ntroduction to Management 管理学导论 教学大纲 讲义 案例及问题 教师:李元旭博士 School of Management, Fudan University 复旦大学,管理学院 2008年3月
Introduction Introduction Introduction Introduction to Management Management Management Management 管理学导论 教学大纲 讲义 案例及问题 教师：李元旭 博士 School of Management, anagement, anagement, anagement, Fudan University niversity niversity niversity 复旦大学，管理学院 2008年3月
大学之道,在明明德,在新民,在止於至善 《大学》
大学之道，在明明德，在新民，在止於至善。 ——《大学》
Introduction to Management 2008, Shanghai 管理学导论 2008年2月,上海 SYLLABUS 教学大纲 Dr. Yuanxu, Li Office Phone: (021)65645421 Office: No 902 Dasan building Email:yxli@fudan.edu.cn,liyuanxu08@gmail.com 李元旭博士 办公电话:(021)65645421 办公地点:李达三楼902室 电子邮件:yali@fudan.edu.cn,liyuanxuo8@gmail.com Teacher Assistant: Yuanyang, Song Email:072025082@fudan.edu.cn Phone Number: 13795422470 助教:宋渊洋 电子邮件:072025082@fudan.edu.cn 电话号码:13795422470 ◆ ABOUT THE INSTRUCTOR 主讲人介绍: Dr. Yuanmu Li(Ph. D, Fudan University) is Professor of International Management and Strategy Management in the School of Management, Fudan University. He is the author of 7 books, such as erging Markets in Global Economy(economy and management press, 2002), His research has appeared in more than 60 referred journal publications. As a teaching excellent award recipient, Dr. Li eaches strategic management and international management at graduate and undergraduate levels. He is also a consultant for several multinational corporations and super national corporations 李元旭博士,现任复旦大学管理学院国际管理和战略管理教授,博导,曾出版了7部著作和教材 如“全球化经济下的新兴市场”(经济管理出版社,2002)。近十年来,他有60篇研究文章在主流杂 志发表。作为优秀教学奖(霍英东教育基金会青年教师奖,上海市育才奖,上海市级教学成果奖, 复旦大学管理学院MBA教学一等奖)的获得者,李博士为本科生和研究生传授战略管理和国际管 理课程。他同时也担任数家跨国公司、大型国有企业及上市公司的顾问 ◆ REQUIRED TEXT
1 Introduction Introduction Introduction Introduction to Management Management Management Management 2008, Shanghai Shanghai Shanghai Shanghai 管理学导论 2008年2月，上海 SYLLABUS SYLLABUS SYLLABUS SYLLABUS 教学大纲 Dr. Yuanxu, Li Office Phone: (021) 65645421 Office: No. 902 Dasan building Email: yxli@fudan.edu.cn, liyuanxu08@gmail.com 李元旭 博士 办公电话：（021）65645421 办公地点：李达三楼902室 电子邮件：yxli@fudan.edu.cn, liyuanxu08@gmail.com Teacher Assistant: Yuanyang, Song Email: 072025082@fudan.edu.cn Phone Number: 13795422470 助教：宋渊洋 电子邮件：072025082@fudan.edu.cn 电话号码：13795422470 � ABOUT THE INSTRUCTOR: INSTRUCTOR: INSTRUCTOR: INSTRUCTOR: 主讲人介绍： Dr. Yuanxu Li (Ph.D, Fudan University) is Professor of International Management and Strategy Management in the School of Management, Fudan University. He is the author of 7 books, such as Emerging Markets in Global Economy (economy and management press, 2002), His research has appeared in more than 60 referred journal publications. As a teaching excellent award recipient, Dr. Li teaches strategic management and international management at graduate and undergraduate levels. He is also a consultant for several multinational corporations and super national corporations. 李元旭博士，现任复旦大学管理学院国际管理和战略管理教授，博导，曾出版了7部著作和教材， 如“全球化经济下的新兴市场”（经济管理出版社，2002）。近十年来，他有60篇研究文章在主流杂 志发表。作为优秀教学奖（霍英东教育基金会青年教师奖，上海市育才奖，上海市级教学成果奖， 复旦大学管理学院MBA教学一等奖）的获得者，李博士为本科生和研究生传授战略管理和国际管 理课程。 他同时也担任数家跨国公司、大型国有企业及上市公司的顾问。 � REQUIRED REQUIRED REQUIRED REQUIRED TEXT:
