管理学原著选读

第一篇：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

第二篇：马克思原著选读读后感

马原著选读读后感

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

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

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

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

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

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

第三篇：《马克思主义原著选读》读后感

《马克思主义原著选读》读后感

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

第四篇：《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：《马克思主义原著选读》复习题

《马克思主义原著选读》复习题

一、填空题(2*10)1．《导言》，马克思1843年写于巴黎，1844年发表《德法年鉴》；《导言》第一次提出并阐明了无产阶级的历史使命和实现人类解放的正确途径问题。《导言》是马克思实现“两个转变”的标志性著作。《导言》标志着马克思实现了哲学上和政治上的两个主要转变：哲学上，从一个唯心主义者转变为一个唯物主义者；政治上，从一个激进的革命民主主义者转变为一个共产主义者。

2．《手稿》1844年写于法国巴黎，1932年发表《马克思恩格斯全集》；《手稿》是马克思主义三个组成部分思想的第一次综合阐述，是马克思主义新世界观的诞生地。

3．《提纲》马克思于1845年写于布鲁塞尔，1888年出版，被恩格斯誉为“包含着世界观的天才萌芽的第一个文件”；划清唯心主义与旧唯物主义最后界限的标志，《提纲》与《形态》是唯物史观创立的基本标志。

4．《德意志形态》1846年写成；1932年发表德文；是马克思主义哲学诞生的标志，第一次全面地阐述了历史唯物主义的基本原理，标志马克思恩格斯第一个伟大发现的基本完成。5．《共产党宣言》1848年写成，是马克思恩格斯合著的第三部重要著作；是马克思主义诞生并将进入一个新时期的标志，是无产阶级实现人类解放的行动指南，具有重大的现实意义。

6．《序言》1859年写成；对马克思所发现的唯物主义历史观的实质作了精辟的说明。7．《反杜林论》恩格斯写成于1878年；第一次从马克思主义哲学、政治经济学和科学社会主义三个方面，系统的阐述了马克思主义理论体系，是第一本“百科全书式”的马克思主义哲学教科书。

8．《费尔巴哈论》恩格斯写成于1886年；不仅回击了社会的错误思潮，还丰富和发展了马克思主义哲学。

9．《唯批》列宁写成于1908年，10．《辩证法》列宁写成于1915年

11．《实践论》毛泽东写成于1937年的一部重要哲学著作；在马克思主义哲学发展史上，暨在马克思主义哲学中国化的发展过程中占有极其重要的地位，他和《矛盾论》一起是毛泽东哲学思想成熟和理论化、系统化的标志性著作。

12．《矛盾论》毛泽东写成于1937年；在马克思主义哲学发展史上，暨在马克思主义哲学中国化的发展过程中占有极其重要的地位，他和《实践论》一起是毛泽东哲学思想成熟和理论化、系统化的标志性著作。是中国共产党人和中国人民认识世界和改造世界的科学方法。具有重要的现实意义。

二、命题解析题(5*4)《导言》：

1．批判的武器当然不能代替武器的批判，物质力量只能用物质力量来摧毁；但是理论一经掌握群众，也会变成物质力量。理论只要说服人，就能掌握群众；而理论只要彻底，就能说服人。所谓彻底，就是抓住事物的根本。但人的根本就是人本身。答：本命题出自于马克思的《黑格尔法哲学批判导言》； 主要观点：

（1）理论不能代表实践，反动的统治阶级只能用人的力量来摧毁

（2）先进的理论是人类解放的必要精神武器。理论经由人民群众掌握，就会产生巨大的作用，理论必须为人民群众所接受，这样的理论才能说服人。

2．德国人的解放就是人的解放。这个解放的头脑是哲学，它的心脏是无产阶级。哲学不消灭无产阶级，就不能成为现实；无产阶级不把哲学变成现实，就不可能消灭自己。答：本命题出自于马克思的《黑格尔法哲学批判导言》； 主要观点：

德国人解放的精神力量是哲学，物质力量是无产阶级。哲学通过无产阶级（即其对里面的无产阶级）才能成为现实。无产阶级把哲学变成现实，才能消灭资产阶级（即其对里面的无产阶级）

