》，没有对他的哲学思想进行整理和系统的阐述，但这并不能证明马克思拒斥理论体系，马克思写作的巨著《资本论》就是理论与体系结合的最好典范。在《资本论》中，马克思从资本主义最微小的细胞——商品入手，对资本主义的经济现象进行逐步深入的分析，从而发现了剩余价值规律和资本主义基本矛盾，得出了资本主义社会必然灭亡的科学结论。可见，科学、合理的体系有助于理论的准确阐述，理论与体系并不是绝对对立的，马克思主义哲学作为对世界和人类历史的一般本质和规律的科学探究，同样需要体系。

其次，马克思、恩格斯强调他们的哲学是方法，但方法与体系也不是绝对对立的。在认识和理解马克思主义哲学的过程中，一直存在体系或方法之争，即马克思主义哲学是理论体系或是方法？笔者认为，这是由于泛化了马克思、恩格斯对黑格尔哲学的批判所导致的。马克思、恩格斯强调他们的新哲学是方法，而不是教条，是针对旧哲学，尤其是黑格尔哲学而言的。黑格尔哲学的方法和体系的对立不是方法与一般体系的对立，而是方法与强制性的绝对真理式的体系的对立，这是马克思、恩格斯坚决反对的，马克思、恩格斯也正是在这个意义上提出自己的哲学是方法，而不是教条。所以，超出了这个批判的范围，体系就不能等同于教条，方法和体系也不能绝对对立起来。方法并不是孤立的、与理论体系相对立的，方法与理论体系是密切联系的，没有科学的理论体系也不会有科学的方法。注重于“改造世界”的马克思主义哲学依然需要体系。

再次，哲学的学科特点也决定了马克思主义哲学必须要有体系。马克思主义哲学与其它哲学一样都是抽象思维的结果，而抽象思维所借助的工具就是范畴，哲学正是通过范畴、范畴与范畴的关系以及范畴与范畴之间的推演来揭示世界的本质和规律的。但任何哲学的范畴都不是机械地拼凑的，而是有机统一的，这就决定了哲学的范畴有其逻辑的顺序性和层次性，即要求哲学要有逻辑体系。马克思主义哲学也不例外。

马克思主义哲学在本质上不是反体系的。对待体系问题，一方面，我们必须注意克服近代欧洲体系化哲学的弊端。任何建立绝对完满

体系的企图都是不切实际的，体系只是理论的系统的逻辑形式，它只有是否准确之分，而无是否完满之别。另一方面，我们也不能走向另一个极端——拒斥理论体系。马克思主义哲学需要体系。重建的马克思主义哲学体系应该反映马克思哲学的实质，应该以马克思的历史唯物主义为主干，吸取东西方一切古代的和现代的哲学的精华，并以时代主题为基础。重建的马克思主义哲学体系必须是开放的，只有坚持开放才能保证马克思主义哲学的发展。

第四篇：马克思原著读后感

马克思原著读后感

捧着一本书，要先看看它的封面，看看它的字眼，然后才或挑灯夜战或废寝忘食地细细品味。有的书有五彩的画面，有亮眼的字眼，但未必有丰富的内容和思想，好比康师傅跟统一以及牛肉排骨方便面不管是袋装还是桶装，外面的包装使人一见就五味飘香，但其中的营养大部分是减肥的成分。以前很少读马克思的原著，所以在谈《形态》的读后感时，我是带着漫谈读马克思的原著以及读马克思这个伟大的“大家”本人的意识流进行的。

以前读《马克思主义哲学原理》，读《马克思主义政治经济学原理》都是啃别人吃剩下的骨头，或者说就像老师说的那样“嚼别人嚼过的馍馍”。而读原著的感觉就不一样，效果就非同一般，不是对那些“原理”、“方法-论”枯燥乏味的生厌，而是有着哥伦布发现美洲新大陆的那种探险的刺激和丰收的喜悦。那里的观点不是来自遥远天堂的上帝和神灵，而是来自生活实际;那里的文字是多么的优美，不是法国人一贯失的高谈阔论，不是美国人经常使用的花言巧语，而是角度的全面、观点的新颖、论证的深刻。所以马克思在告诫人们联系实际之前，他自己已经那样做了。他对青年黑格尔和费尔巴哈在这方面做得不够进行了严厉的批判，“这些哲学家没有一个想到要提出关于德国哲学和德国现实之间的联系问题”。马克思不是在桃花源里作田园诗，他的处境是非常“糟糕”的。反动政府要驱逐他，权力派要指责他，还有许多流派和哲学家对他指手画脚，但马克思正像恩格斯说的那样----把那些东西“当作蛛丝一样轻轻拂去”。他的生活条件也极端艰苦，如果没有恩格斯在经济方面的支持，他可能要用上倍多的时间来解决自己的生存问题，而这将占去他作理论研究的大量时间。“人们为了生活，首先就需要解决吃喝住穿的问题，然后才能从事政治、文化等其他方面的工作”，对于这句话，马克思他本人也是有着切身感受的。所以马克思一些伟大的经典的论点的原材料都来自生活本身。

