MGB1010

0）这门课到底怎么给分（你要把力气用对地方）

• Quiz/Test（Revel 每周测验）30%：Wk 1–10，含互动阅读、小测题、（多数周）mini-simulation，成绩自动同步到 Moodle。[1]Source: asksia-bible-mgb1010-bilingual.pdfDue Wk 13 The quizzes are weekly interactive readings on the Pearson Revel platform, each with quiz questions and (most weeks) a mini- simulation. Grades auto-sync to Moodle. There is no separate test to sit and no final exam - the recall load is spread thin across ten weeks. 这些测验是每周在培生 Revel 平台上的互动式阅读,每次 都附有测验题,并且(多数周)还有一个迷你模拟。成绩会 自动同步到 Moodle。没有单独的测试要坐下来做,也没有 期末考试 -- 回忆负担被均摊到了十周里。 What each piece really asks 每项任务究竟在考什么 Piece What it rewards Quiz (30%) Broad recall: definitions, theorists, the parts of each framework Written (35%) Applying a named framework to a company, with academic sources, APA 7 Artefact (35%) Fusing theory with the sustainability seminar series, individually MGB1010 . Introduction to Management ✓ The strategy this dictates 由此决定的备考策略 The quiz is the only piece testing the full theory base, so it rewards breadth: know what each framework is, who proposed it, and its parts - POLC, the classical theories, PESTLE, Schein, the decision models, ethics and ESG. The written tasks reward depth on a few: take one framework (environment analysis, leadership style) and apply it to a real organisation with cited sources. This book front-loads the recall and shows the application move for each big framework. Master both and nothing in the subject can blindside you. 测验是唯一考查完整理论体系的环节,因此它奖励广 度:要知道每个框架是什么、由谁提出、以及它的组 成部分 -- POLC、各古典理论、PESTLE、Schein、 各决策模型、伦理与 ESG。写作任务则奖励少而精的 深度:选取一个框架(环境分析、领导风格),用带引 用来源的方式把它应用到一家真实组织上。本书把记 忆部分前置,并为每个重要框架展示如何完成应用动 作。两者皆精通,本科目便无任何内容能让你措手不 及。 MGB1010 . Introduction to Management CONTENTS CONTENTS The whole subject, in one ordered book 整门课程,浓缩为一本有序之书 Ten teaching weeks - one quiz-and-application map 十个教学周 →一张测验与应用对照图 Ch Topic Core idea Part 1 . What management is, and where it came from 1 What is management? efficiency vs effectiveness . POLC → 2 Theories of management[18]Source: asksia-cheatsheet-mgb1010.pdf* MGB1010 is graded 100% by coursework - no exam . Marks: Quiz/Test ~30% (weekly Revel quizzes + sims, W1-10), Written ~35% (two group tutorial tasks + a reflection), Artefact ~35% (sustainability piece). Check your unit guide for exact weights. The weekly Revel quizzes are the only broad recall test - they sweep every definition, theorist & framework across W1-10. So this sheet is a recall bank : management + theories + environment + organising (Side 1); leading, planning, controlling, deciding, ethics & diversity (Side 2). SIA > Quiz stems reward naming the theorist + the one-line idea (Taylor = one best way; Maslow = 5 needs). Drill the name and the keyword for each. 1 . What Is Management? W1 Management = getting work done efficiently and effectively through and with other people; coordinating + overseeing others' work so goals are met. There is no single agreed definition - the unit deliberately shows it is contested. Efficiency = doing things right; most output from least input (means / resource use). Effectiveness = doing the right things; pursuing goal-attaining activities (ends). Good managers do both. Three themes: management (the knowledge), managing (the doing), being managed (the follower view). 1b · Levels of Management THE PYRAMID · Top - set org-wide direction, strategy, broad goals . Middle - translate top goals into operational plans; bridge top & first-line Manager = coordinates & oversees others' work; distinct from a non-managerial employee. 1c . Katz's Three Skills SHIFT BY LEVEL SKILL WHAT MOST FOR Technical job-specific knowledge first-line Human
• Written 35%：两项小组书面任务 + 反思（reflection）。[2]Source: asksia-bible-mgb1010-bilingual.pdfi How this book was built 这本书是如何搭建出来的 Every framework, theorist and case here is grounded in this subject's own materials: the Moodle weekly pages, the Week 5 lecture slides, the two case PDFs and the Pearson Revel canon the unit runs on. Standard management theory is stated plainly; the lecturer's framing and case specifics are paraphrased, never copied. Verify weights and dates against your Moodle - details can shift between cohorts. 这里的每一个框架、理论家和案例,都扎根于本课程自己的材料:Moodle 每周页面、第5周的讲义幻灯片、两份案例 PDF,以及本单元所依托的培生 Revel 正典。标准的管理理论被平实地陈述出来;讲师的框定方式和案例细节是经过转 述的,绝非照搬。请对照你的 Moodle 核对权重和日期 -- 不同届之间的细节可能会有变动。 MGB1010 . Introduction to Management THE BLUEPRINT - THE ASSESSMENT BLUEPRINT NO EXAM . 100% CONTINUOUS Where every mark lives 每一分都落在这里 No exam - three pieces of continuous assessment, all of it work you build 没有期末考试 -- 三项持续性评估,全部都是你逐步搭建出来的作品 Your subject mark is built from three pieces, spread across the whole semester. None of it is a sit-down exam - which means the frameworks have to stay fresh from Week 1, because the quizzes test them as you go. 你的课程成绩由三部分构成,分散在整个学期。其中没有任何一部分是坐下来闭卷考试 -- 这意味着从第1周起就必须让这些 框架保持新鲜,因为测验会随着进度逐一考查它们。 30% QUIZ / TEST 测验 / 测试 35% WRITTEN 写作 35% ARTEFACT 人工制品 0 exam NO FINAL EXAM 无期末考试 The three assessment pieces 三项评估任务 Component Weight When Quiz / Test - weekly Revel 30% Wks 1-10 Written - 2 group tasks + reflection 35% Wks 3-6 Artefact - sustainability piece 35%[18]Source: asksia-cheatsheet-mgb1010.pdf* MGB1010 is graded 100% by coursework - no exam . Marks: Quiz/Test ~30% (weekly Revel quizzes + sims, W1-10), Written ~35% (two group tutorial tasks + a reflection), Artefact ~35% (sustainability piece). Check your unit guide for exact weights. The weekly Revel quizzes are the only broad recall test - they sweep every definition, theorist & framework across W1-10. So this sheet is a recall bank : management + theories + environment + organising (Side 1); leading, planning, controlling, deciding, ethics & diversity (Side 2). SIA > Quiz stems reward naming the theorist + the one-line idea (Taylor = one best way; Maslow = 5 needs). Drill the name and the keyword for each. 1 . What Is Management? W1 Management = getting work done efficiently and effectively through and with other people; coordinating + overseeing others' work so goals are met. There is no single agreed definition - the unit deliberately shows it is contested. Efficiency = doing things right; most output from least input (means / resource use). Effectiveness = doing the right things; pursuing goal-attaining activities (ends). Good managers do both. Three themes: management (the knowledge), managing (the doing), being managed (the follower view). 1b · Levels of Management THE PYRAMID · Top - set org-wide direction, strategy, broad goals . Middle - translate top goals into operational plans; bridge top & first-line Manager = coordinates & oversees others' work; distinct from a non-managerial employee. 1c . Katz's Three Skills SHIFT BY LEVEL SKILL WHAT MOST FOR Technical job-specific knowledge first-line Human
• Artefact 35%：个人可持续性（sustainability）作品。[2]Source: asksia-bible-mgb1010-bilingual.pdfi How this book was built 这本书是如何搭建出来的 Every framework, theorist and case here is grounded in this subject's own materials: the Moodle weekly pages, the Week 5 lecture slides, the two case PDFs and the Pearson Revel canon the unit runs on. Standard management theory is stated plainly; the lecturer's framing and case specifics are paraphrased, never copied. Verify weights and dates against your Moodle - details can shift between cohorts. 这里的每一个框架、理论家和案例,都扎根于本课程自己的材料:Moodle 每周页面、第5周的讲义幻灯片、两份案例 PDF,以及本单元所依托的培生 Revel 正典。标准的管理理论被平实地陈述出来;讲师的框定方式和案例细节是经过转 述的,绝非照搬。请对照你的 Moodle 核对权重和日期 -- 不同届之间的细节可能会有变动。 MGB1010 . Introduction to Management THE BLUEPRINT - THE ASSESSMENT BLUEPRINT NO EXAM . 100% CONTINUOUS Where every mark lives 每一分都落在这里 No exam - three pieces of continuous assessment, all of it work you build 没有期末考试 -- 三项持续性评估,全部都是你逐步搭建出来的作品 Your subject mark is built from three pieces, spread across the whole semester. None of it is a sit-down exam - which means the frameworks have to stay fresh from Week 1, because the quizzes test them as you go. 你的课程成绩由三部分构成,分散在整个学期。其中没有任何一部分是坐下来闭卷考试 -- 这意味着从第1周起就必须让这些 框架保持新鲜,因为测验会随着进度逐一考查它们。 30% QUIZ / TEST 测验 / 测试 35% WRITTEN 写作 35% ARTEFACT 人工制品 0 exam NO FINAL EXAM 无期末考试 The three assessment pieces 三项评估任务 Component Weight When Quiz / Test - weekly Revel 30% Wks 1-10 Written - 2 group tasks + reflection 35% Wks 3-6 Artefact - sustainability piece 35%[18]Source: asksia-cheatsheet-mgb1010.pdf* MGB1010 is graded 100% by coursework - no exam . Marks: Quiz/Test ~30% (weekly Revel quizzes + sims, W1-10), Written ~35% (two group tutorial tasks + a reflection), Artefact ~35% (sustainability piece). Check your unit guide for exact weights. The weekly Revel quizzes are the only broad recall test - they sweep every definition, theorist & framework across W1-10. So this sheet is a recall bank : management + theories + environment + organising (Side 1); leading, planning, controlling, deciding, ethics & diversity (Side 2). SIA > Quiz stems reward naming the theorist + the one-line idea (Taylor = one best way; Maslow = 5 needs). Drill the name and the keyword for each. 1 . What Is Management? W1 Management = getting work done efficiently and effectively through and with other people; coordinating + overseeing others' work so goals are met. There is no single agreed definition - the unit deliberately shows it is contested. Efficiency = doing things right; most output from least input (means / resource use). Effectiveness = doing the right things; pursuing goal-attaining activities (ends). Good managers do both. Three themes: management (the knowledge), managing (the doing), being managed (the follower view). 1b · Levels of Management THE PYRAMID · Top - set org-wide direction, strategy, broad goals . Middle - translate top goals into operational plans; bridge top & first-line Manager = coordinates & oversees others' work; distinct from a non-managerial employee. 1c . Katz's Three Skills SHIFT BY LEVEL SKILL WHAT MOST FOR Technical job-specific knowledge first-line Human

• Quiz 奖励：广泛回忆（定义、理论家、框架的组成部分：POLC、古典理论、PESTLE、Schein、决策模型、伦理/ESG 等）。[1]Source: asksia-bible-mgb1010-bilingual.pdfDue Wk 13 The quizzes are weekly interactive readings on the Pearson Revel platform, each with quiz questions and (most weeks) a mini- simulation. Grades auto-sync to Moodle. There is no separate test to sit and no final exam - the recall load is spread thin across ten weeks. 这些测验是每周在培生 Revel 平台上的互动式阅读,每次 都附有测验题,并且(多数周)还有一个迷你模拟。成绩会 自动同步到 Moodle。没有单独的测试要坐下来做,也没有 期末考试 -- 回忆负担被均摊到了十周里。 What each piece really asks 每项任务究竟在考什么 Piece What it rewards Quiz (30%) Broad recall: definitions, theorists, the parts of each framework Written (35%) Applying a named framework to a company, with academic sources, APA 7 Artefact (35%) Fusing theory with the sustainability seminar series, individually MGB1010 . Introduction to Management ✓ The strategy this dictates 由此决定的备考策略 The quiz is the only piece testing the full theory base, so it rewards breadth: know what each framework is, who proposed it, and its parts - POLC, the classical theories, PESTLE, Schein, the decision models, ethics and ESG. The written tasks reward depth on a few: take one framework (environment analysis, leadership style) and apply it to a real organisation with cited sources. This book front-loads the recall and shows the application move for each big framework. Master both and nothing in the subject can blindside you. 测验是唯一考查完整理论体系的环节,因此它奖励广 度:要知道每个框架是什么、由谁提出、以及它的组 成部分 -- POLC、各古典理论、PESTLE、Schein、 各决策模型、伦理与 ESG。写作任务则奖励少而精的 深度:选取一个框架(环境分析、领导风格),用带引 用来源的方式把它应用到一家真实组织上。本书把记 忆部分前置,并为每个重要框架展示如何完成应用动 作。两者皆精通,本科目便无任何内容能让你措手不 及。 MGB1010 . Introduction to Management CONTENTS CONTENTS The whole subject, in one ordered book 整门课程,浓缩为一本有序之书 Ten teaching weeks - one quiz-and-application map 十个教学周 →一张测验与应用对照图 Ch Topic Core idea Part 1 . What management is, and where it came from 1 What is management? efficiency vs effectiveness . POLC → 2 Theories of management
• Written 奖励：拿一个框架去分析一家真实公司，并用学术来源（APA 7）支撑。[1]Source: asksia-bible-mgb1010-bilingual.pdfDue Wk 13 The quizzes are weekly interactive readings on the Pearson Revel platform, each with quiz questions and (most weeks) a mini- simulation. Grades auto-sync to Moodle. There is no separate test to sit and no final exam - the recall load is spread thin across ten weeks. 这些测验是每周在培生 Revel 平台上的互动式阅读,每次 都附有测验题,并且(多数周)还有一个迷你模拟。成绩会 自动同步到 Moodle。没有单独的测试要坐下来做,也没有 期末考试 -- 回忆负担被均摊到了十周里。 What each piece really asks 每项任务究竟在考什么 Piece What it rewards Quiz (30%) Broad recall: definitions, theorists, the parts of each framework Written (35%) Applying a named framework to a company, with academic sources, APA 7 Artefact (35%) Fusing theory with the sustainability seminar series, individually MGB1010 . Introduction to Management ✓ The strategy this dictates 由此决定的备考策略 The quiz is the only piece testing the full theory base, so it rewards breadth: know what each framework is, who proposed it, and its parts - POLC, the classical theories, PESTLE, Schein, the decision models, ethics and ESG. The written tasks reward depth on a few: take one framework (environment analysis, leadership style) and apply it to a real organisation with cited sources. This book front-loads the recall and shows the application move for each big framework. Master both and nothing in the subject can blindside you. 测验是唯一考查完整理论体系的环节,因此它奖励广 度:要知道每个框架是什么、由谁提出、以及它的组 成部分 -- POLC、各古典理论、PESTLE、Schein、 各决策模型、伦理与 ESG。写作任务则奖励少而精的 深度:选取一个框架(环境分析、领导风格),用带引 用来源的方式把它应用到一家真实组织上。本书把记 忆部分前置,并为每个重要框架展示如何完成应用动 作。两者皆精通,本科目便无任何内容能让你措手不 及。 MGB1010 . Introduction to Management CONTENTS CONTENTS The whole subject, in one ordered book 整门课程,浓缩为一本有序之书 Ten teaching weeks - one quiz-and-application map 十个教学周 →一张测验与应用对照图 Ch Topic Core idea Part 1 . What management is, and where it came from 1 What is management? efficiency vs effectiveness . POLC → 2 Theories of management[17]Source: asksia-bible-mgb1010-bilingual.pdfPractice structuring (do not submit this - it is a drill): "Pick a recognised leadership style, match a manager you know to it using academic sources, evaluate its pros and cons, and recommend an alternative style or source of power. " Sketch a plan in five moves. 练习搭框架(不要提交它 -- 这只是一次操练):“选一种公认的领导风格,借助学术文献把你认识的一位管理者匹配到 该风格上,评估其利弊,并推荐一种替代的领导风格或权力来源。”用五步勾勒出一份提纲。 - PLANNING SCAFFOLD 1 Name & define the style from an academic source (e. g. transformational, democratic). One precise sentence, properly cited (APA 7). 从学术来源出发命名并界定该风格(例如变革型、民主型)。一句精确的话,规范引用(APA 7)。 2 Match with evidence. Two or three concrete behaviours of the chosen person mapped to the style's defining features - this is where most marks sit. 用证据加以匹配。所选人物的两到三个具体行为,映射到该风格的定义性特征 -- 这是大多数分数所在之处。 3 Evaluate pros. What the style does well in this context (e. g. inspires discretionary effort), backed by a source. 评价优点。该风格在此情境中做得好的地方(例如激发自发性努力),并有来源支撑。 4 Evaluate cons. Where it falls short (e. g. depends on a charismatic individual; slow in a crisis). Balance is rewarded. 评价缺点。它的不足之处(例如依赖某个有魅力的个人;危机中反应迟缓)。平衡兼顾会获得奖励。 5 Recommend. An alternative style or source of power for the gaps, with a one-line justification. Close the loop. 提出建议。针对那些缺口给出一种替代风格或权力来源,附一句话的理由。闭合回路。 ✓ What separates a credit from a high distinction 把及格(credit) 和高分(high distinction)拉开差距的是什么 Application over description. A pass summarises the theory; a high mark maps specific evidence to specific constructs and evaluates critically (pros AND cons, with sources). Use peer-reviewed articles, cite in APA 7, and make every paragraph do analytical work - not narrate the case. 应用重于描述。及格答案概述理论;高分答案把具体证据映射到具体构念并进行批判性评价(利与弊兼顾,附来源)。使 用经同行评审的文章,按 APA 7 引用,让每个段落都做分析性的工作 -- 而不是复述案例。 Concept-check Q&A 概念自检问答 MGB1010 . Introduction to Management Cover the answer, respond in one line, then check. 盖住答案,用一行作答,然后核对。 Question Model answer What is the difference between efficiency and effectiveness? Efficiency = doing things right (least input); effectiveness = doing the right things (attaining goals). State the four POLC functions. Planning, Organising, Leading, Controlling. What does "satisficing" mean and who coined it? Accepting the first "good enough" option, not the optimum - Herbert Simon, under bounded rationality. Name the two halves of inclusion (Randel et al. , 2018). Belongingness + being valued for uniqueness.
• Artefact 奖励：把理论与“可持续发展/ESG/CSR”主题融合，个人完成。[1]Source: asksia-bible-mgb1010-bilingual.pdfDue Wk 13 The quizzes are weekly interactive readings on the Pearson Revel platform, each with quiz questions and (most weeks) a mini- simulation. Grades auto-sync to Moodle. There is no separate test to sit and no final exam - the recall load is spread thin across ten weeks. 这些测验是每周在培生 Revel 平台上的互动式阅读,每次 都附有测验题,并且(多数周)还有一个迷你模拟。成绩会 自动同步到 Moodle。没有单独的测试要坐下来做,也没有 期末考试 -- 回忆负担被均摊到了十周里。 What each piece really asks 每项任务究竟在考什么 Piece What it rewards Quiz (30%) Broad recall: definitions, theorists, the parts of each framework Written (35%) Applying a named framework to a company, with academic sources, APA 7 Artefact (35%) Fusing theory with the sustainability seminar series, individually MGB1010 . Introduction to Management ✓ The strategy this dictates 由此决定的备考策略 The quiz is the only piece testing the full theory base, so it rewards breadth: know what each framework is, who proposed it, and its parts - POLC, the classical theories, PESTLE, Schein, the decision models, ethics and ESG. The written tasks reward depth on a few: take one framework (environment analysis, leadership style) and apply it to a real organisation with cited sources. This book front-loads the recall and shows the application move for each big framework. Master both and nothing in the subject can blindside you. 测验是唯一考查完整理论体系的环节,因此它奖励广 度:要知道每个框架是什么、由谁提出、以及它的组 成部分 -- POLC、各古典理论、PESTLE、Schein、 各决策模型、伦理与 ESG。写作任务则奖励少而精的 深度:选取一个框架(环境分析、领导风格),用带引 用来源的方式把它应用到一家真实组织上。本书把记 忆部分前置,并为每个重要框架展示如何完成应用动 作。两者皆精通,本科目便无任何内容能让你措手不 及。 MGB1010 . Introduction to Management CONTENTS CONTENTS The whole subject, in one ordered book 整门课程,浓缩为一本有序之书 Ten teaching weeks - one quiz-and-application map 十个教学周 →一张测验与应用对照图 Ch Topic Core idea Part 1 . What management is, and where it came from 1 What is management? efficiency vs effectiveness . POLC → 2 Theories of management[2]Source: asksia-bible-mgb1010-bilingual.pdfi How this book was built 这本书是如何搭建出来的 Every framework, theorist and case here is grounded in this subject's own materials: the Moodle weekly pages, the Week 5 lecture slides, the two case PDFs and the Pearson Revel canon the unit runs on. Standard management theory is stated plainly; the lecturer's framing and case specifics are paraphrased, never copied. Verify weights and dates against your Moodle - details can shift between cohorts. 这里的每一个框架、理论家和案例,都扎根于本课程自己的材料:Moodle 每周页面、第5周的讲义幻灯片、两份案例 PDF,以及本单元所依托的培生 Revel 正典。标准的管理理论被平实地陈述出来;讲师的框定方式和案例细节是经过转 述的,绝非照搬。请对照你的 Moodle 核对权重和日期 -- 不同届之间的细节可能会有变动。 MGB1010 . Introduction to Management THE BLUEPRINT - THE ASSESSMENT BLUEPRINT NO EXAM . 100% CONTINUOUS Where every mark lives 每一分都落在这里 No exam - three pieces of continuous assessment, all of it work you build 没有期末考试 -- 三项持续性评估,全部都是你逐步搭建出来的作品 Your subject mark is built from three pieces, spread across the whole semester. None of it is a sit-down exam - which means the frameworks have to stay fresh from Week 1, because the quizzes test them as you go. 你的课程成绩由三部分构成,分散在整个学期。其中没有任何一部分是坐下来闭卷考试 -- 这意味着从第1周起就必须让这些 框架保持新鲜,因为测验会随着进度逐一考查它们。 30% QUIZ / TEST 测验 / 测试 35% WRITTEN 写作 35% ARTEFACT 人工制品 0 exam NO FINAL EXAM 无期末考试 The three assessment pieces 三项评估任务 Component Weight When Quiz / Test - weekly Revel 30% Wks 1-10 Written - 2 group tasks + reflection 35% Wks 3-6 Artefact - sustainability piece 35%

1）复习总策略：你要练的不是“背”，而是“场景 → 理论匹配”

• 回忆层（Quiz）：看到术语能立刻给出精确定义；看到理论能说出理论家 + 关键词。[5]Source: asksia-bible-mgb1010-bilingual.pdf★ Pulling Weeks 8-10 together 把第8––10周串联起来 These three weeks share one thread - managing people well. Communication (assertive + active listening) is the skill; ethics/CSR/ESG & governance set the responsibilities and to whom; diversity & inclusion apply them inside the workforce. For any case: name the model, locate the firm on the CSR continuum or the quota/target choice, and judge whether communication and inclusion are building belongingness or merely ticking a box. 这三周共享一条线索 -- 把人管好。沟通(果断+积极倾听)是技能;伦理/CSR/ESG 与治理设定了责任及其对象; 多元化与包容把它们应用到员工队伍内部。对任何案例:点出模型,把企业定位在 CSR 连续谱或配额/目标的取舍之 上,并判断沟通与包容究竟是在构建归属感,还是仅仅在打勾应付。 MGB1010 . Introduction to Management GLOSSARY . 1/2 BILINGUAL · 双语词汇表 - GLOSSARY MGB1010 in two languages 双语呈现的 MGB1010 Every core term, its X, and a one-line meaning - grouped by theme 每个核心术语、它的中文,以及一句话释义 -- 按主题分组 The Revel quiz rewards precise definitions. This is the recall layer: ~ 40 terms across the unit, each with an accurate Chinese gloss and a one-line meaning. Cover the right column and define each term cold - recognition is not recall. Revel 测验奖励精确的定义。这是回忆层:贯穿整个单元的约40个术语,每个都配有准确的中文释义和一句话的含义。盖住右 栏,凭空给每个术语下定义 -- 眼熟不等于能回忆出来。 Term 中文 One-line meaning Functions, roles & skills · 职能·角色·技能 Management 管理 Coordinating work efficiently & effectively through and with others. Efficiency 效率 Doing things right - most output from least input (means). Effectiveness 效能/ 成效 Doing the right things - attaining goals (ends). POLC functions 管理四职能(计划·组织·领导·控 制) Planning, Organising, Leading, Controlling - the spine of the unit. Katz's skills[18]Source: asksia-cheatsheet-mgb1010.pdf* MGB1010 is graded 100% by coursework - no exam . Marks: Quiz/Test ~30% (weekly Revel quizzes + sims, W1-10), Written ~35% (two group tutorial tasks + a reflection), Artefact ~35% (sustainability piece). Check your unit guide for exact weights. The weekly Revel quizzes are the only broad recall test - they sweep every definition, theorist & framework across W1-10. So this sheet is a recall bank : management + theories + environment + organising (Side 1); leading, planning, controlling, deciding, ethics & diversity (Side 2). SIA > Quiz stems reward naming the theorist + the one-line idea (Taylor = one best way; Maslow = 5 needs). Drill the name and the keyword for each. 1 . What Is Management? W1 Management = getting work done efficiently and effectively through and with other people; coordinating + overseeing others' work so goals are met. There is no single agreed definition - the unit deliberately shows it is contested. Efficiency = doing things right; most output from least input (means / resource use). Effectiveness = doing the right things; pursuing goal-attaining activities (ends). Good managers do both. Three themes: management (the knowledge), managing (the doing), being managed (the follower view). 1b · Levels of Management THE PYRAMID · Top - set org-wide direction, strategy, broad goals . Middle - translate top goals into operational plans; bridge top & first-line Manager = coordinates & oversees others' work; distinct from a non-managerial employee. 1c . Katz's Three Skills SHIFT BY LEVEL SKILL WHAT MOST FOR Technical job-specific knowledge first-line Human
• 应用层（Written/Artefact）：把“证据（case 细节）”贴到“构念（理论要点）”上，而不是空讲理论。[10]Source: asksia-bible-mgb1010-bilingual.pdf(ii) 去技能化与低自主裁量 -- 自动分量的勺子与固定程序剥夺了工人的判断,以控制换取一致性(另有:科学甄选与培训)。 - 3 (c) Follett's critique. She championed the human/relational side and "power with" over "power over. " She would question the purely quantitative measures of success and the cost of monotonous, de-skilled work to workers' engagement and dignity - the human factor scientific management ignores. (c) Follett 的批评。她倡导人性/关系的一面,以及“共享权力(power with)”而非“支配权力(power over)”。她会质疑那 种对成功的纯量化衡量,以及单调、去技能化的工作对工人投入度与尊严所造成的代价 -- 这正是科学管理所忽视的人的因 素。 i Marker note 评分者提示 Full marks need the name + founder, two distinct case-grounded features (not one feature twice), and a critique that is recognisably Follett's (human side / power-with / beyond quantitative measures) - not a generic "it's boring". Tie each claim back to a concrete detail in the case. 满分需要名称+创立者、两个不同的、有案例支撑的特征(而非把一个特征说两遍),以及一条可辨认为Follett 式的批 评(人性的一面/“共享权力(power-with)”/超越量化衡量) -- 而不是泛泛的“它很无聊”。要把每一项主张都联系 回案例中的某个具体细节。 MGB1010 . Introduction to Management 10 marks . leadership theory A2 APPLIED . CASE From the Ferguson case: he ran intense fitness and tactics drills and a strict disciplinary code, but also turned his chair around to listen, held private chats with dropped players, and knew "well done" were the two best words. (a) Apply the Ohio State behavioural dimensions to classify these. [4] (b) Identify the contemporary leadership style this blend best illustrates, with its key mechanism. [4] (c) Name one source of power he is using when he praises a player. [2] 取自弗格森案例:他既进行高强度的体能与战术操练,并施行严格的纪律守则,也会把椅子转过来倾听、与被弃用的球 员私下交谈,并深知“干得好”是两个最好的字眼。(a)运用俄亥俄州立大学的行为维度对这些行为加以归类。[4] (b) 指出这种组合最能体现的当代领导风格,并说明其关键机制。[4](c)说出他在表扬一名球员时所动用的一种权力来源。 [2] MODEL ANSWER (a) Ohio State. Drills + disciplinary code = high initiating structure (task orientation). Listening, private chats, praise = high consideration (relationship orientation). Ferguson scores high on both. (a)俄亥俄州立。训练+纪律制度=高定规(任务导向)。倾听、私下交谈、表扬= 高关怀(关系导向)。Ferguson 在两者上 都得分高。 2 (b) Style. Best read as transformational leadership - he inspires extraordinary outcomes via the four I's: idealised influence (the club's figure), inspirational motivation (the "world-beater" speeches), intellectual stimulation (tactical innovation), and individualised consideration (handling each player differently). (b)风格。最好理解为变革型领导 -- 他通过四个 |激发非凡成果:理想化影响(俱乐部的标志性人物)、感召式激励(“击败 天下”的演讲)、智力激发(战术创新),以及个性化关怀(区别对待每名球员)。 (c) Power. Praising a player uses reward power (and arguably builds referent power through the bond it 3 creates). (c)权力。表扬一名球员运用的是奖励权(并且可以说,通过由此建立的纽带培育了参照权)。 i Marker note 评分者提示 The marks are in mapping the evidence to the construct, not naming the theory in the abstract. Examiners want each detail tagged: drill - initiating structure; private chat - consideration. For (b), "individualised consideration" must be linked to the "handles each player differently" evidence. 分数在于把证据映射到构念上,而非抽象地说出理论名称。考官希望每个细节都被贴上标签:训练→定规;私下交谈 →关怀。对于(b),“个性化关怀”必须与“区别对待每名球员”这一证据相联系。 MGB1010 . Introduction to Management PRACTICE . WRITTEN & CHECKS - PRACTICE BANK (CONT. ) Planning a written task & concept checks 规划一项写作任务,以及概念自检 How to structure an applied answer, then six rapid recall checks 如何组织一篇应用型答案,随后是六项快速回忆自检 W1 WRITTEN . PLANNING DRILL structure, not a real brief[17]Source: asksia-bible-mgb1010-bilingual.pdfPractice structuring (do not submit this - it is a drill): "Pick a recognised leadership style, match a manager you know to it using academic sources, evaluate its pros and cons, and recommend an alternative style or source of power. " Sketch a plan in five moves. 练习搭框架(不要提交它 -- 这只是一次操练):“选一种公认的领导风格,借助学术文献把你认识的一位管理者匹配到 该风格上,评估其利弊,并推荐一种替代的领导风格或权力来源。”用五步勾勒出一份提纲。 - PLANNING SCAFFOLD 1 Name & define the style from an academic source (e. g. transformational, democratic). One precise sentence, properly cited (APA 7). 从学术来源出发命名并界定该风格(例如变革型、民主型)。一句精确的话,规范引用(APA 7)。 2 Match with evidence. Two or three concrete behaviours of the chosen person mapped to the style's defining features - this is where most marks sit. 用证据加以匹配。所选人物的两到三个具体行为,映射到该风格的定义性特征 -- 这是大多数分数所在之处。 3 Evaluate pros. What the style does well in this context (e. g. inspires discretionary effort), backed by a source. 评价优点。该风格在此情境中做得好的地方(例如激发自发性努力),并有来源支撑。 4 Evaluate cons. Where it falls short (e. g. depends on a charismatic individual; slow in a crisis). Balance is rewarded. 评价缺点。它的不足之处(例如依赖某个有魅力的个人;危机中反应迟缓)。平衡兼顾会获得奖励。 5 Recommend. An alternative style or source of power for the gaps, with a one-line justification. Close the loop. 提出建议。针对那些缺口给出一种替代风格或权力来源,附一句话的理由。闭合回路。 ✓ What separates a credit from a high distinction 把及格(credit) 和高分(high distinction)拉开差距的是什么 Application over description. A pass summarises the theory; a high mark maps specific evidence to specific constructs and evaluates critically (pros AND cons, with sources). Use peer-reviewed articles, cite in APA 7, and make every paragraph do analytical work - not narrate the case. 应用重于描述。及格答案概述理论;高分答案把具体证据映射到具体构念并进行批判性评价(利与弊兼顾,附来源)。使 用经同行评审的文章,按 APA 7 引用,让每个段落都做分析性的工作 -- 而不是复述案例。 Concept-check Q&A 概念自检问答 MGB1010 . Introduction to Management Cover the answer, respond in one line, then check. 盖住答案,用一行作答,然后核对。 Question Model answer What is the difference between efficiency and effectiveness? Efficiency = doing things right (least input); effectiveness = doing the right things (attaining goals). State the four POLC functions. Planning, Organising, Leading, Controlling. What does "satisficing" mean and who coined it? Accepting the first "good enough" option, not the optimum - Herbert Simon, under bounded rationality. Name the two halves of inclusion (Randel et al. , 2018). Belongingness + being valued for uniqueness.