《手稿》：

3．工人生产的财富越多，他的产品的力量和数量越大，他就越贫穷。工人创造的商品越多，他就越变成廉价的商品。物的世界的增值同人的世界的贬值成正比。答：本命题出自于马克思的《1844年经济学哲学手稿》； 主要观点：

工人生产的产品越多，他就越养活资本家，自己就像对越贫穷、越廉价、越贬值。

《提纲》：

4．旧唯物主义的立脚点是“市民”社会；新唯物主义的立脚点则是人类社会或社会化了的人类。答：本命题出自于马克思的《关于费尔巴哈的提纲》； 主要观点：

旧唯物主义为资产阶级服务，新唯物主义是为无产阶级服务的。

5．哲学家们只是用不同的方式解释世界，而问题在于改变世界。答：本命题出自于马克思的《关于费尔巴哈的提纲》；

主要观点：这反映了马克思主义哲学的实践的特征，从以下两大方面分析：（1）认识世界不是目的，强调实践性（2）强调实践的意义

《形态》：

6．当费尔巴哈是一个唯物主义者的时候，历史在他的视野之外；当他去探讨历史的时候，他决不是一个唯物主义者。在他那里，唯物主义和历史是彼此完全脱离的。答：本命题出自于马克思的《德意志意识形态》； 主要观点：

费尔巴哈作为唯物主义者，不包括它的历史观，费尔巴哈历史观是唯心主义的。唯物主义和历史观是脱离的

《宣言》：

7．资产阶级在它的不到一百年的阶级统治中所创造的生产力，比过去一切世代创造的全部生产力还要多，还要大。

答：本命题出自于马克思、恩格斯的《共产党宣言》；

主要观点：主要讲资产阶级社会在人类发展史的重要作用，它创造了巨大的生产力。

8．真理和谬误，正如一切在两极对立中运动的逻辑范畴一样，只是在非常有限的领域内才具有绝对的意义。

答：本命题出自于恩格斯的《反杜林论》；

主要观点：真理和谬误的区别是有条件的，二者可以相互转化的

（1）任何真理都是具体的；真理在其适用范围内时，它与谬误的对立是绝对的，二者的原则界限不能混淆。

（2）但二者的对立又是相对的，有条件的，超出真理的适用范围，真理与谬误在一定条件下可相互转化。

《费尔巴哈论》：

9．不论哪一个哲学命题都没有象黑格尔的一个著名命题那样引起近视的政府的感激和同样近视的反动派的愤怒，这个命题就是：“凡是现实的都是合理的，凡是合理的都是现实的。” 答：本命题出自于恩格斯的《路德维希·费尔巴哈和德国古典哲学的终结》； 主要观点：

（1）政府和反对派都把现实等同于现存的、合理的，认为黑格尔是为普鲁士理所辩护，因此引起政府的感激和反动派的愤怒。

（2）黑格尔认为现实的不等于现存的，而是合理的，带有必然性的东西，才是现存的、合理的。而当时政府是现存的，失去存在的必然性。虽然是现存的，失去存在的合理性，所以就该灭亡。

10．全部哲学，特别是近代哲学的重大的基本问题，是思维和存在的关系问题。答：本命题出自于恩格斯的《路德维希·费尔巴哈和德国古典哲学的终结》；

主要观点：恩格斯指出基本问题含义，即思维与存在的关系问题。这个问题包括思维与存在何者为第一性，以及是否有同一性的两方面内容。它们分别是唯物主义和唯心主义，可知论与不可知论划分的标准。

11．费尔巴哈的下面这个论断是绝对错误的：“人类的各个时期彼此借以区别的，仅仅是宗教的变迁。”

答：本命题出自于恩格斯的《路德维希·费尔巴哈和德国古典哲学的终结》；

主要观点：恩格斯对费尔巴哈宗教观点进行批判，夸大了宗教在历史发展中的作用，指出费尔巴哈宗教观点把人类发展史看作一部宗教变迁史，把宗教看成是人类发展的决定力量，没有看到生产方式的作用。一种唯心主义历史观。

