公共管理学经典著作选读目录[5篇]

第一篇：公共管理学经典著作选读目录

公共管理领域经典著作目录 威尔逊：《行政学之研究》，《国外政治学》1987年第6期、1988年第1期中文版。

古德诺：《政治与行政》，华夏出版社1987年中文版。

沙夫里茨、海德编：《公共行政学经典》，中国人民大学出版社2004年英文，第14－26页，第27－29页。

登哈特：《公共组织理论》第3章，中国人民大学出版社2003年版。泰罗：《科学管理原理》，中国社会科学出版社1990年版。

法约尔：《工业管理与一般管理》，中国社会科学出版社1998年版。马克斯·韦伯：《经济与社会》，商务印书馆1997年版(第三章、第九章第一、二节)。

郑乐平编译：《经济·社会·宗教——马克斯·韦伯文选》，上海社会科学院出版社1997年版。

怀特：《行政学概论》，上海商务印书馆1947年中文版。另见沙夫里茨、海德编：《公共行政学经典》，中国人民大学出版社2004年英文版，第44－52页。

古利克：《关于组织理论的说明》、《总统行政管理委员会的报告》，见沙夫里茨、海德编：《公共行政学经典》，中国人民大学出版社2004年英文版。

古利克、厄威克：《行政科学论文集》，纽约：美国国家公共行政研究所1937年版。

厄威克：《行政的要素》，纽约：皮特曼出版社1949年版。

西蒙：《行政格言》，见沙夫里茨、海德编：《公共行政学经典》，中国人民大学出版社2004年英文版，第127－141页。或沙夫里茨、奥特编：《组织理论经典》，中国人民大学出版社2004年英文版，第112－124页。

西蒙：《管理行为》，北京经济学院出版社1988年版。

沃尔多：《行政国家：美国公共行政的政治理论研究》，纽约：罗纳德出版社1948年版。

沙夫里茨、海德编：《公共行政学经典》，中国人民大学出版社2004年英文版，第142－146页。

林德布罗姆：《“竭力对付”的科学》，见沙夫里茨、海德编：《公共行政学经典》，中国人民大学出版社2004年英文版，第198－208页。

林德布洛姆：《决策过程》，上海译文出版社1988年版。

西蒙：《管理决策新科学》，中国社会科学出版社1982年版。德罗尔：《逆境中的政策制定》，上海远东出版社1996年版。奎德：《公共政策分析》，纽约：诺思·霍兰出版社1982年版。雷格斯：《行政生态学》，台湾商务印书馆1985年版。

彭文贤：《行政生态学》，台湾三民书局1992年版。

卡斯特、罗森茨韦克：《组织与管理——系统方法与权变方法》，中国社会科学出版社1985年版。

弗雷德里克森：《新公共行政学》，美国亚拉巴马大学出版社1980版。

弗雷德里克森：《走向一种新公共行政学》，见沙夫里茨、海德编：《公共行政学经典》，中国人民大学出版社2004年英文版，第329－341页。

奥斯特罗姆：《美国公共行政的思想危机》，上海三联书店1999年版。1973

布坎南、塔洛克：《同意的计算：立宪民主的逻辑基础》，中国社会科学出版社2000年版。尼斯坎南：《官僚制与公共经济学》，中国青年出版社2004年版。

缪勒：《公共选择理论》（第2版），中国社会科学出版社1999年版。

唐斯：《官僚制内幕》（郭小聪翻译）。中国人民大学出版社（即出）。尼斯坎南：《官僚制与公共经济学》。中国青年出版社2004年出版社。

奥斯本：《摒弃官僚制》。中国人民大学出版社2002年版本。奥斯特罗姆等：《公共服务的制度建构》，上海三联书店2000年版。奥斯特罗姆等：《制度分析与发展的反思》，商务印书馆1992年版。诺斯：《制度、制度变迁与经济绩效》，上海三联书店1994年版。科斯：《社会成本问题》，载《财产权利与制度变迁》，上海三联书店1994年版。(1960)