马克思不是只看见地球绿色的草地和蓝色的海洋，不是只看见汽车马达的启动和车轮的运转，他看到了它们背后隐藏着的规律。他的眼光是明亮的，不是孩子似的的天真无邪，也不是月下情人的暗送秋波，而是犀利的、能穿透现实迷雾 和未来时空的火眼金睛。在他的世界观里，这种眼光给人们以无比的震撼力，他的唯物史观就是一个例子。“物质资料的生产在社会生活中的决定作用”，“生产力的发展决定分工的发展，而分工发展的各个阶段，同时也就是所有制的各种形式”，“分工的每一阶段还决定个人与劳动材料、劳动工具和劳动产品有关的相互关系”，“社会存在决定社会意识”，这些晶莹剔透、好不含糊的见解成了人们重大的思想理论武器，过去的一切神灵之身、神灵之音所造成的迷惑世界在这里都烟消云散了。当人类进入工业社会后，马克思并不是高兴得忘乎所以，因为马克思活着不是为自己，不是为少数人，他关心的是全人类。他的胸怀如此豁达，他的生活如此激-情，是因为他的整个心都装着全人类，他的血液里流的是全人类的灵魂。所以他不是一时半响的地懒洋洋地哼着“人类赞

歌”，而是用他毕生的心血为人类谋福利。当资本主义工业资本把全球闹得天翻地覆之时，把工业文明“哺下”到世界每个角落之时，马克思没有随着资产阶级一起 庆祝干杯，他噙着泪水的眼睛看着贫困潦倒的底层人们----无产阶级，这些占世界大多数的无产阶级的处境让他不得不为人类设想一个更好的社会----共-产主义社会。

如果说“一个人死去只是躯体的死去而灵魂仍活到世上”有几分道理的话，那么马克思的光辉思想是永远活在人们心中的，是永垂不朽的。读马克思的著作不像读武侠小说，不像读《草样年华》或《大路朝天》，读他的著作需要一颗虔诚的心静下来读，这样思想将受到重大启发，灵魂会得到全新的洗礼，读一遍不行，要反复地读，其思想涵养、文字艺术才能被真正领悟到。他的著作不能呆在“小屋子”里读，而要带到生活中、世界中去读，才能领悟到其中的真谛。

第五篇：管理学原著选读

Chapter 1.Managers and Management（管理者和管理）

1.Common Characteristics of Organizations（组织的共同特征）An organization is a systematic arrangement of people to accomplish some specific purpose.Every organization has a purpose, people or members, and a systematic structure.The purpose of an organization is expressed in terms of a goal or set of goals.Within the organization’s structure, its employees strive to achieve these goals.Organization（组织）A systematic arrangement of people brought together to accomplish some specific purpose

2.Managers（管理者）Individuals in an organization who direct the activities of others（直接督导他人工作的人）

Operatives（作业人员）people who work directly on a job or task and have no responsibility for overseeing the work of others

3.Management Seeks Efficiency（效率）Effectiveness（效果）How Do We Define Management?

The term management refers to the process of getting things done, through other people, in an efficient and effective manner.Process refers to the primary functions that managers perform.Referring to inputs and outputs, doing the task right is being efficient.Doing the right task is being effective.So, managers are concerned not only with attaining goals(effectiveness)but also attaining them efficiently.4.The Process of Management管理的过程

Planning计划Organizing组织Leading领导Controlling控制

①Planning：Defining goals, establishing strategy, and developing sub-plans to coordinate activities②Organizing：Determining what needs to be done, how it will be done, and who is to do it③Leading：Directing and motivating all involved parties and resolving conflicts④Controlling：Monitoring activities to ensure that they are accomplished as planned Achieving the organization’s stated purpose The Roles Managers Play(H.Mintzberg’s study)

Interpersonal Roles：①Figurehead role（挂名者）：to perform ceremonial duties,deal with mails.②Leader role（领导人）：formal authority, leadership style , personal charisma.③Liaison role（联络人）：to establish and maintain contacts outside of the vertical chain of command.factual and opinion-based responses ,with both potential risks and reward.Decisional Roles：Entrepreneur（企业家）：to seek to improve their business, adapt to changing market conditions, and react to opportunities and initiate change.Crisis handler（危机处理者）：involuntarily to react to deteriorating conditions.Resource allocator（资源分配者）：to decide who gets what, how much, when and why.Negotiator（谈判者）：to negotiate over budget allocation, labor and collective bargaining agreements(boss and labors),and other formal dispute resolution.6.What skills and competencies do successful managers possess（成功管理者必备的能力）

General skills（一般技能）Specific skills（特殊技能）Management competencies（管理能力）

Given that all managers perform the four management functions, to some degree, what are the critical areas related to managerial competence?Conceptual skills（理念技能）: a manager’s mental ability to coordinate all of the organization＇s interests and activities

Interpersonal skills（人际关系技能）: a manger’s ability to work with, understand, mentor, and motivate others, both individually and in groups Technical skills（技术技能）: a manager’s ability to use the tools, procedures, and techniques of a specialized field

Political skills（政治技能）: A manager’s ability to built a power base and establish the “right” connections Research has also identified specific sets of behaviors that explain more than 50 percent of a manager’s effectiveness.Taylor’s Four Principles of Management ①Develop a science for each element of an individual’s work, which will replace the old rule-of-thumb method.②Scientifically select and then train, teach, and develop the worker.③Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed.④Divide work and responsibility almost equally between management and workers.Management takes over all work for which it is better fitted than the workers.Scientific Management(cont’d)