2）必背“定义库”（Quiz 最常考的精确一句话）

2.1 Management / Manager / Organisation（第1周核心）

Management（管理）：协调并监督他人的工作，使组织目标得以实现——既要高效率也要有效果。[4]Source: asksia-bible-mgb1010-bilingual.pdf→ i Why this order 为何采用这一顺序 The book follows the subject's arc: define management and POLC (Ch 1), trace the theory timeline that produced it (Ch 2), scan the environment a manager works in (Ch 3), then the new-venture view (Ch 4). The heart is the four POLC functions opened one at a time (Ch 5-7), then the human-judgement layer - decisions, communication and ethics (Ch 8-9). Part 5 turns it into marks with a glossary and a quiz-style practice bank. 本书遵循科目的脉络:先界定管理与 POLC(第1章),再梳理催生它的理论时间线(第2章),接着扫描管理者所处的环 境(第3章),随后转向新创企业的视角(第4章)。核心是逐一展开的四项POLC 职能(第5-7章),然后是人为判断这 一层 -- 决策、沟通与伦理(第8-9章)。第五部分用术语表与测验式练习题库把这一切转化为分数。 MGB1010 . Introduction to Management CH 1 . DEFINING FOUNDATIONS - CHAPTER 1 What is management? 什么是管理? Getting work done, efficiently and effectively, through other people 通过他人,高效率且有效果地把工作做成 Management is not a job title - it is a process. The subject opens with a deliberately unsettled question: there is no single agreed definition, and you are pushed to ask where knowledge about management even comes from. But one working definition runs through every week, and it is the one the quizzes test: management is coordinating and overseeing the work of others so that organisational goals are met - efficiently and effectively. 管理不是一个职位头衔 -- 它是一个过程。本课程以一个刻意悬而未决的问题开篇:管理没有单一公认的定义,而且你会被推 着去追问,关于管理的知识究竟从何而来。但有一个可操作的定义贯穿每一周,也正是测验所考的那一个:管理就是协调并监 督他人的工作,从而高效(efficiently)且有效(effectively)地实现组织目标。 i What the quiz asks here 测验在这里会考什么 Week 1 recall questions hinge on three things: the definition of management, the efficiency vs effectiveness distinction (the single most-tested early trap), and being able to slot a described activity into Mintzberg's roles, Katz's skills or the POLC functions. Learn the labels precisely - the distractors are deliberately close. 第1周的记忆类题目取决于三点:管理的定义、效率与效果之辨(早期最常考的单一陷阱),以及能否把所描述的某项活 动归入Mintzberg 的角色、Katz 的技能或 POLC 职能。要精确记住这些标签 -- 干扰项是被刻意设计得相互接近的。 - 1. 1 Manager, management, organisation 1. 1 管理者、管理、组织 A manager is someone who coordinates and oversees the work of others so that goals are accomplished - distinct from a non-managerial employee, who does the work itself. Management is the process that manager runs. An organisation is a deliberate arrangement of people brought together to achieve a purpose. The subject frames this through three lenses you will see all semester: management (the body of knowledge), managing (the doing), and being managed (the employee's experience). 管理者是协调并监督他人工作以达成目标的人 -- 区别于非管理岗员工,后者亲自从事具体工作。管理是该管理者所运行的过 程。组织是为实现某一目的而有意安排聚集起来的一群人。本课程通过三个贯穿整个学期的视角来界定这一点:管理(作为知 识体系)、管理行为(去做这件事)以及被管理(员工的体验)。 - 1. 2 Efficiency vs effectiveness 1. 2 效率 vs 效果 Efficiency is doing things right - getting the most output from the least input. It is about means: time, money, materials, effort. Effectiveness is doing the right things - pursuing the activities that actually attain the goal. It is about ends. A good manager does both: low waste and the right targets. Scenario Efficient? Effective? Cheaply mass-produces a product nobody wants Yes[5]Source: asksia-bible-mgb1010-bilingual.pdf★ Pulling Weeks 8-10 together 把第8––10周串联起来 These three weeks share one thread - managing people well. Communication (assertive + active listening) is the skill; ethics/CSR/ESG & governance set the responsibilities and to whom; diversity & inclusion apply them inside the workforce. For any case: name the model, locate the firm on the CSR continuum or the quota/target choice, and judge whether communication and inclusion are building belongingness or merely ticking a box. 这三周共享一条线索 -- 把人管好。沟通(果断+积极倾听)是技能;伦理/CSR/ESG 与治理设定了责任及其对象; 多元化与包容把它们应用到员工队伍内部。对任何案例:点出模型,把企业定位在 CSR 连续谱或配额/目标的取舍之 上,并判断沟通与包容究竟是在构建归属感,还是仅仅在打勾应付。 MGB1010 . Introduction to Management GLOSSARY . 1/2 BILINGUAL · 双语词汇表 - GLOSSARY MGB1010 in two languages 双语呈现的 MGB1010 Every core term, its X, and a one-line meaning - grouped by theme 每个核心术语、它的中文,以及一句话释义 -- 按主题分组 The Revel quiz rewards precise definitions. This is the recall layer: ~ 40 terms across the unit, each with an accurate Chinese gloss and a one-line meaning. Cover the right column and define each term cold - recognition is not recall. Revel 测验奖励精确的定义。这是回忆层:贯穿整个单元的约40个术语,每个都配有准确的中文释义和一句话的含义。盖住右 栏,凭空给每个术语下定义 -- 眼熟不等于能回忆出来。 Term 中文 One-line meaning Functions, roles & skills · 职能·角色·技能 Management 管理 Coordinating work efficiently & effectively through and with others. Efficiency 效率 Doing things right - most output from least input (means). Effectiveness 效能/ 成效 Doing the right things - attaining goals (ends). POLC functions 管理四职能(计划·组织·领导·控 制) Planning, Organising, Leading, Controlling - the spine of the unit. Katz's skills[18]Source: asksia-cheatsheet-mgb1010.pdf* MGB1010 is graded 100% by coursework - no exam . Marks: Quiz/Test ~30% (weekly Revel quizzes + sims, W1-10), Written ~35% (two group tutorial tasks + a reflection), Artefact ~35% (sustainability piece). Check your unit guide for exact weights. The weekly Revel quizzes are the only broad recall test - they sweep every definition, theorist & framework across W1-10. So this sheet is a recall bank : management + theories + environment + organising (Side 1); leading, planning, controlling, deciding, ethics & diversity (Side 2). SIA > Quiz stems reward naming the theorist + the one-line idea (Taylor = one best way; Maslow = 5 needs). Drill the name and the keyword for each. 1 . What Is Management? W1 Management = getting work done efficiently and effectively through and with other people; coordinating + overseeing others' work so goals are met. There is no single agreed definition - the unit deliberately shows it is contested. Efficiency = doing things right; most output from least input (means / resource use). Effectiveness = doing the right things; pursuing goal-attaining activities (ends). Good managers do both. Three themes: management (the knowledge), managing (the doing), being managed (the follower view). 1b · Levels of Management THE PYRAMID · Top - set org-wide direction, strategy, broad goals . Middle - translate top goals into operational plans; bridge top & first-line Manager = coordinates & oversees others' work; distinct from a non-managerial employee. 1c . Katz's Three Skills SHIFT BY LEVEL SKILL WHAT MOST FOR Technical job-specific knowledge first-line Human

Manager（管理者）：协调与监督他人工作以达成目标的人（区别于非管理岗：亲自做具体工作）。[4]Source: asksia-bible-mgb1010-bilingual.pdf→ i Why this order 为何采用这一顺序 The book follows the subject's arc: define management and POLC (Ch 1), trace the theory timeline that produced it (Ch 2), scan the environment a manager works in (Ch 3), then the new-venture view (Ch 4). The heart is the four POLC functions opened one at a time (Ch 5-7), then the human-judgement layer - decisions, communication and ethics (Ch 8-9). Part 5 turns it into marks with a glossary and a quiz-style practice bank. 本书遵循科目的脉络:先界定管理与 POLC(第1章),再梳理催生它的理论时间线(第2章),接着扫描管理者所处的环 境(第3章),随后转向新创企业的视角(第4章)。核心是逐一展开的四项POLC 职能(第5-7章),然后是人为判断这 一层 -- 决策、沟通与伦理(第8-9章)。第五部分用术语表与测验式练习题库把这一切转化为分数。 MGB1010 . Introduction to Management CH 1 . DEFINING FOUNDATIONS - CHAPTER 1 What is management? 什么是管理? Getting work done, efficiently and effectively, through other people 通过他人,高效率且有效果地把工作做成 Management is not a job title - it is a process. The subject opens with a deliberately unsettled question: there is no single agreed definition, and you are pushed to ask where knowledge about management even comes from. But one working definition runs through every week, and it is the one the quizzes test: management is coordinating and overseeing the work of others so that organisational goals are met - efficiently and effectively. 管理不是一个职位头衔 -- 它是一个过程。本课程以一个刻意悬而未决的问题开篇:管理没有单一公认的定义,而且你会被推 着去追问,关于管理的知识究竟从何而来。但有一个可操作的定义贯穿每一周,也正是测验所考的那一个:管理就是协调并监 督他人的工作,从而高效(efficiently)且有效(effectively)地实现组织目标。 i What the quiz asks here 测验在这里会考什么 Week 1 recall questions hinge on three things: the definition of management, the efficiency vs effectiveness distinction (the single most-tested early trap), and being able to slot a described activity into Mintzberg's roles, Katz's skills or the POLC functions. Learn the labels precisely - the distractors are deliberately close. 第1周的记忆类题目取决于三点:管理的定义、效率与效果之辨(早期最常考的单一陷阱),以及能否把所描述的某项活 动归入Mintzberg 的角色、Katz 的技能或 POLC 职能。要精确记住这些标签 -- 干扰项是被刻意设计得相互接近的。 - 1. 1 Manager, management, organisation 1. 1 管理者、管理、组织 A manager is someone who coordinates and oversees the work of others so that goals are accomplished - distinct from a non-managerial employee, who does the work itself. Management is the process that manager runs. An organisation is a deliberate arrangement of people brought together to achieve a purpose. The subject frames this through three lenses you will see all semester: management (the body of knowledge), managing (the doing), and being managed (the employee's experience). 管理者是协调并监督他人工作以达成目标的人 -- 区别于非管理岗员工,后者亲自从事具体工作。管理是该管理者所运行的过 程。组织是为实现某一目的而有意安排聚集起来的一群人。本课程通过三个贯穿整个学期的视角来界定这一点:管理(作为知 识体系)、管理行为(去做这件事)以及被管理(员工的体验)。 - 1. 2 Efficiency vs effectiveness 1. 2 效率 vs 效果 Efficiency is doing things right - getting the most output from the least input. It is about means: time, money, materials, effort. Effectiveness is doing the right things - pursuing the activities that actually attain the goal. It is about ends. A good manager does both: low waste and the right targets. Scenario Efficient? Effective? Cheaply mass-produces a product nobody wants Yes

Organisation（组织）：为实现某一目的而有意安排聚集起来的一群人。[4]Source: asksia-bible-mgb1010-bilingual.pdf→ i Why this order 为何采用这一顺序 The book follows the subject's arc: define management and POLC (Ch 1), trace the theory timeline that produced it (Ch 2), scan the environment a manager works in (Ch 3), then the new-venture view (Ch 4). The heart is the four POLC functions opened one at a time (Ch 5-7), then the human-judgement layer - decisions, communication and ethics (Ch 8-9). Part 5 turns it into marks with a glossary and a quiz-style practice bank. 本书遵循科目的脉络:先界定管理与 POLC(第1章),再梳理催生它的理论时间线(第2章),接着扫描管理者所处的环 境(第3章),随后转向新创企业的视角(第4章)。核心是逐一展开的四项POLC 职能(第5-7章),然后是人为判断这 一层 -- 决策、沟通与伦理(第8-9章)。第五部分用术语表与测验式练习题库把这一切转化为分数。 MGB1010 . Introduction to Management CH 1 . DEFINING FOUNDATIONS - CHAPTER 1 What is management? 什么是管理? Getting work done, efficiently and effectively, through other people 通过他人,高效率且有效果地把工作做成 Management is not a job title - it is a process. The subject opens with a deliberately unsettled question: there is no single agreed definition, and you are pushed to ask where knowledge about management even comes from. But one working definition runs through every week, and it is the one the quizzes test: management is coordinating and overseeing the work of others so that organisational goals are met - efficiently and effectively. 管理不是一个职位头衔 -- 它是一个过程。本课程以一个刻意悬而未决的问题开篇:管理没有单一公认的定义,而且你会被推 着去追问,关于管理的知识究竟从何而来。但有一个可操作的定义贯穿每一周,也正是测验所考的那一个:管理就是协调并监 督他人的工作,从而高效(efficiently)且有效(effectively)地实现组织目标。 i What the quiz asks here 测验在这里会考什么 Week 1 recall questions hinge on three things: the definition of management, the efficiency vs effectiveness distinction (the single most-tested early trap), and being able to slot a described activity into Mintzberg's roles, Katz's skills or the POLC functions. Learn the labels precisely - the distractors are deliberately close. 第1周的记忆类题目取决于三点:管理的定义、效率与效果之辨(早期最常考的单一陷阱),以及能否把所描述的某项活 动归入Mintzberg 的角色、Katz 的技能或 POLC 职能。要精确记住这些标签 -- 干扰项是被刻意设计得相互接近的。 - 1. 1 Manager, management, organisation 1. 1 管理者、管理、组织 A manager is someone who coordinates and oversees the work of others so that goals are accomplished - distinct from a non-managerial employee, who does the work itself. Management is the process that manager runs. An organisation is a deliberate arrangement of people brought together to achieve a purpose. The subject frames this through three lenses you will see all semester: management (the body of knowledge), managing (the doing), and being managed (the employee's experience). 管理者是协调并监督他人工作以达成目标的人 -- 区别于非管理岗员工,后者亲自从事具体工作。管理是该管理者所运行的过 程。组织是为实现某一目的而有意安排聚集起来的一群人。本课程通过三个贯穿整个学期的视角来界定这一点:管理(作为知 识体系)、管理行为(去做这件事)以及被管理(员工的体验)。 - 1. 2 Efficiency vs effectiveness 1. 2 效率 vs 效果 Efficiency is doing things right - getting the most output from the least input. It is about means: time, money, materials, effort. Effectiveness is doing the right things - pursuing the activities that actually attain the goal. It is about ends. A good manager does both: low waste and the right targets. Scenario Efficient? Effective? Cheaply mass-produces a product nobody wants Yes

三条贯穿全学期的视角：management（知识体系）/ managing（管理行为）/ being managed（被管理者体验）。[4]Source: asksia-bible-mgb1010-bilingual.pdf→ i Why this order 为何采用这一顺序 The book follows the subject's arc: define management and POLC (Ch 1), trace the theory timeline that produced it (Ch 2), scan the environment a manager works in (Ch 3), then the new-venture view (Ch 4). The heart is the four POLC functions opened one at a time (Ch 5-7), then the human-judgement layer - decisions, communication and ethics (Ch 8-9). Part 5 turns it into marks with a glossary and a quiz-style practice bank. 本书遵循科目的脉络:先界定管理与 POLC(第1章),再梳理催生它的理论时间线(第2章),接着扫描管理者所处的环 境(第3章),随后转向新创企业的视角(第4章)。核心是逐一展开的四项POLC 职能(第5-7章),然后是人为判断这 一层 -- 决策、沟通与伦理(第8-9章)。第五部分用术语表与测验式练习题库把这一切转化为分数。 MGB1010 . Introduction to Management CH 1 . DEFINING FOUNDATIONS - CHAPTER 1 What is management? 什么是管理? Getting work done, efficiently and effectively, through other people 通过他人,高效率且有效果地把工作做成 Management is not a job title - it is a process. The subject opens with a deliberately unsettled question: there is no single agreed definition, and you are pushed to ask where knowledge about management even comes from. But one working definition runs through every week, and it is the one the quizzes test: management is coordinating and overseeing the work of others so that organisational goals are met - efficiently and effectively. 管理不是一个职位头衔 -- 它是一个过程。本课程以一个刻意悬而未决的问题开篇:管理没有单一公认的定义,而且你会被推 着去追问,关于管理的知识究竟从何而来。但有一个可操作的定义贯穿每一周,也正是测验所考的那一个:管理就是协调并监 督他人的工作,从而高效(efficiently)且有效(effectively)地实现组织目标。 i What the quiz asks here 测验在这里会考什么 Week 1 recall questions hinge on three things: the definition of management, the efficiency vs effectiveness distinction (the single most-tested early trap), and being able to slot a described activity into Mintzberg's roles, Katz's skills or the POLC functions. Learn the labels precisely - the distractors are deliberately close. 第1周的记忆类题目取决于三点:管理的定义、效率与效果之辨(早期最常考的单一陷阱),以及能否把所描述的某项活 动归入Mintzberg 的角色、Katz 的技能或 POLC 职能。要精确记住这些标签 -- 干扰项是被刻意设计得相互接近的。 - 1. 1 Manager, management, organisation 1. 1 管理者、管理、组织 A manager is someone who coordinates and oversees the work of others so that goals are accomplished - distinct from a non-managerial employee, who does the work itself. Management is the process that manager runs. An organisation is a deliberate arrangement of people brought together to achieve a purpose. The subject frames this through three lenses you will see all semester: management (the body of knowledge), managing (the doing), and being managed (the employee's experience). 管理者是协调并监督他人工作以达成目标的人 -- 区别于非管理岗员工,后者亲自从事具体工作。管理是该管理者所运行的过 程。组织是为实现某一目的而有意安排聚集起来的一群人。本课程通过三个贯穿整个学期的视角来界定这一点:管理(作为知 识体系)、管理行为(去做这件事)以及被管理(员工的体验)。 - 1. 2 Efficiency vs effectiveness 1. 2 效率 vs 效果 Efficiency is doing things right - getting the most output from the least input. It is about means: time, money, materials, effort. Effectiveness is doing the right things - pursuing the activities that actually attain the goal. It is about ends. A good manager does both: low waste and the right targets. Scenario Efficient? Effective? Cheaply mass-produces a product nobody wants Yes[18]Source: asksia-cheatsheet-mgb1010.pdf* MGB1010 is graded 100% by coursework - no exam . Marks: Quiz/Test ~30% (weekly Revel quizzes + sims, W1-10), Written ~35% (two group tutorial tasks + a reflection), Artefact ~35% (sustainability piece). Check your unit guide for exact weights. The weekly Revel quizzes are the only broad recall test - they sweep every definition, theorist & framework across W1-10. So this sheet is a recall bank : management + theories + environment + organising (Side 1); leading, planning, controlling, deciding, ethics & diversity (Side 2). SIA > Quiz stems reward naming the theorist + the one-line idea (Taylor = one best way; Maslow = 5 needs). Drill the name and the keyword for each. 1 . What Is Management? W1 Management = getting work done efficiently and effectively through and with other people; coordinating + overseeing others' work so goals are met. There is no single agreed definition - the unit deliberately shows it is contested. Efficiency = doing things right; most output from least input (means / resource use). Effectiveness = doing the right things; pursuing goal-attaining activities (ends). Good managers do both. Three themes: management (the knowledge), managing (the doing), being managed (the follower view). 1b · Levels of Management THE PYRAMID · Top - set org-wide direction, strategy, broad goals . Middle - translate top goals into operational plans; bridge top & first-line Manager = coordinates & oversees others' work; distinct from a non-managerial employee. 1c . Katz's Three Skills SHIFT BY LEVEL SKILL WHAT MOST FOR Technical job-specific knowledge first-line Human

2.2 Efficiency vs Effectiveness（“早期最常考陷阱”）

Efficiency（效率）：doing things right——用最少投入获得最多产出（手段/资源）。[4]Source: asksia-bible-mgb1010-bilingual.pdf→ i Why this order 为何采用这一顺序 The book follows the subject's arc: define management and POLC (Ch 1), trace the theory timeline that produced it (Ch 2), scan the environment a manager works in (Ch 3), then the new-venture view (Ch 4). The heart is the four POLC functions opened one at a time (Ch 5-7), then the human-judgement layer - decisions, communication and ethics (Ch 8-9). Part 5 turns it into marks with a glossary and a quiz-style practice bank. 本书遵循科目的脉络:先界定管理与 POLC(第1章),再梳理催生它的理论时间线(第2章),接着扫描管理者所处的环 境(第3章),随后转向新创企业的视角(第4章)。核心是逐一展开的四项POLC 职能(第5-7章),然后是人为判断这 一层 -- 决策、沟通与伦理(第8-9章)。第五部分用术语表与测验式练习题库把这一切转化为分数。 MGB1010 . Introduction to Management CH 1 . DEFINING FOUNDATIONS - CHAPTER 1 What is management? 什么是管理? Getting work done, efficiently and effectively, through other people 通过他人,高效率且有效果地把工作做成 Management is not a job title - it is a process. The subject opens with a deliberately unsettled question: there is no single agreed definition, and you are pushed to ask where knowledge about management even comes from. But one working definition runs through every week, and it is the one the quizzes test: management is coordinating and overseeing the work of others so that organisational goals are met - efficiently and effectively. 管理不是一个职位头衔 -- 它是一个过程。本课程以一个刻意悬而未决的问题开篇:管理没有单一公认的定义,而且你会被推 着去追问,关于管理的知识究竟从何而来。但有一个可操作的定义贯穿每一周,也正是测验所考的那一个:管理就是协调并监 督他人的工作,从而高效(efficiently)且有效(effectively)地实现组织目标。 i What the quiz asks here 测验在这里会考什么 Week 1 recall questions hinge on three things: the definition of management, the efficiency vs effectiveness distinction (the single most-tested early trap), and being able to slot a described activity into Mintzberg's roles, Katz's skills or the POLC functions. Learn the labels precisely - the distractors are deliberately close. 第1周的记忆类题目取决于三点:管理的定义、效率与效果之辨(早期最常考的单一陷阱),以及能否把所描述的某项活 动归入Mintzberg 的角色、Katz 的技能或 POLC 职能。要精确记住这些标签 -- 干扰项是被刻意设计得相互接近的。 - 1. 1 Manager, management, organisation 1. 1 管理者、管理、组织 A manager is someone who coordinates and oversees the work of others so that goals are accomplished - distinct from a non-managerial employee, who does the work itself. Management is the process that manager runs. An organisation is a deliberate arrangement of people brought together to achieve a purpose. The subject frames this through three lenses you will see all semester: management (the body of knowledge), managing (the doing), and being managed (the employee's experience). 管理者是协调并监督他人工作以达成目标的人 -- 区别于非管理岗员工,后者亲自从事具体工作。管理是该管理者所运行的过 程。组织是为实现某一目的而有意安排聚集起来的一群人。本课程通过三个贯穿整个学期的视角来界定这一点:管理(作为知 识体系)、管理行为(去做这件事)以及被管理(员工的体验)。 - 1. 2 Efficiency vs effectiveness 1. 2 效率 vs 效果 Efficiency is doing things right - getting the most output from the least input. It is about means: time, money, materials, effort. Effectiveness is doing the right things - pursuing the activities that actually attain the goal. It is about ends. A good manager does both: low waste and the right targets. Scenario Efficient? Effective? Cheaply mass-produces a product nobody wants Yes[5]Source: asksia-bible-mgb1010-bilingual.pdf★ Pulling Weeks 8-10 together 把第8––10周串联起来 These three weeks share one thread - managing people well. Communication (assertive + active listening) is the skill; ethics/CSR/ESG & governance set the responsibilities and to whom; diversity & inclusion apply them inside the workforce. For any case: name the model, locate the firm on the CSR continuum or the quota/target choice, and judge whether communication and inclusion are building belongingness or merely ticking a box. 这三周共享一条线索 -- 把人管好。沟通(果断+积极倾听)是技能;伦理/CSR/ESG 与治理设定了责任及其对象; 多元化与包容把它们应用到员工队伍内部。对任何案例:点出模型,把企业定位在 CSR 连续谱或配额/目标的取舍之 上,并判断沟通与包容究竟是在构建归属感,还是仅仅在打勾应付。 MGB1010 . Introduction to Management GLOSSARY . 1/2 BILINGUAL · 双语词汇表 - GLOSSARY MGB1010 in two languages 双语呈现的 MGB1010 Every core term, its X, and a one-line meaning - grouped by theme 每个核心术语、它的中文,以及一句话释义 -- 按主题分组 The Revel quiz rewards precise definitions. This is the recall layer: ~ 40 terms across the unit, each with an accurate Chinese gloss and a one-line meaning. Cover the right column and define each term cold - recognition is not recall. Revel 测验奖励精确的定义。这是回忆层:贯穿整个单元的约40个术语,每个都配有准确的中文释义和一句话的含义。盖住右 栏,凭空给每个术语下定义 -- 眼熟不等于能回忆出来。 Term 中文 One-line meaning Functions, roles & skills · 职能·角色·技能 Management 管理 Coordinating work efficiently & effectively through and with others. Efficiency 效率 Doing things right - most output from least input (means). Effectiveness 效能/ 成效 Doing the right things - attaining goals (ends). POLC functions 管理四职能(计划·组织·领导·控 制) Planning, Organising, Leading, Controlling - the spine of the unit. Katz's skills[18]Source: asksia-cheatsheet-mgb1010.pdf* MGB1010 is graded 100% by coursework - no exam . Marks: Quiz/Test ~30% (weekly Revel quizzes + sims, W1-10), Written ~35% (two group tutorial tasks + a reflection), Artefact ~35% (sustainability piece). Check your unit guide for exact weights. The weekly Revel quizzes are the only broad recall test - they sweep every definition, theorist & framework across W1-10. So this sheet is a recall bank : management + theories + environment + organising (Side 1); leading, planning, controlling, deciding, ethics & diversity (Side 2). SIA > Quiz stems reward naming the theorist + the one-line idea (Taylor = one best way; Maslow = 5 needs). Drill the name and the keyword for each. 1 . What Is Management? W1 Management = getting work done efficiently and effectively through and with other people; coordinating + overseeing others' work so goals are met. There is no single agreed definition - the unit deliberately shows it is contested. Efficiency = doing things right; most output from least input (means / resource use). Effectiveness = doing the right things; pursuing goal-attaining activities (ends). Good managers do both. Three themes: management (the knowledge), managing (the doing), being managed (the follower view). 1b · Levels of Management THE PYRAMID · Top - set org-wide direction, strategy, broad goals . Middle - translate top goals into operational plans; bridge top & first-line Manager = coordinates & oversees others' work; distinct from a non-managerial employee. 1c . Katz's Three Skills SHIFT BY LEVEL SKILL WHAT MOST FOR Technical job-specific knowledge first-line Human

Effectiveness（效果/效能）：doing the right things——做真正能达成目标的事（目的/结果）。[4]Source: asksia-bible-mgb1010-bilingual.pdf→ i Why this order 为何采用这一顺序 The book follows the subject's arc: define management and POLC (Ch 1), trace the theory timeline that produced it (Ch 2), scan the environment a manager works in (Ch 3), then the new-venture view (Ch 4). The heart is the four POLC functions opened one at a time (Ch 5-7), then the human-judgement layer - decisions, communication and ethics (Ch 8-9). Part 5 turns it into marks with a glossary and a quiz-style practice bank. 本书遵循科目的脉络:先界定管理与 POLC(第1章),再梳理催生它的理论时间线(第2章),接着扫描管理者所处的环 境(第3章),随后转向新创企业的视角(第4章)。核心是逐一展开的四项POLC 职能(第5-7章),然后是人为判断这 一层 -- 决策、沟通与伦理(第8-9章)。第五部分用术语表与测验式练习题库把这一切转化为分数。 MGB1010 . Introduction to Management CH 1 . DEFINING FOUNDATIONS - CHAPTER 1 What is management? 什么是管理? Getting work done, efficiently and effectively, through other people 通过他人,高效率且有效果地把工作做成 Management is not a job title - it is a process. The subject opens with a deliberately unsettled question: there is no single agreed definition, and you are pushed to ask where knowledge about management even comes from. But one working definition runs through every week, and it is the one the quizzes test: management is coordinating and overseeing the work of others so that organisational goals are met - efficiently and effectively. 管理不是一个职位头衔 -- 它是一个过程。本课程以一个刻意悬而未决的问题开篇:管理没有单一公认的定义,而且你会被推 着去追问,关于管理的知识究竟从何而来。但有一个可操作的定义贯穿每一周,也正是测验所考的那一个:管理就是协调并监 督他人的工作,从而高效(efficiently)且有效(effectively)地实现组织目标。 i What the quiz asks here 测验在这里会考什么 Week 1 recall questions hinge on three things: the definition of management, the efficiency vs effectiveness distinction (the single most-tested early trap), and being able to slot a described activity into Mintzberg's roles, Katz's skills or the POLC functions. Learn the labels precisely - the distractors are deliberately close. 第1周的记忆类题目取决于三点:管理的定义、效率与效果之辨(早期最常考的单一陷阱),以及能否把所描述的某项活 动归入Mintzberg 的角色、Katz 的技能或 POLC 职能。要精确记住这些标签 -- 干扰项是被刻意设计得相互接近的。 - 1. 1 Manager, management, organisation 1. 1 管理者、管理、组织 A manager is someone who coordinates and oversees the work of others so that goals are accomplished - distinct from a non-managerial employee, who does the work itself. Management is the process that manager runs. An organisation is a deliberate arrangement of people brought together to achieve a purpose. The subject frames this through three lenses you will see all semester: management (the body of knowledge), managing (the doing), and being managed (the employee's experience). 管理者是协调并监督他人工作以达成目标的人 -- 区别于非管理岗员工,后者亲自从事具体工作。管理是该管理者所运行的过 程。组织是为实现某一目的而有意安排聚集起来的一群人。本课程通过三个贯穿整个学期的视角来界定这一点:管理(作为知 识体系)、管理行为(去做这件事)以及被管理(员工的体验)。 - 1. 2 Efficiency vs effectiveness 1. 2 效率 vs 效果 Efficiency is doing things right - getting the most output from the least input. It is about means: time, money, materials, effort. Effectiveness is doing the right things - pursuing the activities that actually attain the goal. It is about ends. A good manager does both: low waste and the right targets. Scenario Efficient? Effective? Cheaply mass-produces a product nobody wants Yes[5]Source: asksia-bible-mgb1010-bilingual.pdf★ Pulling Weeks 8-10 together 把第8––10周串联起来 These three weeks share one thread - managing people well. Communication (assertive + active listening) is the skill; ethics/CSR/ESG & governance set the responsibilities and to whom; diversity & inclusion apply them inside the workforce. For any case: name the model, locate the firm on the CSR continuum or the quota/target choice, and judge whether communication and inclusion are building belongingness or merely ticking a box. 这三周共享一条线索 -- 把人管好。沟通(果断+积极倾听)是技能;伦理/CSR/ESG 与治理设定了责任及其对象; 多元化与包容把它们应用到员工队伍内部。对任何案例:点出模型,把企业定位在 CSR 连续谱或配额/目标的取舍之 上,并判断沟通与包容究竟是在构建归属感,还是仅仅在打勾应付。 MGB1010 . Introduction to Management GLOSSARY . 1/2 BILINGUAL · 双语词汇表 - GLOSSARY MGB1010 in two languages 双语呈现的 MGB1010 Every core term, its X, and a one-line meaning - grouped by theme 每个核心术语、它的中文,以及一句话释义 -- 按主题分组 The Revel quiz rewards precise definitions. This is the recall layer: ~ 40 terms across the unit, each with an accurate Chinese gloss and a one-line meaning. Cover the right column and define each term cold - recognition is not recall. Revel 测验奖励精确的定义。这是回忆层:贯穿整个单元的约40个术语,每个都配有准确的中文释义和一句话的含义。盖住右 栏,凭空给每个术语下定义 -- 眼熟不等于能回忆出来。 Term 中文 One-line meaning Functions, roles & skills · 职能·角色·技能 Management 管理 Coordinating work efficiently & effectively through and with others. Efficiency 效率 Doing things right - most output from least input (means). Effectiveness 效能/ 成效 Doing the right things - attaining goals (ends). POLC functions 管理四职能(计划·组织·领导·控 制) Planning, Organising, Leading, Controlling - the spine of the unit. Katz's skills[18]Source: asksia-cheatsheet-mgb1010.pdf* MGB1010 is graded 100% by coursework - no exam . Marks: Quiz/Test ~30% (weekly Revel quizzes + sims, W1-10), Written ~35% (two group tutorial tasks + a reflection), Artefact ~35% (sustainability piece). Check your unit guide for exact weights. The weekly Revel quizzes are the only broad recall test - they sweep every definition, theorist & framework across W1-10. So this sheet is a recall bank : management + theories + environment + organising (Side 1); leading, planning, controlling, deciding, ethics & diversity (Side 2). SIA > Quiz stems reward naming the theorist + the one-line idea (Taylor = one best way; Maslow = 5 needs). Drill the name and the keyword for each. 1 . What Is Management? W1 Management = getting work done efficiently and effectively through and with other people; coordinating + overseeing others' work so goals are met. There is no single agreed definition - the unit deliberately shows it is contested. Efficiency = doing things right; most output from least input (means / resource use). Effectiveness = doing the right things; pursuing goal-attaining activities (ends). Good managers do both. Three themes: management (the knowledge), managing (the doing), being managed (the follower view). 1b · Levels of Management THE PYRAMID · Top - set org-wide direction, strategy, broad goals . Middle - translate top goals into operational plans; bridge top & first-line Manager = coordinates & oversees others' work; distinct from a non-managerial employee. 1c . Katz's Three Skills SHIFT BY LEVEL SKILL WHAT MOST FOR Technical job-specific knowledge first-line Human

经典陷阱题（你要会秒判）：投入用得很省但产品没人要 = efficient but not effective。题库给了同款例题。[8]Source: asksia-bible-mgb1010-bilingual.pdfBelongingness + being valued for uniqueness (Randel et al. , 2018). Quota vs target 配额 vs 目标 Mandatory minimum vs aspirational, voluntary diversity goal. ✓ How to drill the glossary 如何操练这份术语表 Two passes. First EN-X: read the term, recall the gloss - this builds bilingual recall for non-native readers. Then EX->term: cover the left column, read the one-line meaning, and name the term - this is the exact shape of a Revel definitional MCQ. 两遍过。先 EN→中文:读术语,回忆释义 -- 这为非母语读者建立双语记忆。再 定义→术语:盖住左栏,读那句一行 的含义,并说出术语 -- 这正是 Revel 定义型MCQ 的确切形态。 MGB1010 . Introduction to Management PRACTICE . MCQ 1-4 PRACTICE . NO EXAM PRACTICE BANK Drill the unit, with model answers 演练本课程,附带范例答案 AskSia-authored items in the Revel/tutorial style - every one worked 由 AskSia 编写、采用 Revel/辅导课风格的题目 -- 每一题都附详解 There is no exam in MGB1010, so these mimic the three things that are graded: the Revel definitional quiz, the apply-a-theory reasoning behind the written tasks, and concept checks. None of these reproduce a real brief - they are practice in the unit's style, grounded in the same cases (McDonald's, Ferguson). MGB1010 没有考试,所以下面这些题目模仿的是真正计分的三样东西:Revel 定义型测验、书面作业背后套用某一理论的推 理,以及概念检查。它们都不还原真实的作业任务书 -- 它们只是按本单元风格做的练习,扎根于同样的案例(麦当劳、弗格 森)。 ★ How to use this bank 如何使用这套题库 Cover the answer. For each MCQ, pick your option and say why every other one is wrong - that is how you beat the near-miss distractor. For the applied drills, write a few lines before reading the model answer; the marker note tells you where the marks actually sit. 盖住答案。对每道 MCQ,选出你的选项并说出其余每一项为何错误 -- 这就是你击败近似干扰项的方法。对应用型练 习,先写几行再去看范文答案;评分者备注会告诉你分数究竟落在哪里。 Q1 MCQ efficiency vs effectiveness A factory hits its output target using the least possible material and labour, but produces a product customers no longer want. The manager has been: 一家工厂以尽可能少的物料和人力达成了产量目标,但生产出的产品却是顾客不再想要的。这位管理者做到了: (a) effective but not efficient (b) efficient but not effective + correct (c) both efficient and effective (d) neither efficient nor effective Why (b): efficiency = doing things right (least input for the output), which they achieved; effectiveness = doing the right things (goals that matter), which they did not - the product is unwanted. (a) reverses the two. (c)/(d) ignore that exactly one was met.[4]Source: asksia-bible-mgb1010-bilingual.pdf→ i Why this order 为何采用这一顺序 The book follows the subject's arc: define management and POLC (Ch 1), trace the theory timeline that produced it (Ch 2), scan the environment a manager works in (Ch 3), then the new-venture view (Ch 4). The heart is the four POLC functions opened one at a time (Ch 5-7), then the human-judgement layer - decisions, communication and ethics (Ch 8-9). Part 5 turns it into marks with a glossary and a quiz-style practice bank. 本书遵循科目的脉络:先界定管理与 POLC(第1章),再梳理催生它的理论时间线(第2章),接着扫描管理者所处的环 境(第3章),随后转向新创企业的视角(第4章)。核心是逐一展开的四项POLC 职能(第5-7章),然后是人为判断这 一层 -- 决策、沟通与伦理(第8-9章)。第五部分用术语表与测验式练习题库把这一切转化为分数。 MGB1010 . Introduction to Management CH 1 . DEFINING FOUNDATIONS - CHAPTER 1 What is management? 什么是管理? Getting work done, efficiently and effectively, through other people 通过他人,高效率且有效果地把工作做成 Management is not a job title - it is a process. The subject opens with a deliberately unsettled question: there is no single agreed definition, and you are pushed to ask where knowledge about management even comes from. But one working definition runs through every week, and it is the one the quizzes test: management is coordinating and overseeing the work of others so that organisational goals are met - efficiently and effectively. 管理不是一个职位头衔 -- 它是一个过程。本课程以一个刻意悬而未决的问题开篇:管理没有单一公认的定义,而且你会被推 着去追问,关于管理的知识究竟从何而来。但有一个可操作的定义贯穿每一周,也正是测验所考的那一个:管理就是协调并监 督他人的工作,从而高效(efficiently)且有效(effectively)地实现组织目标。 i What the quiz asks here 测验在这里会考什么 Week 1 recall questions hinge on three things: the definition of management, the efficiency vs effectiveness distinction (the single most-tested early trap), and being able to slot a described activity into Mintzberg's roles, Katz's skills or the POLC functions. Learn the labels precisely - the distractors are deliberately close. 第1周的记忆类题目取决于三点:管理的定义、效率与效果之辨(早期最常考的单一陷阱),以及能否把所描述的某项活 动归入Mintzberg 的角色、Katz 的技能或 POLC 职能。要精确记住这些标签 -- 干扰项是被刻意设计得相互接近的。 - 1. 1 Manager, management, organisation 1. 1 管理者、管理、组织 A manager is someone who coordinates and oversees the work of others so that goals are accomplished - distinct from a non-managerial employee, who does the work itself. Management is the process that manager runs. An organisation is a deliberate arrangement of people brought together to achieve a purpose. The subject frames this through three lenses you will see all semester: management (the body of knowledge), managing (the doing), and being managed (the employee's experience). 管理者是协调并监督他人工作以达成目标的人 -- 区别于非管理岗员工,后者亲自从事具体工作。管理是该管理者所运行的过 程。组织是为实现某一目的而有意安排聚集起来的一群人。本课程通过三个贯穿整个学期的视角来界定这一点:管理(作为知 识体系)、管理行为(去做这件事)以及被管理(员工的体验)。 - 1. 2 Efficiency vs effectiveness 1. 2 效率 vs 效果 Efficiency is doing things right - getting the most output from the least input. It is about means: time, money, materials, effort. Effectiveness is doing the right things - pursuing the activities that actually attain the goal. It is about ends. A good manager does both: low waste and the right targets. Scenario Efficient? Effective? Cheaply mass-produces a product nobody wants Yes