奥尔森：《集体行动的逻辑》，上海三联书店1995年版。(1965)布罗姆利：《经济利益与经济制度——公共政策的理论基础》，上海三联书店1996年版。

罗森布鲁姆：《公共行政学：管理、政治和法律的途径》，中国人民大学出版社2002年版。

第二篇：管理学著作读后感

卓越员工&敬业精神

——《致加西亚的信》（1）读后感

当时看到课件上管理学经典名著推荐书目的时候，最让我好奇的便是《鱼》、《谁说大象不能跳舞》以及现在正在写的《致加西亚的信》，直接丛书名上看，实在是找不到它们与管理的关系。后来了解到《鱼》讲述的是美国西雅图一家金融担保公司业务部门经理玛丽·简让业务部这个一个多年来死气沉沉、贫乏消极的部门脱胎换骨、变成高效的团队的经历，而《谁说大象不能跳舞》则是讲述郭士纳将病入膏肓的IBM扭亏为盈的传奇故事，两本书都是标准的管理学著作。但《致加西亚的信》却不是这么回事。

当看到《致加西亚的信》这本书的时候，我惊讶地发现它竟然只是一本薄薄的小册子，与其他管理学著作的长篇大论相比显得有些势单力薄，然而翻开这本一百余页的小册子，真正原来作者所写下的文章只有短短的24段英文，译成中文只有几页，其余的则是作者的序言、手记、介绍、其余文章，罗文中尉自身对送信经历的描述，加西亚将军与麦金来总统对罗文中尉的褒奖以及其他一些人的读后感。这一切使我更想对这本书的奥秘一探究竟。

关于送信的大体经过，我们可以从罗文中尉的叙述中有所了解。在梅西战争爆发的前夕，美国总统麦金来急需与古巴起义军首领加西亚将军取得联系，交换双方的信息以便展开对西班牙的作战。而当时的加西亚将军处于古巴的丛林之中，美国人并不知道他的具体方位，更糟糕的是从美国到将军的旅途是这样的一种状况：到处都是西班牙的军队——军舰、骑兵、巡逻兵、间谍（2）。在这样一种情况下，美国情报局局长瓦格纳将罗文中尉推荐给了美国总统。于是，罗文中尉带着总统的信，孤身一人离开了美国，一路上历经艰险，在古巴人民的帮助下成功地完成了任务，并将古巴的情报带回了美国。

作者哈伯德在《致加西亚的信》中这样写道：“关于那个名叫罗文的人，如何拿了信，将他装进一个油纸袋里，打封，掉在胸口藏好，如何在三个星期之后，徒步穿过一个危机四伏的国家，将信交到加西亚的手上——这些细节都不是我想说明的，我要强调的重点是：美国总统把一封写给加西亚的信交给罗文，而罗文接过信之后并没有问：‘他在什么地方？’”（3）作者认为，罗文的故事中最最值得反思的是这样一种敬业精神，只要交给了他任务，那么他不会去关注于其中的困难，不会去为自己寻找借口，而是不假思索地接受任务，并在之后一丝不苟、坚定不移地完成。对上级的任务，没有其它，而是立即采取行动，全心全意地去完成，有多少人能够做到？当上级布置的任务下来，有多少时候我们是在看着任务，挖空心思地去寻找它的不合理之处，要求获得更多的资源才能完成？甚至于拖拖拉拉直到最后也无法做好。我们可以举一个熟悉的例子：社团活动。社团作为大学生活中必不可少的元素，几乎每一个大学生都会加入或多或少的社团，而加入的初衷肯定有一点就是为了培养自己的能力，或者说是为将来步入社会做一点铺垫。而在社团中锻炼自己能力的有效方式之一，就是组织各类活动。组织一项活动，自然有不小的工作量。尤其是在在浙大，对于学生社团组织活动有着各项严格的规章制度，各项活动必须按照规定的复杂流程都做好才行。立项、跑表、场地借用、宣传品的制作与投入使用、活动后的备案等等，对初入社团的新人来说都是不小的考验。打个不恰当的比方，这些困难就像罗文中尉送信途中面对的海浪、丛林荆棘、敌兵等危险，那么，我们是否能像罗文中尉那样，在接到任务之后，立刻一丝不苟地闯过这些困难，将我们手中的信送给加西亚呢？很惭愧的说，我自己便远远没有做到。在上次社团组织的讲座中，我作为负责人，遇到困难后的第一件事就是打电话问部长怎么办？尽管有的事情可以自己通过查阅其他资料解决，但我依然选择了最为使自己省心的方式——向自己的“上级”要求获得更多的信息：我要求知道加西亚的具体位置，知道他长什么样，知道我的行进路线，知道我如何才能找到他等等，诸如此类。是的，我并没有做到像罗西中尉那样，立即去执行任务，不去追问各种“无比重要”的问题，没有像他那样凭借自己的勇气与信念跨越种种艰难险阻。更何况我所面对的困难与罗文中尉相比是多么的微不足道！阅读《致加西亚的信》，霎时让我感到无比羞愧。