必读书目: 1. Stephen P. Robbins Mary Coulter, Management Eighth Edition, Tsinghua University Press, 2004 斯蒂芬P·罗宾斯( Stephen P Rωbins)、玛丽·库尔特( Marry Coulter)著,孙健敏等译,《管理学》 (第七版),中国人民大学出版社,2004 2. 2007: Lecture slides on Introduction of Management 管理学导论的课程讲义 COMMENDATORY TEX 推荐参考书: Mingjie Rui, Management: A Modern Approach, Shanghai Peoples Publishing House, 1999 芮明杰《管理学:现代观点》,上海人民出版社,1999 ◆ COURSE OBJECTIVES 课程目标 本课程是管理的入门课程,使学生对于企业运营、组织行为和一般管理等管理的各个方面具有初步 的了解。 2. To provide students with the opportunity to develop skills for effective problem-solving. To do this students will learn basic analytical tools to problems, using case methodology. 本课程会给学生提供提高自己解决管理类问题技能的机会。学生将会学习各类管理问题的基本的分 析工具,并在案例讨论中初步运用这些分析工具。 3. To provide students with the opportunity to practice decision-making with imperfect information under time constrain 本课程将给学生提供训练机会,以提高他们在有限时间和不完全信息情况下的决策能力。 4. To develop communication skills, both oral and written. 提高学生的口头和书面的交流能力 5. To give students exposure to research in business 提供基本的商业研究方面的训练 TEACHING METHODOLOGY AND EXPECTATIONS 教学方法和要求: This course is taught primarily by the case method, which requires a much greater involvement of the student in class than does the traditional lecture method. Students will analyze the case individually in preparation for the class discussion. In the classroom, the instructor will act as discussion leader, with emphasis on students'active participation. The very nature of the case discussion approach demands a
2 必读书目： 1. Stephen P. Robbins & Mary Coulter, Management Eighth Edition, Tsinghua University Press, 2004. 斯蒂芬·P·罗宾斯（Stephen P.Robbins）、玛丽·库尔特（Marry Coulter）著，孙健敏等译，《管理学 》 （第七版），中国人民大学出版社，2004. 2. 2007: Lecture slides on Introduction of Management. 管理学导论的课程讲义。 � COMMENDATORY COMMENDATORY COMMENDATORY COMMENDATORY TEXT: 推荐参考书： Mingjie Rui, Management: A Modern Approach, Shanghai People's Publishing House, 1999. 芮明杰《管理学：现代观点》，上海人民出版社，1999。 � COURSE OBJECTIVES: OBJECTIVES: OBJECTIVES: OBJECTIVES: 课程目标： 1. To present an introductory course in business administration and to offer students an exposure to Operation, Organizational Behavior, and General Management. 本课程是管理的入门课程，使学生对于企业运营、组织行为和一般管理等管理的各个方面具有初步 的了解。 2. To provide students with the opportunity to develop skills for effective problem-solving. To do this, students will learn basic analytical tools to problems, using case methodology. 本课程会给学生提供提高自己解决管理类问题技能的机会。学生将会学习各类管理问题的基本的分 析工具，并在案例讨论中初步运用这些分析工具。 3. To provide students with the opportunity to practice decision-making with imperfect information under time constrain. 本课程将给学生提供训练机会，以提高他们在有限时间和不完全信息情况下的决策能力。 4. To develop communication skills, both oral and written. 提高学生的口头和书面的交流能力。 5. To give students exposure to research in business. 提供基本的商业研究方面的训练。 � TEACHING TEACHING TEACHING TEACHING METHODOLOGY METHODOLOGY METHODOLOGY METHODOLOGY AND EXPECTATIONS: EXPECTATIONS: EXPECTATIONS: EXPECTATIONS: 教学方法和要求： This course is taught primarily by the case method, which requires a much greater involvement of the student in class than does the traditional lecture method. Students will analyze the case individually in preparation for the class discussion. In the classroom, the instructor will act as discussion leader, with emphasis on students’ active participation. The very nature of the case discussion approach demands a
