第一篇：管理學原著選讀

Chapter 1.Managers and Management（管理者和管理）

1.Common Characteristics of Organizations（組織的共同特征）An organization is a systematic arrangement of people to accomplish some specific purpose.Every organization has a purpose, people or members, and a systematic structure.The purpose of an organization is expressed in terms of a goal or set of goals.Within the organization’s structure, its employees strive to achieve these goals.Organization（組織）A systematic arrangement of people brought together to accomplish some specific purpose

2.Managers（管理者）Individuals in an organization who direct the activities of others（直接督導他人工作的人）

Operatives（作業人員）people who work directly on a job or task and have no responsibility for overseeing the work of others

3.Management Seeks Efficiency（效率）Effectiveness（效果）How Do We Define Management?

The term management refers to the process of getting things done, through other people, in an efficient and effective manner.Process refers to the primary functions that managers perform.Referring to inputs and outputs, doing the task right is being efficient.Doing the right task is being effective.So, managers are concerned not only with attaining goals(effectiveness)but also attaining them efficiently.4.The Process of Management管理的過程

Planning計劃Organizing組織Leading領導Controlling控制

①Planning：Defining goals, establishing strategy, and developing sub-plans to coordinate activities②Organizing：Determining what needs to be done, how it will be done, and who is to do it③Leading：Directing and motivating all involved parties and resolving conflicts④Controlling：Monitoring activities to ensure that they are accomplished as planned Achieving the organization’s stated purpose The Roles Managers Play(H.Mintzberg’s study)

Interpersonal Roles：①Figurehead role（掛名者）：to perform ceremonial duties,deal with mails.②Leader role（領導人）：formal authority, leadership style , personal charisma.③Liaison role（聯絡人）：to establish and maintain contacts outside of the vertical chain of command.factual and opinion-based responses ,with both potential risks and reward.Decisional Roles：Entrepreneur（企業家）：to seek to improve their business, adapt to changing market conditions, and react to opportunities and initiate change.Crisis handler（危機處理者）：involuntarily to react to deteriorating conditions.Resource allocator（資源分配者）：to decide who gets what, how much, when and why.Negotiator（談判者）：to negotiate over budget allocation, labor and collective bargaining agreements(boss and labors),and other formal dispute resolution.6.What skills and competencies do successful managers possess（成功管理者必備的能力）

General skills（一般技能）Specific skills（特殊技能）Management competencies（管理能力）

Given that all managers perform the four management functions, to some degree, what are the critical areas related to managerial competence?Conceptual skills（理念技能）: a manager’s mental ability to coordinate all of the organization＇s interests and activities

Interpersonal skills（人際關系技能）: a manger’s ability to work with, understand, mentor, and motivate others, both individually and in groups Technical skills（技術技能）: a manager’s ability to use the tools, procedures, and techniques of a specialized field

Political skills（政治技能）: A manager’s ability to built a power base and establish the “right” connections Research has also identified specific sets of behaviors that explain more than 50 percent of a manager’s effectiveness.Taylor’s Four Principles of Management ①Develop a science for each element of an individual’s work, which will replace the old rule-of-thumb method.②Scientifically select and then train, teach, and develop the worker.③Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed.④Divide work and responsibility almost equally between management and workers.Management takes over all work for which it is better fitted than the workers.Scientific Management(cont’d)

4.Classical Approach----General Administrative Theorists古典管理理論－一般行政管理理論

(1)Henri Fayol①concerned with making the overall organization more effective②developed theories of what constituted good management practice，proposed a universal set of management functions。published principles of management 管理原理③fundamental, teachable rules of management Fayol’s 14 Principles of Management

1.Division of work2..Authority.3.Discipline.4.Unity of command.5.Unity of direction.6.Subordination of individual interests to the general interest.7.Remuneration.8.Centralization.9.Scalar

chain.10.Order.11.Equity.12.Stability of tenure of personnel.13.Initiative.14.Esprit de corps.（2）Max Weber ①developed a theory of authority structures and relations②Bureaucracy-ideal type of organization 官僚行政組織：1.division of labor2.clearly defined hierarchy3.detailed rules and regulation simplified personal relationships

（2）The Hawthorne Studies霍桑實驗①A series of productivity experiments conducted at Western Electric from 1927 to 1932 to examine the effect of different illumination levels on worker productivity.②Three stages③Elton Mayo joined in 1927

Experimental findings（實證結果）①Productivity unexpectedly increased under imposed adverse working conditions.②The effect of incentive plans was less than expected.Research conclusion（研究結論）Social norms, group standards and attitudes more strongly influence individual output and work behavior than do monetary incentives.Other famous researchers：Dale Carnegie，Abraham Maslow，Douglas McGregor 7.The Contingency Approach權變理論

Contingency Approach Defined①Also sometimes called the situational approach.②There is no one universally applicable set of management principles(rules)by which to manage organizations.③Organizations are individually different, face different situations(contingency variables), and require different ways of managing.Popular Contingency Variables常見權變變量

8.Current Trends and Issues：Globalization 全球化Technology 技術(1)Globalization 全球化

with its key constituencies in order to efficiently and effectively achieve its goals.Categories of e-business involvement:

a.An e-business enhanced organization uses the Internet to enhance(expand, not replace)its traditional ways of doing business.This type of organization sets up e-business capabilities(usually e-commerce).b.An e-business enabled organization uses the Internet to enable the company to perform its traditional business functions more efficiently and effectively, but it does not sell products or services on the Internet.c.A total e-business is made possible by, and revolves around, the Internet.Ethics

(6)Quality Management（質量管理）①A philosophy of management driven by continual improvement in the quality of work processes and responding to customer needs and expectations②TQM was inspired by a small group of quality experts, including W.Edwards Deming, who was one of its chief proponents.③TQM represents a counterpoint to earlier management theorists who believed that low costs were the only road to increased productivity.④The objective of quality management is to create an organization committed to continuous improvement in work processes.What is Quality Management? ①Intense focus on the customer.②Concern for continual improvement③Process-focused.④Improvement in the quality of everything.⑤Accurate measurement.⑥Empowerment of employees.Chapter 3Foundations of Planning

1.1.Planning Defined 什么是計劃①Defining the organization’s objectives or goals②Establishing an overall strategy for achieving those goals；Developing a comprehensive hierarchy of plans to integrate and coordinate activities③Planning is concerned with ends(what is to be done)as well as with means(how it is to be done).計劃和結果與手段有關

2.1.Types of Plans（計劃的分類）Planning: Focus and TimeStrategic plans（戰略）：Plans that are organization-wide, establish overall objectives, and position an organization in terms of its environment。Tactical plans（戰術）：Plans that specify the details of how an organization’s overall objectives are to be achieved Short-term plans（長期）：Plans that cover less than one year Long-term plans（短期）：Plans that extend beyond five years

2.2.Strategic plans（戰略性計劃）①Apply broadly to the entire organization.②Establish the organization’s overall objectives.③Seek to position the organization in terms of its environment.④Provide direction to drive an organization’s efforts to achieve its goals.⑤Serve as the basis for the tactical plans.⑥Cover extended periods of time.⑦Are less specific in their details.2.3.Tactical plans(operational plans)（戰術性、操作計劃）①Apply to specific parts of the organization.②Are derived from strategic objectives.③Specify the details of how the overall objectives are to be achieved.④Cover shorter periods of time.⑤Must be updated continuously to meet current challenges.2.4.Specific plans（具體計劃）①Plans that have clearly defined objectives and leave no room for misinterpretation.②“What, when, where, how much, and by whom”(process-focus)