4.Classical Approach----General Administrative Theorists古典管理理论－一般行政管理理论

(1)Henri Fayol①concerned with making the overall organization more effective②developed theories of what constituted good management practice，proposed a universal set of management functions。published principles of management 管理原理③fundamental, teachable rules of management Fayol’s 14 Principles of Management

1.Division of work2..Authority.3.Discipline.4.Unity of command.5.Unity of direction.6.Subordination of individual interests to the general interest.7.Remuneration.8.Centralization.9.Scalar

chain.10.Order.11.Equity.12.Stability of tenure of personnel.13.Initiative.14.Esprit de corps.（2）Max Weber ①developed a theory of authority structures and relations②Bureaucracy-ideal type of organization 官僚行政组织：1.division of labor2.clearly defined hierarchy3.detailed rules and regulation simplified personal relationships

（2）The Hawthorne Studies霍桑实验①A series of productivity experiments conducted at Western Electric from 1927 to 1932 to examine the effect of different illumination levels on worker productivity.②Three stages③Elton Mayo joined in 1927

Experimental findings（实证结果）①Productivity unexpectedly increased under imposed adverse working conditions.②The effect of incentive plans was less than expected.Research conclusion（研究结论）Social norms, group standards and attitudes more strongly influence individual output and work behavior than do monetary incentives.Other famous researchers：Dale Carnegie，Abraham Maslow，Douglas McGregor 7.The Contingency Approach权变理论

Contingency Approach Defined①Also sometimes called the situational approach.②There is no one universally applicable set of management principles(rules)by which to manage organizations.③Organizations are individually different, face different situations(contingency variables), and require different ways of managing.Popular Contingency Variables常见权变变量

8.Current Trends and Issues：Globalization 全球化Technology 技术(1)Globalization 全球化

with its key constituencies in order to efficiently and effectively achieve its goals.Categories of e-business involvement:

a.An e-business enhanced organization uses the Internet to enhance(expand, not replace)its traditional ways of doing business.This type of organization sets up e-business capabilities(usually e-commerce).b.An e-business enabled organization uses the Internet to enable the company to perform its traditional business functions more efficiently and effectively, but it does not sell products or services on the Internet.c.A total e-business is made possible by, and revolves around, the Internet.Ethics

(6)Quality Management（质量管理）①A philosophy of management driven by continual improvement in the quality of work processes and responding to customer needs and expectations②TQM was inspired by a small group of quality experts, including W.Edwards Deming, who was one of its chief proponents.③TQM represents a counterpoint to earlier management theorists who believed that low costs were the only road to increased productivity.④The objective of quality management is to create an organization committed to continuous improvement in work processes.What is Quality Management? ①Intense focus on the customer.②Concern for continual improvement③Process-focused.④Improvement in the quality of everything.⑤Accurate measurement.⑥Empowerment of employees.Chapter 3Foundations of Planning

1.1.Planning Defined 什么是计划①Defining the organization’s objectives or goals②Establishing an overall strategy for achieving those goals；Developing a comprehensive hierarchy of plans to integrate and coordinate activities③Planning is concerned with ends(what is to be done)as well as with means(how it is to be done).计划和结果与手段有关

2.1.Types of Plans（计划的分类）Planning: Focus and TimeStrategic plans（战略）：Plans that are organization-wide, establish overall objectives, and position an organization in terms of its environment。Tactical plans（战术）：Plans that specify the details of how an organization’s overall objectives are to be achieved Short-term plans（长期）：Plans that cover less than one year Long-term plans（短期）：Plans that extend beyond five years

2.2.Strategic plans（战略性计划）①Apply broadly to the entire organization.②Establish the organization’s overall objectives.③Seek to position the organization in terms of its environment.④Provide direction to drive an organization’s efforts to achieve its goals.⑤Serve as the basis for the tactical plans.⑥Cover extended periods of time.⑦Are less specific in their details.2.3.Tactical plans(operational plans)（战术性、操作计划）①Apply to specific parts of the organization.②Are derived from strategic objectives.③Specify the details of how the overall objectives are to be achieved.④Cover shorter periods of time.⑤Must be updated continuously to meet current challenges.2.4.Specific plans（具体计划）①Plans that have clearly defined objectives and leave no room for misinterpretation.②“What, when, where, how much, and by whom”(process-focus)

2.5.Directional plans（指导性计划）①Flexible plans that set out general guidelines.②“Go from here to there”(outcome-focus)③Single-Use and Standing Plans

2.6.Single-use plans（一次性计划）①A plan that is used to meet the needs of a particular or unique situation②Single-day sales advertisement 2.7.Standing plan（标准性计划）①A plan that is ongoing and provides guidance for repeatedly performed actions in an organization②Customer satisfaction policy 3.1.Management by Objectives(MBO)目标管理①A system in which specific performance objectives are jointly determined by subordinates and their supervisors, progress toward objectives is periodically reviewed, and rewards are allocated on the basis of that progress.②Links individual and unit performance objectives at all levels with overall organizational objectives.③Focuses operational efforts on organizationally important results.④Motivates rather than controls.3.3.Elements of MBO目标管理的组成①Goal specificity②Participative decision making③Explicit time period for performance④Performance feedback 3.4.Setting Employee Objectives设置员工目标①Identify an employee’s key job tasks.②Establish specific and challenging goals for each key task.③Allow the employee to actively participate.④Prioritize goals.⑤Build in feedback mechanisms to assess goal progress.⑥Link rewards to goal attainment.4.Strategic Management Process 战略管理过程

