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Jingdong book

管理金典:经理的职能(中英双语·精典版)

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巴纳德关于组织理论的探讨,至今几乎没有人能超越。 德鲁克、孔茨、明茨伯格、西蒙、马奇、利克特等人都大大受益于巴纳德。作为管理者,巴纳德的书不可不读。

Content Description

《管理金典:经理的职能(中英双语·精典版)》是巴纳德毕生从事企业管理工作的经验总结,他将社会学概念用于分析经理人员的职能和工作过程,提出了一套组织的理论,建立了现代组织理论的基本框架。巴纳德认为所有的组织都包含三个要素:合作的意愿、共同的目标和沟通。他的贡献就在于,从最简单的人类协作入手,揭示了组织的本质及其最普遍的规律。
这本书博大精深、内容丰富,被视为管理的一座丰碑,它在出版后的半个多世纪重印了18次,其影响和发行量不断地增加,所有论及组织方面的问题都绕不开这座丰碑。
Author Description

切斯特·I·巴纳德 (Chester I. Barnard,1886年11月7日—1961年6月7日),西方现代管理理论中社会系统学派的创始人,现代管理理论之父。所著《经理人员的职能》和《组织与管理》被奉为西方管理学的经典著作。
对于这位西方现代管理理论中社会系统学派的创始人,管理学界几乎一致认为:巴纳德关于组织理论的探讨,至今几乎没有人能超越。
德鲁克、孔茨、明茨伯格、西蒙、马奇、利克特等人都大大受益于巴纳德。对于一个希望将传统组织改造为现代组织的经理人来说,巴纳德的书不可不读。
美国《财富》杂志盛赞他为“可能是美国适合任何企业管理者职位的具有最大智慧的人”。
Catalogue

第1 章导论
第2 章个体和组织
第1 节个体的地位与人的特性 / 6
第2 节本书对待个体与个人的立场 / 11
第3 节协作系统之外的个体行为的某些特点 / 13
第4 节人的行为的效率与效果的意义 / 14
第3 章协作系统中的物质限制与生物限制
第1 节协作有效的理由与时机 / 18
第2 节协作过程的目标 / 25
第3 节协作的限制 / 27
第4 节协作系统不稳定的原因及协作对追求目标的影响 / 28
第4 章协作系统中的心理因素与社会因素
第1 节心理因素的意义 / 31
第2 节社会因素的主要构成 / 32
第5 章协作行动的原则
第1 节作为诸要素统一体的协作行为 / 37
第2 节协作限制及其克服过程 / 41
第6 章正式组织的定义
第1 节定义的发展 / 50
第2 节作为抽象系统的正式组织 / 57
第7 章正式组织的理论
第1 节组织的要素 / 63
第2 节协作效果与组织效率 / 69
第8 章复合正式组织的结构
第1 节完全组织、不完全组织、下级组织和从属组织 / 73
第2 节组织的起源和成长 / 76
第3 节经理组织 / 83
第9 章非正式组织及其同正式组织的关系
第1 节非正式组织是什么 / 85
第2 节非正式组织的结果 / 86
第3 节正式组织创造非正式组织 / 90
第4 节正式组织中非正式组织的职能 / 91
第10 章专业化的基础和种类
第1 节专业化的基础 / 94
第2 节专业化和组织 / 97
第11 章诱因的经济
第1 节诱因的两个方面 / 102
第2 节诱因的经济 / 112
第12 章权力理论
第1 节权力的源泉 / 118
第2 节协调体系 / 126
第3 节与法律概念的调和 / 133
第13 章决策的环境
第1 节决策的时机 / 138
第2 节决策的证据 / 141
第3 节环境的性质 / 142
第14 章机会主义理论
第1 节客观领域的分析 / 147
第2 节战略因素理论 / 148
第3 节目的的实现和决策 / 151
第4 节分析方面的问题 / 151
第15 章经理人员的职能
第1 节组织中沟通的维持 / 158
第2 节促使个体提供必要的服务 / 165
第3 节目的与目标的制定 / 167
第16 章管理过程
第1 节组织的有效性 / 171
第2 节组织的效率 / 173
第17 章经理人员责任的性质
第1 节道德水准 / 189
第2 节道德准则和责任 / 192
第3 节经理人员的责任 / 198
第4 节经理人员的创造职能 / 205
第5 节领导与协作系统的发展 / 205
第18 章结论
第1 节要点 / 208
第2 节组织理论的根本问题 / 211
附录一30 周年版导言
附录二日常事务中的心理

CONTENTS
CHAPTER I INTRODUCTION............................................................................................. 254
CHAPTER II THE INDIVIDUAL AND ORGANIZATION.................................................... 258
CHAPTER III PHYSICAL AND BIOLOGICALLIMITATIONS IN Co?perative SYSTEMS........ 270
CHAPTER IV PSYCHOLOGICAL AND
SOCIAL FACTORS IN SYSTEMS OF Co?peration.............................................................. 284
CHAPTER V THE PRINCIPLES OF Co?perative ACTION.................................................. 291
CHAPTER VI THE DEFINITION OF FORMAL ORGANIZATION…………………….... 304
CHAPTER VII THE THEORY OF FORMAL ORGANIZATION.......................................... 317
CHAPTER VIII THE STRUCTURE
OF COMPLEX FORMAL ORGANIZATIONS................................................................... 329
CHAPTER IX INFORMAL ORGANIZATIONS AND
THEIR RELATION TO FORMAL ORGANIZATIONS..................................................... 342
CHAPTER X THE BASES AND KINDS OF SPECIALIZATIONS.................................. 351
CHAPTER XI THE ECONOMY OF INCENTIVES.......................................................... 361
CHAPTER XII THE THEORY OF AUTHORITY.............................................................. 379
CHAPTER XIII THE ENVIRONMENT OF DECISION................................................... 398
CHAPTER XIV THE THEORY OF OPPORTUNISM....................................................... 410
CHAPTER XV THE EXECUTIVE FUNCTIONS............................................................. 420
CHAPTER XVI THE EXECUTIVE PROCESS................................................................. 438
CHAPTER XVII THE NATURE OF EXECUTIVE RESPONSIBILITY………………... 454
CHAPTER XVIII CONCLUSION....................................................................................... 477
Book Abstract