2.5.Directional plans（指導性計劃）①Flexible plans that set out general guidelines.②“Go from here to there”(outcome-focus)③Single-Use and Standing Plans

2.6.Single-use plans（一次性計劃）①A plan that is used to meet the needs of a particular or unique situation②Single-day sales advertisement 2.7.Standing plan（標準性計劃）①A plan that is ongoing and provides guidance for repeatedly performed actions in an organization②Customer satisfaction policy 3.1.Management by Objectives(MBO)目標管理①A system in which specific performance objectives are jointly determined by subordinates and their supervisors, progress toward objectives is periodically reviewed, and rewards are allocated on the basis of that progress.②Links individual and unit performance objectives at all levels with overall organizational objectives.③Focuses operational efforts on organizationally important results.④Motivates rather than controls.3.3.Elements of MBO目標管理的組成①Goal specificity②Participative decision making③Explicit time period for performance④Performance feedback 3.4.Setting Employee Objectives設置員工目標①Identify an employee’s key job tasks.②Establish specific and challenging goals for each key task.③Allow the employee to actively participate.④Prioritize goals.⑤Build in feedback mechanisms to assess goal progress.⑥Link rewards to goal attainment.4.Strategic Management Process 戰略管理過程

-A nine-step process that involves strategic planning, implementation, and evaluation①Set Mission, Objectives, and Strategies制定使命、目標、戰略②Analyze the Environment環境分析③Identify Opportunitie sand Threats識別機會與威脅④Analyze Resources分析資源⑤Identify Strengths and Weaknesses識別強勢與劣勢；⑥Reassess Mission and Objectives重新評估使命與目標⑦Formulate Strategies形成戰略⑧Implement Strategies戰略實施⑨Evaluate Results結果評價

SWOT AnalysisStrengths(優勢)①Internal resources that are available or things that an organization does well.②Core competency: a unique skill or resource that represents a competitive edge.Weaknesses（劣勢）：Resources that an organization lacks or activities that it does not do well.Opportunities(機會)：Positive external environmental factors.Threats（威脅）：Negative external environmental factors.4.2 Grand Strategies（主戰略）1.Growth strategy（成長戰略）-A strategy in which an organization attempts to increase the level of its operations.2.Stability strategy（維持戰略）-A strategy that is characterized by an absence of significant change.3.Retrenchment strategy（收縮戰略）-A strategy characteristic of a company that is reducing its size, usually in an environment of decline.4.Combination strategy（混合戰略）-The simultaneous pursuit by an organization of two or more of growth, stability, and retrenchment strategies.4.2.1.Growth Strategies（成長戰略）1.Direct Expansion（直接擴張）-Involves increasing a company’s size, revenues, operation, or workforce.2.Merger（合并）-Occurs when two companies, usually of similar size, combine their resources to form a new company.3.Acquisition（收購）-Occurs when a larger company buys a smaller one and incorporates the acquired company’s operations into its own.4.2.2.Competitive Strategies（競爭戰略）Strategies that position an organization in such a way that it will have a distinct advantage over its competition:Cost-leadership strategy（成本領先戰略）-Becoming the lowest-cost producer in an industry.Differentiation strategy（差異化戰略）-Attempting to be unique in an industry within a broad market.Focus strategy（集中化戰略）-Attempting to establish an advantage(such as cost or differentiation)in a narrow market segment.5.Quality as a Strategic Weapon（質量作為一個戰略武器）

Benchmarking（標桿管理）-The search for the best practices among competitors or noncompetitors that lead to their superior performance.Chapter04Foundations of Decision Making

1.Decision Making 決策制定：Decision-Making a choice from two or more alternatives.The Decision-Making Process 決策制定過程①Identifying a problem and decision criteria and allocating weights to the criteria.②Developing, analyzing, and selecting an alternative that can resolve the problem.③Implementing the selected alternative.④ Evaluating the decision’s effectiveness.The Decision-Making Process

Step 1: Identifying the Problem 識別問題

when a manager becomes aware of it.②There is pressure to solve the problem.③The manager must have the authority, information, or resources needed to solve

the problem.Step 2: Identifying Decision Criteria確定決策的標準-

Step 3: Allocating Weights to the Criteria給標準分配權重-

Step 4: Developing Alternatives建立選項Step 5: Selecting an Alternative 選擇方案

Step 6: Implementing the Alternative方案實施：

Step 7: Evaluating the Decision’s Effectiveness 評估決策的有效性 Bounded Rationality（有限理性）（1）Managers make decisions rationally, but are limited(bounded)by their ability to process information.（2）Assumptions are that decision makers:① Will not seek out or have knowledge of all alternatives.②Will satisfice—choose the first alternative encountered that satisfactorily solves the problem—rather than maximize the outcome of their decision by considering all alternatives and choosing the best.③ Influence on decision making.④ Escalation of commitment: an increased commitment to a previous decision despite evidence that it may have been wrong.Common Decision-making Errors

Heuristics: Using judgmental shortcuts.（1）Availability heuristic（便利直覺）：.（2）Representative heuristic（表象直覺）：（3）Escalation of commitment（認同強化）：

Ill-structured Problems（非結構性問題）①Problems that are new or unusual and for which information is ambiguous or incomplete.② Problems that will require custom-made solutions.Nonprogrammed Decisions（非程序化決策）①Decisions that are unique and nonrecurring.② Decisions that must be custom-made ① ncerned about the individuals who work for them.5.Group Decision Making 制定團體決策

Advantages 優點①Make more accurate decisions②Provides more complete information③Offers a greater diversity of experiences and perspectives④Generates more alternatives⑤Increases acceptance of a solution⑥Increases the legitimacy of a decision.Disadvantages 缺點①Is more time-consuming and less efficient②Minority domination can influence decision process③Increased pressures to conform to the group’s mindset(groupthink)④ Ambiguous responsibility for the outcomes of decisions