-A nine-step process that involves strategic planning, implementation, and evaluation①Set Mission, Objectives, and Strategies制定使命、目标、战略②Analyze the Environment环境分析③Identify Opportunitie sand Threats识别机会与威胁④Analyze Resources分析资源⑤Identify Strengths and Weaknesses识别强势与劣势；⑥Reassess Mission and Objectives重新评估使命与目标⑦Formulate Strategies形成战略⑧Implement Strategies战略实施⑨Evaluate Results结果评价

SWOT AnalysisStrengths(优势)①Internal resources that are available or things that an organization does well.②Core competency: a unique skill or resource that represents a competitive edge.Weaknesses（劣势）：Resources that an organization lacks or activities that it does not do well.Opportunities(机会)：Positive external environmental factors.Threats（威胁）：Negative external environmental factors.4.2 Grand Strategies（主战略）1.Growth strategy（成长战略）-A strategy in which an organization attempts to increase the level of its operations.2.Stability strategy（维持战略）-A strategy that is characterized by an absence of significant change.3.Retrenchment strategy（收缩战略）-A strategy characteristic of a company that is reducing its size, usually in an environment of decline.4.Combination strategy（混合战略）-The simultaneous pursuit by an organization of two or more of growth, stability, and retrenchment strategies.4.2.1.Growth Strategies（成长战略）1.Direct Expansion（直接扩张）-Involves increasing a company’s size, revenues, operation, or workforce.2.Merger（合并）-Occurs when two companies, usually of similar size, combine their resources to form a new company.3.Acquisition（收购）-Occurs when a larger company buys a smaller one and incorporates the acquired company’s operations into its own.4.2.2.Competitive Strategies（竞争战略）Strategies that position an organization in such a way that it will have a distinct advantage over its competition:Cost-leadership strategy（成本领先战略）-Becoming the lowest-cost producer in an industry.Differentiation strategy（差异化战略）-Attempting to be unique in an industry within a broad market.Focus strategy（集中化战略）-Attempting to establish an advantage(such as cost or differentiation)in a narrow market segment.5.Quality as a Strategic Weapon（质量作为一个战略武器）

Benchmarking（标杆管理）-The search for the best practices among competitors or noncompetitors that lead to their superior performance.Chapter04Foundations of Decision Making

1.Decision Making 决策制定：Decision-Making a choice from two or more alternatives.The Decision-Making Process 决策制定过程①Identifying a problem and decision criteria and allocating weights to the criteria.②Developing, analyzing, and selecting an alternative that can resolve the problem.③Implementing the selected alternative.④ Evaluating the decision’s effectiveness.The Decision-Making Process

Step 1: Identifying the Problem 识别问题

when a manager becomes aware of it.②There is pressure to solve the problem.③The manager must have the authority, information, or resources needed to solve

the problem.Step 2: Identifying Decision Criteria确定决策的标准-

Step 3: Allocating Weights to the Criteria给标准分配权重-

Step 4: Developing Alternatives建立选项Step 5: Selecting an Alternative 选择方案

Step 6: Implementing the Alternative方案实施：

Step 7: Evaluating the Decision’s Effectiveness 评估决策的有效性 Bounded Rationality（有限理性）（1）Managers make decisions rationally, but are limited(bounded)by their ability to process information.（2）Assumptions are that decision makers:① Will not seek out or have knowledge of all alternatives.②Will satisfice—choose the first alternative encountered that satisfactorily solves the problem—rather than maximize the outcome of their decision by considering all alternatives and choosing the best.③ Influence on decision making.④ Escalation of commitment: an increased commitment to a previous decision despite evidence that it may have been wrong.Common Decision-making Errors

Heuristics: Using judgmental shortcuts.（1）Availability heuristic（便利直觉）：.（2）Representative heuristic（表象直觉）：（3）Escalation of commitment（认同强化）：

Ill-structured Problems（非结构性问题）①Problems that are new or unusual and for which information is ambiguous or incomplete.② Problems that will require custom-made solutions.Nonprogrammed Decisions（非程序化决策）①Decisions that are unique and nonrecurring.② Decisions that must be custom-made ① ncerned about the individuals who work for them.5.Group Decision Making 制定团体决策

Advantages 优点①Make more accurate decisions②Provides more complete information③Offers a greater diversity of experiences and perspectives④Generates more alternatives⑤Increases acceptance of a solution⑥Increases the legitimacy of a decision.Disadvantages 缺点①Is more time-consuming and less efficient②Minority domination can influence decision process③Increased pressures to conform to the group’s mindset(groupthink)④ Ambiguous responsibility for the outcomes of decisions