《致加西亚的信》教会我们的第一点是如何做一名好的下属。对我们而言，现在教会我们的也许是如何一名好的社团干事，将来则是如何做一名好的职员，不管是一名基层员工，还是已经成为一名高级经理人，只要自己还有上级。崇高的敬业精神，正是这本书教给我们的核心思想。如果我们能够像罗文中尉一样忠诚敬业、尽职尽责、自动自发，我们必然将会成为卓越的职员，而我们的雇主也将会视我们为企业的栋梁，从而我们也将会被雇主所倚重，获得更多的发展机会，实现自身的价值和追求。尽管我们最初的目的不是这些，而只是出于自身的不可抑制的职业精神。正如马克·戈尔曼所说：“卓越就是比别人更为执着；卓越就是比别人更敢于冒险；卓越就是比别人更富于梦想；卓越就是比别人有更高的期望！这就是通往卓越之路！”（4）“上帝正让我们追求完美——为我们自己去定一个高于他人的标准。”（5）

严格地来说，《致加西亚的信》与其他的管理学著作不大相同，或者说它讲述的是如何进行自我管理，而不是管理他人。不过，作为一个管理者，必定希望拥有像罗文中尉一样地员工，能够在公司中出色地“将信送给加西亚”。通过激励原理，管理者或许可以做到这一点。但前提一定是管理着自身已经成为了一个能“将信送给加西亚的人”。

注：1.文中所指的一书为：《致加西亚的信》.（美）阿尔伯特·哈伯德 著.瞿文明 译.光明日报出版社.2006年2月第1版

2.第42页第11-12行

3.第6页第11-16行

4.第65页第17-21行

5.第64页第12-13行

第三篇：著作选读

1（一）马列著作：

1、《共产党宣言》。（《马克思恩格斯选集》第1卷）

2、《哥达纲领批判》。（《马克思恩格斯选集》第3卷）

3、《社会主义从空想到科学的发展》。（《马克思恩格斯全集》第19卷，《马克思恩格斯选集》第3卷）

4、《国家与革命》。（《列宁选集》第3卷）

（二）毛泽东著作：

1．《实践论》、《矛盾论》、《星星之火，可以燎原》、《反对本本主义》、《中国革命战争的战略问题》、《关于纠正党内的错误思想》。（《毛泽东选集》第1卷）

2．《论持久战》、《中国革命和中国共产党》、《〈共产党〉发刊词》、《新民主主义论》。（《毛泽东选集》第2卷）

3．《改造我们的学习》、《论联合政府》。（《毛泽东选集》第3卷）

4．《在中国共产党第七届中央委员会第二次全体会议上的报告》、《论人民民主专政》（《毛泽东选集》第4卷）

5．《关于农业互助合作的两次谈话》、《关于国家资本主义经济》、《革命的转变和党在过渡时期的总路线》（《毛泽东文集》第6卷）

6．《论十大关系》、《关于正确处理人民内部矛盾的问题》（《毛泽东文集》第7卷）

7．《关于三个世界划分问题》（《毛泽东文集》第8卷）

（三）邓小平著作：

1．《在全军政治工作会议上的讲话》、《党和国家领导制度的改革》、《坚持四项基本原则》、《解放思想，实事求是，团结一致向前看》、《新时期的统一战线和人民政协的任务》、《中国的对外政策》、《社会主义首先要发展生产力》、《建设强大的现代化正规化的革命军队》、《在中国文学艺术工作者第四次代表大会上的祝词》、《思想路线政治路线的实现要靠政治路线来保证》、（《邓小平文选》第2卷）