Groupthink 團體思維：The withholding by group members of different views in order to appear to be in agreement.Improving Group Decision Making.①Brainstorming（頭腦風暴）：An idea-generating process that encourages alternatives while withholding criticism.②Nominal group technique（名義小組技術）：A decision-making technique in which group members are physically present but operate independently.Electronic meeting（電子會議）：A type of nominal group technique in which participants are linked by computer.Chapter 05 Basic Organization Designs（1）Organizational Structure 組織結構：The formal arrangement of jobs within an organization.Organizational Design 組織設計：A process involving decisions about six key elements:①Work specialization（工作分工）②Unity of command（統一指揮）③Span of control（控制幅度）④Authority and responsibility（職權和責任）⑤Centralization and decentralization（集權和分權）⑥Departmentalization（部門化）Purposes of Organizing 組織的目標①Divides work to be done into specific jobs and departments.② Assigns tasks and responsibilities associated with individual jobs.③Coordinates diverse organizational tasks.④ Clusters jobs into units.⑤ Establishes relationships among individuals, groups, and departments.⑥ Establishes formal lines of authority.⑦ Allocates and deploys organizational resources.6 basic elements of structure（1）Work specialization 工作分工：A component of organization structure that involves having each discrete step of a job done by a different individual rather than having one individual do the whole job.Work Specialization（2）Unity of Command 統一指揮：①Chain of command 指揮鏈：The continuous line of authority that extends from upper organizational levels to the lowest levels and clarifies who reports to whom.② Unity of Command 統一指揮：The management principle that no person should report to more than one boss.③Chain of Command：As a link in the chain of command, a manager with line authority has the right to direct the work of employees and to make certain decisions without consulting anyone.(3)Span of control：①The number of subordinates a manager can direct efficiently and effectively.② The early writers favored small spans----typically no more than six workers.③Many organizations are increasing their spans of control.Width of span is affected by:①Training and experience of employee②similarity of employee tasks③the complexity of those tasks④the physical proximity of employees⑤the degree to which standardized procedures are in place⑥the sophistication of the organization’s management information system⑦the strength of the organization’s value system and the preferred managing style of the manager.(4)Authority and Responsibility職權和責任Authority 職權：The rights inherent in a managerial position to give orders and expect them to be obeyed.Responsibility 責任：An obligation to perform assigned activities.Power 權力：An individual’s capacity to influence decisions.Types of Organizational Authority①Line authority 直線職權：The position authority(given and defined by the organization)that entitles a manager to direct the work of employees.②Staff authority 參謀職權：Positions that have some authority(e.g., organization policy enforcement)but that are created to support, assist, and advise the holders of line authority.Types of Power（權力的類型）：①Coercive power強制權：Power based on fear.②Reward power獎賞權：Power based on the ability to distribute。something that others value.③Legitimate power法定權：Power based on ones position in the formal hierarchy.④Expert power專家權：Power based on one‘s expertise, special skill, or knowledge.⑤Referent power建議權：Power based on identification with a person who has desirable resources or personal traits.(5)Centralization And Decentralization①Centralization 集權：A function of how much decision-making authority is pushed down to lower levels in an organization;the more centralized an organization, the higher the level at which decisions are made.②Decentralization 分權：The pushing down of decision-making authority to the lowest levels of an organizationFactors that Influence the Amount of Centralization：①Environment is stable.②Lower-level managers are not as capable or experienced at making decisions as upper-level managers.③Lower-level managers do not want to have a say in decisions.④Decisions are relatively minor.⑤Organization is facing a crisis or the risk of company failure.⑥Company is large.⑦Effective implementation of company strategies depends on managers retaining say over what happens.Factors that Influence the Amount of Centralization：①Environment is complex, uncertain.②Lower-level managers are capable and experienced at making decisions.③Lower-level managers want a voice in decisions.④Decisions are significant.⑤Corporate culture is open to allowing managers to have a say in what happens.⑥Company is geographically dispersed.⑦Effective implementation of company strategies depends on managers having involvement and flexibility to make decisions.(6)Five Ways to Departmentalize①Functional departmentalization（職能部門化）：The grouping of activities by functions performed②Product departmentalization（產品部門化）：The grouping of activities by product produced③Customer

departmentalization（顧客部門化）：The grouping of activities by common customers④Geographic departmentalization（地理部門化）：The grouping of activities by territory⑤Process departmentalization（流程部門化）：The grouping of activities by work or customer flowFunctional Departmentalization：（1）Advantages：①Efficiencies from putting together similar specialties and people with common skills, knowledge, and orientations②Coordination within functional area③In-depth specialization（2）Disadvantages：①Poor communication across functional areas②Limited view of organizational goals.Product Departmentalization：（1）advantages:①Allows specialization in particular products and services，②Managers can become experts in their industry，③Closer to customers；（2）Disadvantages：①Duplication of functions②Limited view of organizational goalsCustomer Departmentalization：（1）advantages ：Customers’ needs and problems can be met by specialists.（2）Disadvantages：①Duplication of functions.②Limited view of organizational goalsGeographical Departmentalization：（1）Advantages：①More effective and efficient handling of specific regional issues that arise；②Serve needs of unique geographic markets better（2）Disadvantages：①Duplication of functions，②Can feel isolated from other organizational areasProcess Departmentalization：（1）Advantages：More efficient flow of work activities（2）Disadvantages：Can only be used with certain types of products2.Contingency Variables Affecting Structure.Mechanistic organization（機械式組織）：The bureaucracy;a structure that is high in specialization, formalization, and centralizationOrganic organization（有機式組織）：An adhocracy;a structure that is low in specialization, formalization, and centralization.Structure follows strategyMechanistic versus Organic OrganizationsMechanistic：①Rigid hierarchical relationships ②Fixed duties ③Many rules ④Formalized communication channels⑤Centralized decision authority⑥Taller structuresOrganic Organizations ：①Collaboration(both vertical and horizontal)②Adaptable duties③Few rules④Informal communication⑤Decentralized decision authority⑥Flatter structuresWhat Determines the Best Structure?①Strategy戰略②Size規模③Technology技術④Environment環境Structural decisions are influenced by:①Overall strategy of the organization：Organizational structure follows strategy.②Size of the organization：Firms change from organic to mechanistic organizations as they grow in size.③Technology use by the organization： Firms adapt their structure to the technology they use.④Degree of environmental uncertainty：Dynamic environments require organic structures;mechanistic structures need stable environments.Strategy and Structure（戰略和結構）：①Achievement of strategic goals is facilitated by changes in organizational structure that accommodate and support change.②Innovation：Pursuing competitive advantage through meaningful and unique innovations favors an organic structuring.③Cost minimization：Focusing on tightly controlling costs requires a mechanistic structure for the organization.④Imitation：Minimizing risks and maximizing profitability by copying market leaders requires both organic and mechanistic elements in the organization’s structure.Size and Structure（規模和結構）：As an organization grows larger, its structure tends to change from organic to mechanistic with increased specialization, departmentalization, centralization, and rules and regulations.Technology and Structure（技術和結構）：（1）Organizations adapt their structures to their technology.（2）Woodward’s classification of firms based on the complexity of the technology employed:①Unit production of single units or small batches②Mass production of large batches of output③Process production in continuous process of outputs（3）Routine technology = mechanistic organizations.（4）Non-routine technology = organic organizationsWoodward’s Findings on Technology, Structure, and EffectivenessEnvironmental Uncertainty and Structure（環境不確定性與組織結構）①Mechanistic organizational structures tend to be most effective in stable and simple environments.②The flexibility of organic organizational structures is better suited for dynamic and complex environments.3.Organization Design Applications：Simple structure（簡單結構）Bureaucracy（官僚行政組織結構）Matrix structure（矩陣式結構）Team-based structure（團隊結構）Boundaryless organizatio（無邊界組織）①Functional Structure 職能式結構：An organization in which similar and related occupational specialties are grouped together②Divisional Structure 事業部式：An organization made up of self-contained units ③Matrix structure 矩陣式結構：An organization in which specialists from functional departments are assigned to work on one or more projects led by a project managerAdvantages: It can facilitate coordination of a multiple set of complex and interdependent projects while still retaining the economies that result from keeping functional specialists grouped together.Disadvantages: The confusion it creates and its propensity to foster power struggles.（4）Other Organizational StructuresTeam-based structure 團隊式結構：An organization that consists entirely of work groups or teams.Boundaryless organization 無邊界組織：An organization that is not defined or limited by boundaries or categories imposed by traditional structuresThe Boundaryless Organization4.Learning Organization 學習型組織An organization that has developed the capacity to continuously adapt and change because all members take an active role in identifying and resolving work-related issues.Characteristics of a learning organization:①An open team-based organization design that empowers employees②Extensive and open information sharing③Leadership that provides a shared vision of the organization’s future, support and encouragement④A strong culture of shared values, trust, openness, and a sense of community.5.Organization Culture 組織文化：①A system of shared meaning within an organization that determines, to a large degree, how employees act②Shared values are shown in cultural elements:Stories, rituals, material symbols, and language unique to the organization③Results from the interaction between:1.The founders’ biases and assumptions2.What the first employees learn subsequently from their own experiences.10 Characteristics of Organization Culture①.Member identity②Group emphasis③People focus④Unit integration⑤Control⑥Risk tolerance ⑦Reward criteria⑧Conflict tolerance⑨Means-end orientation⑩Open-systems focus

