1、管理學(Management)吳文雄 主任高雄應用科技大學資管系內容(Contents)nPart 1IntroductionnPart 2 Defining the Managers TerrainnPart 3 PlanningnPart 4 OrganizingnPart 5 LeadingnPart 6 ControllingPart 1 IntroductionnChapter1 Introduction to Management and OrganizationnWho are managers?nWhat is management?nWhat do managers do?n
2、What is an organization?nWhy study management?Part 1 Introduction(Contd)nChapter 2 Management Yesterday and TodaynManagements connection to other fields of studynHistorical background of managementnScientific managementnGeneral administrative theoristsnQuantitative approach to managementnToward unde
3、rstanding organization behaviornCurrent trends and issuesPart 2 Defining the Managers Terrain nChapter 3 Organizational Culture and the Environment:The ConstraintsnThe manager:Omnipotent or Symbolic?nThe organizations CulturenThe environmentPart 2 Defining the Managers Terrain(Contd)nChapter 4 Manag
4、ing in a Global EnvironmentnWho owns what?nWhats your global perspective?nUnderstanding the global environmentnHow organizations go globalnManaging in a global environmentnIs a global assignment for you?Part 2 Defining the Managers Terrain(Contd)nChapter 5 Social Responsibility and Managerial Ethics
5、nWhat is social responsibility?nSocial responsibility and economic performancenThe“Greening”of managementnManagerial ethicsnA final thoughtPart 3 PlanningnChapter 6 Decision-Making:The Essence of the Managers JobnThe decision-making processnThe pervasiveness of decision makingnThe manager as decisio
6、n makerPart 3 Planning(Contd)nChapter 7 Foundations of PlanningnWhat is planning?nWhy do managers plan?nHow do managers plan?nContemporary issues in planningPart 3 Planning(Contd)nChapter 8 Strategic ManagementnThe importance of strategic managementnThe strategic management processnTypes of organiza
7、tional strategiesPart 3 Planning(Contd)nChapter 9 Planning Tools and TechniquesnTechniques for assessing the environmentnTechniques for allocating resourcesnContemporary planning techniquesPart 4 OrganizingnChapter 10 Organizational Structure and DesignnDefining organizational structurenOrganization
8、al design decisionsnCommon organizational designsPart 4 Organizing(Contd)nChapter 11 Managerial Communication and Information TechnologynUnderstanding managerial communicationnThe process of interpersonal communicationnOrganizational communicationnUnderstanding information technologyPart 4 Organizin
9、g(Contd)nChapter 12 Human Resource ManagementnWhy human resource management is importantnThe human resource management processnHuman resource planningnRecruitment and DecruitmentnSelectionnOrientationnEmployee trainingnEmployee performance managementnCompensation and BenefitsnCareer developmentnCurr
10、ent issues in human resource management Part 4 Organizing(Contd)nChapter 13 Managing Change and InnovationnWhat is change?nForces for change?nTwo views of the change processnManaging changenContemporary issues in managing changenStimulating innovationPart 5 LeadingnChapter 14 Foundations of Behavior
11、nWhy look at individual behavior?nAttitudesnPersonalitynPerceptionnLearningPart 5 Leading(Contd)nChapter 15 Understanding Groups and TeamsnUnderstanding group behaviornTurning group into effective teamsnDeveloping and managing effective teamsPart 5 Leading(Contd)nChapter 16 Motivating EmployeesnWhat
12、 is motivation?nEarly theories of motivationnContemporary theories of motivationnCurrent issues in motivationnFrom theory to practice:Suggestions for motivating employeePart 5 Leading(Contd)nChapter 17 LeadershipnManagers versus leadersnEarly leadership theoriesnContingency theories of leadershipnCu
13、tting-edge approaches to leadershipnContemporary issues in leadershipPart 6 ControllingnChapter 18 Foundations of ControlnWhat is control?nWhy is control important?nThe control processnTypes of controlnImplications for managersnContemporary issues in controlPart 6 Controlling(Contd)nChapter 19 Opera
14、tions and Value Chain ManagementnWhat is operations management and why is it important?nValue chain managementnCurrent issues in operations managementPart 6 Controlling(Contd)nChapter 20 Controlling for Organizational PerformancenOrganizational performancenTools for monitoring and measuring organizational performancenA managers role in helping organizations achieve high performance levels
