第一篇：管理学经典文献选读活动策划书
管理学经典文献选读活动策划书
一．活动背景
为实现人才培养目标，工商专业在在课程设置上坚持规范与特色两个导向。在特色方面，开设了理论提高和就业强化两个课程模块。在理论提高模块，开设了管理学经典文献选读课程。在杨晓智老师的指导推荐下，我们接触了泰罗《科学管理原理》，马克斯·韦伯《经济和社会组织》和哈罗德·孔茨《管理理论的丛林（1961年）》等经典管理学文献。我们希望借助此次读书交流活动让大家分享彼此的阅读心得，为以后的专业学习营造良好的读书氛围。
二．活动的目的和意义
余秋雨曾言：“阅读的最大理由是想摆脱平庸，早一天就多一份人生的精彩；迟一天就多一天平庸的困扰。”我们希望通过此次活动，让大家更为深入的了解经典管理学文献，培养起阅读专业书目的兴趣，摆脱新生在专业学科上的迷惘与困惑。
三．活动内容
1.组织机构：中国劳动关系学院2012级经济管理系工商管理班
2.活动方式：小组为单位，以演讲形式开展活动。强调介绍经典文献内容观点，重点是阐述自我的认知理解，突出“交流、互动”，吸引其他同学选择阅读。另外请杨晓智老师为同学们的演讲与选择书目做点评，解答阅读中的疑惑。
3.活动主题：管理学经典文献选读
4.活动对象：中国劳动关系学院2012级经济管理系工商管理班全体学生
5.活动时间：6月26日
6.活动地点：中国劳动关系学院（涿州校区）一教201室
四．活动奖项设置
1.一等奖一名，奖品：
2.二等奖两名，奖品：
3.三等奖五名，奖品：
附录：
推荐书目：
《论语今读》《孔子大传》、《史记孔子世家》《孙子兵法》
《国民财富的性质和原因的分析》《道德情操论》--亚当斯密
《论语与算盘》--涩泽荣一
《实践经营哲学》--与松下幸之助
《管理学历史与现状》《美国企业的管理革命》《管理思想的演进》--阿尔弗雷德•钱德勒 《美国商业故事》《伟大的博弈》《财富帝国》《资本的冒险》--约翰戈登
《激荡三十年》《激荡一百年》《大败局》--吴晓波
《科学管理原理》--泰罗
《工业管理与一般管理》--法约尔
《马克斯韦伯传》--玛丽安妮韦伯，商务印书馆，2010年
《经济与社会》《经济史》《新教伦理与资本主义精神》--马克斯韦伯
《工业文明的社会问题》--梅奥
《经理人员的职能》切斯特巴纳德
《通过例题学习计量经济学》（第二版）白砂堤津耶，人大出版社，2012.《统计学与计量经济学》多米尼克•萨尔瓦多，复旦大学出版社，2008年。《经济学中的数学》，卡尔•西蒙、劳伦斯•布鲁姆，人民大学出版社，2012 《面向管理的数量分析》，巴里•伦德尔，北京大学出版社，2010
《商务定量分析方法》，戴维•安德森，清华大学出版社，2007.《应用多元回归分析》沃尔夫冈•哈德勒，北京大学出版社，2011
《数理统计与数据分析》，约翰•莱斯，机械工业出版社，2012
《统计模型：理论与实践》，戴维•弗里德曼，机械工业出版社，2010
《创业史诗---杜兰特创建美国通用汽车之路》，阿克塞尔•马德森
《福特传》---道格拉斯布林克利，中信出版社，2005年
三巨头
1.《卡内基传》彼得克拉斯，国际文化出版公司，2005年
2.《洛克菲勒》一个关于财富的神话，海南出版社，2002年
3.《摩根》，华尔街之子，琼·施特劳斯，华夏出版社，2004年
IBM三部曲
1.沃森传---特立独行者和他的IBM王国，凯文梅尼，中信出版社，2004
2.小沃森自传，中信出版社，2005
3.谁说大象不能跳舞，郭士纳，中信出版社，2004
美国著名企业
1.上帝国家可口可乐，马克彭博格拉斯特，广西大学出版社
2.浪尖上的宝洁---宝洁的企业史
3.杰克韦尔奇自传，中信出版社
日本著名企业
4.索尼源流---在废墟上起步，华夏出版社，2003
5.花王帝国
6.优衣库
7.我们在燃烧——日本电子企业研发史，鲍勃•约翰斯通，华夏出版社，2004.