2.3 POLC（全课主线：一定要背到条件反射）

POLC 四职能：Planning / Organising / Leading / Controlling。[5]Source: asksia-bible-mgb1010-bilingual.pdf★ Pulling Weeks 8-10 together 把第8––10周串联起来 These three weeks share one thread - managing people well. Communication (assertive + active listening) is the skill; ethics/CSR/ESG & governance set the responsibilities and to whom; diversity & inclusion apply them inside the workforce. For any case: name the model, locate the firm on the CSR continuum or the quota/target choice, and judge whether communication and inclusion are building belongingness or merely ticking a box. 这三周共享一条线索 -- 把人管好。沟通(果断+积极倾听)是技能;伦理/CSR/ESG 与治理设定了责任及其对象; 多元化与包容把它们应用到员工队伍内部。对任何案例:点出模型,把企业定位在 CSR 连续谱或配额/目标的取舍之 上,并判断沟通与包容究竟是在构建归属感,还是仅仅在打勾应付。 MGB1010 . Introduction to Management GLOSSARY . 1/2 BILINGUAL · 双语词汇表 - GLOSSARY MGB1010 in two languages 双语呈现的 MGB1010 Every core term, its X, and a one-line meaning - grouped by theme 每个核心术语、它的中文,以及一句话释义 -- 按主题分组 The Revel quiz rewards precise definitions. This is the recall layer: ~ 40 terms across the unit, each with an accurate Chinese gloss and a one-line meaning. Cover the right column and define each term cold - recognition is not recall. Revel 测验奖励精确的定义。这是回忆层:贯穿整个单元的约40个术语,每个都配有准确的中文释义和一句话的含义。盖住右 栏,凭空给每个术语下定义 -- 眼熟不等于能回忆出来。 Term 中文 One-line meaning Functions, roles & skills · 职能·角色·技能 Management 管理 Coordinating work efficiently & effectively through and with others. Efficiency 效率 Doing things right - most output from least input (means). Effectiveness 效能/ 成效 Doing the right things - attaining goals (ends). POLC functions 管理四职能(计划·组织·领导·控 制) Planning, Organising, Leading, Controlling - the spine of the unit. Katz's skills[13]Source: asksia-bible-mgb1010-bilingual.pdfCh 7 / Wk 6 O Organising Arrange and structure work - who does what, who reports to whom Ch 5 / Wk 5 L Leading Motivate, direct and influence people toward the goals Ch 6 / Wk 5 C Controlling Monitor performance against the standard and correct deviations Ch 7 / Wk 6 ✓ POLC is a loop, not a list POLC 是一个循环,而非一份清单 The lecturer frames the four functions as interdependent and circular: you plan the goals, organise the resources, lead the people, then control by comparing results to the plan - which feeds back into the next round of planning. Don't picture a straight line; picture a cycle that never stops. 讲师把这四项职能描述为相互依存且循环往复的:你 计划目标,组织资源,领导人员,然后通过把结果与 计划相比较来控制 -- 而这又反馈进入下一轮计划。 不要想象成一条直线;要想象成一个永不停止的循 环。 i Use it everywhere 处处都用得上它 POLC is your filing system for the rest of the book. Theories of management (Ch 2)? They are about how to do these four functions. Decisions (Ch 8) sit inside planning. Communication (Ch 9) is the tool of leading. When a quiz or written task asks "what is the manager doing here?", name the POLC function first. POLC 是你贯穿全书其余部分的归档系统。管理理论 (第2章)?它们讲的就是如何完成这四项职能。决策 (第8章)位于计划之内。沟通(第9章)是领导的工 具。当测验或写作任务问“管理者在这里做什么?” 时,先说出POLC 职能。 The functions are not a checklist you tick once - they spin in a loop: plan - organise - lead - control - re-plan. 这些职能不是你打一次勾就完事的清单 -- 它们在一个循环中旋转:计划→组织→领导→控制→ 再计划。 MGB1010 . POLC FRAMING MGB1010 . Introduction to Management ★ Use it in the quiz & written 在测验与写作中运用它 Quiz: expect to (1) match an activity to a POLC function, (2) name the function Fayol's work seeded, and (3) state that the four are interdependent and circular - not sequential. Written: POLC is the cleanest scaffold for the leadership task - when you analyse how someone manages, walk their behaviour through the four functions and you have a ready-made structure markers recognise. 测验:预期需要(1) 将某项活动匹配到对应的POLC职能,(2)说出 Fayol 的工作所孕育的职能,以及(3)指出这四 者是相互依存且循环的 -- 而非顺序展开。写作:POLC 是领导力任务最清晰的框架 -- 当你分析某人如何进行管理 时,把其行为依次过一遍这四项职能,你便拥有了一个评分者能识别的现成结构。 MGB1010 . Introduction to Management CH 2 . OVERVIEW THE TIMELINE CHAPTER 2 Theories of management 管理理论

关键理解（测验爱考）：POLC 不是一次性的清单，而是相互依存、循环往复的回路：plan→organise→lead→control→re-plan。[11]Source: asksia-bible-mgb1010-bilingual.pdfThe unit stresses that P and C have a strong, circular relationship. Planning sets goals and standards; controlling checks performance against them; the results feed back to revise the goals or standards; and the cycle repeats. Neither function makes sense alone. 本单元强调,计划(P)与控制(C)之间存在牢固的、循 环的关系。计划设定目标与标准;控制对照它们核查绩效; 结果再反馈回去修订目标或标准;循环往复。两种职能单独 看都讲不通。 THE P-C CYCLE Plan (set goals) - Act - Control (measure vs standard) - Revise goals u repeat i POLC is interdependent & circular POLC 是相互依存且循环往复的 All four functions interlink, but P and C are the tightest pair. Recall the Ferguson example: planning a season two games ahead (P), then standards-and-quick- correction right after each match - 'I do it right after the game . . . and it's finished' (C). 四项职能彼此相连,但P与C 是结合最紧的一对。回 忆 Ferguson 的例子:提前两场比赛规划赛季(P), 然后在每场比赛后立即进行标准对照与快速纠正一 “我在赛后立刻就做. 然后它就结束了”(C)。 MGB1010 . Introduction to Management A plan without control is a hope; control without a plan is busywork. The two only earn their keep as a single loop. I 没有控制的计划是一种希望;没有计划的控制是瞎忙活。这两者只有作为一个单一的回路才能各尽其用。 MGB1010 . THE PLANNING-CONTROLLING CYCLE ★ Recall checklist for this chapter 本章回忆清单 (1) Four reasons to plan - coordinate, reduce uncertainty, cut waste, set standards; plus the criticisms (rigidity etc. ). (2) Classify plans by breadth / time / use / specificity. (3) MBO = jointly set + reviewed goals; SWOT = internal S/W + external O/T. (4) Control process = measure - compare - act (do nothing / correct / revise standard). (5) Three controls by timing - feedforward (before), concurrent (during), feedback (after). (6) P-C is one circular loop. (1) 计划的四个理由 -- 协调、降低不确定性、削减浪费、设定标准;外加各项批评(僵化等)。(2)按广度/时间/ 用途/具体性对计划分类。(3) MBO= 共同设定并审查的目标;SWOT=内部 S/W+外部 O/T。(4) 控制流程= 衡 量→比较→行动(不采取行动/纠正/修订标准)。(5)按时间划分的三类控制 -- 前馈(事前)、同期(事中)、反 馈(事后)。(6) P-C是一个循环回路。 MGB1010 . Introduction to Management DECISIONS . PROCESS - DECISIONS DECIDING . WEEK 7 Making business decisions 做出商业决策 The rational model, and why real managers can never quite run it 理性模型,以及为何真实的管理者永远无法完全照其运行 A decision is a choice among alternatives, and managing is, at bottom, a stream of decisions. This unit teaches the rational model as the ideal yardstick, then immediately undercuts it: real managers work with limited information, time and brainpower, so they satisfice rather than optimise, and a predictable set of biases bends their judgement. Know the ideal, know the gap, and know the defences. 决策是在若干备选方案中作出选择,而管理归根结底就是一连串的决策。本单元先把理性模型当作理想标尺来教,随即又立刻 拆它的台:真实的管理者面对的是有限的信息、时间和脑力,所以他们做的是满意决策而非最优化,而且一套可预见的偏差会 扭曲他们的判断。要懂这个理想,懂理想与现实的差距,也懂应对之策。 i Where this sits in the unit 它在课程中的位置 Week 7 is taught around the survival-ranking exercise (decide alone, then re-decide as a group) and the Asch conformity clip. The takeaways are not calculations - they are recognising which model a decision-maker is actually using, which condition they face, and which bias is in play. That recognition is exactly what the Revel quiz tests. 第7周围绕生存排序练习(先独自决定,再作为群体重新决定)与 Asch 从众实验短片来教学。要点不是计算 -- 而是识 别决策者实际在用哪个模型、面对哪种条件、以及哪种偏差在起作用。这种识别正是 Revel 测验所考查的。 7. 1 The rational decision-making process 7. 1 理性决策过程 The textbook breaks a decision into eight steps. The first three are about framing the problem (most errors are born here), the middle three about choosing, and the last two about acting and learning. Treat it as a checklist, not a straitjacket.[13]Source: asksia-bible-mgb1010-bilingual.pdfCh 7 / Wk 6 O Organising Arrange and structure work - who does what, who reports to whom Ch 5 / Wk 5 L Leading Motivate, direct and influence people toward the goals Ch 6 / Wk 5 C Controlling Monitor performance against the standard and correct deviations Ch 7 / Wk 6 ✓ POLC is a loop, not a list POLC 是一个循环,而非一份清单 The lecturer frames the four functions as interdependent and circular: you plan the goals, organise the resources, lead the people, then control by comparing results to the plan - which feeds back into the next round of planning. Don't picture a straight line; picture a cycle that never stops. 讲师把这四项职能描述为相互依存且循环往复的:你 计划目标,组织资源,领导人员,然后通过把结果与 计划相比较来控制 -- 而这又反馈进入下一轮计划。 不要想象成一条直线;要想象成一个永不停止的循 环。 i Use it everywhere 处处都用得上它 POLC is your filing system for the rest of the book. Theories of management (Ch 2)? They are about how to do these four functions. Decisions (Ch 8) sit inside planning. Communication (Ch 9) is the tool of leading. When a quiz or written task asks "what is the manager doing here?", name the POLC function first. POLC 是你贯穿全书其余部分的归档系统。管理理论 (第2章)?它们讲的就是如何完成这四项职能。决策 (第8章)位于计划之内。沟通(第9章)是领导的工 具。当测验或写作任务问“管理者在这里做什么?” 时,先说出POLC 职能。 The functions are not a checklist you tick once - they spin in a loop: plan - organise - lead - control - re-plan. 这些职能不是你打一次勾就完事的清单 -- 它们在一个循环中旋转:计划→组织→领导→控制→ 再计划。 MGB1010 . POLC FRAMING MGB1010 . Introduction to Management ★ Use it in the quiz & written 在测验与写作中运用它 Quiz: expect to (1) match an activity to a POLC function, (2) name the function Fayol's work seeded, and (3) state that the four are interdependent and circular - not sequential. Written: POLC is the cleanest scaffold for the leadership task - when you analyse how someone manages, walk their behaviour through the four functions and you have a ready-made structure markers recognise. 测验:预期需要(1) 将某项活动匹配到对应的POLC职能,(2)说出 Fayol 的工作所孕育的职能,以及(3)指出这四 者是相互依存且循环的 -- 而非顺序展开。写作:POLC 是领导力任务最清晰的框架 -- 当你分析某人如何进行管理 时,把其行为依次过一遍这四项职能,你便拥有了一个评分者能识别的现成结构。 MGB1010 . Introduction to Management CH 2 . OVERVIEW THE TIMELINE CHAPTER 2 Theories of management 管理理论[25]Source: asksia-cheatsheet-mgb1010.pdfThe four functions are interdependent & circular, not a one-off sequence - the unit's organising spine, introduced in W1 and deep-dived across W5-W6: THE LOOP Plan - set goals & strategy Organise - structure work & resources Lead - motivate & influence people Control - measure vs standard, correct & then revise the plan . . . POLC evolved from Fayol's original functions (he had five: plan, organise, command, coordinate, control). W5 pairs Organising + Leading ("structure facilitates the leadership style"); W6 pairs Planning + Controlling. All four are detailed on Side 2. Key idea for the quiz: the functions are a continuous cycle, not a checklist done once - a control finding feeds straight back into the next plan. Managers do all four constantly, in parallel, at every level of the organisation, not in a tidy one-after-another order. 6b . Theorist Quick- Index I DRILL THESE NAME ONE-LINE IDEA Taylor scientific mgmt . one best way Gilbreths motion study Ford assembly line Fayol functions + 14 principles Weber bureaucracy Follett power-with; human side Mayo Hawthorne . social factors Katz

用法口诀：题目问“管理者在干嘛？”——先把行为归类到 POLC，再展开。[13]Source: asksia-bible-mgb1010-bilingual.pdfCh 7 / Wk 6 O Organising Arrange and structure work - who does what, who reports to whom Ch 5 / Wk 5 L Leading Motivate, direct and influence people toward the goals Ch 6 / Wk 5 C Controlling Monitor performance against the standard and correct deviations Ch 7 / Wk 6 ✓ POLC is a loop, not a list POLC 是一个循环,而非一份清单 The lecturer frames the four functions as interdependent and circular: you plan the goals, organise the resources, lead the people, then control by comparing results to the plan - which feeds back into the next round of planning. Don't picture a straight line; picture a cycle that never stops. 讲师把这四项职能描述为相互依存且循环往复的:你 计划目标,组织资源,领导人员,然后通过把结果与 计划相比较来控制 -- 而这又反馈进入下一轮计划。 不要想象成一条直线;要想象成一个永不停止的循 环。 i Use it everywhere 处处都用得上它 POLC is your filing system for the rest of the book. Theories of management (Ch 2)? They are about how to do these four functions. Decisions (Ch 8) sit inside planning. Communication (Ch 9) is the tool of leading. When a quiz or written task asks "what is the manager doing here?", name the POLC function first. POLC 是你贯穿全书其余部分的归档系统。管理理论 (第2章)?它们讲的就是如何完成这四项职能。决策 (第8章)位于计划之内。沟通(第9章)是领导的工 具。当测验或写作任务问“管理者在这里做什么?” 时,先说出POLC 职能。 The functions are not a checklist you tick once - they spin in a loop: plan - organise - lead - control - re-plan. 这些职能不是你打一次勾就完事的清单 -- 它们在一个循环中旋转:计划→组织→领导→控制→ 再计划。 MGB1010 . POLC FRAMING MGB1010 . Introduction to Management ★ Use it in the quiz & written 在测验与写作中运用它 Quiz: expect to (1) match an activity to a POLC function, (2) name the function Fayol's work seeded, and (3) state that the four are interdependent and circular - not sequential. Written: POLC is the cleanest scaffold for the leadership task - when you analyse how someone manages, walk their behaviour through the four functions and you have a ready-made structure markers recognise. 测验:预期需要(1) 将某项活动匹配到对应的POLC职能,(2)说出 Fayol 的工作所孕育的职能,以及(3)指出这四 者是相互依存且循环的 -- 而非顺序展开。写作:POLC 是领导力任务最清晰的框架 -- 当你分析某人如何进行管理 时,把其行为依次过一遍这四项职能,你便拥有了一个评分者能识别的现成结构。 MGB1010 . Introduction to Management CH 2 . OVERVIEW THE TIMELINE CHAPTER 2 Theories of management 管理理论

3）第5–10周（Side 2）高频考点拆解：你最容易丢分的都在这

3.1 Leading：Motivation（五大激励理论，Quiz 重点）

这块测验考法：把理论 ↔ 理论家匹配；情境判断 Maslow 层级；区分 Herzberg 的 hygiene vs motivator；把管理者归类为 X 或 Y；以及 Vroom 期望理论“乘积为零全灭”的逻辑。[16]Source: asksia-bible-mgb1010-bilingual.pdfi A contemporary design question 一个当代的组织设计问题 The unit raises the 4-day working week as a live design debate - a redesign of how work is structured around outcomes rather than hours. It is the learning- organisation mindset applied to time. 本单元提出四天工作制作为一个鲜活的设计辩题 围绕产出而非工时来重新设计工作的组织方式。这是 把学习型组织的思维方式应用到时间上。 Structure is not bureaucracy for its own sake - it is the riverbed that decides which way behaviour, information and leadership can flow. 结构不是为官僚而官僚 -- 它是那条决定行为、信息与领导能朝哪个方向流动的河床。 MGB1010 . STRUCTURE FACILITATES THE LEADERSHIP STYLE ★ Recall checklist for this chapter 本章回忆清单 (1) The six elements - specialisation, departmentalisation, chain of command, span of control, centralisation, formalisation. (2) Specialisation helps then hurts (human diseconomies). (3) Wide span - flat & cheap. (4) Centralisation = who decides; formalisation = how rule-bound. (5) Mechanistic = rigid/efficient/stable; organic = flexible/adaptive/dynamic. (6) The learning organisation is the organic extreme. (1) 六大要素 -- 专业化、部门化、指挥链、管理跨度、集权、正规化。(2)专业化先助益后有害(人力不经济)。(3) 宽跨度→扁平且便宜。(4)集权=由谁决策;正规化=受规则约束的程度。(5)机械式=僵化/高效/稳定;有机式 = 灵活/适应性强/动态。(6)学习型组织是有机式的极端形态。 MGB1010 . Introduction to Management W5 . MOTIVATION WEEK 5 . LEADING - MOTIVATION HEAVILY QUIZ-TESTED Five theories of what drives effort 驱动努力的五种理论 Maslow, Herzberg, McGregor, equity, expectancy - side by side Maslow、Herzberg、McGregor、公平、期望––并列对照 TL;DR. Motivation is the energy, direction and persistence a person puts into work. The classic theories split into content theories - what people want (Maslow, Herzberg, McGregor) - and process theories - how people decide how hard to try (equity, expectancy). Below is the side-by-side grid the quiz draws from; the rest of the page unpacks the two trickiest. 太长不看(TL;DR)。激励是一个人投入到工作中的能量、方向和持久度。经典理论分为内容型理论 -- 讲人们想要什么(马 斯洛、赫茨伯格、麦格雷戈) -- 和过程型理论 -- 讲人们如何决定要多努力(公平理论、期望理论)。下面是测验取材的并 列对照表;本页其余部分会拆解其中最棘手的两个。 ★ What the quiz asks here 测验在这里会考什么 Match a theory to its theorist; pick the right level of Maslow for a scenario; tell a hygiene factor from a motivator; classify a manager as Theory X or Y; and recall that expectancy multiplies three terms so any zero kills motivation. Content vs process is a favourite framing. 把某一理论匹配到其理论家;为某一情景挑出正确的 Maslow 层次;把保健因素与激励因素区分开来;把某位管理者归 类为 X理论或 Y 理论;并记住期望理论是三项相乘,因此任何一项为零都会扼杀激励。内容型与过程型之分是常用的考 查框架。 Theory Theorist Core idea Manager's lever Hierarchy of needs Maslow Five ascending needs: physiological - safety - social - esteem - self-actualisation. A satisfied need stops motivating.

五个理论清单（必须背会“名字 + 一句话机制”）：[7]Source: asksia-bible-mgb1010-bilingual.pdfReferent Identification, admiration, charisma Fierce loyalty, players idolising him, a 'family' club atmosphere. Position vs personal power 职位权力vs个人权力 Position power (legitimate, reward, coercive) comes with the job title - it transfers to whoever holds the role. Personal power (expert, referent) belongs to the individual and is far harder to replace. The most durable leaders build personal power so their influence outlasts the formal authority. 职位权力(法定权、奖赏权、强制权)随职位头衔而来 它会转移给任何坐上那个位子的人。个人权力(专家权、参 照权)属于个人本身,要替代它难得多。最持久的领导者会 构建个人权力,使其影响力在正式职权消失后依然延续。 Why Ferguson is the teaching case 为何 Ferguson 是经典教学案例 He visibly used all five at once: the legitimate authority of the manager, coercive discipline, the reward of selection, expert tactical knowledge, and the referent pull of a leader players adored. He is also a clean fit for trait theory (drive, will to win, self-confidence) and the four I's - idealised influence as the club's figurehead, individualised consideration in handling each player differently. 他显眼地同时动用了全部五种:作为主教练的法定职权、强 制性的纪律约束、选拔上场作为奖赏、专家级的战术知识, 以及让球员崇拜的参照型吸引力。他也完美契合特质理论 (进取心、求胜意志、自信),以及四个 -- 作为俱乐部旗 帜人物的理想化影响,以及因人而异处理每位球员的个性化 关怀。 MGB1010 . Introduction to Management "Step out of my control and you're dead" sits beside "the two best words are well done" - coercive and referent power in the same leader, used on purpose. “脱离我的掌控,你就完了”与“最好的两个字是干得好”并存 -- 强制权与参照权出现在同一位领导者身上,且都是有意 为之。 FERGUSON / MANCHESTER UNITED . PARAPHRASED i Feeds your Week 6 written task 为你的第6周书面作业做铺垫 The 35% written component asks you to interview a teammate, match them to a recognised leadership style, evaluate its pros/cons and recommend alternative styles and sources of power. The Ferguson coding (traits / five powers / task-vs-relationship) is the rehearsal for exactly that analysis. 占 35% 的写作部分要求你访谈一名队友,把他匹配到一种公认的领导风格,评价其利弊,并推荐替代风格与权力来 源。Ferguson 的编码(特质/五种权力/任务对关系)正是对该项分析的预演。 ★ Recall checklist for this chapter 本章回忆清单 (1) Five motivation theories - Maslow, Herzberg (hygiene vs motivator), McGregor X/Y, Adams equity, Vroom expectancy (a product). (2) Leadership waves - trait (Kirkpatrick & Locke), behavioural (Lewin styles; Ohio State task vs relationship), contingency (Fiedler fixed; path-goal flexible). (3) Transactional vs transformational + the four I's; charismatic; visionary; GLOBE. (4) French & Raven's five powers - legitimate, coercive, reward (position); expert, referent (personal). (1) 五种激励理论 -- Maslow、Herzberg(保健与激励之分)、McGregor X/Y、Adams 公平理论、Vroom 期望理论 (一个乘积)。(2)领导力的几波浪潮 -- 特质(Kirkpatrick 与 Locke)、行为(Lewin 的风格;俄亥俄州立的任务对关 系)、权变(Fiedler 固定式;路径一目标灵活式)。(3)交易型与变革型+四个|;魅力型;愿景型;GLOBE。(4) French 与 Raven 的五种权力 -- 合法、强制、奖励(职位性);专家、参照(个人性)。 MGB1010 . Introduction to Management W6 . PLANNING WEEK 6 . PLANNING QUIZ-TESTED Setting goals and the route to them 设定目标,以及通往目标的路径 Why plan, the types of plans, goals and MBO 为何要计划、计划的类型、目标与 MBO TL;DR. Planning is defining goals, setting a strategy and developing plans to coordinate activity - the first POLC function. It answers where are we going and how do we get there, and it sets the standards that controlling later checks against. This chapter covers why managers plan, the kinds of plans, goals and MBO, SWOT and strategy, then the control loop that closes back onto planning. 太长不看(TL;DR)。计划是界定目标、制定战略并拟定方案以协调各项活动 -- 它是POLC 的第一项职能。它回答我们要去 哪里和怎么去,并设定日后控制据以核对的标准。本章涵盖管理者为何要计划、计划的种类、目标与 MBO、SWOT 与战略, 最后讲到那条重新闭合回计划的控制环路。 ★ What the quiz asks here 测验在这里会考什么 Recall the four reasons to plan and the criticisms; classify a plan on its dimension (strategic/operational, long/short, single-use/standing); define MBO and SWOT (and sort a factor into the right SWOT box - internal vs external); and recall the three types of control by timing. Internal-vs-external in SWOT is a favourite trap.[16]Source: asksia-bible-mgb1010-bilingual.pdfi A contemporary design question 一个当代的组织设计问题 The unit raises the 4-day working week as a live design debate - a redesign of how work is structured around outcomes rather than hours. It is the learning- organisation mindset applied to time. 本单元提出四天工作制作为一个鲜活的设计辩题 围绕产出而非工时来重新设计工作的组织方式。这是 把学习型组织的思维方式应用到时间上。 Structure is not bureaucracy for its own sake - it is the riverbed that decides which way behaviour, information and leadership can flow. 结构不是为官僚而官僚 -- 它是那条决定行为、信息与领导能朝哪个方向流动的河床。 MGB1010 . STRUCTURE FACILITATES THE LEADERSHIP STYLE ★ Recall checklist for this chapter 本章回忆清单 (1) The six elements - specialisation, departmentalisation, chain of command, span of control, centralisation, formalisation. (2) Specialisation helps then hurts (human diseconomies). (3) Wide span - flat & cheap. (4) Centralisation = who decides; formalisation = how rule-bound. (5) Mechanistic = rigid/efficient/stable; organic = flexible/adaptive/dynamic. (6) The learning organisation is the organic extreme. (1) 六大要素 -- 专业化、部门化、指挥链、管理跨度、集权、正规化。(2)专业化先助益后有害(人力不经济)。(3) 宽跨度→扁平且便宜。(4)集权=由谁决策;正规化=受规则约束的程度。(5)机械式=僵化/高效/稳定;有机式 = 灵活/适应性强/动态。(6)学习型组织是有机式的极端形态。 MGB1010 . Introduction to Management W5 . MOTIVATION WEEK 5 . LEADING - MOTIVATION HEAVILY QUIZ-TESTED Five theories of what drives effort 驱动努力的五种理论 Maslow, Herzberg, McGregor, equity, expectancy - side by side Maslow、Herzberg、McGregor、公平、期望––并列对照 TL;DR. Motivation is the energy, direction and persistence a person puts into work. The classic theories split into content theories - what people want (Maslow, Herzberg, McGregor) - and process theories - how people decide how hard to try (equity, expectancy). Below is the side-by-side grid the quiz draws from; the rest of the page unpacks the two trickiest. 太长不看(TL;DR)。激励是一个人投入到工作中的能量、方向和持久度。经典理论分为内容型理论 -- 讲人们想要什么(马 斯洛、赫茨伯格、麦格雷戈) -- 和过程型理论 -- 讲人们如何决定要多努力(公平理论、期望理论)。下面是测验取材的并 列对照表;本页其余部分会拆解其中最棘手的两个。 ★ What the quiz asks here 测验在这里会考什么 Match a theory to its theorist; pick the right level of Maslow for a scenario; tell a hygiene factor from a motivator; classify a manager as Theory X or Y; and recall that expectancy multiplies three terms so any zero kills motivation. Content vs process is a favourite framing. 把某一理论匹配到其理论家;为某一情景挑出正确的 Maslow 层次;把保健因素与激励因素区分开来;把某位管理者归 类为 X理论或 Y 理论;并记住期望理论是三项相乘,因此任何一项为零都会扼杀激励。内容型与过程型之分是常用的考 查框架。 Theory Theorist Core idea Manager's lever Hierarchy of needs Maslow Five ascending needs: physiological - safety - social - esteem - self-actualisation. A satisfied need stops motivating.

• Maslow
• Herzberg（保健因素 vs 激励因素）
• McGregor Theory X / Y
• Adams equity
• Vroom expectancy（一个乘积：任何一项为 0 → 激励为 0）[16]Source: asksia-bible-mgb1010-bilingual.pdfi A contemporary design question 一个当代的组织设计问题 The unit raises the 4-day working week as a live design debate - a redesign of how work is structured around outcomes rather than hours. It is the learning- organisation mindset applied to time. 本单元提出四天工作制作为一个鲜活的设计辩题 围绕产出而非工时来重新设计工作的组织方式。这是 把学习型组织的思维方式应用到时间上。 Structure is not bureaucracy for its own sake - it is the riverbed that decides which way behaviour, information and leadership can flow. 结构不是为官僚而官僚 -- 它是那条决定行为、信息与领导能朝哪个方向流动的河床。 MGB1010 . STRUCTURE FACILITATES THE LEADERSHIP STYLE ★ Recall checklist for this chapter 本章回忆清单 (1) The six elements - specialisation, departmentalisation, chain of command, span of control, centralisation, formalisation. (2) Specialisation helps then hurts (human diseconomies). (3) Wide span - flat & cheap. (4) Centralisation = who decides; formalisation = how rule-bound. (5) Mechanistic = rigid/efficient/stable; organic = flexible/adaptive/dynamic. (6) The learning organisation is the organic extreme. (1) 六大要素 -- 专业化、部门化、指挥链、管理跨度、集权、正规化。(2)专业化先助益后有害(人力不经济)。(3) 宽跨度→扁平且便宜。(4)集权=由谁决策;正规化=受规则约束的程度。(5)机械式=僵化/高效/稳定;有机式 = 灵活/适应性强/动态。(6)学习型组织是有机式的极端形态。 MGB1010 . Introduction to Management W5 . MOTIVATION WEEK 5 . LEADING - MOTIVATION HEAVILY QUIZ-TESTED Five theories of what drives effort 驱动努力的五种理论 Maslow, Herzberg, McGregor, equity, expectancy - side by side Maslow、Herzberg、McGregor、公平、期望––并列对照 TL;DR. Motivation is the energy, direction and persistence a person puts into work. The classic theories split into content theories - what people want (Maslow, Herzberg, McGregor) - and process theories - how people decide how hard to try (equity, expectancy). Below is the side-by-side grid the quiz draws from; the rest of the page unpacks the two trickiest. 太长不看(TL;DR)。激励是一个人投入到工作中的能量、方向和持久度。经典理论分为内容型理论 -- 讲人们想要什么(马 斯洛、赫茨伯格、麦格雷戈) -- 和过程型理论 -- 讲人们如何决定要多努力(公平理论、期望理论)。下面是测验取材的并 列对照表;本页其余部分会拆解其中最棘手的两个。 ★ What the quiz asks here 测验在这里会考什么 Match a theory to its theorist; pick the right level of Maslow for a scenario; tell a hygiene factor from a motivator; classify a manager as Theory X or Y; and recall that expectancy multiplies three terms so any zero kills motivation. Content vs process is a favourite framing. 把某一理论匹配到其理论家;为某一情景挑出正确的 Maslow 层次;把保健因素与激励因素区分开来;把某位管理者归 类为 X理论或 Y 理论;并记住期望理论是三项相乘,因此任何一项为零都会扼杀激励。内容型与过程型之分是常用的考 查框架。 Theory Theorist Core idea Manager's lever Hierarchy of needs Maslow Five ascending needs: physiological - safety - social - esteem - self-actualisation. A satisfied need stops motivating.