high level of attendance, preparation and contribution in class 本课程采用案例教学方法,与传统的课程相比要求学生有更高的参与度。在课堂讨论前,要求学生 独立地阅读案例材料,认真地分析案例,为课堂讨论做好准备。在课堂讨论中,老师扮演的是讨论 引导者的角色,鼓励学生积极参与讨论。案例讨论的成功进行要求学生要有很高的出勤率,课前认 真准备,以及发言对于讨论的积极贡献。 Students are expected to be fully engaged in the entire learning process. This means devoting time energy to preparation before class, listening to others during class discussion and engaging in discussion. Collective reasoning and discovery are critical to the successful application of the case method Prior to any case discussion, engaging in discussions w'ith /or examining notes from others who ma have already experienced the case class is a clear violation ofour norms 要求学生全面参与到整个课程学习中来。这意味着课前要花大量时间、精力做相关准备,课堂上要 认真听别人的讨论,并积极发表自己的看法。集体进行分析推理和得出相关结论对于案例方法的成 功应用极为重要。在案例讨论前不能与已经参与过该案例讨论的人进行讨论,因为这是明显违反案 例讨论规则的。 Detailed note-taking during class can often be distracting for others and counterproductive to your own learning. Instead, try to be selective in taking notes during class. It is good idea to consolidate what you have learned at the end of each class or at the end of the day 在讨论中详细地做笔记会分散别人的注意力,使别人不能专心讨论,也使你无法思考案例问题,这 对于你的学习是不利的。因此,在课堂讨论时要有选择性地记笔记。最好是在课堂讨论后或晚上睡 前复习、巩固你在课堂上学习到的一些东西。 Talking privately with classmates or using your computer during class for personal activities such as reading/writing e-mail, writing letters, surfing the web, playing games, etc. is distracting for others, is not conductive to your own learning, and violates our norms 在课堂上不允许与其他同学进行私人讨论或使用电脑做一些私事,如读、写电子邮件,写信,上网, 玩游戏等。因为,这会分散别人的注意力,同时对你自己的学习也是有害的 ◆ COURSE DESIGN 课程设计 To achieve the above objective, the course will use several techniques. The course package(lecture notes) and the textbook will be the primary source of readings on introduction to management. Case analyses are good chance for you to sharpen your analytical skills and critical thinking. It is important that you do your readings, analyze the assigned cases, and be prepared for class discussion. The case approach is one of the principal learning tool of this course 为了达到以上目标,本课程将采用一些技巧方法。整套课程材料(讲座笔记)和教科书是管理学导 论阅读资料的第一手来源。案例分析是增强你的分析能力和培养批判思维的良好机会。对学员来说 认真阅读材料、分析指派案例和准备课堂讨论是非常重要的。案例分析是本课程重要的学习工具。 ◆ CLASS PARTICIPATION:
3 high level of attendance, preparation and contribution in class. 本课程采用案例教学方法，与传统的课程相比要求学生有更高的参与度。在课堂讨论前，要求学生 独立地阅读案例材料，认真地分析案例，为课堂讨论做好准备。在课堂讨论中，老师扮演的是讨论 引导者的角色，鼓励学生积极参与讨论。案例讨论的成功进行要求学生要有很高的出勤率，课前认 真准备，以及发言对于讨论的积极贡献。 Students are expected to be fully engaged in the entire learning process. This means devoting time and energy to preparation before class, listening to others during class discussion and engaging in class discussion. Collective reasoning and discovery are critical to the successful application of the case method. Prior to any case discussion, engaging in discussions with (or examining notes from) others who may have already experienced the case class is a clear violation of our norms. 要求学生全面参与到整个课程学习中来。这意味着课前要花大量时间、精力做相关准备，课堂上要 认真听别人的讨论，并积极发表自己的看法。集体进行分析推理和得出相关结论对于案例方法的成 功应用极为重要。在案例讨论前不能与已经参与过该案例讨论的人进行讨论，因为这是明显违反案 例讨论规则的。 Detailed note-taking during class can often be distracting for others and counterproductive to your own learning. Instead, try to be selective in taking notes during class. It is good idea to consolidate what you have learned at the end of each class or at the end of the day. 在讨论中详细地做笔记会分散别人的注意力，使别人不能专心讨论，也使你无法思考案例问题，这 对于你的学习是不利的。