Human Resource Inventory（人力資源核查報告）：A review of the current make-up of the organization’s current resource status Job Analysis（工作分析）：①An assessment that defines a job and the behaviors necessary to perform the job——Knowledge, skills, and abilities(KSAs)②Requires conducting interviews, engaging in direct observation, and collecting the self-reports of employees and their managers.Job Description（工作描述書）：A written statement of what the job holder does, how it is done, and why it is done.Job Specification(工作規范書）：A written statement of the minimum qualifications that a person must possess to perform a given job successfully.Meeting Future Human Resource Needs ：Factors Affecting Staffing Strategic Goals Forecast demand for products and services Availability of knowledge, skills, and abilities.3.Recruitment And Selection Recruitment（招聘）：The process of locating, identifying, and attracting capable applicants ①Reliability（信度）.②Validity（效度）6.Compensation And Benefits(薪酬與福利）

（1）Compensation administration（薪酬管理）： 1.Motivation And Individual Needs

Motivation 激勵：The willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need

Need 需求：An internal state that makes certain outcomes appear attractive

2.Early Theories of Motivation早期激勵理論： Maslow’s Hierarchy of Needs馬斯洛需求層次理論McGregor’s Theories X and Y 麥克雷戈X理論Y理論Herzberg’s Motivation-Hygiene Theory赫茨博格激勵－保健理論 2.1 Maslow’s Hierarchy of Needs Theory馬斯洛需求層次理論：（1）Lower-order(external): physiological, safety；Higher-order(internal): social, esteem, self-actualization（2）There is a hierarchy of five human needs;as each need becomes satisfied, the next need becomes dominant.Physiological（生理）: food, drink, shelter, sex.Safety（安全）: physical safety Social（社會）: affiliation with others, affection, friendship.Esteem（尊重）: Internal(self-respect, autonomy, and achievement);external(status, recognition, and attention)Self-actualization（自我實現）: personal growth and fulfillment（3）Needs were categorized as five levels of lower-to higher-order needs.①Individuals must satisfy lower-order needs before they can satisfy higher order needs.②Satisfied needs will no longer motivate.③Motivating a person depends on knowing at what level that person is on the hierarchy.2.2 Theory X and Theory Y(McGregor)麥克雷戈X理論Y理論：①Theory X（X理論）：The assumption that employees dislike work, are lazy, seek to avoid responsibility, and must be coerced to perform；②Theory Y（Y理論）：The assumption that employees are creative, seek responsibility, and can exercise self-direction.3.Contemporary Theories of Motivation：Three-Needs Theory三種需要理論Equity Theory公平理論Designing Motivating Jobs工作設計Expectancy Theory期望理論

⑤Open feedback channels to let employees know how well they are doing.3.4 Expectancy Theory(Vroom)期望理論：A comprehensive theory of motivation that an individual tends to act in a certain way, in the expectation that the act will be followed by given outcome, and according to the attractiveness of that outcome to the individual；The extent to which individuals are motivated to perform to get a reward of value to them is based on their belief that their performance will result in the reward they want.Expectancy Theory(cont’d)：①Emphasizes self interest in the alignment of rewards with employee wants.②Addresses why employees view certain outcomes(rewards)as attractive or unattractive.③Emphasizes the connections among expected behaviors, rewards, and organizational goals.④Is concerned with individual perceptions and the provision of feedback.⑤Expectancy Relationships(Linkages)

4.3 Motivating Low-Skilled, Minimum-Wage Employees：激勵低技能、低工資員工①Employee recognition programs②Provision of sincere praise 4.4 Motivating Professionals激勵專業人士

（1）Characteristics of professionals①Strong and long-term commitment to their field of expertise.②Loyalty is to their profession, not to the employer.③Have the need to regularly update their knowledge.④Don’t define their workweek as 8:00 am to 5:00 pm.（2）Motivators for professionals①Job challenge②Organizational support of their work

4.5 Work-Life Balance: Alternative Work Schedules 可選擇性工作項目

①Flextime：A scheduling option that allows employees select what their work hours will be within some specified parameters.②Job sharing：A type part-time work that allows two or more workers to split a traditional 40-hour-a-week job.③Telecommuting：A system of working at home on a computer that is linked to the office

4.6 Employee Empowerment: How Entrepreneurs Motivate Employees 授權 Giving employees power by:①Allowing them to complete the whole job.②Having employees work together across departments and functions in the organization.③Using participative decision making in which employees provide input into decisions.④Delegating decisions and duties, turning over theLeaders（領導者）and Leadership（領導）

Leadership – What leaders do;the process of influencing a group to achieve goals：①Ideally, all managers should be leaders②Although groups may have informal leaders who emerge, those are not the leaders we’re studying.2.Trait Theories Of Leadership(1920s-30s)Trait theories of leadership 領導的特質理論：

Six Traits That Differentiate Leaders from Nonleaders①Drive（進取心）②Desire to lead(領導的欲望)③ Honesty and integrity(誠實和正直）④Self-confidence（自信）⑤Intelligence（才智）⑥Job-relevant knowledge（工作相關知識）

3.Behavioral Theories Of Leadership領導的行為理論

Behavioral theories of leadership 領導行為理論Leadership Behaviors or Styles（1）Autocratic style of leadership 獨裁型領導：A leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation.（2）Democratic style of leadership 民主型領導：A leader who involves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employees：① A democratic-consultative leader seeks input and hears the concerns and issues of employees but makes the final decision him or herself.② A democratic-participative leader often allows employees to have a say in what’s decided.Leadership Behaviors or Styles(cont’d)：Laissez-faire style of leadership 放任自流型領導：A leader who gives employees complete freedom to make decisions and to decide on work methods

3.2 The Ohio State Studies 俄亥俄州立大學的研究：

Studies that sought to identify independent dimensions of leader behavior：①Initiating structure 定規維度：The extent to which a leader defines and structures his or her role and the roles of employees to attain goals②Consideration 關懷維度：The extent to which a leader has job relationships characterized by mutual trust, respect for employees’ ideas, and regard for their feelings

Ohio State StudiesResearch findings: mixed results①High-high leaders generally, but not always, achieved high group task performance and satisfaction.② Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.3.3 The University Of Michigan Studies密歇根大學的研究：Studies that sought to identify the behavioral characteristics of leaders related to performance effectiveness。①Employee oriented 員工導向：A leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences.② Production oriented 生產導向A leader who emphasizes technical or task aspects of a job, is concerned mainly with

accomplishing tasks, and regards group members as a means to accomplishing goals.③ Research findings: Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.3.4 Managerial Grid 管理方格論Appraises leadership styles using two dimensions:① Concern for people②Concern for production.Places managerial styles in five categories:①Impoverished management②Task management③Middle-of-the-road management④Country club management⑤Team management