Groupthink 团体思维：The withholding by group members of different views in order to appear to be in agreement.Improving Group Decision Making.①Brainstorming（头脑风暴）：An idea-generating process that encourages alternatives while withholding criticism.②Nominal group technique（名义小组技术）：A decision-making technique in which group members are physically present but operate independently.Electronic meeting（电子会议）：A type of nominal group technique in which participants are linked by computer.Chapter 05 Basic Organization Designs（1）Organizational Structure 组织结构：The formal arrangement of jobs within an organization.Organizational Design 组织设计：A process involving decisions about six key elements:①Work specialization（工作分工）②Unity of command（统一指挥）③Span of control（控制幅度）④Authority and responsibility（职权和责任）⑤Centralization and decentralization（集权和分权）⑥Departmentalization（部门化）Purposes of Organizing 组织的目标①Divides work to be done into specific jobs and departments.② Assigns tasks and responsibilities associated with individual jobs.③Coordinates diverse organizational tasks.④ Clusters jobs into units.⑤ Establishes relationships among individuals, groups, and departments.⑥ Establishes formal lines of authority.⑦ Allocates and deploys organizational resources.6 basic elements of structure（1）Work specialization 工作分工：A component of organization structure that involves having each discrete step of a job done by a different individual rather than having one individual do the whole job.Work Specialization（2）Unity of Command 统一指挥：①Chain of command 指挥链：The continuous line of authority that extends from upper organizational levels to the lowest levels and clarifies who reports to whom.② Unity of Command 统一指挥：The management principle that no person should report to more than one boss.③Chain of Command：As a link in the chain of command, a manager with line authority has the right to direct the work of employees and to make certain decisions without consulting anyone.(3)Span of control：①The number of subordinates a manager can direct efficiently and effectively.② The early writers favored small spans----typically no more than six workers.③Many organizations are increasing their spans of control.Width of span is affected by:①Training and experience of employee②similarity of employee tasks③the complexity of those tasks④the physical proximity of employees⑤the degree to which standardized procedures are in place⑥the sophistication of the organization’s management information system⑦the strength of the organization’s value system and the preferred managing style of the manager.(4)Authority and Responsibility职权和责任Authority 职权：The rights inherent in a managerial position to give orders and expect them to be obeyed.Responsibility 责任：An obligation to perform assigned activities.Power 权力：An individual’s capacity to influence decisions.Types of Organizational Authority①Line authority 直线职权：The position authority(given and defined by the organization)that entitles a manager to direct the work of employees.②Staff authority 参谋职权：Positions that have some authority(e.g., organization policy enforcement)but that are created to support, assist, and advise the holders of line authority.Types of Power（权力的类型）：①Coercive power强制权：Power based on fear.②Reward power奖赏权：Power based on the ability to distribute。something that others value.③Legitimate power法定权：Power based on ones position in the formal hierarchy.④Expert power专家权：Power based on one‘s expertise, special skill, or knowledge.⑤Referent power建议权：Power based on identification with a person who has desirable resources or personal traits.(5)Centralization And Decentralization①Centralization 集权：A function of how much decision-making authority is pushed down to lower levels in an organization;the more centralized an organization, the higher the level at which decisions are made.②Decentralization 分权：The pushing down of decision-making authority to the lowest levels of an organizationFactors that Influence the Amount of Centralization：①Environment is stable.②Lower-level managers are not as capable or experienced at making decisions as upper-level managers.③Lower-level managers do not want to have a say in decisions.④Decisions are relatively minor.⑤Organization is facing a crisis or the risk of company failure.⑥Company is large.⑦Effective implementation of company strategies depends on managers retaining say over what happens.Factors that Influence the Amount of Centralization：①Environment is complex, uncertain.②Lower-level managers are capable and experienced at making decisions.③Lower-level managers want a voice in decisions.④Decisions are significant.⑤Corporate culture is open to allowing managers to have a say in what happens.⑥Company is geographically dispersed.⑦Effective implementation of company strategies depends on managers having involvement and flexibility to make decisions.(6)Five Ways to Departmentalize①Functional departmentalization（职能部门化）：The grouping of activities by functions performed②Product departmentalization（产品部门化）：The grouping of activities by product produced③Customer