因此，在课堂讨论时要有选择性地记笔记。最好是在课堂讨论后或晚上睡 前复习、巩固你在课堂上学习到的一些东西。 Talking privately with classmates or using your computer during class for personal activities such as reading/writing e-mail, writing letters, surfing the web, playing games, etc. is distracting for others, is not conductive to your own learning, and violates our norms. 在课堂上不允许与其他同学进行私人讨论或使用电脑做一些私事，如读、写电子邮件，写信，上网 ， 玩游戏等。因为，这会分散别人的注意力，同时对你自己的学习也是有害的。 � COURSE DESIGN： 课程设计： To achieve the above objective, the course will use several techniques. The course package (lecture notes) and the textbook will be the primary source of readings on introduction to management. Case analyses are good chance for you to sharpen your analytical skills and critical thinking. It is important that you do your readings, analyze the assigned cases, and be prepared for class discussion. The case approach is one of the principal learning tool of this course. 为了达到以上目标，本课程将采用一些技巧方法。整套课程材料（讲座笔记）和教科书是管理学导 论阅读资料的第一手来源。案例分析是增强你的分析能力和培养批判思维的良好机会。对学员来说 ， 认真阅读材料、分析指派案例和准备课堂讨论是非常重要的。案例分析是本课程重要的学习工具。 � CLASS PARTICIPATION PARTICIPATION PARTICIPATION PARTICIPATION:
课堂参与: You should demonstrate your satisfactory participation in this class. This means demonstrating your knowledge on management and making thoughtful comments on various issues discussed in the class ATTENDANCE IS MANDATORY. If you have an emergency, callemail the assistant professor as soon as you know you cannot attend class. I will note your attendance and participation for each session. Under University regulations, your instructor can determine at which point absenteeism has become excessive and thus can prevent you from passing the course. At the discretion of individual instructors, any student who misses more than 30% of scheduled classes will not pass this course. I request that you sit in the same general area of the classroom for the entire term 学员们必须表现出令人满意的课程参与度。这意味着学员们要积极展示自己的管理知识和在课堂讨 论中对提出的诸多问题发表深思后的评论。出勤是强制性的。如果学员有紧急情况不能参加课程时 凊通过电话或邮件与助教联系。学员每一部分课程的出勤和参与情况都会被记录。老师会根据学校 的相关规定,考虑你的实际出勤情况决定你是否因为超过规定的缺席次数而不能通过该门课的考 核。根据老师的个人经验判断,缺席率高于30%的同学将无法通过该门课程的考核。主讲人要求在 整个教学期间,学员们在教室中的位置保持基本不变。 ◆ COURSE EVALUATION: 课程评价 The course has three components for assessment: (1)Attendance,(2)Classroom participation, (3) Final examination. Your grades will be assigned based on your attendance(15%), classroom participation(30%) and your final examination(55%) 本门课程有三个评价内容,即(1)出勤,(2)课堂参与(3)期末考试。同样学生的成绩也将由 三个部分组成,即出勤(15%),课堂参与(30%)和期末考试(55%)。 Attendance lass participation Final examination Total: 100% 出勤情况 15% 课堂参与 期末考试 总计 课堂参与: The incremental class contribution grade is to recognize your input to the learning of your classmates Assessment of participation follows the usual norms. It is expected you will be present and prepared for every class and cooperative in sharing your views in the classroom discussion. Class contribution has spects of both quantity and quality. With regards to quality some of the criteria follow