4.Contingency Theories Of Leadership

（1）Fiedler contingency leadership model費德勒領導權變模型：The theory that effective group performance depends on the proper match between the leader’s style of interacting with employees and the degree to which the situation gives control and influence to the leader：① Uses Least-preferred co-worker(LPC)questionnaire（最難共事同事問卷調查）, to measure the leader’s task or relationship orientation.② Identified three situational criteria—leader member relations, task structure（領導成員關系任務結構）, and position power（職務權力）—that could be manipulated match an inflexible leadership style.4.2 Path-goal theory 路徑－目標理論：（1）The theory that it is a leader’s job to assist followers in attaining their goals and to provide the necessary direction and support（2）A leader’s motivational behavior:① Makes employee need satisfaction contingent on effective performance.② Provides the coaching, guidance, support, and rewards that are necessary for effective performance.（3）Assumes that the leader’s style is flexible and can be changed to adapt to the situation at hand.Path-Goal Leadership Behaviors：①Directive leader 指令型領導：Lets employees know what is expected of them, schedules work to be done, and gives specific guidance as to how to accomplish tasks.②Supportive leader 支持型領導：Is friendly and shows concern for the needs of employees.③Participative leader 參與型領導：Consults with employees and uses their suggestions before making a decision.④ Achievement-oriented leader 成就導向型領導：Sets challenging goals and expects employees to perform at their highest levels.4.3 Leader-participation model 領導參與模型(Vroom, Yetton and Jago)： 4.4 Situational leadership theory(SLT)：Leaders should adjust their leadership styles—telling, selling, participating, and delegating—in accordance with the readiness of their followers.① Acceptance: Leader effectiveness reflects the reality that it is the followers who accept or reject the leader.②Readiness: a follower’s ability and willingness to perform.At higher levels of readiness, leaders respond by reducing control over and involvement with employees.5.Emerging Approaches To Leadership

5.1Charismatic leadership theory 魅力型領導：①Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors：People working for charismatic leaders are motivated to exert extra work effort and, because they like and respect their leaders, express greater satisfaction.② Charisma leadership appears to be most appropriate when the followers’ task has a ideological component or when the environment involves a high degree of stress and uncertainty.Charismatic Leadership 魅力型領導：A charismatic leader influences followers by:① Stating a vision that provides a sense of community by linking the present with a better future.②Communicating high expectations and expressing confidence that followers can attain them.③Conveying, through words and actions, a new set of values, and by his or her behavior setting an example for followers to imitate.④Making self-sacrifices and engaging in unconventional behavior to demonstrate courage and convictions about the vision.Key Characteristics of Charismatic Leaders：①Self-confidence 自信②Vision 愿景③Ability to articulate the vision 清晰闡述愿景④Strong convictions about the vision對愿景堅信不移⑤Behavior that is out of the ordinary 行為異常⑥Appearance as a change agent 作為一個變革者⑦Environmental sensitivity 環境敏感

5.2 Visionary Leadership 遠景型領導

“A vision should create enthusiasm, bringing energy and commitment to the organization.” The key properties of a vision are inspirational possibilities that are value centered, realizable, and have superior imagery and articulation.Visionary leadershipThe ability to create and articulate a realistic, credible, attractive vision of the future that grows out of and improves upon the present

Skills of Visionary Leaders：①The ability to explain the vision to others.Make the vision clear in terms of required actions and aims through clear oral and written communication.②The ability to express the vision not just verbally but through the leader’s behavior.Behaving in ways that continually convey and reinforce the vision.③The ability to extend the vision to different leadership contexts.Sequencing activities so the vision can be applied in a variety of situations

5.3 Transactional Leaders 事務型領導versus Transformational Leaders變革型領導

Team Leader Roles 團隊領導的角色 7.Five Dimensions of Trust 信任

①integrity 正直Honesty and truthfulness②Competence 能力Technical and interpersonal knowledge and skills③Consistency 一致性Reliability, predictability, and good judgment④Loyalty 忠誠Willingness to protect and save face for a person⑤Openness 開放Willingness to share ideas and information freely

①Types Of Trust Deterrence-based trust（基于威懾的信任）：Trust based on fear of reprisal if the trust is violated②knowledge-based trust（基于認識的信任）：Trust based on the behavioral predictability that comes from a history of interaction③Identification-based trust（基于認同的信任）：Trust based on an emotional

Chapter 9 Communication and Interpersonal Skills 1.The Communication Process（溝通過程）Communication

The transfer and understanding of meaning：1.Transfer means the message was received in a form that can be interpreted by the receiver.2.Understanding the message is not the same as the receiver agreeing with the message：Interpersonal Communication：Communication between two or more people：Organizational Communication：All the patterns, network, and systems of communications within an organization

Communication Process Terms①Encoding：The conversion of a message into some symbolic form②Message：A purpose to be conveyed③Channel：The medium by which a message travels④Decoding：A receiver’s translation of a sender’s message

⑤Feedback：The degree to which carrying out the work activities require by a job results in the individual’s obtaining direct and clear information about the effectiveness of his performance⑥Distortions in Communications

Message Encoding：1.The effect of the skills, attitudes, and knowledge of the sender on the process of encoding the message 2.The social-cultural system of the sender

The Message1.Symbols used to convey the message’s meaning 2.The content of the message itself 3.The choice of message format 4.Noise interfering with the message

第二篇：馬克思原著選讀讀后感

馬原著選讀讀后感

關于工資。資本主義工資不是勞動力的價值而是資本家為工人的生存付最少的賬單，維持在對工人剝削的底線。在資本家與工人的關系中，這在馬克思看來是極不合理的，孔子說過，勞心者制人，勞力者制于人。從主要方面來看，資本主義從馬克思的那個時代直到現在，一直對人類社會產生著積極的影響。資本主義的繁榮帶來了市場經濟的活躍，對社會的積極作用大于消極作用。所以鄧小平才一直提倡市場經濟，正是因為看透了當今經濟的走向，只有迎合潮流才能生存發展。從目前的情況來看，實現社會主義的道路還很長很長，就像一本書里說的，可能要幾十輩人的努力才有可能實現。其實，共產主義的按勞分配的方式，是人類最理想的分配方式，但記住，這僅僅是理想而已，要知道，有句話叫;理想很豐滿，現實很骨感。我們現在不應該去探討社會主義實現的可能性，而應該放眼未來，該怎么順著潮流，以最合適的方式來促進經濟乃至整個人類社會的全面進步。不應該呆在共產主義社會的虛幻美夢里，幾十年前的教訓已經告訴我們，目前還是無法實現的。而且，馬克思在他的作品里也已經承認，社會主義的實現必須基于一定的社會基礎，我想，這個基礎對全人類社會各方面的要求一定很高很高，高到也許上帝也看不到了。如果真有上帝的話。

關于資本家和資本的一點個人看法。我們都知道，鄧小平的改革開放是允許一部分人先富起來的，而這富起來的一部分自然應該是得益

于市場經濟（我們稱之為社會主義市場經濟）而完成了如西方早期資本主義掠奪般的資本積累。而這些積累，不但讓整個中國進入了經濟騰飛的階段，而且加大了中國的貧富差距并在一定程度上激發了社會矛盾。沒錯，在這之前的中國人都很窮，而之后的中國人，一部分仍然很窮，但一部分有錢了。是個人都看得出來，弊遠遠大于利。這又一次驗證了走市場經濟的道路是正確的，資本主義還是有強大的生命力的，這也是這三十幾年來，鄧小平的改革開放政策一直受到擁護的根本原因。我們都知道，要結束一件極具生命力的事物必然會激發矛盾，這在中國成立后的幾十年里也得到了很好的驗證。資本家的存在和資本的集中是具有社會必然性的。比如工人與資本家。就像一個打工仔突然發了一筆大財，他用這些錢去投資，搖身一變成了資本家。我們不能說他在倒退或者說他對勞動者殘酷剝削之類的偏激之語。再如，一個有上千萬資本的人，他很勤勞，還在給我們所說的資本家打工，可他從本質上看還是一個工人，盡管他的錢比我們口中的某些剝削工人的資本家還多。我們要怎么說呢？一個勤勞的工人，還是有著許多資本積累的不良人類？這樣說的話，會讓馬克思社會主義有仇富之嫌。所以，資本家和資本不是什么洪水猛獸，這是社會的發展歷程中必然會出現的，而且無法被人為消滅的事物罷了。

