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管理人网 发表于 2006-12-20 10:46

世界级管理28堂课

<img width='200' height='280' src="../../upload/book/1158822462765.jpg"><br>出版社:清华大学出版社<br>目录:<p><span><span style="FONT-SIZE: 9pt; COLOR: black; FONT-FAMILY: 宋体; LETTER-SPACING: 0.75pt; mso-bidi-font-family: 宋体; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA">序言 拥抱世界级管理，创造世界级的竞争水平<span lang="EN-US"><br />
</span>管理先修班 管理的<span lang="EN-US">7</span>大病毒与误解<span lang="EN-US"> <br />
</span>观念篇 管理能否优化的几个关键<span lang="EN-US"><br />
</span>　第<span lang="EN-US">1</span>课 奇怪的教训：思考水平论<span lang="EN-US"><br />
</span>　旧观念无法解决问题<span lang="EN-US"><br />
</span>　 是解决问题？还是换一个问题？<span lang="EN-US"><br />
</span>　　观念更新了，问题也消失了<span lang="EN-US"><br />
</span>　　问对的问题<span lang="EN-US"><br />
</span>　第<span lang="EN-US">2</span>课 可怕的事实：结构论<span lang="EN-US"><br />
</span>　　结构决定行为<span lang="EN-US"><br />
</span>　第<span lang="EN-US">3</span>课 思考的特质：<span lang="EN-US">KCAB</span>循环<span lang="EN-US"><br />
</span>　　问题：同性恋儿子<span lang="EN-US"><br />
</span>　　何谓<span lang="EN-US">KCAB</span>循环？<span lang="EN-US"><br />
</span>　　观念与知识<span lang="EN-US"><br />
</span>　　观念错误的两大来源<span lang="EN-US"><br />
</span>　第<span lang="EN-US">4</span>课 民主的悖论：等级论<span lang="EN-US"><br />
</span>　　可怕的共识<span lang="EN-US"><br />
</span>　　知识要先于共识<span lang="EN-US"><br />
</span>　　等级论<span lang="EN-US"><br />
</span>　第<span lang="EN-US">5</span>课 修正的方法：学习论<span lang="EN-US"><br />
</span>　　清字与思想的优化<span lang="EN-US"><br />
</span>　　知行互动原理<span lang="EN-US"><br />
</span>　　善用外部顾问<span lang="EN-US"><br />
</span>　第<span lang="EN-US">6</span>课 优化的策略：理想态设计法<span lang="EN-US"><br />
</span>　　优化<span lang="EN-US"><br />
</span>　　没有标准，则无法管理<span lang="EN-US"><br />
</span>　　优化的策略选择<span lang="EN-US"><br />
</span>　　理想态设计法<span lang="EN-US"><br />
</span>　　何谓策略性决策？<span lang="EN-US"> <br />
</span>结构篇 决定企业效益的基本要素<span lang="EN-US"><br />
</span>　第<span lang="EN-US">7</span>课 管理能力的知识结构<span lang="EN-US"><br />
</span>　　管理是一门越来越专业的学问<span lang="EN-US"><br />
</span>　　企业经营管理能力的结构：<span lang="EN-US">EMA</span>模式<span lang="EN-US"><br />
</span>　　<span lang="EN-US">EMA</span>模式的应用<span lang="EN-US"><br />
</span>　　企业的执行力：效益<span lang="EN-US">3P</span>论<span lang="EN-US"><br />
</span>　　管理知识的结构<span lang="EN-US"><br />
</span>　　必要的细化<span lang="EN-US"><br />
</span>　第<span lang="EN-US">8</span>课 企业活动的细化：经营与管理<span lang="EN-US"><br />
</span>　　细化的重要：提升科学性<span lang="EN-US"><br />
</span>　　企业活动<span lang="EN-US">1</span>：经营活动<span lang="EN-US"><br />
</span>　　企业活动<span lang="EN-US">2</span>：管理活动<span lang="EN-US"><br />
</span>　　经营管理的总体架构<span lang="EN-US"><br />
</span>　　管理不能取代经营<span lang="EN-US"><br />
</span>　第<span lang="EN-US">9</span>课 管理活动的细化<span lang="EN-US">1</span>：决策与交易<span lang="EN-US"><br />
</span>　　决策与交易<span lang="EN-US"><br />
</span>　　交易的优化<span lang="EN-US"><br />
</span>　　决策的优化<span lang="EN-US"><br />
</span>　第<span lang="EN-US">10</span>课 管理活动的细化<span lang="EN-US">2</span>：步序与内容<span lang="EN-US"><br />
</span>　　何谓内容与步序<span lang="EN-US"><br />
</span>　　步序与内容的优化<span lang="EN-US"><br />
</span>　　清字：步序；程序；流程<span lang="EN-US"><br />
</span>　　企业流程标准化<span lang="EN-US">(BPS)<br />
</span>　第<span lang="EN-US">11</span>课 管理结构的细化：模式与系统<span lang="EN-US"><br />
</span>　　只注重技术无助管理提升<span lang="EN-US"><br />
</span>　　管理的提升，必须模式与系统并重<span lang="EN-US"><br />
</span>　　系统<span lang="EN-US"><br />
</span>　　模式<span lang="EN-US"><br />