第二篇：文献选读考试题
文献考试题
程晓敏09020111
一、毛泽东是怎样论述新民主主义革命领导权问题的？25分
答：毛泽东从以下几个方面论述了革命领导权的保证：
（1）中国资产阶级民主革命不能由资产阶级领导，这是因为时代的变化和中国的国情决定了中国资产阶级不具备领导资产阶级民主革命的能力。中国的资产阶级全然不同于西方的资产阶级，不具有彻底的反封建性；中国资产阶级有两重性，这个特征决定了资产阶级赞成和参加革命的态度是不稳固的、不坚决的，“即使在革命时….《毛泽东选集》第2卷，人民出版社1991年版，第673－674页。
(2)建立以工农联盟为基础的广泛的革命统一战线，是实现无产阶级领导权的关键。“中国无产阶级应该懂得：…《毛泽东选集》第2卷，人民出版社1991年版，第645页和《毛泽东选集》第3卷，人民出版社1991年版，第1075页。
(3)在同资产阶级建立统一战线时，实行独立自主和又联合又斗争的方针，是保持无产阶级领导权的基本策略。资产阶级革命“不但在极力影响小资产阶级和农民，而且还在极力影响无产阶级和共产党„《毛泽东选集》第2卷，人民出版社1991年版，第608页。
(4)建立一支强大的革命武装，是保证无产阶级领导权的坚强支柱。在外无民族独立，内无民主自由的半殖民地半封建的中国，革命的主要斗争形式是战争，主要的组织形式是军队。“枪杆子出政权”，没有强大的革命武装，在中国就不可能有无产阶级和共产党的地位，更谈不上所谓的无产阶级领导权。所以，无产阶级要保持自己在民主革命中的领导权，就必须建立起强大的革命武装。《毛泽东选集》第2卷，人民出版社1991年版，第542、543、544页。
(5)加强无产阶级政党建设，是实现无产阶级领导权的根本保证。无产阶级对中国革命的领导是通过自己的政党——共产党来实现的……靠“共产党队伍的发展，思想的统一性，纪律的严格性”《毛泽东选集》第2卷，人民出版社1991年版，第692页
二、毛泽东是怎样论述新民主主义革命和社会主义革命关系的？25分
答：毛泽东从以下几个方面论述了新民主主义革命和社会主义革命的关系：
（1）论述了新民主主义革命的性质。新民主主义革命，不是无产阶级社会主义革命，而是资产阶级民主主义革命。…《毛泽东选集》第2卷，人民出版社1991年版，第646页。
（2）新民主主义革命，虽然是资产阶级民主主义性质的，但它却是新式的、特殊的资产阶级民主革命。……《毛泽东选集》第2卷，人民出版社1991年版，第647页。
（3）论述了怎样处理民主革命和社会主义革命两者之间的关系问题。毛泽东明确提出了中国革命“两步走”的思想。他指出，中国革命必须分为两个步骤：……《毛泽东选集》第2卷，人民出版社1991年版，第651页。
（4）论述了两个革命之间的联系。两者之间的关系犹如文章中的上篇与下篇的关系，只有上篇做好，下篇才能做好。《毛泽东选集》第2卷，人民出版社1991年版，第651－652页。
（5）指出了处理民主革命和社会主义革命两者之间的关系问题的两种错误倾向。《毛泽东选集》第2卷，人民出版社1991年版，第682－685页。
三、邓小平关于社会主义市场经济理论的主要内容是什么？25分
答：邓小平关于社会主义市场经济理论的主要内容有：
（1）论述了社会主义也可以搞市场经济,处理计划和市场的关系…《邓小平文选》第2卷，人民出版社1994年版，第236页。《邓小平文选》第3卷，人民出版社1993年版，第16-17、83、203页。
（2）计划经济和市场经济不属于社会基本制度的范畴。…《邓小平文选》第2卷，人民出版社1994年版，第236页。
（3）社会主义同市场经济不存在根本矛盾，社会主义搞市场经济能有力地促进生产力的发展。《邓小平文选》第3卷，人民出版社1993年版，第148-149页。
（4）计划和市场都是调节经济的方法和手段，不是社会主义和资本主义的本质区别。《邓小平文选》第3卷，人民出版社1993年版，第203、367、373页。
四、中共十三大报告是怎样论述马克思主义中国化的？25分
（1）在总结建国以来历史经验的基础上论述了马克思主义中国化的必要性、重要性。（十三大报告第七部分第4段）。