由馬克思主義想到的中國的社會主義市場經濟。其實，本質上就是由政府代替大資本家的地位，壟斷某些行業，就如我們口中的經濟命脈之類的。當然，如果我們的政府是一個在任何情況下都為全國人民利益著想的機構的話，那么，我們就不能說大資本家化身為政府殘酷

剝削人民，這樣說是要犯思想錯誤的，如“文革”般的。其實，中國的政府要是能做到高中的政治書上所說的那些我們可以稱之為：人民公仆的職責的話，社會主義市場經濟，就是找了一個為人民服務的大資本家而已，取之于民，用之于民，我們何樂而不為呢？不過，請注意我說的前提。

這部分選讀，我只選了一小部分我有興趣的看了，不知道是翻譯的原因還是馬克思本身文筆就不好，有點晦澀難懂，但這對一個從初中到現在一直在受各種關于馬克思思想宣傳影響的中國青年來說，理解起來卻不難。也許，馬克思主義的擁護者，我們偉大的黨，他認為這樣無孔不入的宣傳可以鞏固共產黨的統治，使我們不受資本主義腐朽思想的影響。如果，資本主義世界是墮落的地獄的話，那么，這幾十年來，自鄧小平開始的幾代領導集體在用行動告訴我們：我不入地獄誰入地獄。

第三篇：《馬克思主義原著選讀》讀后感

《馬克思主義原著選讀》讀后感

就我個人而言，在讀《馬克思原著選讀》這本書之前，我對馬克思主義的了解，僅僅是馬克思主義政治經濟學和馬克思主義哲學教程，說實在的，這些死的結論常常令我提不起興趣，抽象而空洞，學過之后，我對于馬克思主義的認識也只是一些抽象的結論和字句，不僅沒有真正理解馬克思主義，而且很快就遺忘了，甚至是有意無意地會對馬克思主義產生反感，而真正的馬克思主義是需要在馬克思恩格斯原著中去領會的。

在讀《馬克思恩格斯原著選讀》的時候，我感覺我似乎是才第一次接觸馬克思主義思想，讀完這本書之后，對于社會現象能夠看得更通透，對于通常的社會問題和政治問題能夠更深入地理解，難怪恩格斯說，馬克思著作是一部社會科學百科全書，透過他的著作處處可以感受到關于社會分析和政治問題的真知灼見。

《馬克思恩格斯原著選讀》中包含了許多馬克思、恩格斯、列寧、毛澤東、鄧小平等人的著作思想，涉及政治、經濟、哲學、社會問題等多個領域，其中，我對馬克思的著作風格印象最深，他的思想極其嚴整，博大精深，文章語言奔放有力，時而詼諧風趣，時而辛辣諷刺，經典引述信手拈來，表明他的知識非常淵博，論證思維縝密，思想深邃，反映了馬克思對所研究問題從來不是淺嘗輒止，而是深思熟慮的結果。因此，閱讀馬克思著作，不僅僅是思想的洗禮，認識上的升華，更是精神上的享受，作為現代人不可以不讀馬克思著作，它既是現代生活的體現者，更是了解現代社會，具有博大的人文關懷、社會責任現代公民。

對于這本書，我研讀較深的是《共產黨宣言》對于中國社會主義的影響。半個多世紀以前，當馬克思、恩格斯發表《共產黨宣言》，以無比巨大的理論威力、思想鋒芒和戰斗精神令西方統治階級發抖時，中國正在帝國主義列強的侵略下逐步陷入半殖民地半封建的深淵??

半個多世紀年以后的今天，社會主義中國昂然屹立于世界東方，中國共產黨以毛澤東思想、鄧小平理論等先進思想，迎接著世界變局的挑戰。從《共產黨宣言》到鄧小平理論，濃縮了半個多世紀國際共產主義運動波瀾壯闊的發展歷程，更顯示著中國共產黨奮斗發展的輝煌。

1848年2月，英國倫敦瓦倫街19號一家不大的印刷所，印出了一本字數不多卻震撼世界、影響人類的小冊子--《共產黨宣言》。這本小冊子之所以有如此巨大的威力，是因為它的發表標志著一個偉大的真理--馬克思主義的誕生。

在馬克思主義誕生以前，一切社會運動都是少數人的或者為少數人謀利益的運動。在《共產黨宣言》中，馬克思、恩格斯以歷史唯物主義考察了人類社會的發展進程，論述了社會主義代替資本主義、最終發展為共產主義的歷史必然，闡明了無產階級作為資本主義掘墓人和未來社會創造者所擔負的歷史使命。《共產黨宣言》成為工人階級斗爭實踐的一個光輝起點。

在黑暗的舊中國，這個光輝起點的到來，浸透著無數仁人志士的智慧、勇敢和鮮血。太平天國農民革命運動、資產階級改良運動、義和團反帝愛國運動，這些斗爭的最終失敗揭示，農民、資產階級改良派都不可能承擔起領導民主革命的重任。1911年，辛亥革命結束了中國兩千多年的封建君主專制制度，但這次革命由于歷史的、階級的局限，未能改變舊中國的半殖民地半封建性質和人民的悲慘境遇。路在何方？這依然是中國志士仁人和先進知識分子苦苦求索的問題。1921年7月，馬克思主義與中國工人運動相結合的產物--中國共產黨宣告成立。中國共產黨自誕生之日起就高高舉起了馬克思主義旗幟，從此，中國革命有了科學理論的指引，中國革命的面貌煥然一新。艱難困苦，玉汝于成。以毛澤東為代表的中國共產黨人，堅持把馬克思主義的普遍真理同中國革命的具體實踐相結合，完成了民族獨立和人民解放的歷史重任，取得了新民主主義的偉大勝利。從1848年《共產黨宣言》發表到1949年中華人民共和國成立，100年的時間，共產主義的“幽靈”在古老的東方大國化作噴薄而出的紅日，光芒四射??

歷史唯物主義揭示，每一歷史時代的經濟關系是整個社會的基礎，生產力的發展是社會變革和進步的終極原因。《共產黨宣言》的一個重要理論貢獻就是強調：無產階級奪取政權以后，要把發展生產力擺在首位。

在中國這樣一個經濟文化比較落后的東方大國建設社會主義，是馬克思主義發展史上的新課題。正如鄧小平所指出的：“在社會主義國家，一個真正的馬克思主義政黨在執政以后，一定要致力于發展生產力，并在這個基礎上逐步提高人民的生活水平。

我國改革開放20多年，取得了舉世矚目的偉大成就，生產力發展水平、人民生活水平、綜合國力都上了一個新的臺階。面向新世紀，黨中央提出“三個代表”的重要思想。“三個代表”是對國際共運史和中共黨史經驗的深刻總結，閃耀著馬克思主義的真理光芒。

歷史雄辯地說明，代表中國先進社會生產力發展要求、先進文化前進方向和最廣大人民根本利益的中國共)產黨，必將指引中華民族走向新的輝煌。

中國共產黨領導中國人民取得的豐功偉績，有如日月經天，江河行地，改變了中國的歷史和面貌，并深刻影響著人類社會的發展，并向世人昭示：馬克思主義只有同時代前進的步伐和各國的具體實際相結合，才能煥發出經久不息的活力。

從《共產黨宣言》到鄧小平理論，科學社會主義理論的真理之火，之所以能穿越150多年的時空依然光芒四射、璀璨奪目，其原因就在于：馬克思主義一以貫之的理論品格，就是與時俱進。

在人類文明史上，有過許多傳世名著，但沒有哪一篇能夠像《共產黨宣言》這樣牽動全世界最廣大人民的心魄。因為馬克思主義不是僵死不變的教條，而是不斷發展的理論。正如馬克思在為《共產黨宣言》1872年德文版寫的序言中強調的，“隨時隨地都要以當時的歷史條件為轉移”。