3.2 Leadership：模型套 Ferguson 案例（把“行为”贴到“理论标签”上）

资料直接告诉你：Ferguson（曼联）是多模型“同一案例多角度”训练，用来练测验的应用式识别：给你一个行为，你说对应概念。[21]Source: asksia-cheatsheet-mgb1010.pdf10 . Case . Sir Alex W5 . LEADERSHIP Ferguson & POWER The leadership/power anchor (Man United, 26 yrs). Students annotate the case before class for traits & power types, then complete worksheets on each. Map his style onto the models: · Trait - drive & fierce will to win, self-confidence, deep football knowledge, reading opponents (= Kirkpatrick & Locke list) · Task vs relationship (Ohio State) - task: fitness regimes, discipline code, drills; relationship: private chats, knowing "well done" matter, nurturing young players · Transformational - inspirational speeches (idealised influence) + handling each player differently (individualised consideration) · Organising / change - rebuilt the club not just the team (youth academy, wide span of control, three squad age-layers) & adapted 26 yrs to sports science -> leadership adapting to a changing environment · Decision-making - fast & decisive, confident bets on unproven youth (Ronaldo, Rooney) balanced against bounded-rationality risk · Planning & control - working "two games ahead"; the costly mistakes (selling Stam) showing planning's rigidity/risk; control via quick post- match correction Assessment hook: a "Letter to Fergie" judging which parts of his style still hold up in a 2026 business context. One case, many models - exactly how the quiz tests application: it gives a behaviour, you name the matching concept. 11 . Planning W6 Planning = defining goals, setting strategy, developing plans to coordinate activities. 4 reasons to plan: coordinates effort . reduces uncertainty . cuts wasteful overlap · sets the standards used in controlling. Criticisms: can create rigidity ; can't replace intuition/creativity; may fixate on today's competition; past success # future survival. Goals: traditional top-down vs jointly set; stated vs real goals. MBO · jointly set, specific, measurable goals with periodic review of progress. SWOT . internal Strengths/Weaknesses + external Opportunities/Threats - the foundation of strategic planning. Plan types: strategic vs operational, long vs short term, specific vs directional, single-use vs standing. P & C run as one loop - the goals you plan become the standards you control against, and control results feed the next plan. 12 . Controlling Controlling = monitoring activities, comparing actual performance vs standards, correcting deviations. P & C are circular : plan -> set standard -> measure -> revise -> re-plan. The control process (3 steps): measure actual performance -> compare it to the standard -> take managerial action. On a deviation a manager can: do nothing . correct it (immediate or basic) . revise the standard. Three controls by timing: TYPE

你要会的映射（按资料给的高频点）：[7]Source: asksia-bible-mgb1010-bilingual.pdfReferent Identification, admiration, charisma Fierce loyalty, players idolising him, a 'family' club atmosphere. Position vs personal power 职位权力vs个人权力 Position power (legitimate, reward, coercive) comes with the job title - it transfers to whoever holds the role. Personal power (expert, referent) belongs to the individual and is far harder to replace. The most durable leaders build personal power so their influence outlasts the formal authority. 职位权力(法定权、奖赏权、强制权)随职位头衔而来 它会转移给任何坐上那个位子的人。个人权力(专家权、参 照权)属于个人本身,要替代它难得多。最持久的领导者会 构建个人权力,使其影响力在正式职权消失后依然延续。 Why Ferguson is the teaching case 为何 Ferguson 是经典教学案例 He visibly used all five at once: the legitimate authority of the manager, coercive discipline, the reward of selection, expert tactical knowledge, and the referent pull of a leader players adored. He is also a clean fit for trait theory (drive, will to win, self-confidence) and the four I's - idealised influence as the club's figurehead, individualised consideration in handling each player differently. 他显眼地同时动用了全部五种:作为主教练的法定职权、强 制性的纪律约束、选拔上场作为奖赏、专家级的战术知识, 以及让球员崇拜的参照型吸引力。他也完美契合特质理论 (进取心、求胜意志、自信),以及四个 -- 作为俱乐部旗 帜人物的理想化影响,以及因人而异处理每位球员的个性化 关怀。 MGB1010 . Introduction to Management "Step out of my control and you're dead" sits beside "the two best words are well done" - coercive and referent power in the same leader, used on purpose. “脱离我的掌控,你就完了”与“最好的两个字是干得好”并存 -- 强制权与参照权出现在同一位领导者身上,且都是有意 为之。 FERGUSON / MANCHESTER UNITED . PARAPHRASED i Feeds your Week 6 written task 为你的第6周书面作业做铺垫 The 35% written component asks you to interview a teammate, match them to a recognised leadership style, evaluate its pros/cons and recommend alternative styles and sources of power. The Ferguson coding (traits / five powers / task-vs-relationship) is the rehearsal for exactly that analysis. 占 35% 的写作部分要求你访谈一名队友,把他匹配到一种公认的领导风格,评价其利弊,并推荐替代风格与权力来 源。Ferguson 的编码(特质/五种权力/任务对关系)正是对该项分析的预演。 ★ Recall checklist for this chapter 本章回忆清单 (1) Five motivation theories - Maslow, Herzberg (hygiene vs motivator), McGregor X/Y, Adams equity, Vroom expectancy (a product). (2) Leadership waves - trait (Kirkpatrick & Locke), behavioural (Lewin styles; Ohio State task vs relationship), contingency (Fiedler fixed; path-goal flexible). (3) Transactional vs transformational + the four I's; charismatic; visionary; GLOBE. (4) French & Raven's five powers - legitimate, coercive, reward (position); expert, referent (personal). (1) 五种激励理论 -- Maslow、Herzberg(保健与激励之分)、McGregor X/Y、Adams 公平理论、Vroom 期望理论 (一个乘积)。(2)领导力的几波浪潮 -- 特质(Kirkpatrick 与 Locke)、行为(Lewin 的风格;俄亥俄州立的任务对关 系)、权变(Fiedler 固定式;路径一目标灵活式)。(3)交易型与变革型+四个|;魅力型;愿景型;GLOBE。(4) French 与 Raven 的五种权力 -- 合法、强制、奖励(职位性);专家、参照(个人性)。 MGB1010 . Introduction to Management W6 . PLANNING WEEK 6 . PLANNING QUIZ-TESTED Setting goals and the route to them 设定目标,以及通往目标的路径 Why plan, the types of plans, goals and MBO 为何要计划、计划的类型、目标与 MBO TL;DR. Planning is defining goals, setting a strategy and developing plans to coordinate activity - the first POLC function. It answers where are we going and how do we get there, and it sets the standards that controlling later checks against. This chapter covers why managers plan, the kinds of plans, goals and MBO, SWOT and strategy, then the control loop that closes back onto planning. 太长不看(TL;DR)。计划是界定目标、制定战略并拟定方案以协调各项活动 -- 它是POLC 的第一项职能。它回答我们要去 哪里和怎么去,并设定日后控制据以核对的标准。本章涵盖管理者为何要计划、计划的种类、目标与 MBO、SWOT 与战略, 最后讲到那条重新闭合回计划的控制环路。 ★ What the quiz asks here 测验在这里会考什么 Recall the four reasons to plan and the criticisms; classify a plan on its dimension (strategic/operational, long/short, single-use/standing); define MBO and SWOT (and sort a factor into the right SWOT box - internal vs external); and recall the three types of control by timing. Internal-vs-external in SWOT is a favourite trap.[21]Source: asksia-cheatsheet-mgb1010.pdf10 . Case . Sir Alex W5 . LEADERSHIP Ferguson & POWER The leadership/power anchor (Man United, 26 yrs). Students annotate the case before class for traits & power types, then complete worksheets on each. Map his style onto the models: · Trait - drive & fierce will to win, self-confidence, deep football knowledge, reading opponents (= Kirkpatrick & Locke list) · Task vs relationship (Ohio State) - task: fitness regimes, discipline code, drills; relationship: private chats, knowing "well done" matter, nurturing young players · Transformational - inspirational speeches (idealised influence) + handling each player differently (individualised consideration) · Organising / change - rebuilt the club not just the team (youth academy, wide span of control, three squad age-layers) & adapted 26 yrs to sports science -> leadership adapting to a changing environment · Decision-making - fast & decisive, confident bets on unproven youth (Ronaldo, Rooney) balanced against bounded-rationality risk · Planning & control - working "two games ahead"; the costly mistakes (selling Stam) showing planning's rigidity/risk; control via quick post- match correction Assessment hook: a "Letter to Fergie" judging which parts of his style still hold up in a 2026 business context. One case, many models - exactly how the quiz tests application: it gives a behaviour, you name the matching concept. 11 . Planning W6 Planning = defining goals, setting strategy, developing plans to coordinate activities. 4 reasons to plan: coordinates effort . reduces uncertainty . cuts wasteful overlap · sets the standards used in controlling. Criticisms: can create rigidity ; can't replace intuition/creativity; may fixate on today's competition; past success # future survival. Goals: traditional top-down vs jointly set; stated vs real goals. MBO · jointly set, specific, measurable goals with periodic review of progress. SWOT . internal Strengths/Weaknesses + external Opportunities/Threats - the foundation of strategic planning. Plan types: strategic vs operational, long vs short term, specific vs directional, single-use vs standing. P & C run as one loop - the goals you plan become the standards you control against, and control results feed the next plan. 12 . Controlling Controlling = monitoring activities, comparing actual performance vs standards, correcting deviations. P & C are circular : plan -> set standard -> measure -> revise -> re-plan. The control process (3 steps): measure actual performance -> compare it to the standard -> take managerial action. On a deviation a manager can: do nothing . correct it (immediate or basic) . revise the standard. Three controls by timing: TYPE

• French & Raven 五种权力：合法/强制/奖励（职位性）+ 专家/参照（个人性）。[7]Source: asksia-bible-mgb1010-bilingual.pdfReferent Identification, admiration, charisma Fierce loyalty, players idolising him, a 'family' club atmosphere. Position vs personal power 职位权力vs个人权力 Position power (legitimate, reward, coercive) comes with the job title - it transfers to whoever holds the role. Personal power (expert, referent) belongs to the individual and is far harder to replace. The most durable leaders build personal power so their influence outlasts the formal authority. 职位权力(法定权、奖赏权、强制权)随职位头衔而来 它会转移给任何坐上那个位子的人。个人权力(专家权、参 照权)属于个人本身,要替代它难得多。最持久的领导者会 构建个人权力,使其影响力在正式职权消失后依然延续。 Why Ferguson is the teaching case 为何 Ferguson 是经典教学案例 He visibly used all five at once: the legitimate authority of the manager, coercive discipline, the reward of selection, expert tactical knowledge, and the referent pull of a leader players adored. He is also a clean fit for trait theory (drive, will to win, self-confidence) and the four I's - idealised influence as the club's figurehead, individualised consideration in handling each player differently. 他显眼地同时动用了全部五种:作为主教练的法定职权、强 制性的纪律约束、选拔上场作为奖赏、专家级的战术知识, 以及让球员崇拜的参照型吸引力。他也完美契合特质理论 (进取心、求胜意志、自信),以及四个 -- 作为俱乐部旗 帜人物的理想化影响,以及因人而异处理每位球员的个性化 关怀。 MGB1010 . Introduction to Management "Step out of my control and you're dead" sits beside "the two best words are well done" - coercive and referent power in the same leader, used on purpose. “脱离我的掌控,你就完了”与“最好的两个字是干得好”并存 -- 强制权与参照权出现在同一位领导者身上,且都是有意 为之。 FERGUSON / MANCHESTER UNITED . PARAPHRASED i Feeds your Week 6 written task 为你的第6周书面作业做铺垫 The 35% written component asks you to interview a teammate, match them to a recognised leadership style, evaluate its pros/cons and recommend alternative styles and sources of power. The Ferguson coding (traits / five powers / task-vs-relationship) is the rehearsal for exactly that analysis. 占 35% 的写作部分要求你访谈一名队友,把他匹配到一种公认的领导风格,评价其利弊,并推荐替代风格与权力来 源。Ferguson 的编码(特质/五种权力/任务对关系)正是对该项分析的预演。 ★ Recall checklist for this chapter 本章回忆清单 (1) Five motivation theories - Maslow, Herzberg (hygiene vs motivator), McGregor X/Y, Adams equity, Vroom expectancy (a product). (2) Leadership waves - trait (Kirkpatrick & Locke), behavioural (Lewin styles; Ohio State task vs relationship), contingency (Fiedler fixed; path-goal flexible). (3) Transactional vs transformational + the four I's; charismatic; visionary; GLOBE. (4) French & Raven's five powers - legitimate, coercive, reward (position); expert, referent (personal). (1) 五种激励理论 -- Maslow、Herzberg(保健与激励之分)、McGregor X/Y、Adams 公平理论、Vroom 期望理论 (一个乘积)。(2)领导力的几波浪潮 -- 特质(Kirkpatrick 与 Locke)、行为(Lewin 的风格;俄亥俄州立的任务对关 系)、权变(Fiedler 固定式;路径一目标灵活式)。(3)交易型与变革型+四个|;魅力型;愿景型;GLOBE。(4) French 与 Raven 的五种权力 -- 合法、强制、奖励(职位性);专家、参照(个人性)。 MGB1010 . Introduction to Management W6 . PLANNING WEEK 6 . PLANNING QUIZ-TESTED Setting goals and the route to them 设定目标,以及通往目标的路径 Why plan, the types of plans, goals and MBO 为何要计划、计划的类型、目标与 MBO TL;DR. Planning is defining goals, setting a strategy and developing plans to coordinate activity - the first POLC function. It answers where are we going and how do we get there, and it sets the standards that controlling later checks against. This chapter covers why managers plan, the kinds of plans, goals and MBO, SWOT and strategy, then the control loop that closes back onto planning. 太长不看(TL;DR)。计划是界定目标、制定战略并拟定方案以协调各项活动 -- 它是POLC 的第一项职能。它回答我们要去 哪里和怎么去,并设定日后控制据以核对的标准。本章涵盖管理者为何要计划、计划的种类、目标与 MBO、SWOT 与战略, 最后讲到那条重新闭合回计划的控制环路。 ★ What the quiz asks here 测验在这里会考什么 Recall the four reasons to plan and the criticisms; classify a plan on its dimension (strategic/operational, long/short, single-use/standing); define MBO and SWOT (and sort a factor into the right SWOT box - internal vs external); and recall the three types of control by timing. Internal-vs-external in SWOT is a favourite trap.[26]Source: asksia-cheatsheet-mgb1010.pdfContemporary design questions the unit raises: the 4- day working week; decentralised, participative structures that need better-developed staff. Most firms in practice choose "a bit of both" on centralisation rather than a pure extreme. Why structure matters here: W5 deliberately pairs organising with leading - "the structure facilitates the leadership style". A flat, organic, empowered design suits transformational leading; a tall, mechanistic one suits transactional control. The learning organisation is the organic ideal taken to its limit. 5d . Five Power Bases FRENCH & RAVEN . W5 Authority is just one element of the broader idea of power/influence (taught for the Ferguson case, Side 2): Coercive - fear / punishment · Reward - give things others value · Legitimate - formal position in the hierarchy · Expert - special skill / knowledge · Referent - identification with traits / charisma The first three are positional (they come with the role); expert & referent are personal (earned, not granted) - usually the most durable. Great leaders blend several at once. SIA > Don't confuse authority (legitimate, from the org chart) with power (the wider ability to influence). A quiz favourite: which base is "the title says so" (legitimate) vs "they admire her" (referent) vs "she knows most" (expert)? 6 . POLC Overview THE SPINE The four functions are interdependent & circular, not a one-off sequence - the unit's organising spine, introduced in W1 and deep-dived across W5-W6: THE LOOP Plan - set goals & strategy Organise - structure work & resources Lead - motivate & influence people Control - measure vs standard, correct & then revise the plan . . . POLC evolved from Fayol's original functions (he had five: plan, organise, command, coordinate, control). W5 pairs Organising + Leading ("structure facilitates the leadership style"); W6 pairs Planning + Controlling. All four are detailed on Side 2. Key idea for the quiz: the functions are a continuous cycle, not a checklist done once - a control finding feeds straight back into the next plan. Managers do all four constantly, in parallel, at every level of the organisation, not in a tidy one-after-another order. 6b . Theorist Quick- Index I DRILL THESE NAME ONE-LINE IDEA
• Ohio State 行为维度：任务导向（initiating structure）vs 关系导向（consideration）。题库示范：训练+纪律=任务；倾听+私聊+表扬=关系。[10]Source: asksia-bible-mgb1010-bilingual.pdf(ii) 去技能化与低自主裁量 -- 自动分量的勺子与固定程序剥夺了工人的判断,以控制换取一致性(另有:科学甄选与培训)。 - 3 (c) Follett's critique. She championed the human/relational side and "power with" over "power over. " She would question the purely quantitative measures of success and the cost of monotonous, de-skilled work to workers' engagement and dignity - the human factor scientific management ignores. (c) Follett 的批评。她倡导人性/关系的一面,以及“共享权力(power with)”而非“支配权力(power over)”。她会质疑那 种对成功的纯量化衡量,以及单调、去技能化的工作对工人投入度与尊严所造成的代价 -- 这正是科学管理所忽视的人的因 素。 i Marker note 评分者提示 Full marks need the name + founder, two distinct case-grounded features (not one feature twice), and a critique that is recognisably Follett's (human side / power-with / beyond quantitative measures) - not a generic "it's boring". Tie each claim back to a concrete detail in the case. 满分需要名称+创立者、两个不同的、有案例支撑的特征(而非把一个特征说两遍),以及一条可辨认为Follett 式的批 评(人性的一面/“共享权力(power-with)”/超越量化衡量) -- 而不是泛泛的“它很无聊”。要把每一项主张都联系 回案例中的某个具体细节。 MGB1010 . Introduction to Management 10 marks . leadership theory A2 APPLIED . CASE From the Ferguson case: he ran intense fitness and tactics drills and a strict disciplinary code, but also turned his chair around to listen, held private chats with dropped players, and knew "well done" were the two best words. (a) Apply the Ohio State behavioural dimensions to classify these. [4] (b) Identify the contemporary leadership style this blend best illustrates, with its key mechanism. [4] (c) Name one source of power he is using when he praises a player. [2] 取自弗格森案例:他既进行高强度的体能与战术操练,并施行严格的纪律守则,也会把椅子转过来倾听、与被弃用的球 员私下交谈,并深知“干得好”是两个最好的字眼。(a)运用俄亥俄州立大学的行为维度对这些行为加以归类。[4] (b) 指出这种组合最能体现的当代领导风格,并说明其关键机制。[4](c)说出他在表扬一名球员时所动用的一种权力来源。 [2] MODEL ANSWER (a) Ohio State. Drills + disciplinary code = high initiating structure (task orientation). Listening, private chats, praise = high consideration (relationship orientation). Ferguson scores high on both. (a)俄亥俄州立。训练+纪律制度=高定规(任务导向)。倾听、私下交谈、表扬= 高关怀(关系导向)。Ferguson 在两者上 都得分高。 2 (b) Style. Best read as transformational leadership - he inspires extraordinary outcomes via the four I's: idealised influence (the club's figure), inspirational motivation (the "world-beater" speeches), intellectual stimulation (tactical innovation), and individualised consideration (handling each player differently). (b)风格。最好理解为变革型领导 -- 他通过四个 |激发非凡成果:理想化影响(俱乐部的标志性人物)、感召式激励(“击败 天下”的演讲)、智力激发(战术创新),以及个性化关怀(区别对待每名球员)。 (c) Power. Praising a player uses reward power (and arguably builds referent power through the bond it 3 creates). (c)权力。表扬一名球员运用的是奖励权(并且可以说,通过由此建立的纽带培育了参照权)。 i Marker note 评分者提示 The marks are in mapping the evidence to the construct, not naming the theory in the abstract. Examiners want each detail tagged: drill - initiating structure; private chat - consideration. For (b), "individualised consideration" must be linked to the "handles each player differently" evidence. 分数在于把证据映射到构念上,而非抽象地说出理论名称。考官希望每个细节都被贴上标签:训练→定规;私下交谈 →关怀。对于(b),“个性化关怀”必须与“区别对待每名球员”这一证据相联系。 MGB1010 . Introduction to Management PRACTICE . WRITTEN & CHECKS - PRACTICE BANK (CONT. ) Planning a written task & concept checks 规划一项写作任务,以及概念自检 How to structure an applied answer, then six rapid recall checks 如何组织一篇应用型答案,随后是六项快速回忆自检 W1 WRITTEN . PLANNING DRILL structure, not a real brief
• Transformational（变革型）：用 “four I’s” 解释他如何激发非凡成果（并且必须把“个性化关怀”连回“区别对待球员”的证据）。[10]Source: asksia-bible-mgb1010-bilingual.pdf(ii) 去技能化与低自主裁量 -- 自动分量的勺子与固定程序剥夺了工人的判断,以控制换取一致性(另有:科学甄选与培训)。 - 3 (c) Follett's critique. She championed the human/relational side and "power with" over "power over. " She would question the purely quantitative measures of success and the cost of monotonous, de-skilled work to workers' engagement and dignity - the human factor scientific management ignores. (c) Follett 的批评。她倡导人性/关系的一面,以及“共享权力(power with)”而非“支配权力(power over)”。她会质疑那 种对成功的纯量化衡量,以及单调、去技能化的工作对工人投入度与尊严所造成的代价 -- 这正是科学管理所忽视的人的因 素。 i Marker note 评分者提示 Full marks need the name + founder, two distinct case-grounded features (not one feature twice), and a critique that is recognisably Follett's (human side / power-with / beyond quantitative measures) - not a generic "it's boring". Tie each claim back to a concrete detail in the case. 满分需要名称+创立者、两个不同的、有案例支撑的特征(而非把一个特征说两遍),以及一条可辨认为Follett 式的批 评(人性的一面/“共享权力(power-with)”/超越量化衡量) -- 而不是泛泛的“它很无聊”。要把每一项主张都联系 回案例中的某个具体细节。 MGB1010 . Introduction to Management 10 marks . leadership theory A2 APPLIED . CASE From the Ferguson case: he ran intense fitness and tactics drills and a strict disciplinary code, but also turned his chair around to listen, held private chats with dropped players, and knew "well done" were the two best words. (a) Apply the Ohio State behavioural dimensions to classify these. [4] (b) Identify the contemporary leadership style this blend best illustrates, with its key mechanism. [4] (c) Name one source of power he is using when he praises a player. [2] 取自弗格森案例:他既进行高强度的体能与战术操练,并施行严格的纪律守则,也会把椅子转过来倾听、与被弃用的球 员私下交谈,并深知“干得好”是两个最好的字眼。(a)运用俄亥俄州立大学的行为维度对这些行为加以归类。[4] (b) 指出这种组合最能体现的当代领导风格,并说明其关键机制。[4](c)说出他在表扬一名球员时所动用的一种权力来源。 [2] MODEL ANSWER (a) Ohio State. Drills + disciplinary code = high initiating structure (task orientation). Listening, private chats, praise = high consideration (relationship orientation). Ferguson scores high on both. (a)俄亥俄州立。训练+纪律制度=高定规(任务导向)。倾听、私下交谈、表扬= 高关怀(关系导向)。Ferguson 在两者上 都得分高。 2 (b) Style. Best read as transformational leadership - he inspires extraordinary outcomes via the four I's: idealised influence (the club's figure), inspirational motivation (the "world-beater" speeches), intellectual stimulation (tactical innovation), and individualised consideration (handling each player differently). (b)风格。最好理解为变革型领导 -- 他通过四个 |激发非凡成果:理想化影响(俱乐部的标志性人物)、感召式激励(“击败 天下”的演讲)、智力激发(战术创新),以及个性化关怀(区别对待每名球员)。 (c) Power. Praising a player uses reward power (and arguably builds referent power through the bond it 3 creates). (c)权力。表扬一名球员运用的是奖励权(并且可以说,通过由此建立的纽带培育了参照权)。 i Marker note 评分者提示 The marks are in mapping the evidence to the construct, not naming the theory in the abstract. Examiners want each detail tagged: drill - initiating structure; private chat - consideration. For (b), "individualised consideration" must be linked to the "handles each player differently" evidence. 分数在于把证据映射到构念上,而非抽象地说出理论名称。考官希望每个细节都被贴上标签:训练→定规;私下交谈 →关怀。对于(b),“个性化关怀”必须与“区别对待每名球员”这一证据相联系。 MGB1010 . Introduction to Management PRACTICE . WRITTEN & CHECKS - PRACTICE BANK (CONT. ) Planning a written task & concept checks 规划一项写作任务,以及概念自检 How to structure an applied answer, then six rapid recall checks 如何组织一篇应用型答案,随后是六项快速回忆自检 W1 WRITTEN . PLANNING DRILL structure, not a real brief

评分者强调：分数在“证据→构念”的标注，不是你会背理论名。[10]Source: asksia-bible-mgb1010-bilingual.pdf(ii) 去技能化与低自主裁量 -- 自动分量的勺子与固定程序剥夺了工人的判断,以控制换取一致性(另有:科学甄选与培训)。 - 3 (c) Follett's critique. She championed the human/relational side and "power with" over "power over. " She would question the purely quantitative measures of success and the cost of monotonous, de-skilled work to workers' engagement and dignity - the human factor scientific management ignores. (c) Follett 的批评。她倡导人性/关系的一面,以及“共享权力(power with)”而非“支配权力(power over)”。她会质疑那 种对成功的纯量化衡量,以及单调、去技能化的工作对工人投入度与尊严所造成的代价 -- 这正是科学管理所忽视的人的因 素。 i Marker note 评分者提示 Full marks need the name + founder, two distinct case-grounded features (not one feature twice), and a critique that is recognisably Follett's (human side / power-with / beyond quantitative measures) - not a generic "it's boring". Tie each claim back to a concrete detail in the case. 满分需要名称+创立者、两个不同的、有案例支撑的特征(而非把一个特征说两遍),以及一条可辨认为Follett 式的批 评(人性的一面/“共享权力(power-with)”/超越量化衡量) -- 而不是泛泛的“它很无聊”。要把每一项主张都联系 回案例中的某个具体细节。 MGB1010 . Introduction to Management 10 marks . leadership theory A2 APPLIED . CASE From the Ferguson case: he ran intense fitness and tactics drills and a strict disciplinary code, but also turned his chair around to listen, held private chats with dropped players, and knew "well done" were the two best words. (a) Apply the Ohio State behavioural dimensions to classify these. [4] (b) Identify the contemporary leadership style this blend best illustrates, with its key mechanism. [4] (c) Name one source of power he is using when he praises a player. [2] 取自弗格森案例:他既进行高强度的体能与战术操练,并施行严格的纪律守则,也会把椅子转过来倾听、与被弃用的球 员私下交谈,并深知“干得好”是两个最好的字眼。(a)运用俄亥俄州立大学的行为维度对这些行为加以归类。[4] (b) 指出这种组合最能体现的当代领导风格,并说明其关键机制。[4](c)说出他在表扬一名球员时所动用的一种权力来源。 [2] MODEL ANSWER (a) Ohio State. Drills + disciplinary code = high initiating structure (task orientation). Listening, private chats, praise = high consideration (relationship orientation). Ferguson scores high on both. (a)俄亥俄州立。训练+纪律制度=高定规(任务导向)。倾听、私下交谈、表扬= 高关怀(关系导向)。Ferguson 在两者上 都得分高。 2 (b) Style. Best read as transformational leadership - he inspires extraordinary outcomes via the four I's: idealised influence (the club's figure), inspirational motivation (the "world-beater" speeches), intellectual stimulation (tactical innovation), and individualised consideration (handling each player differently). (b)风格。最好理解为变革型领导 -- 他通过四个 |激发非凡成果:理想化影响(俱乐部的标志性人物)、感召式激励(“击败 天下”的演讲)、智力激发(战术创新),以及个性化关怀(区别对待每名球员)。 (c) Power. Praising a player uses reward power (and arguably builds referent power through the bond it 3 creates). (c)权力。表扬一名球员运用的是奖励权(并且可以说,通过由此建立的纽带培育了参照权)。 i Marker note 评分者提示 The marks are in mapping the evidence to the construct, not naming the theory in the abstract. Examiners want each detail tagged: drill - initiating structure; private chat - consideration. For (b), "individualised consideration" must be linked to the "handles each player differently" evidence. 分数在于把证据映射到构念上,而非抽象地说出理论名称。考官希望每个细节都被贴上标签:训练→定规;私下交谈 →关怀。对于(b),“个性化关怀”必须与“区别对待每名球员”这一证据相联系。 MGB1010 . Introduction to Management PRACTICE . WRITTEN & CHECKS - PRACTICE BANK (CONT. ) Planning a written task & concept checks 规划一项写作任务,以及概念自检 How to structure an applied answer, then six rapid recall checks 如何组织一篇应用型答案,随后是六项快速回忆自检 W1 WRITTEN . PLANNING DRILL structure, not a real brief

3.3 Planning（W6）：定义 + 分类 + MBO + SWOT（最爱考“内部/外部”）

Planning 定义：界定目标、制定战略、发展计划以协调活动（POLC 第一个职能）。[7]Source: asksia-bible-mgb1010-bilingual.pdfReferent Identification, admiration, charisma Fierce loyalty, players idolising him, a 'family' club atmosphere. Position vs personal power 职位权力vs个人权力 Position power (legitimate, reward, coercive) comes with the job title - it transfers to whoever holds the role. Personal power (expert, referent) belongs to the individual and is far harder to replace. The most durable leaders build personal power so their influence outlasts the formal authority. 职位权力(法定权、奖赏权、强制权)随职位头衔而来 它会转移给任何坐上那个位子的人。个人权力(专家权、参 照权)属于个人本身,要替代它难得多。最持久的领导者会 构建个人权力,使其影响力在正式职权消失后依然延续。 Why Ferguson is the teaching case 为何 Ferguson 是经典教学案例 He visibly used all five at once: the legitimate authority of the manager, coercive discipline, the reward of selection, expert tactical knowledge, and the referent pull of a leader players adored. He is also a clean fit for trait theory (drive, will to win, self-confidence) and the four I's - idealised influence as the club's figurehead, individualised consideration in handling each player differently. 他显眼地同时动用了全部五种:作为主教练的法定职权、强 制性的纪律约束、选拔上场作为奖赏、专家级的战术知识, 以及让球员崇拜的参照型吸引力。他也完美契合特质理论 (进取心、求胜意志、自信),以及四个 -- 作为俱乐部旗 帜人物的理想化影响,以及因人而异处理每位球员的个性化 关怀。 MGB1010 . Introduction to Management "Step out of my control and you're dead" sits beside "the two best words are well done" - coercive and referent power in the same leader, used on purpose. “脱离我的掌控,你就完了”与“最好的两个字是干得好”并存 -- 强制权与参照权出现在同一位领导者身上,且都是有意 为之。 FERGUSON / MANCHESTER UNITED . PARAPHRASED i Feeds your Week 6 written task 为你的第6周书面作业做铺垫 The 35% written component asks you to interview a teammate, match them to a recognised leadership style, evaluate its pros/cons and recommend alternative styles and sources of power. The Ferguson coding (traits / five powers / task-vs-relationship) is the rehearsal for exactly that analysis. 占 35% 的写作部分要求你访谈一名队友,把他匹配到一种公认的领导风格,评价其利弊,并推荐替代风格与权力来 源。Ferguson 的编码(特质/五种权力/任务对关系)正是对该项分析的预演。 ★ Recall checklist for this chapter 本章回忆清单 (1) Five motivation theories - Maslow, Herzberg (hygiene vs motivator), McGregor X/Y, Adams equity, Vroom expectancy (a product). (2) Leadership waves - trait (Kirkpatrick & Locke), behavioural (Lewin styles; Ohio State task vs relationship), contingency (Fiedler fixed; path-goal flexible). (3) Transactional vs transformational + the four I's; charismatic; visionary; GLOBE. (4) French & Raven's five powers - legitimate, coercive, reward (position); expert, referent (personal). (1) 五种激励理论 -- Maslow、Herzberg(保健与激励之分)、McGregor X/Y、Adams 公平理论、Vroom 期望理论 (一个乘积)。(2)领导力的几波浪潮 -- 特质(Kirkpatrick 与 Locke)、行为(Lewin 的风格;俄亥俄州立的任务对关 系)、权变(Fiedler 固定式;路径一目标灵活式)。(3)交易型与变革型+四个|;魅力型;愿景型;GLOBE。(4) French 与 Raven 的五种权力 -- 合法、强制、奖励(职位性);专家、参照(个人性)。 MGB1010 . Introduction to Management W6 . PLANNING WEEK 6 . PLANNING QUIZ-TESTED Setting goals and the route to them 设定目标,以及通往目标的路径 Why plan, the types of plans, goals and MBO 为何要计划、计划的类型、目标与 MBO TL;DR. Planning is defining goals, setting a strategy and developing plans to coordinate activity - the first POLC function. It answers where are we going and how do we get there, and it sets the standards that controlling later checks against. This chapter covers why managers plan, the kinds of plans, goals and MBO, SWOT and strategy, then the control loop that closes back onto planning. 太长不看(TL;DR)。计划是界定目标、制定战略并拟定方案以协调各项活动 -- 它是POLC 的第一项职能。它回答我们要去 哪里和怎么去,并设定日后控制据以核对的标准。本章涵盖管理者为何要计划、计划的种类、目标与 MBO、SWOT 与战略, 最后讲到那条重新闭合回计划的控制环路。 ★ What the quiz asks here 测验在这里会考什么 Recall the four reasons to plan and the criticisms; classify a plan on its dimension (strategic/operational, long/short, single-use/standing); define MBO and SWOT (and sort a factor into the right SWOT box - internal vs external); and recall the three types of control by timing. Internal-vs-external in SWOT is a favourite trap.[21]Source: asksia-cheatsheet-mgb1010.pdf10 . Case . Sir Alex W5 . LEADERSHIP Ferguson & POWER The leadership/power anchor (Man United, 26 yrs). Students annotate the case before class for traits & power types, then complete worksheets on each. Map his style onto the models: · Trait - drive & fierce will to win, self-confidence, deep football knowledge, reading opponents (= Kirkpatrick & Locke list) · Task vs relationship (Ohio State) - task: fitness regimes, discipline code, drills; relationship: private chats, knowing "well done" matter, nurturing young players · Transformational - inspirational speeches (idealised influence) + handling each player differently (individualised consideration) · Organising / change - rebuilt the club not just the team (youth academy, wide span of control, three squad age-layers) & adapted 26 yrs to sports science -> leadership adapting to a changing environment · Decision-making - fast & decisive, confident bets on unproven youth (Ronaldo, Rooney) balanced against bounded-rationality risk · Planning & control - working "two games ahead"; the costly mistakes (selling Stam) showing planning's rigidity/risk; control via quick post- match correction Assessment hook: a "Letter to Fergie" judging which parts of his style still hold up in a 2026 business context. One case, many models - exactly how the quiz tests application: it gives a behaviour, you name the matching concept. 11 . Planning W6 Planning = defining goals, setting strategy, developing plans to coordinate activities. 4 reasons to plan: coordinates effort . reduces uncertainty . cuts wasteful overlap · sets the standards used in controlling. Criticisms: can create rigidity ; can't replace intuition/creativity; may fixate on today's competition; past success # future survival. Goals: traditional top-down vs jointly set; stated vs real goals. MBO · jointly set, specific, measurable goals with periodic review of progress. SWOT . internal Strengths/Weaknesses + external Opportunities/Threats - the foundation of strategic planning. Plan types: strategic vs operational, long vs short term, specific vs directional, single-use vs standing. P & C run as one loop - the goals you plan become the standards you control against, and control results feed the next plan. 12 . Controlling Controlling = monitoring activities, comparing actual performance vs standards, correcting deviations. P & C are circular : plan -> set standard -> measure -> revise -> re-plan. The control process (3 steps): measure actual performance -> compare it to the standard -> take managerial action. On a deviation a manager can: do nothing . correct it (immediate or basic) . revise the standard. Three controls by timing: TYPE