4 课堂参与： You should demonstrate your satisfactory participation in this class. This means demonstrating your knowledge on management and making thoughtful comments on various issues discussed in the class. ATTENDANCE ATTENDANCE ATTENDANCE ATTENDANCE IS MANDATORY MANDATORY MANDATORY MANDATORY. If you have an emergency, call/email the assistant professor as soon as you know you cannot attend class. I will note your attendance and participation for each session. Under University regulations, your instructor can determine at which point absenteeism has become excessive and thus can prevent you from passing the course. At the discretion of individual instructors, any student who misses more than 30% of scheduled classes will not pass this course. I request that you sit in the same general area of the classroom for the entire term. 学员们必须表现出令人满意的课程参与度。这意味着学员们要积极展示自己的管理知识和在课堂讨 论中对提出的诸多问题发表深思后的评论。出勤是强制性的。如果学员有紧急情况不能参加课程时 ， 请通过电话或邮件与助教联系。学员每一部分课程的出勤和参与情况都会被记录。老师会根据学校 的相关规定，考虑你的实际出勤情况决定你是否因为超过规定的缺席次数而不能通过该门课的考 核。根据老师的个人经验判断，缺席率高于30%的同学将无法通过该门课程的考核。主讲人要求在 整个教学期间，学员们在教室中的位置保持基本不变。 � COURSE EVALUATION EVALUATION EVALUATION EVALUATION： 课程评价： The course has three components for assessment: (1) Attendance, (2) Classroom participation, (3) Final examination. Your grades will be assigned based on your attendance (15%), classroom participation (30%), and your final examination (55%). 本门课程有三个评价内容，即（1）出勤，（2）课堂参与（3）期末考试。同样学生的成绩也将由 三个部分组成，即出勤（15%），课堂参与（30%）和期末考试（55%）。 Attendance 15% Class participation 30% Final examination 55% Total: 100% 出勤情况 15% 课堂参与 30% 期末考试 55% 总计：100% Evaluation Evaluation Evaluation Evaluation component component component component descriptions: descriptions: descriptions: descriptions: Class participation participation participation participation: 课堂参与： The incremental class contribution grade is to recognize your input to the learning of your classmates. Assessment of participation follows the usual norms. It is expected you will be present and prepared for every class and cooperative in sharing your views in the classroom discussion. Class contribution has aspects of both quantity and quality. With regards to quality some of the criteria follow:
课堂参与是指学生在课堂上与同学互动的过程中的贡献,对这一部分的评定主要依据一般性标 准,例如课前准备,保证出席以及在课堂讨论中积极发表意见,课堂表现有质量与数量两方面的 考察,主要标准如下 1. The points made are relevant to the discussion. 发言内容与讨论主题密切相关。 2. The question advanced the discussion or assisted the process 提问内容对讨论的过程有所帮助。 3. Contribution goes beyond simple recitation of the case facts 不简单地复述案例事实 4. There is evidence of analysis rather than just the expression of opinion.(Although some espousal of opinion is acceptable, even desirable in certain circumstances) 尽量分析现象而不只是表达个人观感(尽管某些情况下有的个人看法是值得拥护的) 5. Linking your comments to those of others and facilitating the flow of the discussion 将自己的观点与其他人的观点相互映证,推动讨论的进程。 6. The contribution furthered the class understanding of the critical issues 有益于加深对关键问题的理解。 Voluntary contributions are important to our learning process. Please get involved, if you have difficulty participating in class we can arrange for a special activity to help break the ice. Please approach the professor or assistant, we will arrange for something 积极的课堂表现对我们的学习过程至关重要,因此请主动参与,如果同学在这一过程中有任何困 难,请及时联系教师或助教,我们会另做安排,克服这一困难。 Final examination: 期末考试: This open-book open-notes, in-class exam(see Appendix 1 for the schedule)requires you to answer questions use what you learned in class 考试采用课堂开卷形式(参见附录中的时间安排),要求学员使用所学回答案例后面的问题