生產力的發展本身是一個新陳代謝的過程，落后了就會逐步退出歷史舞臺，被先進的生產力所代替。就工人階級的某一部分而言，也可能由于新的生產力不斷出現，原先所聯系的生產力變得落后了。為了從整體上始終保持工人階級是先進生產力的代表者，工人階級的內部結構也應該隨時相應地加以變動，不斷地向更加先進的生產力轉移。作為工人階級先鋒隊的共產黨，也應該有不斷前進的意識。

開拓，才有出路；創新，才能發展。一個執政黨只有不斷地研究新問題，總結新經驗，努力推進黨的理論創新和實踐創新，才能永遠走在時代的前列。“三個代表”本身是創新的產物，處處體現出創新精神，其實質是要求全黨在新的歷史條件下，研究新情況、解決新問題，及時進行新的理論概括。

在實踐中豐富和發展馬克思主義，這種實事求是的思想路線，正是馬克思主義活的靈魂，是馬克思主義的真諦。

第四篇：《管理學》名著選讀

管理學碩士研究生必讀之經典管理著作

D.霍思：《管理思想的演變》：中國社會科學出版社，2000年

彼得·德魯克：《創業精神與創新——變革時代的管理原則與實踐》，工人出版社，1989年中文版。

A.薩克森尼安：《地區優勢：硅谷和128公路地區的文化和競爭》，上海遠東出版社，1999年

詹姆斯.昌佩、尼丁.諾利亞：《管理的變革――企業最先進觀念的轉變》，經濟日報出版社，1998年中文版

戴維·貝贊可、戴維·德雷諾夫和馬克·尚利：《公司戰略經濟學》，北京大學出版社，1999年中文版。

格蘭特：《公司戰略管理》，光明日報出版社，2004年中文版。

丹尼斯·卡爾頓、杰弗里·佩羅夫：《現代產業組織》，上海三聯書店、上海人民出版社1998年中文版。

加里·哈梅爾、C.K.普拉哈拉德：《競爭大未來》，昆侖出版社，1998年中文版。托馬斯·彼得斯、羅伯特·沃特曼：《追求卓越：美國優秀企業的管理圣經》，中央編譯出版社，2000年中文版。

詹姆斯·柯林斯、杰里·波拉斯：《企業不敗》，新華出版社，1998年中文版。

D.諾斯：《西方世界的興起》，華夏出版社，1999年版；

A.錢德勒：《看得見的手》，商務印書館，1987年版；

J.布坎南：《自由市場和國家》，上海三聯，1989年版；

弗朗西斯.福山：《信任》，遠方出版社，1998年版；

吳思華：《策略九說：策略思考的本質——大學管理類教材叢書》，復旦大學出版社，2002年版；

周三多：《戰略管理思想史》，復旦大學出版社，2002年版；

第五篇：《馬克思主義原著選讀》復習題

《馬克思主義原著選讀》復習題

一、填空題(2*10)1．《導言》，馬克思1843年寫于巴黎，1844年發表《德法年鑒》；《導言》第一次提出并闡明了無產階級的歷史使命和實現人類解放的正確途徑問題。《導言》是馬克思實現“兩個轉變”的標志性著作。《導言》標志著馬克思實現了哲學上和政治上的兩個主要轉變：哲學上，從一個唯心主義者轉變為一個唯物主義者；政治上，從一個激進的革命民主主義者轉變為一個共產主義者。

2．《手稿》1844年寫于法國巴黎，1932年發表《馬克思恩格斯全集》；《手稿》是馬克思主義三個組成部分思想的第一次綜合闡述，是馬克思主義新世界觀的誕生地。

3．《提綱》馬克思于1845年寫于布魯塞爾，1888年出版，被恩格斯譽為“包含著世界觀的天才萌芽的第一個文件”；劃清唯心主義與舊唯物主義最后界限的標志，《提綱》與《形態》是唯物史觀創立的基本標志。

4．《德意志形態》1846年寫成；1932年發表德文；是馬克思主義哲學誕生的標志，第一次全面地闡述了歷史唯物主義的基本原理，標志馬克思恩格斯第一個偉大發現的基本完成。5．《共產黨宣言》1848年寫成，是馬克思恩格斯合著的第三部重要著作；是馬克思主義誕生并將進入一個新時期的標志，是無產階級實現人類解放的行動指南，具有重大的現實意義。

6．《序言》1859年寫成；對馬克思所發現的唯物主義歷史觀的實質作了精辟的說明。7．《反杜林論》恩格斯寫成于1878年；第一次從馬克思主義哲學、政治經濟學和科學社會主義三個方面，系統的闡述了馬克思主義理論體系，是第一本“百科全書式”的馬克思主義哲學教科書。

8．《費爾巴哈論》恩格斯寫成于1886年；不僅回擊了社會的錯誤思潮，還豐富和發展了馬克思主義哲學。

9．《唯批》列寧寫成于1908年，10．《辯證法》列寧寫成于1915年

11．《實踐論》毛澤東寫成于1937年的一部重要哲學著作；在馬克思主義哲學發展史上，暨在馬克思主義哲學中國化的發展過程中占有極其重要的地位，他和《矛盾論》一起是毛澤東哲學思想成熟和理論化、系統化的標志性著作。

12．《矛盾論》毛澤東寫成于1937年；在馬克思主義哲學發展史上，暨在馬克思主義哲學中國化的發展過程中占有極其重要的地位，他和《實踐論》一起是毛澤東哲學思想成熟和理論化、系統化的標志性著作。是中國共產黨人和中國人民認識世界和改造世界的科學方法。具有重要的現實意義。

二、命題解析題(5*4)《導言》：

1．批判的武器當然不能代替武器的批判，物質力量只能用物質力量來摧毀；但是理論一經掌握群眾，也會變成物質力量。理論只要說服人，就能掌握群眾；而理論只要徹底，就能說服人。所謂徹底，就是抓住事物的根本。但人的根本就是人本身。答：本命題出自于馬克思的《黑格爾法哲學批判導言》； 主要觀點：

（1）理論不能代表實踐，反動的統治階級只能用人的力量來摧毀

（2）先進的理論是人類解放的必要精神武器。理論經由人民群眾掌握，就會產生巨大的作用，理論必須為人民群眾所接受，這樣的理論才能說服人。

2．德國人的解放就是人的解放。這個解放的頭腦是哲學，它的心臟是無產階級。哲學不消滅無產階級，就不能成為現實；無產階級不把哲學變成現實，就不可能消滅自己。答：本命題出自于馬克思的《黑格爾法哲學批判導言》； 主要觀點：

德國人解放的精神力量是哲學，物質力量是無產階級。哲學通過無產階級（即其對里面的無產階級）才能成為現實。無產階級把哲學變成現實，才能消滅資產階級（即其對里面的無產階級）

《手稿》：

3．工人生產的財富越多，他的產品的力量和數量越大，他就越貧窮。工人創造的商品越多，他就越變成廉價的商品。物的世界的增值同人的世界的貶值成正比。答：本命題出自于馬克思的《1844年經濟學哲學手稿》； 主要觀點：