计划的4个理由：协调努力、降低不确定性、减少浪费/重叠、设定控制用的标准。[11]Source: asksia-bible-mgb1010-bilingual.pdfThe unit stresses that P and C have a strong, circular relationship. Planning sets goals and standards; controlling checks performance against them; the results feed back to revise the goals or standards; and the cycle repeats. Neither function makes sense alone. 本单元强调,计划(P)与控制(C)之间存在牢固的、循 环的关系。计划设定目标与标准;控制对照它们核查绩效; 结果再反馈回去修订目标或标准;循环往复。两种职能单独 看都讲不通。 THE P-C CYCLE Plan (set goals) - Act - Control (measure vs standard) - Revise goals u repeat i POLC is interdependent & circular POLC 是相互依存且循环往复的 All four functions interlink, but P and C are the tightest pair. Recall the Ferguson example: planning a season two games ahead (P), then standards-and-quick- correction right after each match - 'I do it right after the game . . . and it's finished' (C). 四项职能彼此相连,但P与C 是结合最紧的一对。回 忆 Ferguson 的例子:提前两场比赛规划赛季(P), 然后在每场比赛后立即进行标准对照与快速纠正一 “我在赛后立刻就做. 然后它就结束了”(C)。 MGB1010 . Introduction to Management A plan without control is a hope; control without a plan is busywork. The two only earn their keep as a single loop. I 没有控制的计划是一种希望;没有计划的控制是瞎忙活。这两者只有作为一个单一的回路才能各尽其用。 MGB1010 . THE PLANNING-CONTROLLING CYCLE ★ Recall checklist for this chapter 本章回忆清单 (1) Four reasons to plan - coordinate, reduce uncertainty, cut waste, set standards; plus the criticisms (rigidity etc. ). (2) Classify plans by breadth / time / use / specificity. (3) MBO = jointly set + reviewed goals; SWOT = internal S/W + external O/T. (4) Control process = measure - compare - act (do nothing / correct / revise standard). (5) Three controls by timing - feedforward (before), concurrent (during), feedback (after). (6) P-C is one circular loop. (1) 计划的四个理由 -- 协调、降低不确定性、削减浪费、设定标准;外加各项批评(僵化等)。(2)按广度/时间/ 用途/具体性对计划分类。(3) MBO= 共同设定并审查的目标;SWOT=内部 S/W+外部 O/T。(4) 控制流程= 衡 量→比较→行动(不采取行动/纠正/修订标准)。(5)按时间划分的三类控制 -- 前馈(事前)、同期(事中)、反 馈(事后)。(6) P-C是一个循环回路。 MGB1010 . Introduction to Management DECISIONS . PROCESS - DECISIONS DECIDING . WEEK 7 Making business decisions 做出商业决策 The rational model, and why real managers can never quite run it 理性模型,以及为何真实的管理者永远无法完全照其运行 A decision is a choice among alternatives, and managing is, at bottom, a stream of decisions. This unit teaches the rational model as the ideal yardstick, then immediately undercuts it: real managers work with limited information, time and brainpower, so they satisfice rather than optimise, and a predictable set of biases bends their judgement. Know the ideal, know the gap, and know the defences. 决策是在若干备选方案中作出选择,而管理归根结底就是一连串的决策。本单元先把理性模型当作理想标尺来教,随即又立刻 拆它的台:真实的管理者面对的是有限的信息、时间和脑力,所以他们做的是满意决策而非最优化,而且一套可预见的偏差会 扭曲他们的判断。要懂这个理想,懂理想与现实的差距,也懂应对之策。 i Where this sits in the unit 它在课程中的位置 Week 7 is taught around the survival-ranking exercise (decide alone, then re-decide as a group) and the Asch conformity clip. The takeaways are not calculations - they are recognising which model a decision-maker is actually using, which condition they face, and which bias is in play. That recognition is exactly what the Revel quiz tests. 第7周围绕生存排序练习(先独自决定,再作为群体重新决定)与 Asch 从众实验短片来教学。要点不是计算 -- 而是识 别决策者实际在用哪个模型、面对哪种条件、以及哪种偏差在起作用。这种识别正是 Revel 测验所考查的。 7. 1 The rational decision-making process 7. 1 理性决策过程 The textbook breaks a decision into eight steps. The first three are about framing the problem (most errors are born here), the middle three about choosing, and the last two about acting and learning. Treat it as a checklist, not a straitjacket.[21]Source: asksia-cheatsheet-mgb1010.pdf10 . Case . Sir Alex W5 . LEADERSHIP Ferguson & POWER The leadership/power anchor (Man United, 26 yrs). Students annotate the case before class for traits & power types, then complete worksheets on each. Map his style onto the models: · Trait - drive & fierce will to win, self-confidence, deep football knowledge, reading opponents (= Kirkpatrick & Locke list) · Task vs relationship (Ohio State) - task: fitness regimes, discipline code, drills; relationship: private chats, knowing "well done" matter, nurturing young players · Transformational - inspirational speeches (idealised influence) + handling each player differently (individualised consideration) · Organising / change - rebuilt the club not just the team (youth academy, wide span of control, three squad age-layers) & adapted 26 yrs to sports science -> leadership adapting to a changing environment · Decision-making - fast & decisive, confident bets on unproven youth (Ronaldo, Rooney) balanced against bounded-rationality risk · Planning & control - working "two games ahead"; the costly mistakes (selling Stam) showing planning's rigidity/risk; control via quick post- match correction Assessment hook: a "Letter to Fergie" judging which parts of his style still hold up in a 2026 business context. One case, many models - exactly how the quiz tests application: it gives a behaviour, you name the matching concept. 11 . Planning W6 Planning = defining goals, setting strategy, developing plans to coordinate activities. 4 reasons to plan: coordinates effort . reduces uncertainty . cuts wasteful overlap · sets the standards used in controlling. Criticisms: can create rigidity ; can't replace intuition/creativity; may fixate on today's competition; past success # future survival. Goals: traditional top-down vs jointly set; stated vs real goals. MBO · jointly set, specific, measurable goals with periodic review of progress. SWOT . internal Strengths/Weaknesses + external Opportunities/Threats - the foundation of strategic planning. Plan types: strategic vs operational, long vs short term, specific vs directional, single-use vs standing. P & C run as one loop - the goals you plan become the standards you control against, and control results feed the next plan. 12 . Controlling Controlling = monitoring activities, comparing actual performance vs standards, correcting deviations. P & C are circular : plan -> set standard -> measure -> revise -> re-plan. The control process (3 steps): measure actual performance -> compare it to the standard -> take managerial action. On a deviation a manager can: do nothing . correct it (immediate or basic) . revise the standard. Three controls by timing: TYPE

常见批评点：可能僵化；不能替代直觉/创造力；可能固着于今天的竞争；过去成功不等于未来生存。[21]Source: asksia-cheatsheet-mgb1010.pdf10 . Case . Sir Alex W5 . LEADERSHIP Ferguson & POWER The leadership/power anchor (Man United, 26 yrs). Students annotate the case before class for traits & power types, then complete worksheets on each. Map his style onto the models: · Trait - drive & fierce will to win, self-confidence, deep football knowledge, reading opponents (= Kirkpatrick & Locke list) · Task vs relationship (Ohio State) - task: fitness regimes, discipline code, drills; relationship: private chats, knowing "well done" matter, nurturing young players · Transformational - inspirational speeches (idealised influence) + handling each player differently (individualised consideration) · Organising / change - rebuilt the club not just the team (youth academy, wide span of control, three squad age-layers) & adapted 26 yrs to sports science -> leadership adapting to a changing environment · Decision-making - fast & decisive, confident bets on unproven youth (Ronaldo, Rooney) balanced against bounded-rationality risk · Planning & control - working "two games ahead"; the costly mistakes (selling Stam) showing planning's rigidity/risk; control via quick post- match correction Assessment hook: a "Letter to Fergie" judging which parts of his style still hold up in a 2026 business context. One case, many models - exactly how the quiz tests application: it gives a behaviour, you name the matching concept. 11 . Planning W6 Planning = defining goals, setting strategy, developing plans to coordinate activities. 4 reasons to plan: coordinates effort . reduces uncertainty . cuts wasteful overlap · sets the standards used in controlling. Criticisms: can create rigidity ; can't replace intuition/creativity; may fixate on today's competition; past success # future survival. Goals: traditional top-down vs jointly set; stated vs real goals. MBO · jointly set, specific, measurable goals with periodic review of progress. SWOT . internal Strengths/Weaknesses + external Opportunities/Threats - the foundation of strategic planning. Plan types: strategic vs operational, long vs short term, specific vs directional, single-use vs standing. P & C run as one loop - the goals you plan become the standards you control against, and control results feed the next plan. 12 . Controlling Controlling = monitoring activities, comparing actual performance vs standards, correcting deviations. P & C are circular : plan -> set standard -> measure -> revise -> re-plan. The control process (3 steps): measure actual performance -> compare it to the standard -> take managerial action. On a deviation a manager can: do nothing . correct it (immediate or basic) . revise the standard. Three controls by timing: TYPE

MBO（目标管理）：共同设定、具体可衡量的目标，并定期回顾进度。[11]Source: asksia-bible-mgb1010-bilingual.pdfThe unit stresses that P and C have a strong, circular relationship. Planning sets goals and standards; controlling checks performance against them; the results feed back to revise the goals or standards; and the cycle repeats. Neither function makes sense alone. 本单元强调,计划(P)与控制(C)之间存在牢固的、循 环的关系。计划设定目标与标准;控制对照它们核查绩效; 结果再反馈回去修订目标或标准;循环往复。两种职能单独 看都讲不通。 THE P-C CYCLE Plan (set goals) - Act - Control (measure vs standard) - Revise goals u repeat i POLC is interdependent & circular POLC 是相互依存且循环往复的 All four functions interlink, but P and C are the tightest pair. Recall the Ferguson example: planning a season two games ahead (P), then standards-and-quick- correction right after each match - 'I do it right after the game . . . and it's finished' (C). 四项职能彼此相连,但P与C 是结合最紧的一对。回 忆 Ferguson 的例子:提前两场比赛规划赛季(P), 然后在每场比赛后立即进行标准对照与快速纠正一 “我在赛后立刻就做. 然后它就结束了”(C)。 MGB1010 . Introduction to Management A plan without control is a hope; control without a plan is busywork. The two only earn their keep as a single loop. I 没有控制的计划是一种希望;没有计划的控制是瞎忙活。这两者只有作为一个单一的回路才能各尽其用。 MGB1010 . THE PLANNING-CONTROLLING CYCLE ★ Recall checklist for this chapter 本章回忆清单 (1) Four reasons to plan - coordinate, reduce uncertainty, cut waste, set standards; plus the criticisms (rigidity etc. ). (2) Classify plans by breadth / time / use / specificity. (3) MBO = jointly set + reviewed goals; SWOT = internal S/W + external O/T. (4) Control process = measure - compare - act (do nothing / correct / revise standard). (5) Three controls by timing - feedforward (before), concurrent (during), feedback (after). (6) P-C is one circular loop. (1) 计划的四个理由 -- 协调、降低不确定性、削减浪费、设定标准;外加各项批评(僵化等)。(2)按广度/时间/ 用途/具体性对计划分类。(3) MBO= 共同设定并审查的目标;SWOT=内部 S/W+外部 O/T。(4) 控制流程= 衡 量→比较→行动(不采取行动/纠正/修订标准)。(5)按时间划分的三类控制 -- 前馈(事前)、同期(事中)、反 馈(事后)。(6) P-C是一个循环回路。 MGB1010 . Introduction to Management DECISIONS . PROCESS - DECISIONS DECIDING . WEEK 7 Making business decisions 做出商业决策 The rational model, and why real managers can never quite run it 理性模型,以及为何真实的管理者永远无法完全照其运行 A decision is a choice among alternatives, and managing is, at bottom, a stream of decisions. This unit teaches the rational model as the ideal yardstick, then immediately undercuts it: real managers work with limited information, time and brainpower, so they satisfice rather than optimise, and a predictable set of biases bends their judgement. Know the ideal, know the gap, and know the defences. 决策是在若干备选方案中作出选择,而管理归根结底就是一连串的决策。本单元先把理性模型当作理想标尺来教,随即又立刻 拆它的台:真实的管理者面对的是有限的信息、时间和脑力,所以他们做的是满意决策而非最优化,而且一套可预见的偏差会 扭曲他们的判断。要懂这个理想,懂理想与现实的差距,也懂应对之策。 i Where this sits in the unit 它在课程中的位置 Week 7 is taught around the survival-ranking exercise (decide alone, then re-decide as a group) and the Asch conformity clip. The takeaways are not calculations - they are recognising which model a decision-maker is actually using, which condition they face, and which bias is in play. That recognition is exactly what the Revel quiz tests. 第7周围绕生存排序练习(先独自决定,再作为群体重新决定)与 Asch 从众实验短片来教学。要点不是计算 -- 而是识 别决策者实际在用哪个模型、面对哪种条件、以及哪种偏差在起作用。这种识别正是 Revel 测验所考查的。 7. 1 The rational decision-making process 7. 1 理性决策过程 The textbook breaks a decision into eight steps. The first three are about framing the problem (most errors are born here), the middle three about choosing, and the last two about acting and learning. Treat it as a checklist, not a straitjacket.[21]Source: asksia-cheatsheet-mgb1010.pdf10 . Case . Sir Alex W5 . LEADERSHIP Ferguson & POWER The leadership/power anchor (Man United, 26 yrs). Students annotate the case before class for traits & power types, then complete worksheets on each. Map his style onto the models: · Trait - drive & fierce will to win, self-confidence, deep football knowledge, reading opponents (= Kirkpatrick & Locke list) · Task vs relationship (Ohio State) - task: fitness regimes, discipline code, drills; relationship: private chats, knowing "well done" matter, nurturing young players · Transformational - inspirational speeches (idealised influence) + handling each player differently (individualised consideration) · Organising / change - rebuilt the club not just the team (youth academy, wide span of control, three squad age-layers) & adapted 26 yrs to sports science -> leadership adapting to a changing environment · Decision-making - fast & decisive, confident bets on unproven youth (Ronaldo, Rooney) balanced against bounded-rationality risk · Planning & control - working "two games ahead"; the costly mistakes (selling Stam) showing planning's rigidity/risk; control via quick post- match correction Assessment hook: a "Letter to Fergie" judging which parts of his style still hold up in a 2026 business context. One case, many models - exactly how the quiz tests application: it gives a behaviour, you name the matching concept. 11 . Planning W6 Planning = defining goals, setting strategy, developing plans to coordinate activities. 4 reasons to plan: coordinates effort . reduces uncertainty . cuts wasteful overlap · sets the standards used in controlling. Criticisms: can create rigidity ; can't replace intuition/creativity; may fixate on today's competition; past success # future survival. Goals: traditional top-down vs jointly set; stated vs real goals. MBO · jointly set, specific, measurable goals with periodic review of progress. SWOT . internal Strengths/Weaknesses + external Opportunities/Threats - the foundation of strategic planning. Plan types: strategic vs operational, long vs short term, specific vs directional, single-use vs standing. P & C run as one loop - the goals you plan become the standards you control against, and control results feed the next plan. 12 . Controlling Controlling = monitoring activities, comparing actual performance vs standards, correcting deviations. P & C are circular : plan -> set standard -> measure -> revise -> re-plan. The control process (3 steps): measure actual performance -> compare it to the standard -> take managerial action. On a deviation a manager can: do nothing . correct it (immediate or basic) . revise the standard. Three controls by timing: TYPE

SWOT（测验最常见陷阱之一）：S/W 是内部；O/T 是外部。资料明确说“internal vs external 是最爱坑人的点”。[7]Source: asksia-bible-mgb1010-bilingual.pdfReferent Identification, admiration, charisma Fierce loyalty, players idolising him, a 'family' club atmosphere. Position vs personal power 职位权力vs个人权力 Position power (legitimate, reward, coercive) comes with the job title - it transfers to whoever holds the role. Personal power (expert, referent) belongs to the individual and is far harder to replace. The most durable leaders build personal power so their influence outlasts the formal authority. 职位权力(法定权、奖赏权、强制权)随职位头衔而来 它会转移给任何坐上那个位子的人。个人权力(专家权、参 照权)属于个人本身,要替代它难得多。最持久的领导者会 构建个人权力,使其影响力在正式职权消失后依然延续。 Why Ferguson is the teaching case 为何 Ferguson 是经典教学案例 He visibly used all five at once: the legitimate authority of the manager, coercive discipline, the reward of selection, expert tactical knowledge, and the referent pull of a leader players adored. He is also a clean fit for trait theory (drive, will to win, self-confidence) and the four I's - idealised influence as the club's figurehead, individualised consideration in handling each player differently. 他显眼地同时动用了全部五种:作为主教练的法定职权、强 制性的纪律约束、选拔上场作为奖赏、专家级的战术知识, 以及让球员崇拜的参照型吸引力。他也完美契合特质理论 (进取心、求胜意志、自信),以及四个 -- 作为俱乐部旗 帜人物的理想化影响,以及因人而异处理每位球员的个性化 关怀。 MGB1010 . Introduction to Management "Step out of my control and you're dead" sits beside "the two best words are well done" - coercive and referent power in the same leader, used on purpose. “脱离我的掌控,你就完了”与“最好的两个字是干得好”并存 -- 强制权与参照权出现在同一位领导者身上,且都是有意 为之。 FERGUSON / MANCHESTER UNITED . PARAPHRASED i Feeds your Week 6 written task 为你的第6周书面作业做铺垫 The 35% written component asks you to interview a teammate, match them to a recognised leadership style, evaluate its pros/cons and recommend alternative styles and sources of power. The Ferguson coding (traits / five powers / task-vs-relationship) is the rehearsal for exactly that analysis. 占 35% 的写作部分要求你访谈一名队友,把他匹配到一种公认的领导风格,评价其利弊,并推荐替代风格与权力来 源。Ferguson 的编码(特质/五种权力/任务对关系)正是对该项分析的预演。 ★ Recall checklist for this chapter 本章回忆清单 (1) Five motivation theories - Maslow, Herzberg (hygiene vs motivator), McGregor X/Y, Adams equity, Vroom expectancy (a product). (2) Leadership waves - trait (Kirkpatrick & Locke), behavioural (Lewin styles; Ohio State task vs relationship), contingency (Fiedler fixed; path-goal flexible). (3) Transactional vs transformational + the four I's; charismatic; visionary; GLOBE. (4) French & Raven's five powers - legitimate, coercive, reward (position); expert, referent (personal). (1) 五种激励理论 -- Maslow、Herzberg(保健与激励之分)、McGregor X/Y、Adams 公平理论、Vroom 期望理论 (一个乘积)。(2)领导力的几波浪潮 -- 特质(Kirkpatrick 与 Locke)、行为(Lewin 的风格;俄亥俄州立的任务对关 系)、权变(Fiedler 固定式;路径一目标灵活式)。(3)交易型与变革型+四个|;魅力型;愿景型;GLOBE。(4) French 与 Raven 的五种权力 -- 合法、强制、奖励(职位性);专家、参照(个人性)。 MGB1010 . Introduction to Management W6 . PLANNING WEEK 6 . PLANNING QUIZ-TESTED Setting goals and the route to them 设定目标,以及通往目标的路径 Why plan, the types of plans, goals and MBO 为何要计划、计划的类型、目标与 MBO TL;DR. Planning is defining goals, setting a strategy and developing plans to coordinate activity - the first POLC function. It answers where are we going and how do we get there, and it sets the standards that controlling later checks against. This chapter covers why managers plan, the kinds of plans, goals and MBO, SWOT and strategy, then the control loop that closes back onto planning. 太长不看(TL;DR)。计划是界定目标、制定战略并拟定方案以协调各项活动 -- 它是POLC 的第一项职能。它回答我们要去 哪里和怎么去,并设定日后控制据以核对的标准。本章涵盖管理者为何要计划、计划的种类、目标与 MBO、SWOT 与战略, 最后讲到那条重新闭合回计划的控制环路。 ★ What the quiz asks here 测验在这里会考什么 Recall the four reasons to plan and the criticisms; classify a plan on its dimension (strategic/operational, long/short, single-use/standing); define MBO and SWOT (and sort a factor into the right SWOT box - internal vs external); and recall the three types of control by timing. Internal-vs-external in SWOT is a favourite trap.[11]Source: asksia-bible-mgb1010-bilingual.pdfThe unit stresses that P and C have a strong, circular relationship. Planning sets goals and standards; controlling checks performance against them; the results feed back to revise the goals or standards; and the cycle repeats. Neither function makes sense alone. 本单元强调,计划(P)与控制(C)之间存在牢固的、循 环的关系。计划设定目标与标准;控制对照它们核查绩效; 结果再反馈回去修订目标或标准;循环往复。两种职能单独 看都讲不通。 THE P-C CYCLE Plan (set goals) - Act - Control (measure vs standard) - Revise goals u repeat i POLC is interdependent & circular POLC 是相互依存且循环往复的 All four functions interlink, but P and C are the tightest pair. Recall the Ferguson example: planning a season two games ahead (P), then standards-and-quick- correction right after each match - 'I do it right after the game . . . and it's finished' (C). 四项职能彼此相连,但P与C 是结合最紧的一对。回 忆 Ferguson 的例子:提前两场比赛规划赛季(P), 然后在每场比赛后立即进行标准对照与快速纠正一 “我在赛后立刻就做. 然后它就结束了”(C)。 MGB1010 . Introduction to Management A plan without control is a hope; control without a plan is busywork. The two only earn their keep as a single loop. I 没有控制的计划是一种希望;没有计划的控制是瞎忙活。这两者只有作为一个单一的回路才能各尽其用。 MGB1010 . THE PLANNING-CONTROLLING CYCLE ★ Recall checklist for this chapter 本章回忆清单 (1) Four reasons to plan - coordinate, reduce uncertainty, cut waste, set standards; plus the criticisms (rigidity etc. ). (2) Classify plans by breadth / time / use / specificity. (3) MBO = jointly set + reviewed goals; SWOT = internal S/W + external O/T. (4) Control process = measure - compare - act (do nothing / correct / revise standard). (5) Three controls by timing - feedforward (before), concurrent (during), feedback (after). (6) P-C is one circular loop. (1) 计划的四个理由 -- 协调、降低不确定性、削减浪费、设定标准;外加各项批评(僵化等)。(2)按广度/时间/ 用途/具体性对计划分类。(3) MBO= 共同设定并审查的目标;SWOT=内部 S/W+外部 O/T。(4) 控制流程= 衡 量→比较→行动(不采取行动/纠正/修订标准)。(5)按时间划分的三类控制 -- 前馈(事前)、同期(事中)、反 馈(事后)。(6) P-C是一个循环回路。 MGB1010 . Introduction to Management DECISIONS . PROCESS - DECISIONS DECIDING . WEEK 7 Making business decisions 做出商业决策 The rational model, and why real managers can never quite run it 理性模型,以及为何真实的管理者永远无法完全照其运行 A decision is a choice among alternatives, and managing is, at bottom, a stream of decisions. This unit teaches the rational model as the ideal yardstick, then immediately undercuts it: real managers work with limited information, time and brainpower, so they satisfice rather than optimise, and a predictable set of biases bends their judgement. Know the ideal, know the gap, and know the defences. 决策是在若干备选方案中作出选择,而管理归根结底就是一连串的决策。本单元先把理性模型当作理想标尺来教,随即又立刻 拆它的台:真实的管理者面对的是有限的信息、时间和脑力,所以他们做的是满意决策而非最优化,而且一套可预见的偏差会 扭曲他们的判断。要懂这个理想,懂理想与现实的差距,也懂应对之策。 i Where this sits in the unit 它在课程中的位置 Week 7 is taught around the survival-ranking exercise (decide alone, then re-decide as a group) and the Asch conformity clip. The takeaways are not calculations - they are recognising which model a decision-maker is actually using, which condition they face, and which bias is in play. That recognition is exactly what the Revel quiz tests. 第7周围绕生存排序练习(先独自决定,再作为群体重新决定)与 Asch 从众实验短片来教学。要点不是计算 -- 而是识 别决策者实际在用哪个模型、面对哪种条件、以及哪种偏差在起作用。这种识别正是 Revel 测验所考查的。 7. 1 The rational decision-making process 7. 1 理性决策过程 The textbook breaks a decision into eight steps. The first three are about framing the problem (most errors are born here), the middle three about choosing, and the last two about acting and learning. Treat it as a checklist, not a straitjacket.

计划类型分类维度（你要会把一个 plan 归类）：战略 vs 运营、长期 vs 短期、一次性 vs 常设、具体 vs 方向性。[11]Source: asksia-bible-mgb1010-bilingual.pdfThe unit stresses that P and C have a strong, circular relationship. Planning sets goals and standards; controlling checks performance against them; the results feed back to revise the goals or standards; and the cycle repeats. Neither function makes sense alone. 本单元强调,计划(P)与控制(C)之间存在牢固的、循 环的关系。计划设定目标与标准;控制对照它们核查绩效; 结果再反馈回去修订目标或标准;循环往复。两种职能单独 看都讲不通。 THE P-C CYCLE Plan (set goals) - Act - Control (measure vs standard) - Revise goals u repeat i POLC is interdependent & circular POLC 是相互依存且循环往复的 All four functions interlink, but P and C are the tightest pair. Recall the Ferguson example: planning a season two games ahead (P), then standards-and-quick- correction right after each match - 'I do it right after the game . . . and it's finished' (C). 四项职能彼此相连,但P与C 是结合最紧的一对。回 忆 Ferguson 的例子:提前两场比赛规划赛季(P), 然后在每场比赛后立即进行标准对照与快速纠正一 “我在赛后立刻就做. 然后它就结束了”(C)。 MGB1010 . Introduction to Management A plan without control is a hope; control without a plan is busywork. The two only earn their keep as a single loop. I 没有控制的计划是一种希望;没有计划的控制是瞎忙活。这两者只有作为一个单一的回路才能各尽其用。 MGB1010 . THE PLANNING-CONTROLLING CYCLE ★ Recall checklist for this chapter 本章回忆清单 (1) Four reasons to plan - coordinate, reduce uncertainty, cut waste, set standards; plus the criticisms (rigidity etc. ). (2) Classify plans by breadth / time / use / specificity. (3) MBO = jointly set + reviewed goals; SWOT = internal S/W + external O/T. (4) Control process = measure - compare - act (do nothing / correct / revise standard). (5) Three controls by timing - feedforward (before), concurrent (during), feedback (after). (6) P-C is one circular loop. (1) 计划的四个理由 -- 协调、降低不确定性、削减浪费、设定标准;外加各项批评(僵化等)。(2)按广度/时间/ 用途/具体性对计划分类。(3) MBO= 共同设定并审查的目标;SWOT=内部 S/W+外部 O/T。(4) 控制流程= 衡 量→比较→行动(不采取行动/纠正/修订标准)。(5)按时间划分的三类控制 -- 前馈(事前)、同期(事中)、反 馈(事后)。(6) P-C是一个循环回路。 MGB1010 . Introduction to Management DECISIONS . PROCESS - DECISIONS DECIDING . WEEK 7 Making business decisions 做出商业决策 The rational model, and why real managers can never quite run it 理性模型,以及为何真实的管理者永远无法完全照其运行 A decision is a choice among alternatives, and managing is, at bottom, a stream of decisions. This unit teaches the rational model as the ideal yardstick, then immediately undercuts it: real managers work with limited information, time and brainpower, so they satisfice rather than optimise, and a predictable set of biases bends their judgement. Know the ideal, know the gap, and know the defences. 决策是在若干备选方案中作出选择,而管理归根结底就是一连串的决策。本单元先把理性模型当作理想标尺来教,随即又立刻 拆它的台:真实的管理者面对的是有限的信息、时间和脑力,所以他们做的是满意决策而非最优化,而且一套可预见的偏差会 扭曲他们的判断。要懂这个理想,懂理想与现实的差距,也懂应对之策。 i Where this sits in the unit 它在课程中的位置 Week 7 is taught around the survival-ranking exercise (decide alone, then re-decide as a group) and the Asch conformity clip. The takeaways are not calculations - they are recognising which model a decision-maker is actually using, which condition they face, and which bias is in play. That recognition is exactly what the Revel quiz tests. 第7周围绕生存排序练习(先独自决定,再作为群体重新决定)与 Asch 从众实验短片来教学。要点不是计算 -- 而是识 别决策者实际在用哪个模型、面对哪种条件、以及哪种偏差在起作用。这种识别正是 Revel 测验所考查的。 7. 1 The rational decision-making process 7. 1 理性决策过程 The textbook breaks a decision into eight steps. The first three are about framing the problem (most errors are born here), the middle three about choosing, and the last two about acting and learning. Treat it as a checklist, not a straitjacket.[21]Source: asksia-cheatsheet-mgb1010.pdf10 . Case . Sir Alex W5 . LEADERSHIP Ferguson & POWER The leadership/power anchor (Man United, 26 yrs). Students annotate the case before class for traits & power types, then complete worksheets on each. Map his style onto the models: · Trait - drive & fierce will to win, self-confidence, deep football knowledge, reading opponents (= Kirkpatrick & Locke list) · Task vs relationship (Ohio State) - task: fitness regimes, discipline code, drills; relationship: private chats, knowing "well done" matter, nurturing young players · Transformational - inspirational speeches (idealised influence) + handling each player differently (individualised consideration) · Organising / change - rebuilt the club not just the team (youth academy, wide span of control, three squad age-layers) & adapted 26 yrs to sports science -> leadership adapting to a changing environment · Decision-making - fast & decisive, confident bets on unproven youth (Ronaldo, Rooney) balanced against bounded-rationality risk · Planning & control - working "two games ahead"; the costly mistakes (selling Stam) showing planning's rigidity/risk; control via quick post- match correction Assessment hook: a "Letter to Fergie" judging which parts of his style still hold up in a 2026 business context. One case, many models - exactly how the quiz tests application: it gives a behaviour, you name the matching concept. 11 . Planning W6 Planning = defining goals, setting strategy, developing plans to coordinate activities. 4 reasons to plan: coordinates effort . reduces uncertainty . cuts wasteful overlap · sets the standards used in controlling. Criticisms: can create rigidity ; can't replace intuition/creativity; may fixate on today's competition; past success # future survival. Goals: traditional top-down vs jointly set; stated vs real goals. MBO · jointly set, specific, measurable goals with periodic review of progress. SWOT . internal Strengths/Weaknesses + external Opportunities/Threats - the foundation of strategic planning. Plan types: strategic vs operational, long vs short term, specific vs directional, single-use vs standing. P & C run as one loop - the goals you plan become the standards you control against, and control results feed the next plan. 12 . Controlling Controlling = monitoring activities, comparing actual performance vs standards, correcting deviations. P & C are circular : plan -> set standard -> measure -> revise -> re-plan. The control process (3 steps): measure actual performance -> compare it to the standard -> take managerial action. On a deviation a manager can: do nothing . correct it (immediate or basic) . revise the standard. Three controls by timing: TYPE

3.4 Controlling（W6）：三步流程 + 三类控制（按时间）

Controlling 定义：监控活动、把实际绩效与标准比较、纠正偏差。[21]Source: asksia-cheatsheet-mgb1010.pdf10 . Case . Sir Alex W5 . LEADERSHIP Ferguson & POWER The leadership/power anchor (Man United, 26 yrs). Students annotate the case before class for traits & power types, then complete worksheets on each. Map his style onto the models: · Trait - drive & fierce will to win, self-confidence, deep football knowledge, reading opponents (= Kirkpatrick & Locke list) · Task vs relationship (Ohio State) - task: fitness regimes, discipline code, drills; relationship: private chats, knowing "well done" matter, nurturing young players · Transformational - inspirational speeches (idealised influence) + handling each player differently (individualised consideration) · Organising / change - rebuilt the club not just the team (youth academy, wide span of control, three squad age-layers) & adapted 26 yrs to sports science -> leadership adapting to a changing environment · Decision-making - fast & decisive, confident bets on unproven youth (Ronaldo, Rooney) balanced against bounded-rationality risk · Planning & control - working "two games ahead"; the costly mistakes (selling Stam) showing planning's rigidity/risk; control via quick post- match correction Assessment hook: a "Letter to Fergie" judging which parts of his style still hold up in a 2026 business context. One case, many models - exactly how the quiz tests application: it gives a behaviour, you name the matching concept. 11 . Planning W6 Planning = defining goals, setting strategy, developing plans to coordinate activities. 4 reasons to plan: coordinates effort . reduces uncertainty . cuts wasteful overlap · sets the standards used in controlling. Criticisms: can create rigidity ; can't replace intuition/creativity; may fixate on today's competition; past success # future survival. Goals: traditional top-down vs jointly set; stated vs real goals. MBO · jointly set, specific, measurable goals with periodic review of progress. SWOT . internal Strengths/Weaknesses + external Opportunities/Threats - the foundation of strategic planning. Plan types: strategic vs operational, long vs short term, specific vs directional, single-use vs standing. P & C run as one loop - the goals you plan become the standards you control against, and control results feed the next plan. 12 . Controlling Controlling = monitoring activities, comparing actual performance vs standards, correcting deviations. P & C are circular : plan -> set standard -> measure -> revise -> re-plan. The control process (3 steps): measure actual performance -> compare it to the standard -> take managerial action. On a deviation a manager can: do nothing . correct it (immediate or basic) . revise the standard. Three controls by timing: TYPE

