出版时间:2011-11 出版社:清华大学 作者:(美)斯蒂芬·P.罗宾斯//玛丽·库尔特 页数:565
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内容概要
本书由美国著名管理学家斯蒂芬·p.罗宾斯教授撰写,是西方经典的管理学教材,被欧美大多数商学院选为指定教材或推荐参考书。本书以管理过程为主线,分别阐述了管理的四大职能:计划、组织、领导与控制。管理是一门动态的学科,因此本书坚持以应用为导向,并不断引入前沿话题,反映了最新的管理思想和管理界的最新趋势。
本书结构清晰,语言生动,博采众长,不仅提供了大量的应用案例,而且荟萃了众多学者的研究成果。同时,作者还颇具匠心地设计了多个实用性很强的专栏和练习,帮助读者掌握所学内容。对于高校学生和企业管理者,本书均是一部极好的教材或参考书。
作者简介
斯蒂芬·P.罗宾斯(Stephen P.Robbins)
美国圣迭戈州立大学荣誉教授,管理学与组织行为学领域全球最畅销教材的作者,其著作在全美超过1000所大学中广泛使用,并被翻译为16种语言。罗宾斯博士长期从事管理学和组织行为学研究,他撰写的教科书中最著名的有《管理学》《组织行为学》《组织行为学精要》《人际技能培训》等。
书籍目录
preface xv
part one defining the manager's terrain 1
chapter 1 introduction to management and organizations 3
chapter 2 management history 23
chapter a organizational culture and environment 43
chapter 4 managing in a global environment 69
chapter s social responsibility and managerial ethics 91
part two planning 117
chapter 6 managers as decision makers 119
chapter 7 foundations of planning 143
chapter 8 strategic management 161
part three organizing 181
chapter 9 organizational structure and design 183
chapter 10 managing human resources 205
chapter 11 managing teams 231
chapter 12 managing change and innovation 257
part four leading 279
chapter 13 understanding individual behavior 281
chapter 14 managers and communication 312
chapter 15 motivating employees 339
chapter 16 managers as leaders 369
part five controlling 395
chapter 17 introduction to controlling 397
chapter 18 managing operations
章节摘录
版权页: 插图: The other two concepts-social responsiveness and social responsibility-reflectthe socioeconomic view, which says that managers' social responsibilities go beyondmaking profits to include protecting and improving society's welfare. This view isbased on the belief that corporations are not independent entities responsible only tostockholders but have an obligation to the larger society. Organizations around theworld have embraced this view, as shown by a recent survey of global executives inwhich 84 percent said that companies must balance obligations to shareholders withobligations to the public good.5 But how do these two concepts differ? Social responsiveness means that a company engages in social actions inresponse to some popular social need. Managers in these companies are guided bysocial norms and values and make practical, market-oriented decisions about theiractions. For instance, managers at American Express Company identified threethemes-community service, cultural heritage, and leaders for tomorrow-to guideit in deciding which worldwide projects and organizations to support. By makingthese choices, managers "responded" to what they felt were important social needs." A socially responsible organization views things differently. It goes beyond what it'sobligated to do or chooses to do because of some popular social need and does whatit can to help improve society because it's the right thing to do. We define socialresponsibility as a business's intention, beyond its legal and economic obligations, todo the right things and act in ways that are good for society.8 Our definition assumesthat a business obeys the law and cares for its stockholders, and it adds an ethicalimperative to do those things that make society better and not to do those that make itworse. As Exhibit 5-1 shows, a socially responsible organization does what is rightbecause it feels it has an ethical responsibility to do so. For example, Abt Electronics inGlenview, Illinois, would be described as socially responsible according to our definition. As one of the largest single-store electronics retailers in the United States.
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