（2）概括总结了马克思主义中国化的新成果初级阶段的理论。（十三大报告第七部分第1、4段）。
（3）推进马克思主义中国化需要解放思想。（十三大报告第七部分第3段）。
（4）推进马克思主义中国化需要进行改革开放的理论研究、学习和宣传。（十三大报告第七部分第9段）。
（5）推进马克思主义中国化必须把马克思主义与实践结合起来。（十三大报告第七部分第9段）。
（6）推进马克思主义中国化必须克服几种错误倾向。（十三大报告第七部分第8段）。
第三篇：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
第四篇：《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；
第五篇：马克思主义文献选读略记
马克思主义文献选读-肖巍
第一讲
一，现在至少有五种马克思主义： 1，马克思本人以及恩格斯的解读
（苏联版的《马恩选集》具有浓厚的政治色彩）马克思基金会
2，经过包装的系统的马克思主义（教科书式的）
起源于恩格斯——整理资本论，提出马克思主义“三部分” 3，马恩之后对其补充完善丰富了的马克思主义 ——列宁主义：
一个区别：马克思主义：国际主义的——全人类的解放，人的自由发展 列宁主义：国家主义的——保卫国家的民主集中制政权
——毛泽东思想、金太阳的主体思想、邓、江的理论„„萨达姆思想 4，作为知识界研究对象的马克思主义
西马：狭义：葛兰西，上世纪20-30年代的思想家（开创的）„„ 广义：（包括）法兰克福学派-哈贝马斯„„近年来由欧陆转移至英美
——分析的、生态的马克思主义 不是把马克思作为意识形态 5，被妖魔化的马克思主义
二，马克思做过什么事情
·马克思学：至今有三分之一的手稿没有得到解读-多为晚年所作 需要注意的概念：国家—朝廷（帝国是没有政府的）社会—天下 古典的马克思：
德国古典哲学：作为哲学家的马克思-人类前十名之内？：
德国犹太人-语言具有思辨性 英国古典经济学：人类前三之内？ 英国的经验主义传统
（以上两个方面体现在《1844年经济学哲学手稿》中）——所以马克思是有理论的 浪漫的马克思
法国的传统：革命&恋爱（特点：来得快去得快）——所以马克思是有理想的
三，19世纪40年代-80年代：四十年的学术生涯 阶段一：1851年之前
着重于揭示过去，研究历史&哲学 《1844年经济学哲学手稿》，《德意志意识形态》 阶段二：1851-1871: 经济学：剩余价值学说 阶段三： 1875年巴黎公社（公社是“共产”义的同根词）共产主义：为了解决生产力与生产关系的矛盾 共产主义（公有制）思想完成描述 晚年开始研究俄国 1883年，over
概括马克思主义的四个关键词
一，对资本的批判（中国现在是个资本通吃的社会）二，对劳动的关爱
改变资本对人的异化 三，对国家的超越
反对国家主义 四，对自由的向往
马克思是自由主义者
——构成了马克思的思想谱系
第二讲
阅读文本：
关于费尔巴哈的提纲 德意志意识形态 问题：
1，唯物主义和实践主义的关系 2，马克思怎么理解社会？
（应该是关于关于费尔巴哈的提纲）·（文章有）古典哲学的痕迹 ·有唯物主义的新（内容）
·马克思主义的唯物史观：有人的唯物史观 ·社会：广义-政治经济文化活动的共同体
狭义-社会学研究的对象，相对于政治、经济„„ 马克思：强调社会交往
——德意志意识形态
1930年后才为人所读到 1，实践的内涵&外延 内涵：感性与理性的关系 外延：排除了什么
·什么时候才算人？（胖博士发表观点涉及到的问题）不必找一条线
·对康德开始清算：理念主义缺少感性 黑格尔：理念主义的高峰
——（问题：关于马克思的欧洲中心论）马克思永远是在西欧
西方的“市民社会”也是基于中世纪后期的概念 ——为什么中国不能生长出市民社会？
市民社会需要三个基础：其中一个是产权，而中国是官商勾结的 ·国家真的进步需要的是生产技术创新 ·中国陷入了人地比例的陷阱？ ·清代人口激增造成了农业问题 „„
实践：超越精神与物质 人的类特征
费尔巴哈-指出了黑格尔的颠倒，缺乏关怀与改变 但对立了客观与感性