控制三步流程：衡量（measure）→比较（compare）→行动（act）。[11]Source: asksia-bible-mgb1010-bilingual.pdfThe unit stresses that P and C have a strong, circular relationship. Planning sets goals and standards; controlling checks performance against them; the results feed back to revise the goals or standards; and the cycle repeats. Neither function makes sense alone. 本单元强调,计划(P)与控制(C)之间存在牢固的、循 环的关系。计划设定目标与标准;控制对照它们核查绩效; 结果再反馈回去修订目标或标准;循环往复。两种职能单独 看都讲不通。 THE P-C CYCLE Plan (set goals) - Act - Control (measure vs standard) - Revise goals u repeat i POLC is interdependent & circular POLC 是相互依存且循环往复的 All four functions interlink, but P and C are the tightest pair. Recall the Ferguson example: planning a season two games ahead (P), then standards-and-quick- correction right after each match - 'I do it right after the game . . . and it's finished' (C). 四项职能彼此相连,但P与C 是结合最紧的一对。回 忆 Ferguson 的例子:提前两场比赛规划赛季(P), 然后在每场比赛后立即进行标准对照与快速纠正一 “我在赛后立刻就做. 然后它就结束了”(C)。 MGB1010 . Introduction to Management A plan without control is a hope; control without a plan is busywork. The two only earn their keep as a single loop. I 没有控制的计划是一种希望;没有计划的控制是瞎忙活。这两者只有作为一个单一的回路才能各尽其用。 MGB1010 . THE PLANNING-CONTROLLING CYCLE ★ Recall checklist for this chapter 本章回忆清单 (1) Four reasons to plan - coordinate, reduce uncertainty, cut waste, set standards; plus the criticisms (rigidity etc. ). (2) Classify plans by breadth / time / use / specificity. (3) MBO = jointly set + reviewed goals; SWOT = internal S/W + external O/T. (4) Control process = measure - compare - act (do nothing / correct / revise standard). (5) Three controls by timing - feedforward (before), concurrent (during), feedback (after). (6) P-C is one circular loop. (1) 计划的四个理由 -- 协调、降低不确定性、削减浪费、设定标准;外加各项批评(僵化等)。(2)按广度/时间/ 用途/具体性对计划分类。(3) MBO= 共同设定并审查的目标;SWOT=内部 S/W+外部 O/T。(4) 控制流程= 衡 量→比较→行动(不采取行动/纠正/修订标准)。(5)按时间划分的三类控制 -- 前馈(事前)、同期(事中)、反 馈(事后)。(6) P-C是一个循环回路。 MGB1010 . Introduction to Management DECISIONS . PROCESS - DECISIONS DECIDING . WEEK 7 Making business decisions 做出商业决策 The rational model, and why real managers can never quite run it 理性模型,以及为何真实的管理者永远无法完全照其运行 A decision is a choice among alternatives, and managing is, at bottom, a stream of decisions. This unit teaches the rational model as the ideal yardstick, then immediately undercuts it: real managers work with limited information, time and brainpower, so they satisfice rather than optimise, and a predictable set of biases bends their judgement. Know the ideal, know the gap, and know the defences. 决策是在若干备选方案中作出选择,而管理归根结底就是一连串的决策。本单元先把理性模型当作理想标尺来教,随即又立刻 拆它的台:真实的管理者面对的是有限的信息、时间和脑力,所以他们做的是满意决策而非最优化,而且一套可预见的偏差会 扭曲他们的判断。要懂这个理想,懂理想与现实的差距,也懂应对之策。 i Where this sits in the unit 它在课程中的位置 Week 7 is taught around the survival-ranking exercise (decide alone, then re-decide as a group) and the Asch conformity clip. The takeaways are not calculations - they are recognising which model a decision-maker is actually using, which condition they face, and which bias is in play. That recognition is exactly what the Revel quiz tests. 第7周围绕生存排序练习(先独自决定,再作为群体重新决定)与 Asch 从众实验短片来教学。要点不是计算 -- 而是识 别决策者实际在用哪个模型、面对哪种条件、以及哪种偏差在起作用。这种识别正是 Revel 测验所考查的。 7. 1 The rational decision-making process 7. 1 理性决策过程 The textbook breaks a decision into eight steps. The first three are about framing the problem (most errors are born here), the middle three about choosing, and the last two about acting and learning. Treat it as a checklist, not a straitjacket.[21]Source: asksia-cheatsheet-mgb1010.pdf10 . Case . Sir Alex W5 . LEADERSHIP Ferguson & POWER The leadership/power anchor (Man United, 26 yrs). Students annotate the case before class for traits & power types, then complete worksheets on each. Map his style onto the models: · Trait - drive & fierce will to win, self-confidence, deep football knowledge, reading opponents (= Kirkpatrick & Locke list) · Task vs relationship (Ohio State) - task: fitness regimes, discipline code, drills; relationship: private chats, knowing "well done" matter, nurturing young players · Transformational - inspirational speeches (idealised influence) + handling each player differently (individualised consideration) · Organising / change - rebuilt the club not just the team (youth academy, wide span of control, three squad age-layers) & adapted 26 yrs to sports science -> leadership adapting to a changing environment · Decision-making - fast & decisive, confident bets on unproven youth (Ronaldo, Rooney) balanced against bounded-rationality risk · Planning & control - working "two games ahead"; the costly mistakes (selling Stam) showing planning's rigidity/risk; control via quick post- match correction Assessment hook: a "Letter to Fergie" judging which parts of his style still hold up in a 2026 business context. One case, many models - exactly how the quiz tests application: it gives a behaviour, you name the matching concept. 11 . Planning W6 Planning = defining goals, setting strategy, developing plans to coordinate activities. 4 reasons to plan: coordinates effort . reduces uncertainty . cuts wasteful overlap · sets the standards used in controlling. Criticisms: can create rigidity ; can't replace intuition/creativity; may fixate on today's competition; past success # future survival. Goals: traditional top-down vs jointly set; stated vs real goals. MBO · jointly set, specific, measurable goals with periodic review of progress. SWOT . internal Strengths/Weaknesses + external Opportunities/Threats - the foundation of strategic planning. Plan types: strategic vs operational, long vs short term, specific vs directional, single-use vs standing. P & C run as one loop - the goals you plan become the standards you control against, and control results feed the next plan. 12 . Controlling Controlling = monitoring activities, comparing actual performance vs standards, correcting deviations. P & C are circular : plan -> set standard -> measure -> revise -> re-plan. The control process (3 steps): measure actual performance -> compare it to the standard -> take managerial action. On a deviation a manager can: do nothing . correct it (immediate or basic) . revise the standard. Three controls by timing: TYPE

出现偏差时三种行动：不做事 / 纠正（即时或根本性）/ 修订标准。[21]Source: asksia-cheatsheet-mgb1010.pdf10 . Case . Sir Alex W5 . LEADERSHIP Ferguson & POWER The leadership/power anchor (Man United, 26 yrs). Students annotate the case before class for traits & power types, then complete worksheets on each. Map his style onto the models: · Trait - drive & fierce will to win, self-confidence, deep football knowledge, reading opponents (= Kirkpatrick & Locke list) · Task vs relationship (Ohio State) - task: fitness regimes, discipline code, drills; relationship: private chats, knowing "well done" matter, nurturing young players · Transformational - inspirational speeches (idealised influence) + handling each player differently (individualised consideration) · Organising / change - rebuilt the club not just the team (youth academy, wide span of control, three squad age-layers) & adapted 26 yrs to sports science -> leadership adapting to a changing environment · Decision-making - fast & decisive, confident bets on unproven youth (Ronaldo, Rooney) balanced against bounded-rationality risk · Planning & control - working "two games ahead"; the costly mistakes (selling Stam) showing planning's rigidity/risk; control via quick post- match correction Assessment hook: a "Letter to Fergie" judging which parts of his style still hold up in a 2026 business context. One case, many models - exactly how the quiz tests application: it gives a behaviour, you name the matching concept. 11 . Planning W6 Planning = defining goals, setting strategy, developing plans to coordinate activities. 4 reasons to plan: coordinates effort . reduces uncertainty . cuts wasteful overlap · sets the standards used in controlling. Criticisms: can create rigidity ; can't replace intuition/creativity; may fixate on today's competition; past success # future survival. Goals: traditional top-down vs jointly set; stated vs real goals. MBO · jointly set, specific, measurable goals with periodic review of progress. SWOT . internal Strengths/Weaknesses + external Opportunities/Threats - the foundation of strategic planning. Plan types: strategic vs operational, long vs short term, specific vs directional, single-use vs standing. P & C run as one loop - the goals you plan become the standards you control against, and control results feed the next plan. 12 . Controlling Controlling = monitoring activities, comparing actual performance vs standards, correcting deviations. P & C are circular : plan -> set standard -> measure -> revise -> re-plan. The control process (3 steps): measure actual performance -> compare it to the standard -> take managerial action. On a deviation a manager can: do nothing . correct it (immediate or basic) . revise the standard. Three controls by timing: TYPE[11]Source: asksia-bible-mgb1010-bilingual.pdfThe unit stresses that P and C have a strong, circular relationship. Planning sets goals and standards; controlling checks performance against them; the results feed back to revise the goals or standards; and the cycle repeats. Neither function makes sense alone. 本单元强调,计划(P)与控制(C)之间存在牢固的、循 环的关系。计划设定目标与标准;控制对照它们核查绩效; 结果再反馈回去修订目标或标准;循环往复。两种职能单独 看都讲不通。 THE P-C CYCLE Plan (set goals) - Act - Control (measure vs standard) - Revise goals u repeat i POLC is interdependent & circular POLC 是相互依存且循环往复的 All four functions interlink, but P and C are the tightest pair. Recall the Ferguson example: planning a season two games ahead (P), then standards-and-quick- correction right after each match - 'I do it right after the game . . . and it's finished' (C). 四项职能彼此相连,但P与C 是结合最紧的一对。回 忆 Ferguson 的例子:提前两场比赛规划赛季(P), 然后在每场比赛后立即进行标准对照与快速纠正一 “我在赛后立刻就做. 然后它就结束了”(C)。 MGB1010 . Introduction to Management A plan without control is a hope; control without a plan is busywork. The two only earn their keep as a single loop. I 没有控制的计划是一种希望;没有计划的控制是瞎忙活。这两者只有作为一个单一的回路才能各尽其用。 MGB1010 . THE PLANNING-CONTROLLING CYCLE ★ Recall checklist for this chapter 本章回忆清单 (1) Four reasons to plan - coordinate, reduce uncertainty, cut waste, set standards; plus the criticisms (rigidity etc. ). (2) Classify plans by breadth / time / use / specificity. (3) MBO = jointly set + reviewed goals; SWOT = internal S/W + external O/T. (4) Control process = measure - compare - act (do nothing / correct / revise standard). (5) Three controls by timing - feedforward (before), concurrent (during), feedback (after). (6) P-C is one circular loop. (1) 计划的四个理由 -- 协调、降低不确定性、削减浪费、设定标准;外加各项批评(僵化等)。(2)按广度/时间/ 用途/具体性对计划分类。(3) MBO= 共同设定并审查的目标;SWOT=内部 S/W+外部 O/T。(4) 控制流程= 衡 量→比较→行动(不采取行动/纠正/修订标准)。(5)按时间划分的三类控制 -- 前馈(事前)、同期(事中)、反 馈(事后)。(6) P-C是一个循环回路。 MGB1010 . Introduction to Management DECISIONS . PROCESS - DECISIONS DECIDING . WEEK 7 Making business decisions 做出商业决策 The rational model, and why real managers can never quite run it 理性模型,以及为何真实的管理者永远无法完全照其运行 A decision is a choice among alternatives, and managing is, at bottom, a stream of decisions. This unit teaches the rational model as the ideal yardstick, then immediately undercuts it: real managers work with limited information, time and brainpower, so they satisfice rather than optimise, and a predictable set of biases bends their judgement. Know the ideal, know the gap, and know the defences. 决策是在若干备选方案中作出选择,而管理归根结底就是一连串的决策。本单元先把理性模型当作理想标尺来教,随即又立刻 拆它的台:真实的管理者面对的是有限的信息、时间和脑力,所以他们做的是满意决策而非最优化,而且一套可预见的偏差会 扭曲他们的判断。要懂这个理想,懂理想与现实的差距,也懂应对之策。 i Where this sits in the unit 它在课程中的位置 Week 7 is taught around the survival-ranking exercise (decide alone, then re-decide as a group) and the Asch conformity clip. The takeaways are not calculations - they are recognising which model a decision-maker is actually using, which condition they face, and which bias is in play. That recognition is exactly what the Revel quiz tests. 第7周围绕生存排序练习(先独自决定,再作为群体重新决定)与 Asch 从众实验短片来教学。要点不是计算 -- 而是识 别决策者实际在用哪个模型、面对哪种条件、以及哪种偏差在起作用。这种识别正是 Revel 测验所考查的。 7. 1 The rational decision-making process 7. 1 理性决策过程 The textbook breaks a decision into eight steps. The first three are about framing the problem (most errors are born here), the middle three about choosing, and the last two about acting and learning. Treat it as a checklist, not a straitjacket.

按时间的三类控制：feedforward（事前）、concurrent（事中）、feedback（事后）。[6]Source: asksia-bible-mgb1010-bilingual.pdfGive the three timing-based types of control. Feedforward (before), concurrent (during), feedback (after). How do a quota and a target differ? A quota is a mandatory minimum; a target is an aspirational, voluntary goal. ★ Final word - no exam means application is everything 最后一句话 -- 没有考试,意味着应用就是一切 Because MGB1010 is assessed by quizzes, written tasks and an artefact, the win is not memorising lists but recognising which framework a situation calls for and applying it to a real case. Drill the glossary for the quiz; drill the applied items above for the written work. 由于 MGB1010 通过测验、写作任务与人工制品进行评估,制胜之道不在于背诵清单,而在于识别某一情境需要哪个框 架,并把它应用到一个真实案例上。为测验而操练术语表;为写作任务而操练上文的应用题。 MGB1010 . Introduction to Management[11]Source: asksia-bible-mgb1010-bilingual.pdfThe unit stresses that P and C have a strong, circular relationship. Planning sets goals and standards; controlling checks performance against them; the results feed back to revise the goals or standards; and the cycle repeats. Neither function makes sense alone. 本单元强调,计划(P)与控制(C)之间存在牢固的、循 环的关系。计划设定目标与标准;控制对照它们核查绩效; 结果再反馈回去修订目标或标准;循环往复。两种职能单独 看都讲不通。 THE P-C CYCLE Plan (set goals) - Act - Control (measure vs standard) - Revise goals u repeat i POLC is interdependent & circular POLC 是相互依存且循环往复的 All four functions interlink, but P and C are the tightest pair. Recall the Ferguson example: planning a season two games ahead (P), then standards-and-quick- correction right after each match - 'I do it right after the game . . . and it's finished' (C). 四项职能彼此相连,但P与C 是结合最紧的一对。回 忆 Ferguson 的例子:提前两场比赛规划赛季(P), 然后在每场比赛后立即进行标准对照与快速纠正一 “我在赛后立刻就做. 然后它就结束了”(C)。 MGB1010 . Introduction to Management A plan without control is a hope; control without a plan is busywork. The two only earn their keep as a single loop. I 没有控制的计划是一种希望;没有计划的控制是瞎忙活。这两者只有作为一个单一的回路才能各尽其用。 MGB1010 . THE PLANNING-CONTROLLING CYCLE ★ Recall checklist for this chapter 本章回忆清单 (1) Four reasons to plan - coordinate, reduce uncertainty, cut waste, set standards; plus the criticisms (rigidity etc. ). (2) Classify plans by breadth / time / use / specificity. (3) MBO = jointly set + reviewed goals; SWOT = internal S/W + external O/T. (4) Control process = measure - compare - act (do nothing / correct / revise standard). (5) Three controls by timing - feedforward (before), concurrent (during), feedback (after). (6) P-C is one circular loop. (1) 计划的四个理由 -- 协调、降低不确定性、削减浪费、设定标准;外加各项批评(僵化等)。(2)按广度/时间/ 用途/具体性对计划分类。(3) MBO= 共同设定并审查的目标;SWOT=内部 S/W+外部 O/T。(4) 控制流程= 衡 量→比较→行动(不采取行动/纠正/修订标准)。(5)按时间划分的三类控制 -- 前馈(事前)、同期(事中)、反 馈(事后)。(6) P-C是一个循环回路。 MGB1010 . Introduction to Management DECISIONS . PROCESS - DECISIONS DECIDING . WEEK 7 Making business decisions 做出商业决策 The rational model, and why real managers can never quite run it 理性模型,以及为何真实的管理者永远无法完全照其运行 A decision is a choice among alternatives, and managing is, at bottom, a stream of decisions. This unit teaches the rational model as the ideal yardstick, then immediately undercuts it: real managers work with limited information, time and brainpower, so they satisfice rather than optimise, and a predictable set of biases bends their judgement. Know the ideal, know the gap, and know the defences. 决策是在若干备选方案中作出选择,而管理归根结底就是一连串的决策。本单元先把理性模型当作理想标尺来教,随即又立刻 拆它的台:真实的管理者面对的是有限的信息、时间和脑力,所以他们做的是满意决策而非最优化,而且一套可预见的偏差会 扭曲他们的判断。要懂这个理想,懂理想与现实的差距,也懂应对之策。 i Where this sits in the unit 它在课程中的位置 Week 7 is taught around the survival-ranking exercise (decide alone, then re-decide as a group) and the Asch conformity clip. The takeaways are not calculations - they are recognising which model a decision-maker is actually using, which condition they face, and which bias is in play. That recognition is exactly what the Revel quiz tests. 第7周围绕生存排序练习(先独自决定,再作为群体重新决定)与 Asch 从众实验短片来教学。要点不是计算 -- 而是识 别决策者实际在用哪个模型、面对哪种条件、以及哪种偏差在起作用。这种识别正是 Revel 测验所考查的。 7. 1 The rational decision-making process 7. 1 理性决策过程 The textbook breaks a decision into eight steps. The first three are about framing the problem (most errors are born here), the middle three about choosing, and the last two about acting and learning. Treat it as a checklist, not a straitjacket.

P-C 循环：Planning 设标准；Controlling 对照；结果再反馈回去改计划——“计划没控制=希望；控制没计划=瞎忙”。[11]Source: asksia-bible-mgb1010-bilingual.pdfThe unit stresses that P and C have a strong, circular relationship. Planning sets goals and standards; controlling checks performance against them; the results feed back to revise the goals or standards; and the cycle repeats. Neither function makes sense alone. 本单元强调,计划(P)与控制(C)之间存在牢固的、循 环的关系。计划设定目标与标准;控制对照它们核查绩效; 结果再反馈回去修订目标或标准;循环往复。两种职能单独 看都讲不通。 THE P-C CYCLE Plan (set goals) - Act - Control (measure vs standard) - Revise goals u repeat i POLC is interdependent & circular POLC 是相互依存且循环往复的 All four functions interlink, but P and C are the tightest pair. Recall the Ferguson example: planning a season two games ahead (P), then standards-and-quick- correction right after each match - 'I do it right after the game . . . and it's finished' (C). 四项职能彼此相连,但P与C 是结合最紧的一对。回 忆 Ferguson 的例子:提前两场比赛规划赛季(P), 然后在每场比赛后立即进行标准对照与快速纠正一 “我在赛后立刻就做. 然后它就结束了”(C)。 MGB1010 . Introduction to Management A plan without control is a hope; control without a plan is busywork. The two only earn their keep as a single loop. I 没有控制的计划是一种希望;没有计划的控制是瞎忙活。这两者只有作为一个单一的回路才能各尽其用。 MGB1010 . THE PLANNING-CONTROLLING CYCLE ★ Recall checklist for this chapter 本章回忆清单 (1) Four reasons to plan - coordinate, reduce uncertainty, cut waste, set standards; plus the criticisms (rigidity etc. ). (2) Classify plans by breadth / time / use / specificity. (3) MBO = jointly set + reviewed goals; SWOT = internal S/W + external O/T. (4) Control process = measure - compare - act (do nothing / correct / revise standard). (5) Three controls by timing - feedforward (before), concurrent (during), feedback (after). (6) P-C is one circular loop. (1) 计划的四个理由 -- 协调、降低不确定性、削减浪费、设定标准;外加各项批评(僵化等)。(2)按广度/时间/ 用途/具体性对计划分类。(3) MBO= 共同设定并审查的目标;SWOT=内部 S/W+外部 O/T。(4) 控制流程= 衡 量→比较→行动(不采取行动/纠正/修订标准)。(5)按时间划分的三类控制 -- 前馈(事前)、同期(事中)、反 馈(事后)。(6) P-C是一个循环回路。 MGB1010 . Introduction to Management DECISIONS . PROCESS - DECISIONS DECIDING . WEEK 7 Making business decisions 做出商业决策 The rational model, and why real managers can never quite run it 理性模型,以及为何真实的管理者永远无法完全照其运行 A decision is a choice among alternatives, and managing is, at bottom, a stream of decisions. This unit teaches the rational model as the ideal yardstick, then immediately undercuts it: real managers work with limited information, time and brainpower, so they satisfice rather than optimise, and a predictable set of biases bends their judgement. Know the ideal, know the gap, and know the defences. 决策是在若干备选方案中作出选择,而管理归根结底就是一连串的决策。本单元先把理性模型当作理想标尺来教,随即又立刻 拆它的台:真实的管理者面对的是有限的信息、时间和脑力,所以他们做的是满意决策而非最优化,而且一套可预见的偏差会 扭曲他们的判断。要懂这个理想,懂理想与现实的差距,也懂应对之策。 i Where this sits in the unit 它在课程中的位置 Week 7 is taught around the survival-ranking exercise (decide alone, then re-decide as a group) and the Asch conformity clip. The takeaways are not calculations - they are recognising which model a decision-maker is actually using, which condition they face, and which bias is in play. That recognition is exactly what the Revel quiz tests. 第7周围绕生存排序练习(先独自决定,再作为群体重新决定)与 Asch 从众实验短片来教学。要点不是计算 -- 而是识 别决策者实际在用哪个模型、面对哪种条件、以及哪种偏差在起作用。这种识别正是 Revel 测验所考查的。 7. 1 The rational decision-making process 7. 1 理性决策过程 The textbook breaks a decision into eight steps. The first three are about framing the problem (most errors are born here), the middle three about choosing, and the last two about acting and learning. Treat it as a checklist, not a straitjacket.

3.5 Deciding（W7）：理性模型 vs 现实偏差（最常见“风险≠不确定性”）

课程把理性模型当理想标尺，但强调现实中管理者信息/时间/脑力有限，会做“满意决策（satisficing）”而非最优化，并受偏差影响。[11]Source: asksia-bible-mgb1010-bilingual.pdfThe unit stresses that P and C have a strong, circular relationship. Planning sets goals and standards; controlling checks performance against them; the results feed back to revise the goals or standards; and the cycle repeats. Neither function makes sense alone. 本单元强调,计划(P)与控制(C)之间存在牢固的、循 环的关系。计划设定目标与标准;控制对照它们核查绩效; 结果再反馈回去修订目标或标准;循环往复。两种职能单独 看都讲不通。 THE P-C CYCLE Plan (set goals) - Act - Control (measure vs standard) - Revise goals u repeat i POLC is interdependent & circular POLC 是相互依存且循环往复的 All four functions interlink, but P and C are the tightest pair. Recall the Ferguson example: planning a season two games ahead (P), then standards-and-quick- correction right after each match - 'I do it right after the game . . . and it's finished' (C). 四项职能彼此相连,但P与C 是结合最紧的一对。回 忆 Ferguson 的例子:提前两场比赛规划赛季(P), 然后在每场比赛后立即进行标准对照与快速纠正一 “我在赛后立刻就做. 然后它就结束了”(C)。 MGB1010 . Introduction to Management A plan without control is a hope; control without a plan is busywork. The two only earn their keep as a single loop. I 没有控制的计划是一种希望;没有计划的控制是瞎忙活。这两者只有作为一个单一的回路才能各尽其用。 MGB1010 . THE PLANNING-CONTROLLING CYCLE ★ Recall checklist for this chapter 本章回忆清单 (1) Four reasons to plan - coordinate, reduce uncertainty, cut waste, set standards; plus the criticisms (rigidity etc. ). (2) Classify plans by breadth / time / use / specificity. (3) MBO = jointly set + reviewed goals; SWOT = internal S/W + external O/T. (4) Control process = measure - compare - act (do nothing / correct / revise standard). (5) Three controls by timing - feedforward (before), concurrent (during), feedback (after). (6) P-C is one circular loop. (1) 计划的四个理由 -- 协调、降低不确定性、削减浪费、设定标准;外加各项批评(僵化等)。(2)按广度/时间/ 用途/具体性对计划分类。(3) MBO= 共同设定并审查的目标;SWOT=内部 S/W+外部 O/T。(4) 控制流程= 衡 量→比较→行动(不采取行动/纠正/修订标准)。(5)按时间划分的三类控制 -- 前馈(事前)、同期(事中)、反 馈(事后)。(6) P-C是一个循环回路。 MGB1010 . Introduction to Management DECISIONS . PROCESS - DECISIONS DECIDING . WEEK 7 Making business decisions 做出商业决策 The rational model, and why real managers can never quite run it 理性模型,以及为何真实的管理者永远无法完全照其运行 A decision is a choice among alternatives, and managing is, at bottom, a stream of decisions. This unit teaches the rational model as the ideal yardstick, then immediately undercuts it: real managers work with limited information, time and brainpower, so they satisfice rather than optimise, and a predictable set of biases bends their judgement. Know the ideal, know the gap, and know the defences. 决策是在若干备选方案中作出选择,而管理归根结底就是一连串的决策。本单元先把理性模型当作理想标尺来教,随即又立刻 拆它的台:真实的管理者面对的是有限的信息、时间和脑力,所以他们做的是满意决策而非最优化,而且一套可预见的偏差会 扭曲他们的判断。要懂这个理想,懂理想与现实的差距,也懂应对之策。 i Where this sits in the unit 它在课程中的位置 Week 7 is taught around the survival-ranking exercise (decide alone, then re-decide as a group) and the Asch conformity clip. The takeaways are not calculations - they are recognising which model a decision-maker is actually using, which condition they face, and which bias is in play. That recognition is exactly what the Revel quiz tests. 第7周围绕生存排序练习(先独自决定,再作为群体重新决定)与 Asch 从众实验短片来教学。要点不是计算 -- 而是识 别决策者实际在用哪个模型、面对哪种条件、以及哪种偏差在起作用。这种识别正是 Revel 测验所考查的。 7. 1 The rational decision-making process 7. 1 理性决策过程 The textbook breaks a decision into eight steps. The first three are about framing the problem (most errors are born here), the middle three about choosing, and the last two about acting and learning. Treat it as a checklist, not a straitjacket.

三种决策情境（按可知程度）：certainty / risk / uncertainty。[14]Source: asksia-bible-mgb1010-bilingual.pdfi Open system - one to remember 开放系统 -- 这一点要记牢 The systems view's key exam phrase is open system: the organisation is not sealed off - it takes in inputs (people, money, materials), transforms them, and releases outputs back into an environment that feeds back. This is the bridge into Ch 3. 系统观的关键考试用语是开放系统:组织并非封闭隔 绝的 -- 它吸纳投入(人员、资金、物料),加以转 化,再把产出释放回一个会向其反馈的环境之中。这 是通往第3章的桥梁。 MGB1010 . Introduction to Management DECISIONS . CONDITIONS & BIAS - DECISIONS (CONT. ) Decision conditions & common biases 决策情境与常见偏差 How much you know about outcomes - and how your brain bends the call 你对结果了解多少 -- 以及你的大脑如何扭曲这个判断 7. 5 Decision conditions 7. 5 决策情境 Decisions differ by how much is knowable about their outcomes. The unit names three conditions along a spectrum from full knowledge to none. 决策因其结果的可知程度不同而有所差异。本单元给一条从 完全知晓到一无所知的谱系命名了三种状态。 Condition What the manager knows Typical response Certainty The outcome of every alternative is known in advance. Rare; pick the best outcome directly. Risk Outcomes are not certain, but their Weigh outcomes by probability (expected value). probabilities are known (from data/experience). Uncertainty Outcomes are unknown and probabilities cannot be estimated - too little information. Judgement, intuition, scenario thinking; psychology drives the choice. ! Risk # uncertainty 风险≠不确定性 The Revel quiz leans on this. Risk means you can attach probabilities ("30% chance of recession"); uncertainty means you genuinely cannot. Calling a probability-known situation "uncertainty" is a classic dropped mark.

高频陷阱：Risk ≠ Uncertainty：

• risk：概率已知（能说“30% 经济衰退”）
• uncertainty：概率无法估计（信息太少）[14]Source: asksia-bible-mgb1010-bilingual.pdfi Open system - one to remember 开放系统 -- 这一点要记牢 The systems view's key exam phrase is open system: the organisation is not sealed off - it takes in inputs (people, money, materials), transforms them, and releases outputs back into an environment that feeds back. This is the bridge into Ch 3. 系统观的关键考试用语是开放系统:组织并非封闭隔 绝的 -- 它吸纳投入(人员、资金、物料),加以转 化,再把产出释放回一个会向其反馈的环境之中。这 是通往第3章的桥梁。 MGB1010 . Introduction to Management DECISIONS . CONDITIONS & BIAS - DECISIONS (CONT. ) Decision conditions & common biases 决策情境与常见偏差 How much you know about outcomes - and how your brain bends the call 你对结果了解多少 -- 以及你的大脑如何扭曲这个判断 7. 5 Decision conditions 7. 5 决策情境 Decisions differ by how much is knowable about their outcomes. The unit names three conditions along a spectrum from full knowledge to none. 决策因其结果的可知程度不同而有所差异。本单元给一条从 完全知晓到一无所知的谱系命名了三种状态。 Condition What the manager knows Typical response Certainty The outcome of every alternative is known in advance. Rare; pick the best outcome directly. Risk Outcomes are not certain, but their Weigh outcomes by probability (expected value). probabilities are known (from data/experience). Uncertainty Outcomes are unknown and probabilities cannot be estimated - too little information. Judgement, intuition, scenario thinking; psychology drives the choice. ! Risk # uncertainty 风险≠不确定性 The Revel quiz leans on this. Risk means you can attach probabilities ("30% chance of recession"); uncertainty means you genuinely cannot. Calling a probability-known situation "uncertainty" is a classic dropped mark.

3.6 Communication / Ethics-CSR-ESG / Diversity & Inclusion（W8–10 串联主线）

资料把 W8–10 串成一条线：“把人管好”：沟通是技能；伦理/CSR/ESG 与治理决定责任与对象；多元与包容把它落地到员工队伍。[5]Source: asksia-bible-mgb1010-bilingual.pdf★ Pulling Weeks 8-10 together 把第8––10周串联起来 These three weeks share one thread - managing people well. Communication (assertive + active listening) is the skill; ethics/CSR/ESG & governance set the responsibilities and to whom; diversity & inclusion apply them inside the workforce. For any case: name the model, locate the firm on the CSR continuum or the quota/target choice, and judge whether communication and inclusion are building belongingness or merely ticking a box. 这三周共享一条线索 -- 把人管好。沟通(果断+积极倾听)是技能;伦理/CSR/ESG 与治理设定了责任及其对象; 多元化与包容把它们应用到员工队伍内部。对任何案例:点出模型,把企业定位在 CSR 连续谱或配额/目标的取舍之 上,并判断沟通与包容究竟是在构建归属感,还是仅仅在打勾应付。 MGB1010 . Introduction to Management GLOSSARY . 1/2 BILINGUAL · 双语词汇表 - GLOSSARY MGB1010 in two languages 双语呈现的 MGB1010 Every core term, its X, and a one-line meaning - grouped by theme 每个核心术语、它的中文,以及一句话释义 -- 按主题分组 The Revel quiz rewards precise definitions. This is the recall layer: ~ 40 terms across the unit, each with an accurate Chinese gloss and a one-line meaning. Cover the right column and define each term cold - recognition is not recall. Revel 测验奖励精确的定义。这是回忆层:贯穿整个单元的约40个术语,每个都配有准确的中文释义和一句话的含义。盖住右 栏,凭空给每个术语下定义 -- 眼熟不等于能回忆出来。 Term 中文 One-line meaning Functions, roles & skills · 职能·角色·技能 Management 管理 Coordinating work efficiently & effectively through and with others. Efficiency 效率 Doing things right - most output from least input (means). Effectiveness 效能/ 成效 Doing the right things - attaining goals (ends). POLC functions 管理四职能(计划·组织·领导·控 制) Planning, Organising, Leading, Controlling - the spine of the unit. Katz's skills

配额 vs 目标（常考对比对）：配额=强制最低要求；目标=自愿、愿景式追求。[6]Source: asksia-bible-mgb1010-bilingual.pdfGive the three timing-based types of control. Feedforward (before), concurrent (during), feedback (after). How do a quota and a target differ? A quota is a mandatory minimum; a target is an aspirational, voluntary goal. ★ Final word - no exam means application is everything 最后一句话 -- 没有考试,意味着应用就是一切 Because MGB1010 is assessed by quizzes, written tasks and an artefact, the win is not memorising lists but recognising which framework a situation calls for and applying it to a real case. Drill the glossary for the quiz; drill the applied items above for the written work. 由于 MGB1010 通过测验、写作任务与人工制品进行评估,制胜之道不在于背诵清单,而在于识别某一情境需要哪个框 架,并把它应用到一个真实案例上。为测验而操练术语表;为写作任务而操练上文的应用题。 MGB1010 . Introduction to Management[8]Source: asksia-bible-mgb1010-bilingual.pdfBelongingness + being valued for uniqueness (Randel et al. , 2018). Quota vs target 配额 vs 目标 Mandatory minimum vs aspirational, voluntary diversity goal. ✓ How to drill the glossary 如何操练这份术语表 Two passes. First EN-X: read the term, recall the gloss - this builds bilingual recall for non-native readers. Then EX->term: cover the left column, read the one-line meaning, and name the term - this is the exact shape of a Revel definitional MCQ. 两遍过。先 EN→中文:读术语,回忆释义 -- 这为非母语读者建立双语记忆。再 定义→术语:盖住左栏,读那句一行 的含义,并说出术语 -- 这正是 Revel 定义型MCQ 的确切形态。 MGB1010 . Introduction to Management PRACTICE . MCQ 1-4 PRACTICE . NO EXAM PRACTICE BANK Drill the unit, with model answers 演练本课程,附带范例答案 AskSia-authored items in the Revel/tutorial style - every one worked 由 AskSia 编写、采用 Revel/辅导课风格的题目 -- 每一题都附详解 There is no exam in MGB1010, so these mimic the three things that are graded: the Revel definitional quiz, the apply-a-theory reasoning behind the written tasks, and concept checks. None of these reproduce a real brief - they are practice in the unit's style, grounded in the same cases (McDonald's, Ferguson). MGB1010 没有考试,所以下面这些题目模仿的是真正计分的三样东西:Revel 定义型测验、书面作业背后套用某一理论的推 理,以及概念检查。它们都不还原真实的作业任务书 -- 它们只是按本单元风格做的练习,扎根于同样的案例(麦当劳、弗格 森)。 ★ How to use this bank 如何使用这套题库 Cover the answer. For each MCQ, pick your option and say why every other one is wrong - that is how you beat the near-miss distractor. For the applied drills, write a few lines before reading the model answer; the marker note tells you where the marks actually sit. 盖住答案。对每道 MCQ,选出你的选项并说出其余每一项为何错误 -- 这就是你击败近似干扰项的方法。对应用型练 习,先写几行再去看范文答案;评分者备注会告诉你分数究竟落在哪里。 Q1 MCQ efficiency vs effectiveness A factory hits its output target using the least possible material and labour, but produces a product customers no longer want. The manager has been: 一家工厂以尽可能少的物料和人力达成了产量目标,但生产出的产品却是顾客不再想要的。这位管理者做到了: (a) effective but not efficient (b) efficient but not effective + correct (c) both efficient and effective (d) neither efficient nor effective Why (b): efficiency = doing things right (least input for the output), which they achieved; effectiveness = doing the right things (goals that matter), which they did not - the product is unwanted. (a) reverses the two. (c)/(d) ignore that exactly one was met.