departmentalization（顾客部门化）：The grouping of activities by common customers④Geographic departmentalization（地理部门化）：The grouping of activities by territory⑤Process departmentalization（流程部门化）：The grouping of activities by work or customer flowFunctional Departmentalization：（1）Advantages：①Efficiencies from putting together similar specialties and people with common skills, knowledge, and orientations②Coordination within functional area③In-depth specialization（2）Disadvantages：①Poor communication across functional areas②Limited view of organizational goals.Product Departmentalization：（1）advantages:①Allows specialization in particular products and services，②Managers can become experts in their industry，③Closer to customers；（2）Disadvantages：①Duplication of functions②Limited view of organizational goalsCustomer Departmentalization：（1）advantages ：Customers’ needs and problems can be met by specialists.（2）Disadvantages：①Duplication of functions.②Limited view of organizational goalsGeographical Departmentalization：（1）Advantages：①More effective and efficient handling of specific regional issues that arise；②Serve needs of unique geographic markets better（2）Disadvantages：①Duplication of functions，②Can feel isolated from other organizational areasProcess Departmentalization：（1）Advantages：More efficient flow of work activities（2）Disadvantages：Can only be used with certain types of products2.Contingency Variables Affecting Structure.Mechanistic organization（机械式组织）：The bureaucracy;a structure that is high in specialization, formalization, and centralizationOrganic organization（有机式组织）：An adhocracy;a structure that is low in specialization, formalization, and centralization.Structure follows strategyMechanistic versus Organic OrganizationsMechanistic：①Rigid hierarchical relationships ②Fixed duties ③Many rules ④Formalized communication channels⑤Centralized decision authority⑥Taller structuresOrganic Organizations ：①Collaboration(both vertical and horizontal)②Adaptable duties③Few rules④Informal communication⑤Decentralized decision authority⑥Flatter structuresWhat Determines the Best Structure?①Strategy战略②Size规模③Technology技术④Environment环境Structural decisions are influenced by:①Overall strategy of the organization：Organizational structure follows strategy.②Size of the organization：Firms change from organic to mechanistic organizations as they grow in size.③Technology use by the organization： Firms adapt their structure to the technology they use.④Degree of environmental uncertainty：Dynamic environments require organic structures;mechanistic structures need stable environments.Strategy and Structure（战略和结构）：①Achievement of strategic goals is facilitated by changes in organizational structure that accommodate and support change.②Innovation：Pursuing competitive advantage through meaningful and unique innovations favors an organic structuring.③Cost minimization：Focusing on tightly controlling costs requires a mechanistic structure for the organization.④Imitation：Minimizing risks and maximizing profitability by copying market leaders requires both organic and mechanistic elements in the organization’s structure.Size and Structure（规模和结构）：As an organization grows larger, its structure tends to change from organic to mechanistic with increased specialization, departmentalization, centralization, and rules and regulations.Technology and Structure（技术和结构）：（1）Organizations adapt their structures to their technology.（2）Woodward’s classification of firms based on the complexity of the technology employed:①Unit production of single units or small batches②Mass production of large batches of output③Process production in continuous process of outputs（3）Routine technology = mechanistic organizations.（4）Non-routine technology = organic organizationsWoodward’s Findings on Technology, Structure, and EffectivenessEnvironmental Uncertainty and Structure（环境不确定性与组织结构）①Mechanistic organizational structures tend to be most effective in stable and simple environments.②The flexibility of organic organizational structures is better suited for dynamic and complex environments.3.Organization Design Applications：Simple structure（简单结构）Bureaucracy（官僚行政组织结构）Matrix structure（矩阵式结构）Team-based structure（团队结构）Boundaryless organizatio（无边界组织）①Functional Structure 职能式结构：An organization in which similar and related occupational specialties are grouped together②Divisional Structure 事业部式：An organization made up of self-contained units ③Matrix structure 矩阵式结构：An organization in which specialists from functional departments are assigned to work on one or more projects led by a project managerAdvantages: It can facilitate coordination of a multiple set of complex and interdependent projects while still retaining the economies that result from keeping functional specialists grouped together.Disadvantages: The confusion it creates and its propensity to foster power struggles.（4）Other Organizational StructuresTeam-based structure 团队式结构：An organization that consists entirely of work groups or teams.Boundaryless organization 无边界组织：An organization that is not defined or limited by boundaries or categories imposed by traditional structuresThe Boundaryless Organization4.Learning Organization 学习型组织An organization that has developed the capacity to continuously adapt and change because all members take an active role in identifying and resolving work-related issues.Characteristics of a learning organization:①An open team-based organization design that empowers employees②Extensive and open information sharing③Leadership that provides a shared vision of the organization’s future, support and encouragement④A strong culture of shared values, trust, openness, and a sense of community.5.Organization Culture 组织文化：①A system of shared meaning within an organization that determines, to a large degree, how employees act②Shared values are shown in cultural elements:Stories, rituals, material symbols, and language unique to the organization③Results from the interaction between:1.The founders’ biases and assumptions2.What the first employees learn subsequently from their own experiences.10 Characteristics of Organization Culture①.Member identity②Group emphasis③People focus④Unit integration⑤Control⑥Risk tolerance ⑦Reward criteria⑧Conflict tolerance⑨Means-end orientation⑩Open-systems focus

Human Resource Inventory（人力资源核查报告）：A review of the current make-up of the organization’s current resource status Job Analysis（工作分析）：①An assessment that defines a job and the behaviors necessary to perform the job——Knowledge, skills, and abilities(KSAs)②Requires conducting interviews, engaging in direct observation, and collecting the self-reports of employees and their managers.Job Description（工作描述书）：A written statement of what the job holder does, how it is done, and why it is done.Job Specification(工作规范书）：A written statement of the minimum qualifications that a person must possess to perform a given job successfully.Meeting Future Human Resource Needs ：Factors Affecting Staffing Strategic Goals Forecast demand for products and services Availability of knowledge, skills, and abilities.3.Recruitment And Selection Recruitment（招聘）：The process of locating, identifying, and attracting capable applicants ①Reliability（信度）.②Validity（效度）6.Compensation And Benefits(薪酬与福利）