5 课堂参与是指学生在课堂上与同学互动的过程中的贡献，对这一部分的评定主要依据一般性标 准，例如课前准备，保证出席以及在课堂讨论中积极发表意见，课堂表现有质量与数量两方面的 考察，主要标准如下： 1. The points made are relevant to the discussion. 发言内容与讨论主题密切相关。 2. The question advanced the discussion or assisted the process. 提问内容对讨论的过程有所帮助。 3. Contribution goes beyond simple recitation of the case facts. 不简单地复述案例事实。 4. There is evidence of analysis rather than just the expression of opinion. (Although some espousal of opinion is acceptable, even desirable in certain circumstances) 尽量分析现象而不只是表达个人观感（尽管某些情况下有的个人看法是值得拥护的）。 5. Linking your comments to those of others and facilitating the flow of the discussion 将自己的观点与其他人的观点相互映证，推动讨论的进程。 6. The contribution furthered the class’ understanding of the critical issues. 有益于加深对关键问题的理解。 Voluntary contributions are important to our learning process. Please get involved, if you have difficulty participating in class we can arrange for a special activity to help break the ice. Please approach the professor or assistant ，we will arrange for something. 积极的课堂表现对我们的学习过程至关重要，因此请主动参与，如果同学在这一过程中有任何困 难，请及时联系教师或助教，我们会另做安排，克服这一困难。 Final examination examination examination examination: 期末考试： This open-book open-book open-book open-book, open-notes open-notes open-notes open-notes, in-class in-class in-class in-class exam (see Appendix 1 for the schedule) requires you to answer questions use what you learned in class. 考试采用课堂开卷形式（参见附录中的时间安排），要求学员使用所学回答案例后面的问题
APPENDIX I 附录1 Course Schedule 课程安排表 WeekDate Course content 课程内容 012-25 Introduction to the course 课程介绍 02|303 Chapter 1 Introduction to Management and第1章:管理与组织导论 Organizations 谁是管理者? Who Are managers? 什么是管理? What Is Management? 什么是组织? What Is an organization? 为什么学习管理? I Why Study Management? 033-10 Chapter2 Management Yesterday an Today第2章:管理的昨天和今天 科学管理 Scientific management 一般行政管理理论 General Administrative Theorists 理解组织的行为 Understanding Organizational Behavior 当前的趋势和问题 Current Trends and Issues 043-17 Chapter 3 Organizational Culture and the 3章:组织文化与环境:约束 Environment: The Constraints 力量 管理者:万能的还是象征性的 The Manager: Omnipotent or Symbolic 组织文化 The Organizations Culture 外部环境的定义 Defining the External Environment 环境对管理者的影响 How the Environment Affects Managers 05|3-24 Chapter4 Managing in a global Environment第4章:全球环境中的管理 Different Types of Global Organizations 不同类型的全球组织 How Organizations Go Global 组织如何走向全球化 Managing in a global Environment 在全球环境中进行管理 6 3-31 Chapter 5 Social Responsibility and 第5章:社会责任与管理道德 Managerial Ethics What Is Social Responsibility? 什么是社会责任 Values-Based management 以价值观为基础的管理 Managerial Ethics 管理道德 actors that affect managerial ethics 管理道德的影响因素 074-07 Case 1 Broad Air conditioning and 案例讨论1:远大空调与环境保 1. What are the main advantages of broad1.远大产品的最大优势和劣势 products? What are their disadvantages 是什么 2. How do you explain the recent decrease of2近期远大在空调市场的市场 market share of Broad in the air conditioning份额下降的原因是什么? 3.站在不同的利益相关者的立 3. What is your perception of Broad and its场阐述你对远大及远大产品的 products'? Put yourself in the shoes of different看法 stakeholders 4.张应该改变他的战略(或管理