Inclusion 两个组成（Randel et al., 2018）：belongingness + 被重视其独特性。[8]Source: asksia-bible-mgb1010-bilingual.pdfBelongingness + being valued for uniqueness (Randel et al. , 2018). Quota vs target 配额 vs 目标 Mandatory minimum vs aspirational, voluntary diversity goal. ✓ How to drill the glossary 如何操练这份术语表 Two passes. First EN-X: read the term, recall the gloss - this builds bilingual recall for non-native readers. Then EX->term: cover the left column, read the one-line meaning, and name the term - this is the exact shape of a Revel definitional MCQ. 两遍过。先 EN→中文:读术语,回忆释义 -- 这为非母语读者建立双语记忆。再 定义→术语:盖住左栏,读那句一行 的含义,并说出术语 -- 这正是 Revel 定义型MCQ 的确切形态。 MGB1010 . Introduction to Management PRACTICE . MCQ 1-4 PRACTICE . NO EXAM PRACTICE BANK Drill the unit, with model answers 演练本课程,附带范例答案 AskSia-authored items in the Revel/tutorial style - every one worked 由 AskSia 编写、采用 Revel/辅导课风格的题目 -- 每一题都附详解 There is no exam in MGB1010, so these mimic the three things that are graded: the Revel definitional quiz, the apply-a-theory reasoning behind the written tasks, and concept checks. None of these reproduce a real brief - they are practice in the unit's style, grounded in the same cases (McDonald's, Ferguson). MGB1010 没有考试,所以下面这些题目模仿的是真正计分的三样东西:Revel 定义型测验、书面作业背后套用某一理论的推 理,以及概念检查。它们都不还原真实的作业任务书 -- 它们只是按本单元风格做的练习,扎根于同样的案例(麦当劳、弗格 森)。 ★ How to use this bank 如何使用这套题库 Cover the answer. For each MCQ, pick your option and say why every other one is wrong - that is how you beat the near-miss distractor. For the applied drills, write a few lines before reading the model answer; the marker note tells you where the marks actually sit. 盖住答案。对每道 MCQ,选出你的选项并说出其余每一项为何错误 -- 这就是你击败近似干扰项的方法。对应用型练 习,先写几行再去看范文答案;评分者备注会告诉你分数究竟落在哪里。 Q1 MCQ efficiency vs effectiveness A factory hits its output target using the least possible material and labour, but produces a product customers no longer want. The manager has been: 一家工厂以尽可能少的物料和人力达成了产量目标,但生产出的产品却是顾客不再想要的。这位管理者做到了: (a) effective but not efficient (b) efficient but not effective + correct (c) both efficient and effective (d) neither efficient nor effective Why (b): efficiency = doing things right (least input for the output), which they achieved; effectiveness = doing the right things (goals that matter), which they did not - the product is unwanted. (a) reverses the two. (c)/(d) ignore that exactly one was met.[17]Source: asksia-bible-mgb1010-bilingual.pdfPractice structuring (do not submit this - it is a drill): "Pick a recognised leadership style, match a manager you know to it using academic sources, evaluate its pros and cons, and recommend an alternative style or source of power. " Sketch a plan in five moves. 练习搭框架(不要提交它 -- 这只是一次操练):“选一种公认的领导风格,借助学术文献把你认识的一位管理者匹配到 该风格上,评估其利弊,并推荐一种替代的领导风格或权力来源。”用五步勾勒出一份提纲。 - PLANNING SCAFFOLD 1 Name & define the style from an academic source (e. g. transformational, democratic). One precise sentence, properly cited (APA 7). 从学术来源出发命名并界定该风格(例如变革型、民主型)。一句精确的话,规范引用(APA 7)。 2 Match with evidence. Two or three concrete behaviours of the chosen person mapped to the style's defining features - this is where most marks sit. 用证据加以匹配。所选人物的两到三个具体行为,映射到该风格的定义性特征 -- 这是大多数分数所在之处。 3 Evaluate pros. What the style does well in this context (e. g. inspires discretionary effort), backed by a source. 评价优点。该风格在此情境中做得好的地方(例如激发自发性努力),并有来源支撑。 4 Evaluate cons. Where it falls short (e. g. depends on a charismatic individual; slow in a crisis). Balance is rewarded. 评价缺点。它的不足之处(例如依赖某个有魅力的个人;危机中反应迟缓)。平衡兼顾会获得奖励。 5 Recommend. An alternative style or source of power for the gaps, with a one-line justification. Close the loop. 提出建议。针对那些缺口给出一种替代风格或权力来源,附一句话的理由。闭合回路。 ✓ What separates a credit from a high distinction 把及格(credit) 和高分(high distinction)拉开差距的是什么 Application over description. A pass summarises the theory; a high mark maps specific evidence to specific constructs and evaluates critically (pros AND cons, with sources). Use peer-reviewed articles, cite in APA 7, and make every paragraph do analytical work - not narrate the case. 应用重于描述。及格答案概述理论;高分答案把具体证据映射到具体构念并进行批判性评价(利与弊兼顾,附来源)。使 用经同行评审的文章,按 APA 7 引用,让每个段落都做分析性的工作 -- 而不是复述案例。 Concept-check Q&A 概念自检问答 MGB1010 . Introduction to Management Cover the answer, respond in one line, then check. 盖住答案,用一行作答,然后核对。 Question Model answer What is the difference between efficiency and effectiveness? Efficiency = doing things right (least input); effectiveness = doing the right things (attaining goals). State the four POLC functions. Planning, Organising, Leading, Controlling. What does "satisficing" mean and who coined it? Accepting the first "good enough" option, not the optimum - Herbert Simon, under bounded rationality. Name the two halves of inclusion (Randel et al. , 2018). Belongingness + being valued for uniqueness.

4）“对比题/二选一”必杀清单（你应该按它做成抽认卡）

• X vs Y（McGregor）（管理者对员工的假设不同 → 领导方式不同）[16]Source: asksia-bible-mgb1010-bilingual.pdfi A contemporary design question 一个当代的组织设计问题 The unit raises the 4-day working week as a live design debate - a redesign of how work is structured around outcomes rather than hours. It is the learning- organisation mindset applied to time. 本单元提出四天工作制作为一个鲜活的设计辩题 围绕产出而非工时来重新设计工作的组织方式。这是 把学习型组织的思维方式应用到时间上。 Structure is not bureaucracy for its own sake - it is the riverbed that decides which way behaviour, information and leadership can flow. 结构不是为官僚而官僚 -- 它是那条决定行为、信息与领导能朝哪个方向流动的河床。 MGB1010 . STRUCTURE FACILITATES THE LEADERSHIP STYLE ★ Recall checklist for this chapter 本章回忆清单 (1) The six elements - specialisation, departmentalisation, chain of command, span of control, centralisation, formalisation. (2) Specialisation helps then hurts (human diseconomies). (3) Wide span - flat & cheap. (4) Centralisation = who decides; formalisation = how rule-bound. (5) Mechanistic = rigid/efficient/stable; organic = flexible/adaptive/dynamic. (6) The learning organisation is the organic extreme. (1) 六大要素 -- 专业化、部门化、指挥链、管理跨度、集权、正规化。(2)专业化先助益后有害(人力不经济)。(3) 宽跨度→扁平且便宜。(4)集权=由谁决策;正规化=受规则约束的程度。(5)机械式=僵化/高效/稳定;有机式 = 灵活/适应性强/动态。(6)学习型组织是有机式的极端形态。 MGB1010 . Introduction to Management W5 . MOTIVATION WEEK 5 . LEADING - MOTIVATION HEAVILY QUIZ-TESTED Five theories of what drives effort 驱动努力的五种理论 Maslow, Herzberg, McGregor, equity, expectancy - side by side Maslow、Herzberg、McGregor、公平、期望––并列对照 TL;DR. Motivation is the energy, direction and persistence a person puts into work. The classic theories split into content theories - what people want (Maslow, Herzberg, McGregor) - and process theories - how people decide how hard to try (equity, expectancy). Below is the side-by-side grid the quiz draws from; the rest of the page unpacks the two trickiest. 太长不看(TL;DR)。激励是一个人投入到工作中的能量、方向和持久度。经典理论分为内容型理论 -- 讲人们想要什么(马 斯洛、赫茨伯格、麦格雷戈) -- 和过程型理论 -- 讲人们如何决定要多努力(公平理论、期望理论)。下面是测验取材的并 列对照表;本页其余部分会拆解其中最棘手的两个。 ★ What the quiz asks here 测验在这里会考什么 Match a theory to its theorist; pick the right level of Maslow for a scenario; tell a hygiene factor from a motivator; classify a manager as Theory X or Y; and recall that expectancy multiplies three terms so any zero kills motivation. Content vs process is a favourite framing. 把某一理论匹配到其理论家;为某一情景挑出正确的 Maslow 层次;把保健因素与激励因素区分开来;把某位管理者归 类为 X理论或 Y 理论;并记住期望理论是三项相乘,因此任何一项为零都会扼杀激励。内容型与过程型之分是常用的考 查框架。 Theory Theorist Core idea Manager's lever Hierarchy of needs Maslow Five ascending needs: physiological - safety - social - esteem - self-actualisation. A satisfied need stops motivating.[29]Source: asksia-cheatsheet-mgb1010.pdf* Side 2 = the "L-P-C" functions plus deciding, communicating & the responsibility topics. Quiz-wise these weeks are theory-name + keyword heavy motivation & leadership models especially. Sequence: Leading (motivation + leadership, W5) -> Planning & Controlling (W6) > Deciding (W7) - Communication (W8) -> Ethics/CSR/ESG (W9) -> Diversity (W10). These map to the "managing" and "being managed" themes: how a manager acts, and how it feels to be on the receiving end of that action. 8 . Motivation Theories W5 · LEADING MASLOW hierarchy of needs 5 needs bottom-up: physiological -> safety > social > esteem -> self-actualisation . A satisfied need no longer motivates; you climb once lower needs are met. Lower = deficiency needs; top = a growth need. HERZBERG two-factor Hygiene factors (pay, conditions, supervision, policy) - absence dissatisfies, presence only prevents dissatisfaction. Motivators (achievement, recognition, the work itself, responsibility, growth) - these truly motivate. The two are not opposites. MCGREGOR Theory X / Y Two contrasting sets of manager assumptions about workers - the mindset you hold shapes how you lead. See table below. 8b . Theory X vs Theory Y MCGREGOR THEORY X THEORY Y dislike work, avoid it see work as natural must be controlled/coerced self-directed avoid responsibility seek responsibility
• Mechanistic vs Organic（组织结构：僵化高效稳定 vs 灵活适应动态；学习型组织是有机式极端形态）[16]Source: asksia-bible-mgb1010-bilingual.pdfi A contemporary design question 一个当代的组织设计问题 The unit raises the 4-day working week as a live design debate - a redesign of how work is structured around outcomes rather than hours. It is the learning- organisation mindset applied to time. 本单元提出四天工作制作为一个鲜活的设计辩题 围绕产出而非工时来重新设计工作的组织方式。这是 把学习型组织的思维方式应用到时间上。 Structure is not bureaucracy for its own sake - it is the riverbed that decides which way behaviour, information and leadership can flow. 结构不是为官僚而官僚 -- 它是那条决定行为、信息与领导能朝哪个方向流动的河床。 MGB1010 . STRUCTURE FACILITATES THE LEADERSHIP STYLE ★ Recall checklist for this chapter 本章回忆清单 (1) The six elements - specialisation, departmentalisation, chain of command, span of control, centralisation, formalisation. (2) Specialisation helps then hurts (human diseconomies). (3) Wide span - flat & cheap. (4) Centralisation = who decides; formalisation = how rule-bound. (5) Mechanistic = rigid/efficient/stable; organic = flexible/adaptive/dynamic. (6) The learning organisation is the organic extreme. (1) 六大要素 -- 专业化、部门化、指挥链、管理跨度、集权、正规化。(2)专业化先助益后有害(人力不经济)。(3) 宽跨度→扁平且便宜。(4)集权=由谁决策;正规化=受规则约束的程度。(5)机械式=僵化/高效/稳定;有机式 = 灵活/适应性强/动态。(6)学习型组织是有机式的极端形态。 MGB1010 . Introduction to Management W5 . MOTIVATION WEEK 5 . LEADING - MOTIVATION HEAVILY QUIZ-TESTED Five theories of what drives effort 驱动努力的五种理论 Maslow, Herzberg, McGregor, equity, expectancy - side by side Maslow、Herzberg、McGregor、公平、期望––并列对照 TL;DR. Motivation is the energy, direction and persistence a person puts into work. The classic theories split into content theories - what people want (Maslow, Herzberg, McGregor) - and process theories - how people decide how hard to try (equity, expectancy). Below is the side-by-side grid the quiz draws from; the rest of the page unpacks the two trickiest. 太长不看(TL;DR)。激励是一个人投入到工作中的能量、方向和持久度。经典理论分为内容型理论 -- 讲人们想要什么(马 斯洛、赫茨伯格、麦格雷戈) -- 和过程型理论 -- 讲人们如何决定要多努力(公平理论、期望理论)。下面是测验取材的并 列对照表;本页其余部分会拆解其中最棘手的两个。 ★ What the quiz asks here 测验在这里会考什么 Match a theory to its theorist; pick the right level of Maslow for a scenario; tell a hygiene factor from a motivator; classify a manager as Theory X or Y; and recall that expectancy multiplies three terms so any zero kills motivation. Content vs process is a favourite framing. 把某一理论匹配到其理论家;为某一情景挑出正确的 Maslow 层次;把保健因素与激励因素区分开来;把某位管理者归 类为 X理论或 Y 理论;并记住期望理论是三项相乘,因此任何一项为零都会扼杀激励。内容型与过程型之分是常用的考 查框架。 Theory Theorist Core idea Manager's lever Hierarchy of needs Maslow Five ascending needs: physiological - safety - social - esteem - self-actualisation. A satisfied need stops motivating.
• Transactional vs Transformational（尤其要能把 four I’s 贴到行为证据上）[10]Source: asksia-bible-mgb1010-bilingual.pdf(ii) 去技能化与低自主裁量 -- 自动分量的勺子与固定程序剥夺了工人的判断,以控制换取一致性(另有:科学甄选与培训)。 - 3 (c) Follett's critique. She championed the human/relational side and "power with" over "power over. " She would question the purely quantitative measures of success and the cost of monotonous, de-skilled work to workers' engagement and dignity - the human factor scientific management ignores. (c) Follett 的批评。她倡导人性/关系的一面,以及“共享权力(power with)”而非“支配权力(power over)”。她会质疑那 种对成功的纯量化衡量,以及单调、去技能化的工作对工人投入度与尊严所造成的代价 -- 这正是科学管理所忽视的人的因 素。 i Marker note 评分者提示 Full marks need the name + founder, two distinct case-grounded features (not one feature twice), and a critique that is recognisably Follett's (human side / power-with / beyond quantitative measures) - not a generic "it's boring". Tie each claim back to a concrete detail in the case. 满分需要名称+创立者、两个不同的、有案例支撑的特征(而非把一个特征说两遍),以及一条可辨认为Follett 式的批 评(人性的一面/“共享权力(power-with)”/超越量化衡量) -- 而不是泛泛的“它很无聊”。要把每一项主张都联系 回案例中的某个具体细节。 MGB1010 . Introduction to Management 10 marks . leadership theory A2 APPLIED . CASE From the Ferguson case: he ran intense fitness and tactics drills and a strict disciplinary code, but also turned his chair around to listen, held private chats with dropped players, and knew "well done" were the two best words. (a) Apply the Ohio State behavioural dimensions to classify these. [4] (b) Identify the contemporary leadership style this blend best illustrates, with its key mechanism. [4] (c) Name one source of power he is using when he praises a player. [2] 取自弗格森案例:他既进行高强度的体能与战术操练,并施行严格的纪律守则,也会把椅子转过来倾听、与被弃用的球 员私下交谈,并深知“干得好”是两个最好的字眼。(a)运用俄亥俄州立大学的行为维度对这些行为加以归类。[4] (b) 指出这种组合最能体现的当代领导风格,并说明其关键机制。[4](c)说出他在表扬一名球员时所动用的一种权力来源。 [2] MODEL ANSWER (a) Ohio State. Drills + disciplinary code = high initiating structure (task orientation). Listening, private chats, praise = high consideration (relationship orientation). Ferguson scores high on both. (a)俄亥俄州立。训练+纪律制度=高定规(任务导向)。倾听、私下交谈、表扬= 高关怀(关系导向)。Ferguson 在两者上 都得分高。 2 (b) Style. Best read as transformational leadership - he inspires extraordinary outcomes via the four I's: idealised influence (the club's figure), inspirational motivation (the "world-beater" speeches), intellectual stimulation (tactical innovation), and individualised consideration (handling each player differently). (b)风格。最好理解为变革型领导 -- 他通过四个 |激发非凡成果:理想化影响(俱乐部的标志性人物)、感召式激励(“击败 天下”的演讲)、智力激发(战术创新),以及个性化关怀(区别对待每名球员)。 (c) Power. Praising a player uses reward power (and arguably builds referent power through the bond it 3 creates). (c)权力。表扬一名球员运用的是奖励权(并且可以说,通过由此建立的纽带培育了参照权)。 i Marker note 评分者提示 The marks are in mapping the evidence to the construct, not naming the theory in the abstract. Examiners want each detail tagged: drill - initiating structure; private chat - consideration. For (b), "individualised consideration" must be linked to the "handles each player differently" evidence. 分数在于把证据映射到构念上,而非抽象地说出理论名称。考官希望每个细节都被贴上标签:训练→定规;私下交谈 →关怀。对于(b),“个性化关怀”必须与“区别对待每名球员”这一证据相联系。 MGB1010 . Introduction to Management PRACTICE . WRITTEN & CHECKS - PRACTICE BANK (CONT. ) Planning a written task & concept checks 规划一项写作任务,以及概念自检 How to structure an applied answer, then six rapid recall checks 如何组织一篇应用型答案,随后是六项快速回忆自检 W1 WRITTEN . PLANNING DRILL structure, not a real brief[7]Source: asksia-bible-mgb1010-bilingual.pdfReferent Identification, admiration, charisma Fierce loyalty, players idolising him, a 'family' club atmosphere. Position vs personal power 职位权力vs个人权力 Position power (legitimate, reward, coercive) comes with the job title - it transfers to whoever holds the role. Personal power (expert, referent) belongs to the individual and is far harder to replace. The most durable leaders build personal power so their influence outlasts the formal authority. 职位权力(法定权、奖赏权、强制权)随职位头衔而来 它会转移给任何坐上那个位子的人。个人权力(专家权、参 照权)属于个人本身,要替代它难得多。最持久的领导者会 构建个人权力,使其影响力在正式职权消失后依然延续。 Why Ferguson is the teaching case 为何 Ferguson 是经典教学案例 He visibly used all five at once: the legitimate authority of the manager, coercive discipline, the reward of selection, expert tactical knowledge, and the referent pull of a leader players adored. He is also a clean fit for trait theory (drive, will to win, self-confidence) and the four I's - idealised influence as the club's figurehead, individualised consideration in handling each player differently. 他显眼地同时动用了全部五种:作为主教练的法定职权、强 制性的纪律约束、选拔上场作为奖赏、专家级的战术知识, 以及让球员崇拜的参照型吸引力。他也完美契合特质理论 (进取心、求胜意志、自信),以及四个 -- 作为俱乐部旗 帜人物的理想化影响,以及因人而异处理每位球员的个性化 关怀。 MGB1010 . Introduction to Management "Step out of my control and you're dead" sits beside "the two best words are well done" - coercive and referent power in the same leader, used on purpose. “脱离我的掌控,你就完了”与“最好的两个字是干得好”并存 -- 强制权与参照权出现在同一位领导者身上,且都是有意 为之。 FERGUSON / MANCHESTER UNITED . PARAPHRASED i Feeds your Week 6 written task 为你的第6周书面作业做铺垫 The 35% written component asks you to interview a teammate, match them to a recognised leadership style, evaluate its pros/cons and recommend alternative styles and sources of power. The Ferguson coding (traits / five powers / task-vs-relationship) is the rehearsal for exactly that analysis. 占 35% 的写作部分要求你访谈一名队友,把他匹配到一种公认的领导风格,评价其利弊,并推荐替代风格与权力来 源。Ferguson 的编码(特质/五种权力/任务对关系)正是对该项分析的预演。 ★ Recall checklist for this chapter 本章回忆清单 (1) Five motivation theories - Maslow, Herzberg (hygiene vs motivator), McGregor X/Y, Adams equity, Vroom expectancy (a product). (2) Leadership waves - trait (Kirkpatrick & Locke), behavioural (Lewin styles; Ohio State task vs relationship), contingency (Fiedler fixed; path-goal flexible). (3) Transactional vs transformational + the four I's; charismatic; visionary; GLOBE. (4) French & Raven's five powers - legitimate, coercive, reward (position); expert, referent (personal). (1) 五种激励理论 -- Maslow、Herzberg(保健与激励之分)、McGregor X/Y、Adams 公平理论、Vroom 期望理论 (一个乘积)。(2)领导力的几波浪潮 -- 特质(Kirkpatrick 与 Locke)、行为(Lewin 的风格;俄亥俄州立的任务对关 系)、权变(Fiedler 固定式;路径一目标灵活式)。(3)交易型与变革型+四个|;魅力型;愿景型;GLOBE。(4) French 与 Raven 的五种权力 -- 合法、强制、奖励(职位性);专家、参照(个人性)。 MGB1010 . Introduction to Management W6 . PLANNING WEEK 6 . PLANNING QUIZ-TESTED Setting goals and the route to them 设定目标,以及通往目标的路径 Why plan, the types of plans, goals and MBO 为何要计划、计划的类型、目标与 MBO TL;DR. Planning is defining goals, setting a strategy and developing plans to coordinate activity - the first POLC function. It answers where are we going and how do we get there, and it sets the standards that controlling later checks against. This chapter covers why managers plan, the kinds of plans, goals and MBO, SWOT and strategy, then the control loop that closes back onto planning. 太长不看(TL;DR)。计划是界定目标、制定战略并拟定方案以协调各项活动 -- 它是POLC 的第一项职能。它回答我们要去 哪里和怎么去,并设定日后控制据以核对的标准。本章涵盖管理者为何要计划、计划的种类、目标与 MBO、SWOT 与战略, 最后讲到那条重新闭合回计划的控制环路。 ★ What the quiz asks here 测验在这里会考什么 Recall the four reasons to plan and the criticisms; classify a plan on its dimension (strategic/operational, long/short, single-use/standing); define MBO and SWOT (and sort a factor into the right SWOT box - internal vs external); and recall the three types of control by timing. Internal-vs-external in SWOT is a favourite trap.
• Shareholder vs Stakeholder（与后面伦理/ESG/治理相连）[12]Source: asksia-cheatsheet-mgb1010.pdfSimon bounded rationality · satisfice conformity pressure Bolton active listening Friedman shareholder view Dwyer assertive communication French & Raven 5 powers (Ferguson) Randel et al. inclusive leadership 18 · Quiz / Study Discipline WIN THE MARKS · Master the compare-pairs: X vs Y, mechanistic vs organic, transactional vs transformational, shareholder vs stakeholder, Maslow vs Herzberg · Practise scenario -> theory mapping (the dominant stem) SIA > No exam means the quizzes are the recall test - and they're open while you study. Don't cram: do each week's quiz with this sheet beside you and bank the marks as you go. Steady weekly recall beats one big revision push. asksia. ai/cheatsheet/ monash-mgb1010 . side 2/2 AskSia STUDY SHEET SERIES 100% COURSEWORK . NO EXAM[23]Source: asksia-cheatsheet-mgb1010.pdfSpecific (task): actors with direct impact - customers, suppliers, competitors, employees, pressure/interest groups, strategic partners, regulators. Assessment often asks you to link one general factor to one specific actor. Environmental uncertainty = degree of change + degree of complexity; the higher both are, the more managers must scan, monitor & adapt. Quiz link: a general-environment factor (e. g. an oil shock) ripples through to specific-environment actors (suppliers, customers). 3b . Stakeholders & Culture W3 Stakeholders . any party affected by, or able to affect, the org's decisions (internal: employees, owners; external: customers, suppliers, community, govt). Stakeholder management vs a narrow shareholder focus - tied forward to W9's ethics models. Organisational culture . shared values & ways of doing things that shape behaviour. Schein's 3 levels: · Quantitative / mgmt science - stats, optimisation, modelling for decisions · Systems - org as interdependent parts; an open system trading inputs/outputs with its environment · Contingency - no one best way; the right approach depends on the situation (size, tech, environment, task) 2e · Case · W2 . TAYLORISM McDonald's LIVE 100% COURSEWORK . NO EXAM Compiled by AskSia . mapped to the MGB1010 syllabus . asksia. ai/cheatsheet/monash-mgb1010 100% coursework . no exam . check your current unit guide . @ 2026 flip - for side 2 . leading, planning, deciding & ethics MGB1010 Introduction to Management MONASH BUSINESS SCHOOL . 1ST-YEAR STUDY SHEET Sem 1 2026 . SIDE 2 OF 2 Lead · plan . control . decide SIDE 2/2 LEADING - PLANNING - CONTROLLING - DECIDING - ETHICS . Motivation . Leadership + Ferguson . MBO/SWOT . Control loop . Bounded rationality . Communication . CSR/ESG . Diversity 7 . Side-2 Blueprint LEADING ETHICS
• Maslow vs Herzberg（层级需要 vs 双因素：hygiene / motivator）[9]Source: asksia-cheatsheet-mgb1010.pdfWIN THE MARKS · Master the compare-pairs: X vs Y, mechanistic vs organic, transactional vs transformational, shareholder vs stakeholder, Maslow vs Herzberg · Practise scenario -> theory mapping (the dominant stem) SIA > No exam means the quizzes are the recall test - and they're open while you study. Don't cram: do each week's quiz with this sheet beside you and bank the marks as you go. Steady weekly recall beats one big revision push. asksia. ai/cheatsheet/ monash-mgb1010 . side 2/2 AskSia STUDY SHEET SERIES 100% COURSEWORK . NO EXAM Compiled by AskSia . mapped to the MGB1010 syllabus . asksia. ai/cheatsheet/monash-mgb1010 W6 W10 100% coursework . no exam . check your current unit guide . @ 2026 good luck. name the theory. W9 within the law MGB1010 Introduction to Management MONASH BUSINESS SCHOOL . 1ST-YEAR STUDY SHEET Sem 1 2026 . SIDE 1 OF 2 100% coursework . no exam SIDE 1/2 WHAT MANAGEMENT IS & THE THEORIES . Efficiency vs effectiveness . Mintzberg . Katz . Taylor + contingency . POLC . PESTLE . Schein . Entrepreneurship . Organising 0 . How to Use This READ FIRST[16]Source: asksia-bible-mgb1010-bilingual.pdfi A contemporary design question 一个当代的组织设计问题 The unit raises the 4-day working week as a live design debate - a redesign of how work is structured around outcomes rather than hours. It is the learning- organisation mindset applied to time. 本单元提出四天工作制作为一个鲜活的设计辩题 围绕产出而非工时来重新设计工作的组织方式。这是 把学习型组织的思维方式应用到时间上。 Structure is not bureaucracy for its own sake - it is the riverbed that decides which way behaviour, information and leadership can flow. 结构不是为官僚而官僚 -- 它是那条决定行为、信息与领导能朝哪个方向流动的河床。 MGB1010 . STRUCTURE FACILITATES THE LEADERSHIP STYLE ★ Recall checklist for this chapter 本章回忆清单 (1) The six elements - specialisation, departmentalisation, chain of command, span of control, centralisation, formalisation. (2) Specialisation helps then hurts (human diseconomies). (3) Wide span - flat & cheap. (4) Centralisation = who decides; formalisation = how rule-bound. (5) Mechanistic = rigid/efficient/stable; organic = flexible/adaptive/dynamic. (6) The learning organisation is the organic extreme. (1) 六大要素 -- 专业化、部门化、指挥链、管理跨度、集权、正规化。(2)专业化先助益后有害(人力不经济)。(3) 宽跨度→扁平且便宜。(4)集权=由谁决策;正规化=受规则约束的程度。(5)机械式=僵化/高效/稳定;有机式 = 灵活/适应性强/动态。(6)学习型组织是有机式的极端形态。 MGB1010 . Introduction to Management W5 . MOTIVATION WEEK 5 . LEADING - MOTIVATION HEAVILY QUIZ-TESTED Five theories of what drives effort 驱动努力的五种理论 Maslow, Herzberg, McGregor, equity, expectancy - side by side Maslow、Herzberg、McGregor、公平、期望––并列对照 TL;DR. Motivation is the energy, direction and persistence a person puts into work. The classic theories split into content theories - what people want (Maslow, Herzberg, McGregor) - and process theories - how people decide how hard to try (equity, expectancy). Below is the side-by-side grid the quiz draws from; the rest of the page unpacks the two trickiest. 太长不看(TL;DR)。激励是一个人投入到工作中的能量、方向和持久度。经典理论分为内容型理论 -- 讲人们想要什么(马 斯洛、赫茨伯格、麦格雷戈) -- 和过程型理论 -- 讲人们如何决定要多努力(公平理论、期望理论)。下面是测验取材的并 列对照表;本页其余部分会拆解其中最棘手的两个。 ★ What the quiz asks here 测验在这里会考什么 Match a theory to its theorist; pick the right level of Maslow for a scenario; tell a hygiene factor from a motivator; classify a manager as Theory X or Y; and recall that expectancy multiplies three terms so any zero kills motivation. Content vs process is a favourite framing. 把某一理论匹配到其理论家;为某一情景挑出正确的 Maslow 层次;把保健因素与激励因素区分开来;把某位管理者归 类为 X理论或 Y 理论;并记住期望理论是三项相乘,因此任何一项为零都会扼杀激励。内容型与过程型之分是常用的考 查框架。 Theory Theorist Core idea Manager's lever Hierarchy of needs Maslow Five ascending needs: physiological - safety - social - esteem - self-actualisation. A satisfied need stops motivating.

