Management:a global and entrepreneurial perspective
副标题：无
作 者：(美)海因茨·韦里克(Heinz Weihrich)，(美)马克·V. 坎尼斯(Mark V .Cannice)，(美)哈罗德·孔茨(Harold Koontz)著
分类号：
ISBN：9787514101256
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简介
《管理学全球化与创业视角(第13版)(英文影印版)》运用了大量的涉及美国、欧洲和亚洲(包括印度)的范例，探讨了适用于不同类型的组织和企业家的至关重要的管理原则和理念。正因如此，本书不仅是企业管理专业学生和教师得心应手的教材，而且也是企业管理人员不可多得的参考文献。
《管理学全球化与创业视角(第13版)(英文影印版)》特色要点：
·每章都更新了反映当前形势的管理的国际化和创业视角。
·与硅谷地区著名创业家、风险资本家、高层管理人员和律师的近期访谈内容给管理原则赋予了耳目一新的内涵。
·全书增添了大鼙的聚焦于印度和中国的管理环境的案例和视角。
·补充了蓝海战略、平衡记分卡和启发式决策的新理论内容。
·价值链理念与管理的系统方法的结合。
目录
《管理学全球化与创业视角(第13版)(英文影印版)》
chapter 1
figure 1.1 time spent in carrying out managerial functions
figure 1.2 skills and management levels
figure 1.3 approaches to management
figure 1.4 the management process, or operational, approach
figure 1.5 input-output model
figure 1.6 systems approach to m~nagement
chapter 2
figure 2.1 the organization and its external environment
chapter 3
figure 3.1 forms of international business
figure 3.2 the baldrige award criteria framework: dynamic relationships
figure 3.3 the european foundation for quality management model for business excellence
figure cia twos matrix for the competitive situation of china
chapter 4
figure 4.1 close relationship of planning and controlling
figure 4.2 steps in planning
figure 4.3 relationship of objectives and the organizational hierarchy
figure 4.4 systems approach to management by objectives
.chapter 5
figure 5.1 strategic planning process model
figure 5.2 tows matrix for strategy formulation
figure 5.3 dynamics of the tows matrix
figure 5.4 business portfolio matrix
chapter 6
figure 6.1 bases for selecting from among alternative courses of action
figure 6.2 the nature of problems and decision making in the organization
figure c2.1 tows matrix--a conceptual model
figure c2.2 tows matrix for india
figure c2.3 tows matrix for chrysler corporation before the merger
figure c2.4 tows matrix for daimler-benz before the merger
figure c2.5 tows matrix for daimler-chrysler after the merger
chapter 7
figure 7.1 formal and informal organizations
figure 7.2 organization structures with narrow and wide spans
figure 7.3 management by processes
figure 7.4 the organizing process
chapter 8
figure 8.1 a functional organization grouping (in a manufacturing company)
figure 8.2 a territorial, or geographic, organization grouping (in a manufacturing company)
figure 8.3 customer departmentation (in a large bank)'
figure 8.4 a product organization grouping (in a manufacturing company)
figure 8.5 matrix organization (in engineering)
figure 8.6 typical strategic business unit organization (in a large industrial chemical company)
chapter 9
figure 9.1 centralization and decentralization as tendencies
chapter 10
figure 10.1 formal and informal or informational organizations
chapter 11
figure 11.1 systems approach to staffing
figure 11.2 manager inventory chart
figure 11.3 personnel actions' based on manager supply and demand within the enterprise
figure 11.4 systems approach to selection
chapter 12
figure 12.1 the appraisal process
figure 12.2 formulation of a career strategy
chapter 13
figure 13.1 manager development process and training
figure 13.2 analysis of training needs,
figure 13.3 moving an organizational equilibrium
figure 13.4 a model of the organization development process
chapter 14
figure 14.1 maslow's hierarchy of needs
figure 14.2 comparison of maslow's and herzberg's theories of motivation
figure 14.3 porter and lawler's motivation model
figure 14.4 equity theory
figure 14.5 objective or goal setting for motivation
chapter 15
figure 15.1 the flow of influence with three leadership styles
figure 15.2 the managerial grid
figure 15.3 continuum of manager-nonmanager behavior
figure 15.4 fiedler's model of leadership
figure 15.5 path-goal approach to leadership effectiveness
chapter 16
figure 16.1 increased complexity of relationships through increase in group size
figure 16.2 which comparison line is the same length as the standard line?