6 APPENDIX APPENDIX APPENDIX APPENDIX 1 附录1 Course Schedule Schedule Schedule Schedule 课程安排表 Week Date Course content 课程内容 01 2-25 Introduction to the course 课程介绍 02 3-03 Chapter 1 Introduction to Management and Organizations Who Are Managers? What Is Management? What Is An Organization? Why Study Management? 第1章：管理与组织导论 谁是管理者？ 什么是管理？ 什么是组织？ 为什么学习管理? 03 3-10 Chapter 2 Management Yesterday an Today Scientific Management General Administrative Theorists Understanding Organizational Behavior Current Trends and Issues 第2章：管理的昨天和今天 科学管理 一般行政管理理论 理解组织的行为 当前的趋势和问题 04 3-17 Chapter 3 Organizational Culture and the Environment: The Constraints The Manager: Omnipotent or Symbolic The Organization’s Culture Defining the External Environment How the Environment Affects Managers 第3章：组织文化与环境：约束 力量 管理者：万能的还是象征性的 组织文化 外部环境的定义 环境对管理者的影响 05 3-24 Chapter 4 Managing in a Global Environment Different Types of Global Organizations How Organizations Go Global Managing in A Global Environment 第4章：全球环境中的管理 不同类型的全球组织 组织如何走向全球化 在全球环境中进行管理 06 3-31 Chapter 5 Social Responsibility and Managerial Ethics What Is Social Responsibility? Values-Based Management Managerial Ethics Factors that affect managerial ethics 第5章：社会责任与管理道德 什么是社会责任 以价值观为基础的管理 管理道德 管理道德的影响因素 07 4-07 Case 1 Broad Air conditioning and environmental protection 1. What are the main advantages of Broad products? What are their disadvantages? 2. How do you explain the recent decrease of market share of Broad in the air conditioning market? 3. What is your perception of Broad and its products? Put yourself in the shoes of different stakeholders. 案例讨论1：远大空调与环境保 护 1. 远大产品的最大优势和劣势 是什么？ 2. 近期远大在空调市场的市场 份额下降的原因是什么？ 3. 站在不同的利益相关者的立 场阐述你对远大及远大产品的 看法。 4. 张应该改变他的战略（或管理
4. Should Mr. Zhang change his strategy哲学)进入电空调市场吗?为什 conditioning market? Why? a.如果是,接下来他应该做什 a.fyes, what should he do then? How should么?他应该进入电空调市场 he enter the market? How can he justify that吗?他如何证明这种观念的改 he changed his opinion about a responsible变是正确的? environmental attitude? b.如果否,他要做什么来提升公 b. If not, what else can he do to improve the司业绩? results of his company? 084-14 Chapter6 Decision-Making: The Essence of第6章:制定决策:管理者工作 the manager’sJob 的本质 The Decision- Making process 决策制定过程 Influences on Decision Making 决策制定的影响因素 Decision-Making Conditions 决策制定条件 Decision-Making Styles 决策风格 094-21 Chapter 7 Foundations of Planning 第7章:计划的基础 What Is Planning? 什么是计划工作 Types of Plans 计划的类型 Developing Plans 开发计划 Contemporary Issues in Planning 计划工作当前面临的问题 10 4-28 Chapter 8 Strategic Management 第8章:战略管理 Strategic Management Process 战略管理过程 Organizational Strategies 组织战略 Business-Level Strategy 事业层战略 15-05 Case2: Hongkong Ocean Park 案例讨论2:香港海洋公园 1. What was the reason for Ocean Park'sre1.海洋公园进行流程再造的原 因是什么? 2. What were the goals of the re-engineering?2.流程再造的目的是什么? 3. What were some of the difficulties 3.流程再造执行过程中遇到的 implementing the reengineering process? 主要困难是什么? 4. What strategies should Ocean Park take as a4针对迪斯尼的进入,海洋公园 result of the arrival of disneyland? 应该采取什么策略? s. What strategies should Ocean Park take|.下一步海洋公园应该采取什 next 么策略? 2512 Chapter9 Organizational Structure and Design第9:组织结构与设计 Defining Organizational Structure 组织结构的定义 Departmentalization by Type 部门化的类型 Organizational Design Decisions 组织设计决策 Organizational Desig 组织设计 35-19Case3:Gome 案例讨论3:国美电器有限公司 1. Evaluate Gome's business model 1.评价国美的商业模式。 2. Evaluate Gome's restructuring 2.评价国美的重组。 3. What are the major strategic issues facing3.国美面临的主要战略问题是 Gome? 什么? 4. What would you suggest Huang Guangyu4.你建议黄光裕下一步做什 do next? ? 5. What do you think of Gome' decision of|5.你如何看待国美使用生产商 not using promotion clerks from manufacturer驻派的促销人员?