（1）Compensation administration（薪酬管理）： 1.Motivation And Individual Needs

Motivation 激励：The willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need

Need 需求：An internal state that makes certain outcomes appear attractive

2.Early Theories of Motivation早期激励理论： Maslow’s Hierarchy of Needs马斯洛需求层次理论McGregor’s Theories X and Y 麦克雷戈X理论Y理论Herzberg’s Motivation-Hygiene Theory赫茨博格激励－保健理论 2.1 Maslow’s Hierarchy of Needs Theory马斯洛需求层次理论：（1）Lower-order(external): physiological, safety；Higher-order(internal): social, esteem, self-actualization（2）There is a hierarchy of five human needs;as each need becomes satisfied, the next need becomes dominant.Physiological（生理）: food, drink, shelter, sex.Safety（安全）: physical safety Social（社会）: affiliation with others, affection, friendship.Esteem（尊重）: Internal(self-respect, autonomy, and achievement);external(status, recognition, and attention)Self-actualization（自我实现）: personal growth and fulfillment（3）Needs were categorized as five levels of lower-to higher-order needs.①Individuals must satisfy lower-order needs before they can satisfy higher order needs.②Satisfied needs will no longer motivate.③Motivating a person depends on knowing at what level that person is on the hierarchy.2.2 Theory X and Theory Y(McGregor)麦克雷戈X理论Y理论：①Theory X（X理论）：The assumption that employees dislike work, are lazy, seek to avoid responsibility, and must be coerced to perform；②Theory Y（Y理论）：The assumption that employees are creative, seek responsibility, and can exercise self-direction.3.Contemporary Theories of Motivation：Three-Needs Theory三种需要理论Equity Theory公平理论Designing Motivating Jobs工作设计Expectancy Theory期望理论

⑤Open feedback channels to let employees know how well they are doing.3.4 Expectancy Theory(Vroom)期望理论：A comprehensive theory of motivation that an individual tends to act in a certain way, in the expectation that the act will be followed by given outcome, and according to the attractiveness of that outcome to the individual；The extent to which individuals are motivated to perform to get a reward of value to them is based on their belief that their performance will result in the reward they want.Expectancy Theory(cont’d)：①Emphasizes self interest in the alignment of rewards with employee wants.②Addresses why employees view certain outcomes(rewards)as attractive or unattractive.③Emphasizes the connections among expected behaviors, rewards, and organizational goals.④Is concerned with individual perceptions and the provision of feedback.⑤Expectancy Relationships(Linkages)

4.3 Motivating Low-Skilled, Minimum-Wage Employees：激励低技能、低工资员工①Employee recognition programs②Provision of sincere praise 4.4 Motivating Professionals激励专业人士

（1）Characteristics of professionals①Strong and long-term commitment to their field of expertise.②Loyalty is to their profession, not to the employer.③Have the need to regularly update their knowledge.④Don’t define their workweek as 8:00 am to 5:00 pm.（2）Motivators for professionals①Job challenge②Organizational support of their work

4.5 Work-Life Balance: Alternative Work Schedules 可选择性工作项目

①Flextime：A scheduling option that allows employees select what their work hours will be within some specified parameters.②Job sharing：A type part-time work that allows two or more workers to split a traditional 40-hour-a-week job.③Telecommuting：A system of working at home on a computer that is linked to the office

4.6 Employee Empowerment: How Entrepreneurs Motivate Employees 授权 Giving employees power by:①Allowing them to complete the whole job.②Having employees work together across departments and functions in the organization.③Using participative decision making in which employees provide input into decisions.④Delegating decisions and duties, turning over theLeaders（领导者）and Leadership（领导）

Leadership – What leaders do;the process of influencing a group to achieve goals：①Ideally, all managers should be leaders②Although groups may have informal leaders who emerge, those are not the leaders we’re studying.2.Trait Theories Of Leadership(1920s-30s)Trait theories of leadership 领导的特质理论：

Six Traits That Differentiate Leaders from Nonleaders①Drive（进取心）②Desire to lead(领导的欲望)③ Honesty and integrity(诚实和正直）④Self-confidence（自信）⑤Intelligence（才智）⑥Job-relevant knowledge（工作相关知识）

3.Behavioral Theories Of Leadership领导的行为理论

Behavioral theories of leadership 领导行为理论Leadership Behaviors or Styles（1）Autocratic style of leadership 独裁型领导：A leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation.（2）Democratic style of leadership 民主型领导：A leader who involves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employees：① A democratic-consultative leader seeks input and hears the concerns and issues of employees but makes the final decision him or herself.② A democratic-participative leader often allows employees to have a say in what’s decided.Leadership Behaviors or Styles(cont’d)：Laissez-faire style of leadership 放任自流型领导：A leader who gives employees complete freedom to make decisions and to decide on work methods

3.2 The Ohio State Studies 俄亥俄州立大学的研究：

Studies that sought to identify independent dimensions of leader behavior：①Initiating structure 定规维度：The extent to which a leader defines and structures his or her role and the roles of employees to attain goals②Consideration 关怀维度：The extent to which a leader has job relationships characterized by mutual trust, respect for employees’ ideas, and regard for their feelings

Ohio State StudiesResearch findings: mixed results①High-high leaders generally, but not always, achieved high group task performance and satisfaction.② Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.3.3 The University Of Michigan Studies密歇根大学的研究：Studies that sought to identify the behavioral characteristics of leaders related to performance effectiveness。①Employee oriented 员工导向：A leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences.② Production oriented 生产导向A leader who emphasizes technical or task aspects of a job, is concerned mainly with

accomplishing tasks, and regards group members as a means to accomplishing goals.③ Research findings: Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.3.4 Managerial Grid 管理方格论Appraises leadership styles using two dimensions:① Concern for people②Concern for production.Places managerial styles in five categories:①Impoverished management②Task management③Middle-of-the-road management④Country club management⑤Team management