马克思的社会：人通过实践形成的一个整体概念
·“国家”是社会的怪胎 ·“交往”即之后的“生产关系” ·“生产”即很大程度上的“实践”
*分工是对人类的放大，也是对人类的限制-导致异化 ·马克思在思辨上提出的解决方案：非分工的共产主义 ——后来从经济学出发的资本论更深入地批判了资本主义 *发展矛盾超过了阶级矛盾-即便是在西方 发展成为国家追求甚至国家集团追求
中国的市民社会问题
第三讲
共产党宣言-马克思建构的初步方案
Q1：资产阶级在世界历史中究竟起到了什么作用？世界发生了什么变化？ Q2：马克思提出的方案究竟是为了解决资本足以的什么问题？
马克思的时代之前，社会主义与“个人主义”相对立，而非与“资本主义”相对立
·实践问题
·社会——广义的，与“国家”对立的 ——共产党宣言
1848年，实为“共产主义宣言”
（内容更大程度上是）对资本主义的肯定 对“社会主义”的批判
资本主义的重要性：生产力急剧发展 带来了巨大的变化
全球化：国家的巨大获利而非人民的 财富集中在少数人手里
马克思要做的：生产资料公有制-生产的社会化
第四讲
《政治经济学批判》导言
Q：什么是政治经济学的方法？
（好像是这节课在讨论先有“桌子”还是先有“桌子”的概念？）·从具体到抽象：研究的方法 ·从抽象到具体：叙述的方法
第五讲
法兰西内战 哥达纲领批判
Q1：马克思是怎样看待“革命”的？（关于法兰西内战）Q2：马克思是怎么勾勒社会主义的？
？人在劳动之外做什么？ *革命的结果往往是意外的 社会福利理论：避免革命
哥达纲领批判中的社会主义： 1生产资料的社会化（所有制）2社会化生产（计划经济？）3按劳分配 1、2、3是原教旨的社会主义，是理想化的 此外：
1国家与阶级的淡出 2人的解放（自由）
第六讲
恩格斯：社会主义从空想到科学的发展 Q1：恩格斯怎样理解科学？
Q2：马克思学说各组成部分是什么关系？
（有讨论什么是“规律”？真理是有条件的？）
人有需要（need）有欲望（want），根据欲望的生产会导致一些列问题如生态灾难
马克思认为：应当将人的欲望限制在需要之内——根据人的需要来计划生产——计划经济：让生产满足需要
科学：用逻辑的方式推出社会主义的愿景，并且需要实践去实现 恩格斯首先对马克思进行了体系化 提出了三分，包括科学社会主义等等
第七讲
路德维希·费尔巴哈与德国古典哲学的终结-马克思主义哲学的蓝本（可结合恩格斯的书信-论述了经济决定论的片面）
Q：马恩唯物主义的“物”是什么？怎样理解实践意义上的唯物主义？
——恩格斯的书信：是对马克思的总结梳理，估计不到之处的补充，以及一部分质疑 ——《费尔巴哈论》-哲学问题
·辩证法：起源于语言的“辩” 中西文化的差异： 中国人是“轻言”的
西方文明起源的希腊：思想的载体即是对话 中世纪传教：使用语言 ·黑格尔：主观辩证法
·马克思：主客观关系辩证法
恩格斯：将“物”看作脱离思维的存在，较少论及“实践”
第八讲
《法兰西阶级斗争》一书导言
-恩格斯提出了一些反思（结合《共产党宣言》的序言，从中可看出恩格斯思想变化的轨迹
——怎样认识“无产阶级”与“资产阶级”？ 新阶级现实：中产阶级，“产”是指生产资料
——马克思意义上的“工人阶级”/“无产阶级”现在已经发生了变化
中国将知识分子归入了“无产阶级”（“劳动者”/“建设者”）
——对于阅读马克思：
论断不重要，重要的是方法： 追溯经济根源-阶级分析的方法 中国的现状：严重的社会分裂
——问题（武瑞娟）：马克思的跨学科问题
中国传统知识分子即“士”的使命：格物致知诚意正心修齐治平„„是不存在学科化的学习的，学习“学问”而非知识，以进入“庙堂”„„ ——马克思主义在中国
最先接触者是“书生”，知识分子 后愈来愈政治化、意识形态化
中国的马克思主义更大程度上是俄国传来的列宁主义
——对马克思主义认识的两大误区： 1意识形态化
2学科化（哲学的、经济学的、美学的„„）
——之所以中共产党成为中国农民运动的领导者：
很大程度上的个人因素影响：毛对农民运动的认识，机遇因素等等„„
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