7 4. Should Mr. Zhang change his strategy (philosophy) and enter the electric air conditioning market? Why? a. If yes, what should he do then? How should he enter the market? How can he justify that he changed his opinion about a responsible environmental attitude? b. If not, what else can he do to improve the results of his company? 哲学）进入电空调市场吗？为什 么？ a. 如果是，接下来他应该做什 么？他应该进入电空调市场 吗？他如何证明这种观念的改 变是正确的？ b. 如果否，他要做什么来提升公 司业绩？ 08 4-14 Chapter 6 Decision-Making: The Essence of the Manager’s Job The Decision-Making Process Influences on Decision Making Decision-Making Conditions Decision-Making Styles 第6章：制定决策：管理者工作 的本质 决策制定过程 决策制定的影响因素 决策制定条件 决策风格 09 4-21 Chapter 7 Foundations of Planning What Is Planning? Types of Plans Developing Plans Contemporary Issues in Planning 第7章：计划的基础 什么是计划工作? 计划的类型 开发计划 计划工作当前面临的问题 10 4-28 Chapter 8 Strategic Management Strategic Management Process Organizational Strategies Business-Level Strategy 第8章：战略管理 战略管理过程 组织战略 事业层战略 11 5-05 Case2: Hongkong Ocean Park 1. What was the reason for Ocean Park’s reengineering? 2. What were the goals of the re-engineering? 3. What were some of the difficulties implementing the reengineering process? 4. What strategies should Ocean Park take as a result of the arrival of Disneyland? 5. What strategies should Ocean Park take next? 案例讨论2：香港海洋公园 1. 海洋公园进行流程再造的原 因是什么？ 2. 流程再造的目的是什么？ 3. 流程再造执行过程中遇到的 主要困难是什么？ 4. 针对迪斯尼的进入，海洋公园 应该采取什么策略？ 5. 下一步海洋公园应该采取什 么策略？ 12 5-12 Chapter 9 Organizational Structure and Design Defining Organizational Structure Departmentalization by Type Organizational Design Decisions Organizational Designs 第9：组织结构与设计 组织结构的定义 部门化的类型 组织设计决策 组织设计 13 5-19 Case3: Gome 1. Evaluate Gome’s business model. 2. Evaluate Gome’s restructuring. 3. What are the major strategic issues facing Gome? 4. What would you suggest Huang Guangyu do next? 5. What do you think of Gome’s decision of not using promotion clerks from manufacturer 案例讨论3：国美电器有限公司 1. 评价国美的商业模式。 2. 评价国美的重组。 3. 国美面临的主要战略问题是 什么？ 4. 你建议黄光裕下一步做什 么？ 5. 你如何看待国美使用生产商 驻派的促销人员？
4|526 Chapter10 Human Resource Management第10章:人力资源管理 The hRm process 人力资源管理过程 Recruitment and Decruitment 招聘与解聘 Selection 甄选 Employee Performance Management 员工绩效管理 Contemporary HRM Issues 人力资源管理当前面临的问题 15602 Chapter16 Motivation Employee, Leadership第11章:激励员工、领导 What Is motivation? 什么是动机? Early Theories of Motivation 早期的动机理论 Contemporary Theories of Motivation 当代动机理论 16 6-09 Chapter 12 Foundations of Control 第12章:控制的基础 What Is Control? 什么是控制? The Control process 控制过程 Effective Control System 有效的控制系统 Contemporary Issues in Control 当代控制问题 176-16 Case4: Guanhan 案例讨论4:关汉 1. What dilemma is Guan Han facing? 1.关汉遇到了什么困境? 2. What is your assessment of Guan Hans|2.你如何评价关汉目前的行动 actions to date 3.如何评价关汉的选择? 3. Evaluate Guan Hans alternatives 4.站在关汉的立场,你现在会做 4 If you were in the position of Guan Han,,什么?为什么? what would you do now, why and how? 课程总结 18, 19 6-23 Final examination 期终考试
8 s? 14 5-26 Chapter 10 Human Resource Management The HRM Process Recruitment and Decruitment Selection Employee Performance Management Contemporary HRM Issues 第10章：人力资源管理 人力资源管理过程 招聘与解聘 甄选 员工绩效管理 人力资源管理当前面临的问题 15 6-02 Chapter 16 Motivation Employee、 Leadership What Is Motivation? Early Theories of Motivation Contemporary Theories of Motivation 第11章：激励员工、领导 什么是动机？ 早期的动机理论 当代动机理论 16 6-09 Chapter 12 Foundations of Control What Is Control？ The Control Process Effective Control System Contemporary Issues in Control 第12章：控制的基础 什么是控制？ 控制过程 有效的控制系统 当代控制问题 17 6-16 Case4: Guanhan 1. What dilemma is Guan Han facing? 2. What is your assessment of Guan Han’s actions to date? 3. Evaluate Guan Han’s alternatives. 4. If you were in the position of Guan Han, what would you do now, why and how? Summary 案例讨论4：关汉 1. 关汉遇到了什么困境？ 2. 你如何评价关汉目前的行动 3. 如何评价关汉的选择？ 4. 站在关汉的立场，你现在会做 什么？为什么？ 课程总结 18、19 6-23 Final examination 期终考试