4.Contingency Theories Of Leadership

（1）Fiedler contingency leadership model费德勒领导权变模型：The theory that effective group performance depends on the proper match between the leader’s style of interacting with employees and the degree to which the situation gives control and influence to the leader：① Uses Least-preferred co-worker(LPC)questionnaire（最难共事同事问卷调查）, to measure the leader’s task or relationship orientation.② Identified three situational criteria—leader member relations, task structure（领导成员关系任务结构）, and position power（职务权力）—that could be manipulated match an inflexible leadership style.4.2 Path-goal theory 路径－目标理论：（1）The theory that it is a leader’s job to assist followers in attaining their goals and to provide the necessary direction and support（2）A leader’s motivational behavior:① Makes employee need satisfaction contingent on effective performance.② Provides the coaching, guidance, support, and rewards that are necessary for effective performance.（3）Assumes that the leader’s style is flexible and can be changed to adapt to the situation at hand.Path-Goal Leadership Behaviors：①Directive leader 指令型领导：Lets employees know what is expected of them, schedules work to be done, and gives specific guidance as to how to accomplish tasks.②Supportive leader 支持型领导：Is friendly and shows concern for the needs of employees.③Participative leader 参与型领导：Consults with employees and uses their suggestions before making a decision.④ Achievement-oriented leader 成就导向型领导：Sets challenging goals and expects employees to perform at their highest levels.4.3 Leader-participation model 领导参与模型(Vroom, Yetton and Jago)： 4.4 Situational leadership theory(SLT)：Leaders should adjust their leadership styles—telling, selling, participating, and delegating—in accordance with the readiness of their followers.① Acceptance: Leader effectiveness reflects the reality that it is the followers who accept or reject the leader.②Readiness: a follower’s ability and willingness to perform.At higher levels of readiness, leaders respond by reducing control over and involvement with employees.5.Emerging Approaches To Leadership

5.1Charismatic leadership theory 魅力型领导：①Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors：People working for charismatic leaders are motivated to exert extra work effort and, because they like and respect their leaders, express greater satisfaction.② Charisma leadership appears to be most appropriate when the followers’ task has a ideological component or when the environment involves a high degree of stress and uncertainty.Charismatic Leadership 魅力型领导：A charismatic leader influences followers by:① Stating a vision that provides a sense of community by linking the present with a better future.②Communicating high expectations and expressing confidence that followers can attain them.③Conveying, through words and actions, a new set of values, and by his or her behavior setting an example for followers to imitate.④Making self-sacrifices and engaging in unconventional behavior to demonstrate courage and convictions about the vision.Key Characteristics of Charismatic Leaders：①Self-confidence 自信②Vision 愿景③Ability to articulate the vision 清晰阐述愿景④Strong convictions about the vision对愿景坚信不移⑤Behavior that is out of the ordinary 行为异常⑥Appearance as a change agent 作为一个变革者⑦Environmental sensitivity 环境敏感

5.2 Visionary Leadership 远景型领导

“A vision should create enthusiasm, bringing energy and commitment to the organization.” The key properties of a vision are inspirational possibilities that are value centered, realizable, and have superior imagery and articulation.Visionary leadershipThe ability to create and articulate a realistic, credible, attractive vision of the future that grows out of and improves upon the present

Skills of Visionary Leaders：①The ability to explain the vision to others.Make the vision clear in terms of required actions and aims through clear oral and written communication.②The ability to express the vision not just verbally but through the leader’s behavior.Behaving in ways that continually convey and reinforce the vision.③The ability to extend the vision to different leadership contexts.Sequencing activities so the vision can be applied in a variety of situations

5.3 Transactional Leaders 事务型领导versus Transformational Leaders变革型领导

Team Leader Roles 团队领导的角色 7.Five Dimensions of Trust 信任

①integrity 正直Honesty and truthfulness②Competence 能力Technical and interpersonal knowledge and skills③Consistency 一致性Reliability, predictability, and good judgment④Loyalty 忠诚Willingness to protect and save face for a person⑤Openness 开放Willingness to share ideas and information freely

①Types Of Trust Deterrence-based trust（基于威慑的信任）：Trust based on fear of reprisal if the trust is violated②knowledge-based trust（基于认识的信任）：Trust based on the behavioral predictability that comes from a history of interaction③Identification-based trust（基于认同的信任）：Trust based on an emotional

Chapter 9 Communication and Interpersonal Skills 1.The Communication Process（沟通过程）Communication

The transfer and understanding of meaning：1.Transfer means the message was received in a form that can be interpreted by the receiver.2.Understanding the message is not the same as the receiver agreeing with the message：Interpersonal Communication：Communication between two or more people：Organizational Communication：All the patterns, network, and systems of communications within an organization

Communication Process Terms①Encoding：The conversion of a message into some symbolic form②Message：A purpose to be conveyed③Channel：The medium by which a message travels④Decoding：A receiver’s translation of a sender’s message

⑤Feedback：The degree to which carrying out the work activities require by a job results in the individual’s obtaining direct and clear information about the effectiveness of his performance⑥Distortions in Communications

Message Encoding：1.The effect of the skills, attitudes, and knowledge of the sender on the process of encoding the message 2.The social-cultural system of the sender

The Message1.Symbols used to convey the message’s meaning 2.The content of the message itself 3.The choice of message format 4.Noise interfering with the message