工人生產的產品越多，他就越養活資本家，自己就像對越貧窮、越廉價、越貶值。

《提綱》：

4．舊唯物主義的立腳點是“市民”社會；新唯物主義的立腳點則是人類社會或社會化了的人類。答：本命題出自于馬克思的《關于費爾巴哈的提綱》； 主要觀點：

舊唯物主義為資產階級服務，新唯物主義是為無產階級服務的。

5．哲學家們只是用不同的方式解釋世界，而問題在于改變世界。答：本命題出自于馬克思的《關于費爾巴哈的提綱》；

主要觀點：這反映了馬克思主義哲學的實踐的特征，從以下兩大方面分析：（1）認識世界不是目的，強調實踐性（2）強調實踐的意義

《形態》：

6．當費爾巴哈是一個唯物主義者的時候，歷史在他的視野之外；當他去探討歷史的時候，他決不是一個唯物主義者。在他那里，唯物主義和歷史是彼此完全脫離的。答：本命題出自于馬克思的《德意志意識形態》； 主要觀點：

費爾巴哈作為唯物主義者，不包括它的歷史觀，費爾巴哈歷史觀是唯心主義的。唯物主義和歷史觀是脫離的

《宣言》：

7．資產階級在它的不到一百年的階級統治中所創造的生產力，比過去一切世代創造的全部生產力還要多，還要大。

答：本命題出自于馬克思、恩格斯的《共產黨宣言》；

主要觀點：主要講資產階級社會在人類發展史的重要作用，它創造了巨大的生產力。

8．真理和謬誤，正如一切在兩極對立中運動的邏輯范疇一樣，只是在非常有限的領域內才具有絕對的意義。

答：本命題出自于恩格斯的《反杜林論》；

主要觀點：真理和謬誤的區別是有條件的，二者可以相互轉化的

（1）任何真理都是具體的；真理在其適用范圍內時，它與謬誤的對立是絕對的，二者的原則界限不能混淆。

（2）但二者的對立又是相對的，有條件的，超出真理的適用范圍，真理與謬誤在一定條件下可相互轉化。

《費爾巴哈論》：

9．不論哪一個哲學命題都沒有象黑格爾的一個著名命題那樣引起近視的政府的感激和同樣近視的反動派的憤怒，這個命題就是：“凡是現實的都是合理的，凡是合理的都是現實的。” 答：本命題出自于恩格斯的《路德維希·費爾巴哈和德國古典哲學的終結》； 主要觀點：

（1）政府和反對派都把現實等同于現存的、合理的，認為黑格爾是為普魯士理所辯護，因此引起政府的感激和反動派的憤怒。

（2）黑格爾認為現實的不等于現存的，而是合理的，帶有必然性的東西，才是現存的、合理的。而當時政府是現存的，失去存在的必然性。雖然是現存的，失去存在的合理性，所以就該滅亡。

10．全部哲學，特別是近代哲學的重大的基本問題，是思維和存在的關系問題。答：本命題出自于恩格斯的《路德維希·費爾巴哈和德國古典哲學的終結》；

主要觀點：恩格斯指出基本問題含義，即思維與存在的關系問題。這個問題包括思維與存在何者為第一性，以及是否有同一性的兩方面內容。它們分別是唯物主義和唯心主義，可知論與不可知論劃分的標準。

11．費爾巴哈的下面這個論斷是絕對錯誤的：“人類的各個時期彼此借以區別的，僅僅是宗教的變遷。”

答：本命題出自于恩格斯的《路德維希·費爾巴哈和德國古典哲學的終結》；

主要觀點：恩格斯對費爾巴哈宗教觀點進行批判，夸大了宗教在歷史發展中的作用，指出費爾巴哈宗教觀點把人類發展史看作一部宗教變遷史，把宗教看成是人類發展的決定力量，沒有看到生產方式的作用。一種唯心主義歷史觀。

12．對已以合理的自我節制，對人以愛（永遠是愛！），這就是費爾巴哈的道德的基本準則，其余的一切都是從這個準則中推出來的。

答：本命題出自于恩格斯的《路德維希·費爾巴哈和德國古典哲學的終結》；

主要觀點：指費爾巴哈倫理觀上的錯誤以及對人以合理的自我節制和對人以愛這一準則在階級社會是行不通的。

《唯批》：

13．物質是標志客觀實在的哲學范疇，這種客觀實在是人通過感覺感知的，它不依賴于我們的感覺而存在，為我們的感覺所復寫、攝影、反映。答：本命題出自于列寧的《唯物主義和經驗批判主義》；

主要觀點：對物質含義的經典表達：指出物質是不依賴于人的意識并能為人的意識所反映。

14．就是物質和意識的對立，也只是在非常有限的范圍內才有絕對的意義，在這里，僅僅在承認什么是第一性的和什么是第二性的這個認識論的基本問題的范圍內才有絕對的意義。超出這個范圍，物質和意識的對立無疑是相對的。答：本命題出自于列寧的《唯物主義和經驗批判主義》；

主要觀點：物質和意識的對立和區別僅僅是在兩者何謂第一性的意義上才是絕對的。當把意識作為對象來理解的時候，二者都具有客觀實在性。

《矛盾論》：

15．唯物辯證法認為外因是變化的條件，內因是變化的根據，外因通過內因而起作用。答：本命題出自于毛澤東的《矛盾論》； 主要觀點：指出內外因的辯證關系

（1）內部矛盾對事物發展起決定作用，事物的發展是內因和外因共同起作用的結果（2）外因是事物變化發展的條件，內因是事物變化發展的依據，外因通過內因其作用。

16．沒有什么事物是不包含矛盾的，沒有矛盾就沒有世界。答：本命題出自于毛澤東的《矛盾論》；

主要觀點：矛盾的普遍性。矛盾無時不在，無處不在。

（1）矛盾是普遍的、絕對的，存在于事物發展的一切過程中，有貫穿于一切過程的始終；矛盾具有普遍性，體現“矛盾無時不在，無處不在”（2）

三、原理闡釋題(4*10)1．馬克思在《1844年經濟學哲學手稿》中，怎樣闡述了異化勞動的表現。

答：

① 勞動者同其勞動產品的異化，即“物的異化”。就是說。勞動者同自己的產品處于異己的對象關系之中---工人生產的對象越多，他能占有的對象就越少，并越是受其產品的奴役和統治。

② 勞動者同其勞動活動的異化，即“活動者的異化”或“自我異化”。也就是說，勞動活動本身對勞動者來說變成了某種外在的、異己的東西---他不是勞動者的自我活動，而是否定勞動者的東西，是使勞動者感到不幸的東西，是使勞動者的肉體和精神遭受折磨和摧毀的東西。

③ 勞動者同其類本質的異化。在馬克思看來，人是一種類存在物，人通過對對象世界的改造，實際地確證了自己是類存在物。

④ 勞動中人同人的關系的異化。即一個人同他人相異化，以及他們中每個人都同人的本質相異化。

2．馬克思在《關于費爾巴哈的提綱》中，怎樣立足于實踐的觀點闡述了新舊唯物主義的根本區別。

答：

①

3．馬、恩在《德意志意識形態》中，怎樣系統闡述了唯物史觀的基本觀點。

4．馬、恩在《共產黨宣言》中，怎樣闡述了共產黨的性質、目的和任務。

5．馬克思在《政治經濟學批判·序言》中，怎樣經典表述了歷史唯物主義的基本原理。

6．恩格斯在《路德維希·費爾巴哈和德國古典哲學的終結》中，怎樣闡述了哲學基本問題。

7．恩格斯在《路德維希·費爾巴哈和德國古典哲學的終結》中，是怎樣對費爾巴哈宗教觀點和倫理觀點中唯心主義雜質進行批判的。

8．列寧在《談談辯證法問題》中，怎樣闡述了對立統一規律是唯物辯證法的實質以及辯證法就是認識論。

四、著作觀點概要題(2*10)1．得意志意識形態

2．共產黨宣言

3．政治經濟學批判·序言

4．談談辯證法問題

5．實踐論

6．毛澤東: 矛盾論