12．对已以合理的自我节制，对人以爱（永远是爱！），这就是费尔巴哈的道德的基本准则，其余的一切都是从这个准则中推出来的。

答：本命题出自于恩格斯的《路德维希·费尔巴哈和德国古典哲学的终结》；

主要观点：指费尔巴哈伦理观上的错误以及对人以合理的自我节制和对人以爱这一准则在阶级社会是行不通的。

《唯批》：

13．物质是标志客观实在的哲学范畴，这种客观实在是人通过感觉感知的，它不依赖于我们的感觉而存在，为我们的感觉所复写、摄影、反映。答：本命题出自于列宁的《唯物主义和经验批判主义》；

主要观点：对物质含义的经典表达：指出物质是不依赖于人的意识并能为人的意识所反映。

14．就是物质和意识的对立，也只是在非常有限的范围内才有绝对的意义，在这里，仅仅在承认什么是第一性的和什么是第二性的这个认识论的基本问题的范围内才有绝对的意义。超出这个范围，物质和意识的对立无疑是相对的。答：本命题出自于列宁的《唯物主义和经验批判主义》；

主要观点：物质和意识的对立和区别仅仅是在两者何谓第一性的意义上才是绝对的。当把意识作为对象来理解的时候，二者都具有客观实在性。

《矛盾论》：

15．唯物辩证法认为外因是变化的条件，内因是变化的根据，外因通过内因而起作用。答：本命题出自于毛泽东的《矛盾论》； 主要观点：指出内外因的辩证关系

（1）内部矛盾对事物发展起决定作用，事物的发展是内因和外因共同起作用的结果（2）外因是事物变化发展的条件，内因是事物变化发展的依据，外因通过内因其作用。

16．没有什么事物是不包含矛盾的，没有矛盾就没有世界。答：本命题出自于毛泽东的《矛盾论》；

主要观点：矛盾的普遍性。矛盾无时不在，无处不在。

（1）矛盾是普遍的、绝对的，存在于事物发展的一切过程中，有贯穿于一切过程的始终；矛盾具有普遍性，体现“矛盾无时不在，无处不在”（2）

三、原理阐释题(4*10)1．马克思在《1844年经济学哲学手稿》中，怎样阐述了异化劳动的表现。

答：

① 劳动者同其劳动产品的异化，即“物的异化”。就是说。劳动者同自己的产品处于异己的对象关系之中---工人生产的对象越多，他能占有的对象就越少，并越是受其产品的奴役和统治。

② 劳动者同其劳动活动的异化，即“活动者的异化”或“自我异化”。也就是说，劳动活动本身对劳动者来说变成了某种外在的、异己的东西---他不是劳动者的自我活动，而是否定劳动者的东西，是使劳动者感到不幸的东西，是使劳动者的肉体和精神遭受折磨和摧毁的东西。

③ 劳动者同其类本质的异化。在马克思看来，人是一种类存在物，人通过对对象世界的改造，实际地确证了自己是类存在物。

④ 劳动中人同人的关系的异化。即一个人同他人相异化，以及他们中每个人都同人的本质相异化。

2．马克思在《关于费尔巴哈的提纲》中，怎样立足于实践的观点阐述了新旧唯物主义的根本区别。

答：

①

3．马、恩在《德意志意识形态》中，怎样系统阐述了唯物史观的基本观点。

4．马、恩在《共产党宣言》中，怎样阐述了共产党的性质、目的和任务。

5．马克思在《政治经济学批判·序言》中，怎样经典表述了历史唯物主义的基本原理。

6．恩格斯在《路德维希·费尔巴哈和德国古典哲学的终结》中，怎样阐述了哲学基本问题。

7．恩格斯在《路德维希·费尔巴哈和德国古典哲学的终结》中，是怎样对费尔巴哈宗教观点和伦理观点中唯心主义杂质进行批判的。

8．列宁在《谈谈辩证法问题》中，怎样阐述了对立统一规律是唯物辩证法的实质以及辩证法就是认识论。

四、著作观点概要题(2*10)1．得意志意识形态

2．共产党宣言

3．政治经济学批判·序言

4．谈谈辩证法问题

5．实践论

6．毛泽东: 矛盾论