chapter 17
figure 17.1 the purpose and function of communication
figure 17.2 a communication process model
figure 17.3 information flow in an organization
chapter 18
figure 18.1 feedback loop of management control
figure 18.2 comparison of simple feedback and feedforward systems
figure 18.3 system of inputs for feedforward inventory control
chapter 19
figure 19.1 transition from a gantt chart to pert
figure 19.2 pert flowchart
figure 19.3 matrix for e-commerce
chapter 20
figure 20.1 operations management system
figure 20.2 inventory control model
figure 20.3 sample .value chain activities and managerial actions for a computer manufacturer
figure c6.1 the future of global management matrix
figure c6.2 illustration of milestones and financing to achieve rapid growth and liquidity
chapter 1
figure 1.1 time spent in carrying out managerial functions
figure 1.2 skills and management levels
figure 1.3 approaches to management
figure 1.4 the management process, or operational, approach
figure 1.5 input-output model
figure 1.6 systems approach to m~nagement
chapter 2
figure 2.1 the organization and its external environment
chapter 3
figure 3.1 forms of international business
figure 3.2 the baldrige award criteria framework: dynamic relationships
figure 3.3 the european foundation for quality management model for business excellence
figure cia twos matrix for the competitive situation of china
chapter 4
figure 4.1 close relationship of planning and controlling
figure 4.2 steps in planning
figure 4.3 relationship of objectives and the organizational hierarchy
figure 4.4 systems approach to management by objectives
.chapter 5
figure 5.1 strategic planning process model
figure 5.2 tows matrix for strategy formulation
figure 5.3 dynamics of the tows matrix
figure 5.4 business portfolio matrix
chapter 6
figure 6.1 bases for selecting from among alternative courses of action
figure 6.2 the nature of problems and decision making in the organization
figure c2.1 tows matrix--a conceptual model
figure c2.2 tows matrix for india
figure c2.3 tows matrix for chrysler corporation before the merger
figure c2.4 tows matrix for daimler-benz before the merger
figure c2.5 tows matrix for daimler-chrysler after the merger
chapter 7
figure 7.1 formal and informal organizations
figure 7.2 organization structures with narrow and wide spans
figure 7.3 management by processes
figure 7.4 the organizing process
chapter 8
figure 8.1 a functional organization grouping (in a manufacturing company)
figure 8.2 a territorial, or geographic, organization grouping (in a manufacturing company)
figure 8.3 customer departmentation (in a large bank)'
figure 8.4 a product organization grouping (in a manufacturing company)
figure 8.5 matrix organization (in engineering)
figure 8.6 typical strategic business unit organization (in a large industrial chemical company)
chapter 9
figure 9.1 centralization and decentralization as tendencies
chapter 10
figure 10.1 formal and informal or informational organizations
chapter 11
figure 11.1 systems approach to staffing
figure 11.2 manager inventory chart
figure 11.3 personnel actions' based on manager supply and demand within the enterprise
figure 11.4 systems approach to selection
chapter 12
figure 12.1 the appraisal process
figure 12.2 formulation of a career strategy
chapter 13
figure 13.1 manager development process and training
figure 13.2 analysis of training needs,
figure 13.3 moving an organizational equilibrium
figure 13.4 a model of the organization development process
chapter 14
figure 14.1 maslow's hierarchy of needs
figure 14.2 comparison of maslow's and herzberg's theories of motivation
figure 14.3 porter and lawler's motivation model
figure 14.4 equity theory
figure 14.5 objective or goal setting for motivation
chapter 15
figure 15.1 the flow of influence with three leadership styles
figure 15.2 the managerial grid
figure 15.3 continuum of manager-nonmanager behavior
figure 15.4 fiedler's model of leadership
figure 15.5 path-goal approach to leadership effectiveness
chapter 16
figure 16.1 increased complexity of relationships through increase in group size
figure 16.2 which comparison line is the same length as the standard line?
chapter 17
figure 17.1 the purpose and function of communication
figure 17.2 a communication process model
figure 17.3 information flow in an organization
chapter 18
figure 18.1 feedback loop of management control
figure 18.2 comparison of simple feedback and feedforward systems
figure 18.3 system of inputs for feedforward inventory control
chapter 19
figure 19.1 transition from a gantt chart to pert
figure 19.2 pert flowchart
figure 19.3 matrix for e-commerce
chapter 20
figure 20.1 operations management system
figure 20.2 inventory control model
figure 20.3 sample .value chain activities and managerial actions for a computer manufacturer
figure c6.1 the future of global management matrix
figure c6.2 illustration of milestones and financing to achieve rapid growth and liquidity
Management:a global and entrepreneurial perspective
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