管理学-第9版

内容简介

《管理学(第9版)》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。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，《管理学(第9版)》均是一部极好的教材或参考书。《管理学》（第9版）由美国管理学家斯蒂芬·P.罗宾斯教授和玛丽·库尔特教授所撰写，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参考书。《管理学(第9版)》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。《管理学(第9版)》坚持以应用为导向，并不断引入前沿话题，反映了的管理思想和管理界的趋势。

目录

第1篇 导论
第1章 管理和组织导论
第2章 管理的今昔

第2篇 界定管理者面对的情形
第3章 组织文化和环境：管理的约束
第4章 化环境中的管理
第5章 社会责任与管理伦理

第3篇 计划
第6章 决策：管理者工作的本质
第7章 计划的基础
第8章 战略管理
第9章 计划工具与技术

第4篇 组织
第10章 组织结构与设计
第11章 沟通与信息技术
第12章 人力资源管理
第13章 管理变革与创新

第5篇 领导
第14章 行为学基础
第15章 理解群体与团队
第16章 激励员工
第17章 领导

第6篇 控制
第18章 控制的基础
第19章 运营与价值链管理

附录A 管理新创企业
附录B 技能培养模块
注释
词汇表

摘要与插图

THE SYSTEMS APPROACH
　　During the 1960s, management researchers began to analyze organizations from a sys-tems perspective, a concept taken from the physical sciences. A system is a set of inter-related and interdependent parts arranged in a manner that produces a unifiedwhole. The two basic types of systems are closed and open. Closed systems are notinfluenced by and do not interact with their environment. In contrast, open systemsdynamically interact with their environment. Today, when we describe organizationsas systems, we mean open systems. Exhibit 2-6 shows a diagram of an organizationfrom an open systems perspective. As you can see, an organization takes in inputs（resources） from the environment and transforms or processes these resources intooutputs that are distributed into the environment. The organization is "open" to andinteracts with its environment.
　　The Systems Approach and Managers
　　How does the systems approach contribute to our understanding of management？Researchers envisioned an organization as being made up of "interdependent factors,including individuals, groups, attitudes, motives, formal structure, interactions, goals,status, and authority. What this means is that as managers coordinate work activitiesin the various units of the organization, they ensure that all these interdependentunits are working together so that the organizations goals can be achieved. For exam-ple, the systems approach would recognize that, no matter how efficient the produc-tion department might be, if the marketing department doesnt anticipate changes incustomer tastes and work with the product development department in creating prod-ucts customers want, the organizations overall performance will suffer.
　　In addition, the systems approach implies that decisions and actions taken in oneorganizational area will affect others and vice versa. For example, if the purchasingdepartment doesnt acquire the right quantity and quality of inputs, the productiondepartment will not be able to do its job effectively.