2．《科学技术是第一生产力》、《我国方针政策的两个基本点》、《我们的宏伟目标和根本政策》、《一切从社会主义初级阶段的实际出发》、《用坚定的信念把人民团结起来》、《对中国改革的两种评价》、《一个国家，两种制度》、《在武昌、深圳、珠海、上海等地的谈话要点》、《和平和发展是当代世界的两大问题》。（《邓小平文选》第3卷）

（四）江泽民著作：

1．《在邓小平同志追悼大会上的悼词》、《当代中国共产党人的庄严使命》、《坚持和完善人民代表大会制度》、《在毛泽东同志诞生一百周年纪念大会上的讲话》、《正确处理社会主义现代化建设中的若干重大关系》、《为促进祖国统一大业的完成而继续奋斗》、《爱国主义和我国知识分子的使命》。（《江泽民文选》第1卷）

2．《高举邓小平理论伟大旗帜，把建设有中国特色社会主义事业全面推向21世纪》、《二十年来我们党的主要历史经验》、《实现国防和军队现代化建设跨世纪发展的战略目标》。（《江泽民文选》第2卷）

3．《在庆祝中国共产党成立80周年大会上的讲话》、《科学对待马克思主义》、《全面建设小康社会，开创中国特色社会主义事业的新局面》、《在激烈的国际竞争中掌握主动》、《共同创造一个和平繁荣的新世纪》。（《江泽民文选》第3卷）

（五）胡锦涛讲话

1．《树立和落实科学发展观》、《在中央人口资源环境工作座谈会上的讲话》、《在全党大力弘扬求真务实精神，大兴求真务实之风》、《在纪念毛泽东同志诞辰一百一十周年座谈会上的讲话》。（《十六大以来重要文献选编》上）

2．《在邓小平同志诞辰一百周年纪念大会上的讲话》、《在首都各界纪念全国人民代表大会成立五十周年大会上的讲话》、《在庆祝中国人民政治协商成立五十五周年大会上的讲话》、《在2省部级主要领导干部提高构建社会主义和谐社会能力专题研讨班上的讲话》、《坚持一个中国原则，促进祖国统一大业》、《在中央民族工作会议暨国务院第四次全国民族团结进步表彰大会上的结合》。（《十六大以来重要文献选编》中）

3．《中共十七大报告》

第四篇：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

第五篇：《管理学》名著选读

管理学硕士研究生必读之经典管理著作

D.霍思：《管理思想的演变》：中国社会科学出版社，2000年

彼得·德鲁克：《创业精神与创新——变革时代的管理原则与实践》，工人出版社，1989年中文版。

A.萨克森尼安：《地区优势：硅谷和128公路地区的文化和竞争》，上海远东出版社，1999年

詹姆斯.昌佩、尼丁.诺利亚：《管理的变革――企业最先进观念的转变》，经济日报出版社，1998年中文版

戴维·贝赞可、戴维·德雷诺夫和马克·尚利：《公司战略经济学》，北京大学出版社，1999年中文版。

格兰特：《公司战略管理》，光明日报出版社，2004年中文版。

丹尼斯·卡尔顿、杰弗里·佩罗夫：《现代产业组织》，上海三联书店、上海人民出版社1998年中文版。

加里·哈梅尔、C.K.普拉哈拉德：《竞争大未来》，昆仑出版社，1998年中文版。托马斯·彼得斯、罗伯特·沃特曼：《追求卓越：美国优秀企业的管理圣经》，中央编译出版社，2000年中文版。

詹姆斯·柯林斯、杰里·波拉斯：《企业不败》，新华出版社，1998年中文版。

D.诺斯：《西方世界的兴起》，华夏出版社，1999年版；

A.钱德勒：《看得见的手》，商务印书馆，1987年版；

J.布坎南：《自由市场和国家》，上海三联，1989年版；

弗朗西斯.福山：《信任》，远方出版社，1998年版；

吴思华：《策略九说：策略思考的本质——大学管理类教材丛书》，复旦大学出版社，2002年版；

周三多：《战略管理思想史》，复旦大学出版社，2002年版；