一般而言,人们的个体行为直接受到他们与这类正式组织的关系的支配、修正或影响。更有甚者,在一天或一周这么短的时间内,还存在着数以百万计的、至多只持续几个小时的正式组织。但是,由于持续时间短暂等原因,它们可能连名字都没有,而且也常常不被认为是组织。
目前,人们或许只是对正式组织加以描述,而不是给出严格的定义。在正式组织中,比较重要的是一些进行协作努力的团体。它们很可能并且通常都有着明确的名称、工作人员或公认的领导者,而且很可能可以大致地表述其存在的理由,如政府、政府部门、教会、大学、工会、行业协会、交响乐团与足球队等。
人们在正式组织中所进行的是有意识的、有计划的、有目的的协作。目前,这种协作是无处不在的,而且是不可避免的。所以,常常只同“个人主义”相对比,似乎没有任何其他的协作过程。在我们认为可靠的、能预见的、稳定的事物中,很多都明显是经过正式组织的,共同努力的结果。人们一般相信有组织的努力通常都是成功的,而组织失败则是不正常的。从某种意义上讲,如果我们足够谨慎的话,上述错觉在很多重要事件当中甚至是有用的,至少在我们
称之为“正常”的条件下是如此。
但事实上,在正式组织中或通过正式组织而实现的成功协作是不正常的,而非正常的。我们日常所看到的,是在无数的失败者中幸存下来的成功者。即经使在最好的条件下,几乎所有组织也都是短命的。那些能够引起持续注意的组织,只是例外而已,并非常例。这样加以阐述或许是正确的:现代文明的特点是存在着各个时期产生的、至今仍存在的大量组织,但这并不意味着在那个时期出现的某个组织已经持续了一段时间,或者仍会长期存在下去。正如同人类的存在不一定可以千秋万代地持续下去,只不过表示在生老病死的循环往复中保持一种平衡一样。
这样,绝大多数协作要么是在试图进行协作时就失败了,要么是在刚开始时就夭折了,或者只是昙花一现而已。在西方文明中,只有一个正式组织——罗马天主教会——存在了很长的时间。只有少数大学、极少数的国家政府或正式组织起来的国家,超过了两百年。有些市政当局会稍微长久一些,但其他社团组织很少有超过一百年历史的。可以说,在人类历史上,显著的事实是:协调的失败、协作的失败、组织的失败,组织的解体、崩溃、毁灭和再组织。
这是很难辩驳的事实,解释这一事实常常涉及人性的丑恶、利己主义、斗争的本能、不当的经济制度或为粮食和因为供应的不足而进行的争夺。更具体的解释涉及结构上的错误——“存在缺陷的构造”,或存在缺陷的职能,缺乏团结精神,或是领导或管理不善。以上这些缺点都可能存在,但正式组织不稳定或短命的根本原因却来自外部因素。这些外部因素既为组织提供了需要使用的物资,同时也限制了它的行动。一个组织的持续存在,常常要在不断变化的外部环境中维持具有复杂特征的某种均衡。其中,外部环境是由实体的、生物的和社会的各种物质、要素和力量等因素所构成的,为此,就对存在于组织内部的调节过程提出了要求。这就要求调节赖以产生的外部条件的本质,但我们所关心的核心问题却应该是实施调节的过程。
本书最后一篇论述的经理人员的职能是正式组织中的控制、管理、监督和行政管理职能。这些职能不仅由那些组织中的高级管理人员来执行,而且由其中各个层次的所有担任控制职位的人来执行。在大规模的复杂的组织中,虽然经理人员的助手本身并不是经理人员,但他们也从事包含这些职能的工作。在很多情况下,一些有组织的团体,如立法机构、董事会和委员会等,正式地承担着重要的决策责任。在这种场合,可以说这些团体也承担着经理人员的职
能。同时,也常常存在这样的情况,即组织中的一些高级管理人员虽然也被叫做经理人员并占据着重要的职位,但是却很少执行经理人员的职能,或者只是偶尔担任一些不重要的职能。所以,从某种意义上讲,经理人员的某些工作至少跟我们所讲的经理人员的工作并不完全相同。所以,值得指出的是,本书所研究的经理人员的职能,只是粗略地指那些置身于富有影响的职业中、多数被叫做“经理人员”的管理者所执行的职能,而且不受通常的职位称呼或者“经理人员”一词定义的限制。
而且,我们所讲的经理人员的职能,也不只限于工业组织或商业组织中。各个层次和各种类型的正式组织,都属于我们的研究范围。这些组织的性质和过程决定着经理人员的职能是什么,决定着他们将如何执行这些职能。虽然我们侧重于主要的和重要的组织,但是也要兼顾那些不太重要或者持续时间较短的正式组织。
但是,在考察这些过程之前,我们必须花些时间来分析和界定本书所涉及的术语。所以,本书从对协作系统的初步考察入手,前半部分致力于提出一种有关正式组织的理论,并进而提炼出一个概念框架。这一概念框架是我们在研究或探讨具体组织时需要使用的有用工具。在清晰地勾勒出上面的基本框架之后,本书的后半部分将更详细地阐述正式组织的各项构成要素以及经理人员的职能同这些要素之间的关系。最后,本书论述经理人员的职能在协作的存续中所处的地位。
……

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Jingdong book