</span>　　模式决定系统<span lang="EN-US"><br />
</span>　　系统影响模式<span lang="EN-US"><br />
</span>　　别忽视<span lang="EN-US">IT</span>科技带来的影响<span lang="EN-US"><br />
</span>系统篇<span lang="EN-US"> e</span>化工具的发展、本质与知识<span lang="EN-US"><br />
</span>　</span></span><span><span style="FONT-SIZE: 9pt; COLOR: black; FONT-FAMILY: 宋体; LETTER-SPACING: 0.75pt; mso-bidi-font-family: 宋体; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA">第<span lang="EN-US">12</span>课 工具的本质与影响：改变<span lang="EN-US"><br />
</span>　　工具的本质<span lang="EN-US"><br />
</span>　　管理新工具<span lang="EN-US"><br />
</span>　　工具改变作法<span lang="EN-US"><br />
</span>　　勇敢迎接改变<span lang="EN-US"><br />
</span>　第<span lang="EN-US">13</span>课 信息与管理的关系：融合<span lang="EN-US"> <br />
</span>　<span lang="EN-US">&hellip;&hellip;<br />
</span>　第<span lang="EN-US">14</span>课<span lang="EN-US"> ERP</span>的原理与功过：整合<span lang="EN-US"> <br />
</span>　第<span lang="EN-US">15</span>课<span lang="EN-US"> e</span>化建设的重要观念：使用<span lang="EN-US"> <br />
</span>　第<span lang="EN-US">16</span>课 新的经营竞争条件：速度<span lang="EN-US"> <br />
</span>模式篇<span lang="EN-US"> WCM</span>四型分析下重要职能的政策与作法<span lang="EN-US"><br />
</span>　第<span lang="EN-US">17</span>课 何谓世界级制造<span lang="EN-US"> <br />
</span>　第<span lang="EN-US">18</span>课 利润动机与事前管理<span lang="EN-US"><br />
</span>　第<span lang="EN-US">19</span>课 产销特性与规划方法<span lang="EN-US"> <br />
</span>　</span></span><span><span style="FONT-SIZE: 9pt; COLOR: black; FONT-FAMILY: 宋体; LETTER-SPACING: 0.75pt; mso-bidi-font-family: 宋体; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA">第<span lang="EN-US">20</span>课 产品结构与可制造性设计<span lang="EN-US"> <br />
</span>　第<span lang="EN-US">21</span>课 制造工序与细胞式制造<span lang="EN-US"> <br />
</span>人员篇 建立合作基础与正确培训人员<span lang="EN-US"><br />
</span>　第<span lang="EN-US">22</span>课 组织发展的本质：企业生命周期<span lang="EN-US"> <br />
</span>　第<span lang="EN-US">23</span>课 人员合作的基础：<span lang="EN-US">e</span>化管理平台<span lang="EN-US"> <br />
</span>　第<span lang="EN-US">24</span>课 各层级管理技能的要求：<span lang="EN-US">PMA</span>培训<span lang="EN-US"><br />
</span>技术篇<span lang="EN-US"> EMO</span>技术的应用<span lang="EN-US"><br />
</span>　第<span lang="EN-US">25</span>课 何谓<span lang="EN-US">EMO</span>技术<span lang="EN-US"> <br />
</span>　第<span lang="EN-US">26</span>课<span lang="EN-US"> EMO</span>的学理来源说明<span lang="EN-US"> <br />
</span>　第<span lang="EN-US">27</span>课<span lang="EN-US"> EMO</span>常用名词解说<span lang="EN-US"><br />
</span>　第<span lang="EN-US">28</span>课<span lang="EN-US"> EMO</span>技术的科学性与期望</span></span></p><br><span lang="EN-US" style="FONT-SIZE: 9pt; COLOR: black; FONT-FAMILY: 宋体; LETTER-SPACING: 0.75pt; mso-bidi-font-family: 宋体; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA">&nbsp;&nbsp;&nbsp;&nbsp;&ldquo;</span><span style="FONT-SIZE: 9pt; COLOR: black; FONT-FAMILY: 宋体; LETTER-SPACING: 0.75pt; mso-bidi-font-family: 宋体; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA">工业管理<span lang="EN-US">&rdquo;</span>已经落伍了，早已无法协助企业进行全球化的商业竞争，其机械式的分工带来了太多管理实务上的思考误区与应用矛盾。反之，<span lang="EN-US">&ldquo;</span>世界经管理<span lang="EN-US">&rdquo;</span>经过多年来的研究发展与应用技术的日渐成熟，已经被证明是更正确、更有效的管理思想，它的有机式分工原则，强调了职能间的互动与合作，克服了工业管理下的缺失，因而得以协助企业提升其管理的水平。然而，应用新知识必须讲求方法，本书说明了<span lang="EN-US">EMO</span>技术的内涵，综合了人员培训、管理模式更新、工作系统<span lang="EN-US">e</span>化等三大优化技术，提供了<span lang="EN-US">5</span>阶配套的蓝图，可作为企业实践世界级管理的重要指南。本书可作为高校及研究所企业管理学科的参考书，更是中高层主管的重要应用参考书。</span>

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