5）写作（Written）高分模板：5步结构（直接照抄这个骨架写）

• 1）命名并定义某领导风格/框架（来自学术来源，APA 7 一句精准定义）[17]Source: asksia-bible-mgb1010-bilingual.pdfPractice structuring (do not submit this - it is a drill): "Pick a recognised leadership style, match a manager you know to it using academic sources, evaluate its pros and cons, and recommend an alternative style or source of power. " Sketch a plan in five moves. 练习搭框架(不要提交它 -- 这只是一次操练):“选一种公认的领导风格,借助学术文献把你认识的一位管理者匹配到 该风格上,评估其利弊,并推荐一种替代的领导风格或权力来源。”用五步勾勒出一份提纲。 - PLANNING SCAFFOLD 1 Name & define the style from an academic source (e. g. transformational, democratic). One precise sentence, properly cited (APA 7). 从学术来源出发命名并界定该风格(例如变革型、民主型)。一句精确的话,规范引用(APA 7)。 2 Match with evidence. Two or three concrete behaviours of the chosen person mapped to the style's defining features - this is where most marks sit. 用证据加以匹配。所选人物的两到三个具体行为,映射到该风格的定义性特征 -- 这是大多数分数所在之处。 3 Evaluate pros. What the style does well in this context (e. g. inspires discretionary effort), backed by a source. 评价优点。该风格在此情境中做得好的地方(例如激发自发性努力),并有来源支撑。 4 Evaluate cons. Where it falls short (e. g. depends on a charismatic individual; slow in a crisis). Balance is rewarded. 评价缺点。它的不足之处(例如依赖某个有魅力的个人;危机中反应迟缓)。平衡兼顾会获得奖励。 5 Recommend. An alternative style or source of power for the gaps, with a one-line justification. Close the loop. 提出建议。针对那些缺口给出一种替代风格或权力来源,附一句话的理由。闭合回路。 ✓ What separates a credit from a high distinction 把及格(credit) 和高分(high distinction)拉开差距的是什么 Application over description. A pass summarises the theory; a high mark maps specific evidence to specific constructs and evaluates critically (pros AND cons, with sources). Use peer-reviewed articles, cite in APA 7, and make every paragraph do analytical work - not narrate the case. 应用重于描述。及格答案概述理论;高分答案把具体证据映射到具体构念并进行批判性评价(利与弊兼顾,附来源)。使 用经同行评审的文章,按 APA 7 引用,让每个段落都做分析性的工作 -- 而不是复述案例。 Concept-check Q&A 概念自检问答 MGB1010 . Introduction to Management Cover the answer, respond in one line, then check. 盖住答案,用一行作答,然后核对。 Question Model answer What is the difference between efficiency and effectiveness? Efficiency = doing things right (least input); effectiveness = doing the right things (attaining goals). State the four POLC functions. Planning, Organising, Leading, Controlling. What does "satisficing" mean and who coined it? Accepting the first "good enough" option, not the optimum - Herbert Simon, under bounded rationality. Name the two halves of inclusion (Randel et al. , 2018). Belongingness + being valued for uniqueness.
• 2）证据匹配：2–3 个具体行为 → 映射到该风格的定义性特征（分数大头在这里）[17]Source: asksia-bible-mgb1010-bilingual.pdfPractice structuring (do not submit this - it is a drill): "Pick a recognised leadership style, match a manager you know to it using academic sources, evaluate its pros and cons, and recommend an alternative style or source of power. " Sketch a plan in five moves. 练习搭框架(不要提交它 -- 这只是一次操练):“选一种公认的领导风格,借助学术文献把你认识的一位管理者匹配到 该风格上,评估其利弊,并推荐一种替代的领导风格或权力来源。”用五步勾勒出一份提纲。 - PLANNING SCAFFOLD 1 Name & define the style from an academic source (e. g. transformational, democratic). One precise sentence, properly cited (APA 7). 从学术来源出发命名并界定该风格(例如变革型、民主型)。一句精确的话,规范引用(APA 7)。 2 Match with evidence. Two or three concrete behaviours of the chosen person mapped to the style's defining features - this is where most marks sit. 用证据加以匹配。所选人物的两到三个具体行为,映射到该风格的定义性特征 -- 这是大多数分数所在之处。 3 Evaluate pros. What the style does well in this context (e. g. inspires discretionary effort), backed by a source. 评价优点。该风格在此情境中做得好的地方(例如激发自发性努力),并有来源支撑。 4 Evaluate cons. Where it falls short (e. g. depends on a charismatic individual; slow in a crisis). Balance is rewarded. 评价缺点。它的不足之处(例如依赖某个有魅力的个人;危机中反应迟缓)。平衡兼顾会获得奖励。 5 Recommend. An alternative style or source of power for the gaps, with a one-line justification. Close the loop. 提出建议。针对那些缺口给出一种替代风格或权力来源,附一句话的理由。闭合回路。 ✓ What separates a credit from a high distinction 把及格(credit) 和高分(high distinction)拉开差距的是什么 Application over description. A pass summarises the theory; a high mark maps specific evidence to specific constructs and evaluates critically (pros AND cons, with sources). Use peer-reviewed articles, cite in APA 7, and make every paragraph do analytical work - not narrate the case. 应用重于描述。及格答案概述理论;高分答案把具体证据映射到具体构念并进行批判性评价(利与弊兼顾,附来源)。使 用经同行评审的文章,按 APA 7 引用,让每个段落都做分析性的工作 -- 而不是复述案例。 Concept-check Q&A 概念自检问答 MGB1010 . Introduction to Management Cover the answer, respond in one line, then check. 盖住答案,用一行作答,然后核对。 Question Model answer What is the difference between efficiency and effectiveness? Efficiency = doing things right (least input); effectiveness = doing the right things (attaining goals). State the four POLC functions. Planning, Organising, Leading, Controlling. What does "satisficing" mean and who coined it? Accepting the first "good enough" option, not the optimum - Herbert Simon, under bounded rationality. Name the two halves of inclusion (Randel et al. , 2018). Belongingness + being valued for uniqueness.
• 3）优点评价：在此情境下好在哪里（要有来源支撑）[17]Source: asksia-bible-mgb1010-bilingual.pdfPractice structuring (do not submit this - it is a drill): "Pick a recognised leadership style, match a manager you know to it using academic sources, evaluate its pros and cons, and recommend an alternative style or source of power. " Sketch a plan in five moves. 练习搭框架(不要提交它 -- 这只是一次操练):“选一种公认的领导风格,借助学术文献把你认识的一位管理者匹配到 该风格上,评估其利弊,并推荐一种替代的领导风格或权力来源。”用五步勾勒出一份提纲。 - PLANNING SCAFFOLD 1 Name & define the style from an academic source (e. g. transformational, democratic). One precise sentence, properly cited (APA 7). 从学术来源出发命名并界定该风格(例如变革型、民主型)。一句精确的话,规范引用(APA 7)。 2 Match with evidence. Two or three concrete behaviours of the chosen person mapped to the style's defining features - this is where most marks sit. 用证据加以匹配。所选人物的两到三个具体行为,映射到该风格的定义性特征 -- 这是大多数分数所在之处。 3 Evaluate pros. What the style does well in this context (e. g. inspires discretionary effort), backed by a source. 评价优点。该风格在此情境中做得好的地方(例如激发自发性努力),并有来源支撑。 4 Evaluate cons. Where it falls short (e. g. depends on a charismatic individual; slow in a crisis). Balance is rewarded. 评价缺点。它的不足之处(例如依赖某个有魅力的个人;危机中反应迟缓)。平衡兼顾会获得奖励。 5 Recommend. An alternative style or source of power for the gaps, with a one-line justification. Close the loop. 提出建议。针对那些缺口给出一种替代风格或权力来源,附一句话的理由。闭合回路。 ✓ What separates a credit from a high distinction 把及格(credit) 和高分(high distinction)拉开差距的是什么 Application over description. A pass summarises the theory; a high mark maps specific evidence to specific constructs and evaluates critically (pros AND cons, with sources). Use peer-reviewed articles, cite in APA 7, and make every paragraph do analytical work - not narrate the case. 应用重于描述。及格答案概述理论;高分答案把具体证据映射到具体构念并进行批判性评价(利与弊兼顾,附来源)。使 用经同行评审的文章,按 APA 7 引用,让每个段落都做分析性的工作 -- 而不是复述案例。 Concept-check Q&A 概念自检问答 MGB1010 . Introduction to Management Cover the answer, respond in one line, then check. 盖住答案,用一行作答,然后核对。 Question Model answer What is the difference between efficiency and effectiveness? Efficiency = doing things right (least input); effectiveness = doing the right things (attaining goals). State the four POLC functions. Planning, Organising, Leading, Controlling. What does "satisficing" mean and who coined it? Accepting the first "good enough" option, not the optimum - Herbert Simon, under bounded rationality. Name the two halves of inclusion (Randel et al. , 2018). Belongingness + being valued for uniqueness.
• 4）缺点评价：哪里不够（平衡写 pros & cons 会加分）[17]Source: asksia-bible-mgb1010-bilingual.pdfPractice structuring (do not submit this - it is a drill): "Pick a recognised leadership style, match a manager you know to it using academic sources, evaluate its pros and cons, and recommend an alternative style or source of power. " Sketch a plan in five moves. 练习搭框架(不要提交它 -- 这只是一次操练):“选一种公认的领导风格,借助学术文献把你认识的一位管理者匹配到 该风格上,评估其利弊,并推荐一种替代的领导风格或权力来源。”用五步勾勒出一份提纲。 - PLANNING SCAFFOLD 1 Name & define the style from an academic source (e. g. transformational, democratic). One precise sentence, properly cited (APA 7). 从学术来源出发命名并界定该风格(例如变革型、民主型)。一句精确的话,规范引用(APA 7)。 2 Match with evidence. Two or three concrete behaviours of the chosen person mapped to the style's defining features - this is where most marks sit. 用证据加以匹配。所选人物的两到三个具体行为,映射到该风格的定义性特征 -- 这是大多数分数所在之处。 3 Evaluate pros. What the style does well in this context (e. g. inspires discretionary effort), backed by a source. 评价优点。该风格在此情境中做得好的地方(例如激发自发性努力),并有来源支撑。 4 Evaluate cons. Where it falls short (e. g. depends on a charismatic individual; slow in a crisis). Balance is rewarded. 评价缺点。它的不足之处(例如依赖某个有魅力的个人;危机中反应迟缓)。平衡兼顾会获得奖励。 5 Recommend. An alternative style or source of power for the gaps, with a one-line justification. Close the loop. 提出建议。针对那些缺口给出一种替代风格或权力来源,附一句话的理由。闭合回路。 ✓ What separates a credit from a high distinction 把及格(credit) 和高分(high distinction)拉开差距的是什么 Application over description. A pass summarises the theory; a high mark maps specific evidence to specific constructs and evaluates critically (pros AND cons, with sources). Use peer-reviewed articles, cite in APA 7, and make every paragraph do analytical work - not narrate the case. 应用重于描述。及格答案概述理论;高分答案把具体证据映射到具体构念并进行批判性评价(利与弊兼顾,附来源)。使 用经同行评审的文章,按 APA 7 引用,让每个段落都做分析性的工作 -- 而不是复述案例。 Concept-check Q&A 概念自检问答 MGB1010 . Introduction to Management Cover the answer, respond in one line, then check. 盖住答案,用一行作答,然后核对。 Question Model answer What is the difference between efficiency and effectiveness? Efficiency = doing things right (least input); effectiveness = doing the right things (attaining goals). State the four POLC functions. Planning, Organising, Leading, Controlling. What does "satisficing" mean and who coined it? Accepting the first "good enough" option, not the optimum - Herbert Simon, under bounded rationality. Name the two halves of inclusion (Randel et al. , 2018). Belongingness + being valued for uniqueness.
• 5）提出建议：补缺口的替代风格/权力来源 + 一句理由（闭合回路）[17]Source: asksia-bible-mgb1010-bilingual.pdfPractice structuring (do not submit this - it is a drill): "Pick a recognised leadership style, match a manager you know to it using academic sources, evaluate its pros and cons, and recommend an alternative style or source of power. " Sketch a plan in five moves. 练习搭框架(不要提交它 -- 这只是一次操练):“选一种公认的领导风格,借助学术文献把你认识的一位管理者匹配到 该风格上,评估其利弊,并推荐一种替代的领导风格或权力来源。”用五步勾勒出一份提纲。 - PLANNING SCAFFOLD 1 Name & define the style from an academic source (e. g. transformational, democratic). One precise sentence, properly cited (APA 7). 从学术来源出发命名并界定该风格(例如变革型、民主型)。一句精确的话,规范引用(APA 7)。 2 Match with evidence. Two or three concrete behaviours of the chosen person mapped to the style's defining features - this is where most marks sit. 用证据加以匹配。所选人物的两到三个具体行为,映射到该风格的定义性特征 -- 这是大多数分数所在之处。 3 Evaluate pros. What the style does well in this context (e. g. inspires discretionary effort), backed by a source. 评价优点。该风格在此情境中做得好的地方(例如激发自发性努力),并有来源支撑。 4 Evaluate cons. Where it falls short (e. g. depends on a charismatic individual; slow in a crisis). Balance is rewarded. 评价缺点。它的不足之处(例如依赖某个有魅力的个人;危机中反应迟缓)。平衡兼顾会获得奖励。 5 Recommend. An alternative style or source of power for the gaps, with a one-line justification. Close the loop. 提出建议。针对那些缺口给出一种替代风格或权力来源,附一句话的理由。闭合回路。 ✓ What separates a credit from a high distinction 把及格(credit) 和高分(high distinction)拉开差距的是什么 Application over description. A pass summarises the theory; a high mark maps specific evidence to specific constructs and evaluates critically (pros AND cons, with sources). Use peer-reviewed articles, cite in APA 7, and make every paragraph do analytical work - not narrate the case. 应用重于描述。及格答案概述理论;高分答案把具体证据映射到具体构念并进行批判性评价(利与弊兼顾,附来源)。使 用经同行评审的文章,按 APA 7 引用,让每个段落都做分析性的工作 -- 而不是复述案例。 Concept-check Q&A 概念自检问答 MGB1010 . Introduction to Management Cover the answer, respond in one line, then check. 盖住答案,用一行作答,然后核对。 Question Model answer What is the difference between efficiency and effectiveness? Efficiency = doing things right (least input); effectiveness = doing the right things (attaining goals). State the four POLC functions. Planning, Organising, Leading, Controlling. What does "satisficing" mean and who coined it? Accepting the first "good enough" option, not the optimum - Herbert Simon, under bounded rationality. Name the two halves of inclusion (Randel et al. , 2018). Belongingness + being valued for uniqueness.

6）最省命的“7天冲刺安排”（按你这门课的真实考法来）

• 做法：拿 glossary / cheat sheet，把右栏盖住，看到术语就用一句话定义；再反过来“看定义说术语”。这就是资料说的 Revel 定义题原型。[8]Source: asksia-bible-mgb1010-bilingual.pdfBelongingness + being valued for uniqueness (Randel et al. , 2018). Quota vs target 配额 vs 目标 Mandatory minimum vs aspirational, voluntary diversity goal. ✓ How to drill the glossary 如何操练这份术语表 Two passes. First EN-X: read the term, recall the gloss - this builds bilingual recall for non-native readers. Then EX->term: cover the left column, read the one-line meaning, and name the term - this is the exact shape of a Revel definitional MCQ. 两遍过。先 EN→中文:读术语,回忆释义 -- 这为非母语读者建立双语记忆。再 定义→术语:盖住左栏,读那句一行 的含义,并说出术语 -- 这正是 Revel 定义型MCQ 的确切形态。 MGB1010 . Introduction to Management PRACTICE . MCQ 1-4 PRACTICE . NO EXAM PRACTICE BANK Drill the unit, with model answers 演练本课程,附带范例答案 AskSia-authored items in the Revel/tutorial style - every one worked 由 AskSia 编写、采用 Revel/辅导课风格的题目 -- 每一题都附详解 There is no exam in MGB1010, so these mimic the three things that are graded: the Revel definitional quiz, the apply-a-theory reasoning behind the written tasks, and concept checks. None of these reproduce a real brief - they are practice in the unit's style, grounded in the same cases (McDonald's, Ferguson). MGB1010 没有考试,所以下面这些题目模仿的是真正计分的三样东西:Revel 定义型测验、书面作业背后套用某一理论的推 理,以及概念检查。它们都不还原真实的作业任务书 -- 它们只是按本单元风格做的练习,扎根于同样的案例(麦当劳、弗格 森)。 ★ How to use this bank 如何使用这套题库 Cover the answer. For each MCQ, pick your option and say why every other one is wrong - that is how you beat the near-miss distractor. For the applied drills, write a few lines before reading the model answer; the marker note tells you where the marks actually sit. 盖住答案。对每道 MCQ,选出你的选项并说出其余每一项为何错误 -- 这就是你击败近似干扰项的方法。对应用型练 习,先写几行再去看范文答案;评分者备注会告诉你分数究竟落在哪里。 Q1 MCQ efficiency vs effectiveness A factory hits its output target using the least possible material and labour, but produces a product customers no longer want. The manager has been: 一家工厂以尽可能少的物料和人力达成了产量目标,但生产出的产品却是顾客不再想要的。这位管理者做到了: (a) effective but not efficient (b) efficient but not effective + correct (c) both efficient and effective (d) neither efficient nor effective Why (b): efficiency = doing things right (least input for the output), which they achieved; effectiveness = doing the right things (goals that matter), which they did not - the product is unwanted. (a) reverses the two. (c)/(d) ignore that exactly one was met.[5]Source: asksia-bible-mgb1010-bilingual.pdf★ Pulling Weeks 8-10 together 把第8––10周串联起来 These three weeks share one thread - managing people well. Communication (assertive + active listening) is the skill; ethics/CSR/ESG & governance set the responsibilities and to whom; diversity & inclusion apply them inside the workforce. For any case: name the model, locate the firm on the CSR continuum or the quota/target choice, and judge whether communication and inclusion are building belongingness or merely ticking a box. 这三周共享一条线索 -- 把人管好。沟通(果断+积极倾听)是技能;伦理/CSR/ESG 与治理设定了责任及其对象; 多元化与包容把它们应用到员工队伍内部。对任何案例:点出模型,把企业定位在 CSR 连续谱或配额/目标的取舍之 上,并判断沟通与包容究竟是在构建归属感,还是仅仅在打勾应付。 MGB1010 . Introduction to Management GLOSSARY . 1/2 BILINGUAL · 双语词汇表 - GLOSSARY MGB1010 in two languages 双语呈现的 MGB1010 Every core term, its X, and a one-line meaning - grouped by theme 每个核心术语、它的中文,以及一句话释义 -- 按主题分组 The Revel quiz rewards precise definitions. This is the recall layer: ~ 40 terms across the unit, each with an accurate Chinese gloss and a one-line meaning. Cover the right column and define each term cold - recognition is not recall. Revel 测验奖励精确的定义。这是回忆层:贯穿整个单元的约40个术语,每个都配有准确的中文释义和一句话的含义。盖住右 栏,凭空给每个术语下定义 -- 眼熟不等于能回忆出来。 Term 中文 One-line meaning Functions, roles & skills · 职能·角色·技能 Management 管理 Coordinating work efficiently & effectively through and with others. Efficiency 效率 Doing things right - most output from least input (means). Effectiveness 效能/ 成效 Doing the right things - attaining goals (ends). POLC functions 管理四职能(计划·组织·领导·控 制) Planning, Organising, Leading, Controlling - the spine of the unit. Katz's skills

• 选一个案例细节（如 Ferguson 的某个行为、或 McDonald’s 的标准化/时间动作研究等）→ 用“理论名 + 一句机制 + 证据贴标签”的方式写 6–8 行。[10]Source: asksia-bible-mgb1010-bilingual.pdf(ii) 去技能化与低自主裁量 -- 自动分量的勺子与固定程序剥夺了工人的判断,以控制换取一致性(另有:科学甄选与培训)。 - 3 (c) Follett's critique. She championed the human/relational side and "power with" over "power over. " She would question the purely quantitative measures of success and the cost of monotonous, de-skilled work to workers' engagement and dignity - the human factor scientific management ignores. (c) Follett 的批评。她倡导人性/关系的一面,以及“共享权力(power with)”而非“支配权力(power over)”。她会质疑那 种对成功的纯量化衡量,以及单调、去技能化的工作对工人投入度与尊严所造成的代价 -- 这正是科学管理所忽视的人的因 素。 i Marker note 评分者提示 Full marks need the name + founder, two distinct case-grounded features (not one feature twice), and a critique that is recognisably Follett's (human side / power-with / beyond quantitative measures) - not a generic "it's boring". Tie each claim back to a concrete detail in the case. 满分需要名称+创立者、两个不同的、有案例支撑的特征(而非把一个特征说两遍),以及一条可辨认为Follett 式的批 评(人性的一面/“共享权力(power-with)”/超越量化衡量) -- 而不是泛泛的“它很无聊”。要把每一项主张都联系 回案例中的某个具体细节。 MGB1010 . Introduction to Management 10 marks . leadership theory A2 APPLIED . CASE From the Ferguson case: he ran intense fitness and tactics drills and a strict disciplinary code, but also turned his chair around to listen, held private chats with dropped players, and knew "well done" were the two best words. (a) Apply the Ohio State behavioural dimensions to classify these. [4] (b) Identify the contemporary leadership style this blend best illustrates, with its key mechanism. [4] (c) Name one source of power he is using when he praises a player. [2] 取自弗格森案例:他既进行高强度的体能与战术操练,并施行严格的纪律守则,也会把椅子转过来倾听、与被弃用的球 员私下交谈,并深知“干得好”是两个最好的字眼。(a)运用俄亥俄州立大学的行为维度对这些行为加以归类。[4] (b) 指出这种组合最能体现的当代领导风格,并说明其关键机制。[4](c)说出他在表扬一名球员时所动用的一种权力来源。 [2] MODEL ANSWER (a) Ohio State. Drills + disciplinary code = high initiating structure (task orientation). Listening, private chats, praise = high consideration (relationship orientation). Ferguson scores high on both. (a)俄亥俄州立。训练+纪律制度=高定规(任务导向)。倾听、私下交谈、表扬= 高关怀(关系导向)。Ferguson 在两者上 都得分高。 2 (b) Style. Best read as transformational leadership - he inspires extraordinary outcomes via the four I's: idealised influence (the club's figure), inspirational motivation (the "world-beater" speeches), intellectual stimulation (tactical innovation), and individualised consideration (handling each player differently). (b)风格。最好理解为变革型领导 -- 他通过四个 |激发非凡成果:理想化影响(俱乐部的标志性人物)、感召式激励(“击败 天下”的演讲)、智力激发(战术创新),以及个性化关怀(区别对待每名球员)。 (c) Power. Praising a player uses reward power (and arguably builds referent power through the bond it 3 creates). (c)权力。表扬一名球员运用的是奖励权(并且可以说,通过由此建立的纽带培育了参照权)。 i Marker note 评分者提示 The marks are in mapping the evidence to the construct, not naming the theory in the abstract. Examiners want each detail tagged: drill - initiating structure; private chat - consideration. For (b), "individualised consideration" must be linked to the "handles each player differently" evidence. 分数在于把证据映射到构念上,而非抽象地说出理论名称。考官希望每个细节都被贴上标签:训练→定规;私下交谈 →关怀。对于(b),“个性化关怀”必须与“区别对待每名球员”这一证据相联系。 MGB1010 . Introduction to Management PRACTICE . WRITTEN & CHECKS - PRACTICE BANK (CONT. ) Planning a written task & concept checks 规划一项写作任务,以及概念自检 How to structure an applied answer, then six rapid recall checks 如何组织一篇应用型答案,随后是六项快速回忆自检 W1 WRITTEN . PLANNING DRILL structure, not a real brief[21]Source: asksia-cheatsheet-mgb1010.pdf10 . Case . Sir Alex W5 . LEADERSHIP Ferguson & POWER The leadership/power anchor (Man United, 26 yrs). Students annotate the case before class for traits & power types, then complete worksheets on each. Map his style onto the models: · Trait - drive & fierce will to win, self-confidence, deep football knowledge, reading opponents (= Kirkpatrick & Locke list) · Task vs relationship (Ohio State) - task: fitness regimes, discipline code, drills; relationship: private chats, knowing "well done" matter, nurturing young players · Transformational - inspirational speeches (idealised influence) + handling each player differently (individualised consideration) · Organising / change - rebuilt the club not just the team (youth academy, wide span of control, three squad age-layers) & adapted 26 yrs to sports science -> leadership adapting to a changing environment · Decision-making - fast & decisive, confident bets on unproven youth (Ronaldo, Rooney) balanced against bounded-rationality risk · Planning & control - working "two games ahead"; the costly mistakes (selling Stam) showing planning's rigidity/risk; control via quick post- match correction Assessment hook: a "Letter to Fergie" judging which parts of his style still hold up in a 2026 business context. One case, many models - exactly how the quiz tests application: it gives a behaviour, you name the matching concept. 11 . Planning W6 Planning = defining goals, setting strategy, developing plans to coordinate activities. 4 reasons to plan: coordinates effort . reduces uncertainty . cuts wasteful overlap · sets the standards used in controlling. Criticisms: can create rigidity ; can't replace intuition/creativity; may fixate on today's competition; past success # future survival. Goals: traditional top-down vs jointly set; stated vs real goals. MBO · jointly set, specific, measurable goals with periodic review of progress. SWOT . internal Strengths/Weaknesses + external Opportunities/Threats - the foundation of strategic planning. Plan types: strategic vs operational, long vs short term, specific vs directional, single-use vs standing. P & C run as one loop - the goals you plan become the standards you control against, and control results feed the next plan. 12 . Controlling Controlling = monitoring activities, comparing actual performance vs standards, correcting deviations. P & C are circular : plan -> set standard -> measure -> revise -> re-plan. The control process (3 steps): measure actual performance -> compare it to the standard -> take managerial action. On a deviation a manager can: do nothing . correct it (immediate or basic) . revise the standard. Three controls by timing: TYPE[22]Source: asksia-cheatsheet-mgb1010.pdf· Standardisation / "one best way" - exact pre-set standards (pre-measured inputs, machine-cut patties) so a meal is identical in any country · Time-and-motion - engineered cook times, a two-sided grill to halve time, a self-portioning fry scoop; efficiency is engineered, not left to the worker Selection & training - rigorous, echoing Taylor's "select & train scientifically" Discussion hooks: positive impacts of scientific management; what Follett would critique (the human/relational side it ignores); theory evolves (menus, sustainability, innovation). 3 . The Environment External environment = forces outside the org that affect performance. General (macro) - PESTLE: Political . E conomic . Sociocultural . Technological . Legal . Environmental - broad conditions affecting everyone (e. g. an oil shock, COVID). Specific (task): actors with direct impact - customers, suppliers, competitors, employees, pressure/interest groups, strategic partners, regulators. Assessment often asks you to link one general factor to one specific actor. Environmental uncertainty = degree of change + degree of complexity; the higher both are, the more managers must scan, monitor & adapt. Quiz link: a general-environment factor (e. g. an oil shock) ripples through to specific-environment actors (suppliers, customers). 3b . Stakeholders & Culture W3 Stakeholders . any party affected by, or able to affect, the org's decisions (internal: employees, owners; external: customers, suppliers, community, govt). Stakeholder management vs a narrow shareholder focus - tied forward to W9's ethics models. Organisational culture . shared values & ways of doing things that shape behaviour. Schein's 3 levels: · Quantitative / mgmt science - stats, optimisation, modelling for decisions · Systems - org as interdependent parts; an open system trading inputs/outputs with its environment · Contingency - no one best way; the right approach depends on the situation (size, tech, environment, task) 2e · Case · W2 . TAYLORISM McDonald's LIVE 100% COURSEWORK . NO EXAM Compiled by AskSia . mapped to the MGB1010 syllabus . asksia. ai/cheatsheet/monash-mgb1010 100% coursework . no exam . check your current unit guide . @ 2026 flip - for side 2 . leading, planning, deciding & ethics MGB1010

• efficiency vs effectiveness 秒判题；risk vs uncertainty；SWOT 内外部；P-C 循环；power bases（legitimate/referent/expert 区分）。[4]Source: asksia-bible-mgb1010-bilingual.pdf→ i Why this order 为何采用这一顺序 The book follows the subject's arc: define management and POLC (Ch 1), trace the theory timeline that produced it (Ch 2), scan the environment a manager works in (Ch 3), then the new-venture view (Ch 4). The heart is the four POLC functions opened one at a time (Ch 5-7), then the human-judgement layer - decisions, communication and ethics (Ch 8-9). Part 5 turns it into marks with a glossary and a quiz-style practice bank. 本书遵循科目的脉络:先界定管理与 POLC(第1章),再梳理催生它的理论时间线(第2章),接着扫描管理者所处的环 境(第3章),随后转向新创企业的视角(第4章)。核心是逐一展开的四项POLC 职能(第5-7章),然后是人为判断这 一层 -- 决策、沟通与伦理(第8-9章)。第五部分用术语表与测验式练习题库把这一切转化为分数。 MGB1010 . Introduction to Management CH 1 . DEFINING FOUNDATIONS - CHAPTER 1 What is management? 什么是管理? Getting work done, efficiently and effectively, through other people 通过他人,高效率且有效果地把工作做成 Management is not a job title - it is a process. The subject opens with a deliberately unsettled question: there is no single agreed definition, and you are pushed to ask where knowledge about management even comes from. But one working definition runs through every week, and it is the one the quizzes test: management is coordinating and overseeing the work of others so that organisational goals are met - efficiently and effectively. 管理不是一个职位头衔 -- 它是一个过程。本课程以一个刻意悬而未决的问题开篇:管理没有单一公认的定义,而且你会被推 着去追问,关于管理的知识究竟从何而来。但有一个可操作的定义贯穿每一周,也正是测验所考的那一个:管理就是协调并监 督他人的工作,从而高效(efficiently)且有效(effectively)地实现组织目标。 i What the quiz asks here 测验在这里会考什么 Week 1 recall questions hinge on three things: the definition of management, the efficiency vs effectiveness distinction (the single most-tested early trap), and being able to slot a described activity into Mintzberg's roles, Katz's skills or the POLC functions. Learn the labels precisely - the distractors are deliberately close. 第1周的记忆类题目取决于三点:管理的定义、效率与效果之辨(早期最常考的单一陷阱),以及能否把所描述的某项活 动归入Mintzberg 的角色、Katz 的技能或 POLC 职能。要精确记住这些标签 -- 干扰项是被刻意设计得相互接近的。 - 1. 1 Manager, management, organisation 1. 1 管理者、管理、组织 A manager is someone who coordinates and oversees the work of others so that goals are accomplished - distinct from a non-managerial employee, who does the work itself. Management is the process that manager runs. An organisation is a deliberate arrangement of people brought together to achieve a purpose. The subject frames this through three lenses you will see all semester: management (the body of knowledge), managing (the doing), and being managed (the employee's experience). 管理者是协调并监督他人工作以达成目标的人 -- 区别于非管理岗员工,后者亲自从事具体工作。管理是该管理者所运行的过 程。组织是为实现某一目的而有意安排聚集起来的一群人。本课程通过三个贯穿整个学期的视角来界定这一点:管理(作为知 识体系)、管理行为(去做这件事)以及被管理(员工的体验)。 - 1. 2 Efficiency vs effectiveness 1. 2 效率 vs 效果 Efficiency is doing things right - getting the most output from the least input. It is about means: time, money, materials, effort. Effectiveness is doing the right things - pursuing the activities that actually attain the goal. It is about ends. A good manager does both: low waste and the right targets. Scenario Efficient? Effective? Cheaply mass-produces a product nobody wants Yes[14]Source: asksia-bible-mgb1010-bilingual.pdfi Open system - one to remember 开放系统 -- 这一点要记牢 The systems view's key exam phrase is open system: the organisation is not sealed off - it takes in inputs (people, money, materials), transforms them, and releases outputs back into an environment that feeds back. This is the bridge into Ch 3. 系统观的关键考试用语是开放系统:组织并非封闭隔 绝的 -- 它吸纳投入(人员、资金、物料),加以转 化,再把产出释放回一个会向其反馈的环境之中。这 是通往第3章的桥梁。 MGB1010 . Introduction to Management DECISIONS . CONDITIONS & BIAS - DECISIONS (CONT. ) Decision conditions & common biases 决策情境与常见偏差 How much you know about outcomes - and how your brain bends the call 你对结果了解多少 -- 以及你的大脑如何扭曲这个判断 7. 5 Decision conditions 7. 5 决策情境 Decisions differ by how much is knowable about their outcomes. The unit names three conditions along a spectrum from full knowledge to none. 决策因其结果的可知程度不同而有所差异。本单元给一条从 完全知晓到一无所知的谱系命名了三种状态。 Condition What the manager knows Typical response Certainty The outcome of every alternative is known in advance. Rare; pick the best outcome directly. Risk Outcomes are not certain, but their Weigh outcomes by probability (expected value). probabilities are known (from data/experience). Uncertainty Outcomes are unknown and probabilities cannot be estimated - too little information. Judgement, intuition, scenario thinking; psychology drives the choice. ! Risk # uncertainty 风险≠不确定性 The Revel quiz leans on this. Risk means you can attach probabilities ("30% chance of recession"); uncertainty means you genuinely cannot. Calling a probability-known situation "uncertainty" is a classic dropped mark.[11]Source: asksia-bible-mgb1010-bilingual.pdfThe unit stresses that P and C have a strong, circular relationship. Planning sets goals and standards; controlling checks performance against them; the results feed back to revise the goals or standards; and the cycle repeats. Neither function makes sense alone. 本单元强调,计划(P)与控制(C)之间存在牢固的、循 环的关系。计划设定目标与标准;控制对照它们核查绩效; 结果再反馈回去修订目标或标准;循环往复。两种职能单独 看都讲不通。 THE P-C CYCLE Plan (set goals) - Act - Control (measure vs standard) - Revise goals u repeat i POLC is interdependent & circular POLC 是相互依存且循环往复的 All four functions interlink, but P and C are the tightest pair. Recall the Ferguson example: planning a season two games ahead (P), then standards-and-quick- correction right after each match - 'I do it right after the game . . . and it's finished' (C). 四项职能彼此相连,但P与C 是结合最紧的一对。回 忆 Ferguson 的例子:提前两场比赛规划赛季(P), 然后在每场比赛后立即进行标准对照与快速纠正一 “我在赛后立刻就做. 然后它就结束了”(C)。 MGB1010 . Introduction to Management A plan without control is a hope; control without a plan is busywork. The two only earn their keep as a single loop. I 没有控制的计划是一种希望;没有计划的控制是瞎忙活。这两者只有作为一个单一的回路才能各尽其用。 MGB1010 . THE PLANNING-CONTROLLING CYCLE ★ Recall checklist for this chapter 本章回忆清单 (1) Four reasons to plan - coordinate, reduce uncertainty, cut waste, set standards; plus the criticisms (rigidity etc. ). (2) Classify plans by breadth / time / use / specificity. (3) MBO = jointly set + reviewed goals; SWOT = internal S/W + external O/T. (4) Control process = measure - compare - act (do nothing / correct / revise standard). (5) Three controls by timing - feedforward (before), concurrent (during), feedback (after). (6) P-C is one circular loop. (1) 计划的四个理由 -- 协调、降低不确定性、削减浪费、设定标准;外加各项批评(僵化等)。(2)按广度/时间/ 用途/具体性对计划分类。(3) MBO= 共同设定并审查的目标;SWOT=内部 S/W+外部 O/T。(4) 控制流程= 衡 量→比较→行动(不采取行动/纠正/修订标准)。(5)按时间划分的三类控制 -- 前馈(事前)、同期(事中)、反 馈(事后)。(6) P-C是一个循环回路。 MGB1010 . Introduction to Management DECISIONS . PROCESS - DECISIONS DECIDING . WEEK 7 Making business decisions 做出商业决策 The rational model, and why real managers can never quite run it 理性模型,以及为何真实的管理者永远无法完全照其运行 A decision is a choice among alternatives, and managing is, at bottom, a stream of decisions. This unit teaches the rational model as the ideal yardstick, then immediately undercuts it: real managers work with limited information, time and brainpower, so they satisfice rather than optimise, and a predictable set of biases bends their judgement. Know the ideal, know the gap, and know the defences. 决策是在若干备选方案中作出选择,而管理归根结底就是一连串的决策。本单元先把理性模型当作理想标尺来教,随即又立刻 拆它的台:真实的管理者面对的是有限的信息、时间和脑力,所以他们做的是满意决策而非最优化,而且一套可预见的偏差会 扭曲他们的判断。要懂这个理想,懂理想与现实的差距,也懂应对之策。 i Where this sits in the unit 它在课程中的位置 Week 7 is taught around the survival-ranking exercise (decide alone, then re-decide as a group) and the Asch conformity clip. The takeaways are not calculations - they are recognising which model a decision-maker is actually using, which condition they face, and which bias is in play. That recognition is exactly what the Revel quiz tests. 第7周围绕生存排序练习(先独自决定,再作为群体重新决定)与 Asch 从众实验短片来教学。要点不是计算 -- 而是识 别决策者实际在用哪个模型、面对哪种条件、以及哪种偏差在起作用。这种识别正是 Revel 测验所考查的。 7. 1 The rational decision-making process 7. 1 理性决策过程 The textbook breaks a decision into eight steps. The first three are about framing the problem (most errors are born here), the middle three about choosing, and the last two about acting and learning. Treat it as a checklist, not a straitjacket.[26]Source: asksia-cheatsheet-mgb1010.pdfContemporary design questions the unit raises: the 4- day working week; decentralised, participative structures that need better-developed staff. Most firms in practice choose "a bit of both" on centralisation rather than a pure extreme. Why structure matters here: W5 deliberately pairs organising with leading - "the structure facilitates the leadership style". A flat, organic, empowered design suits transformational leading; a tall, mechanistic one suits transactional control. The learning organisation is the organic ideal taken to its limit. 5d . Five Power Bases FRENCH & RAVEN . W5 Authority is just one element of the broader idea of power/influence (taught for the Ferguson case, Side 2): Coercive - fear / punishment · Reward - give things others value · Legitimate - formal position in the hierarchy · Expert - special skill / knowledge · Referent - identification with traits / charisma The first three are positional (they come with the role); expert & referent are personal (earned, not granted) - usually the most durable. Great leaders blend several at once. SIA > Don't confuse authority (legitimate, from the org chart) with power (the wider ability to influence). A quiz favourite: which base is "the title says so" (legitimate) vs "they admire her" (referent) vs "she knows most" (expert)? 6 . POLC Overview THE SPINE The four functions are interdependent & circular, not a one-off sequence - the unit's organising spine, introduced in W1 and deep-dived across W5-W6: THE LOOP Plan - set goals & strategy Organise - structure work & resources Lead - motivate & influence people Control - measure vs standard, correct & then revise the plan . . . POLC evolved from Fayol's original functions (he had five: plan, organise, command, coordinate, control). W5 pairs Organising + Leading ("structure facilitates the leadership style"); W6 pairs Planning + Controlling. All four are detailed on Side 2. Key idea for the quiz: the functions are a continuous cycle, not a checklist done once - a control finding feeds straight back into the next plan. Managers do all four constantly, in parallel, at every level of the organisation, not in a tidy one-after-another order. 6b . Theorist Quick- Index I DRILL THESE NAME ONE-LINE IDEA

7）我需要你补充 2 个信息，我就能把“final冲刺清单”做成你专属版本

• A）Wk 9–10 的 Revel quiz（定义+情境匹配为主）[1]Source: asksia-bible-mgb1010-bilingual.pdfDue Wk 13 The quizzes are weekly interactive readings on the Pearson Revel platform, each with quiz questions and (most weeks) a mini- simulation. Grades auto-sync to Moodle. There is no separate test to sit and no final exam - the recall load is spread thin across ten weeks. 这些测验是每周在培生 Revel 平台上的互动式阅读,每次 都附有测验题,并且(多数周)还有一个迷你模拟。成绩会 自动同步到 Moodle。没有单独的测试要坐下来做,也没有 期末考试 -- 回忆负担被均摊到了十周里。 What each piece really asks 每项任务究竟在考什么 Piece What it rewards Quiz (30%) Broad recall: definitions, theorists, the parts of each framework Written (35%) Applying a named framework to a company, with academic sources, APA 7 Artefact (35%) Fusing theory with the sustainability seminar series, individually MGB1010 . Introduction to Management ✓ The strategy this dictates 由此决定的备考策略 The quiz is the only piece testing the full theory base, so it rewards breadth: know what each framework is, who proposed it, and its parts - POLC, the classical theories, PESTLE, Schein, the decision models, ethics and ESG. The written tasks reward depth on a few: take one framework (environment analysis, leadership style) and apply it to a real organisation with cited sources. This book front-loads the recall and shows the application move for each big framework. Master both and nothing in the subject can blindside you. 测验是唯一考查完整理论体系的环节,因此它奖励广 度:要知道每个框架是什么、由谁提出、以及它的组 成部分 -- POLC、各古典理论、PESTLE、Schein、 各决策模型、伦理与 ESG。写作任务则奖励少而精的 深度:选取一个框架(环境分析、领导风格),用带引 用来源的方式把它应用到一家真实组织上。本书把记 忆部分前置,并为每个重要框架展示如何完成应用动 作。两者皆精通,本科目便无任何内容能让你措手不 及。 MGB1010 . Introduction to Management CONTENTS CONTENTS The whole subject, in one ordered book 整门课程,浓缩为一本有序之书 Ten teaching weeks - one quiz-and-application map 十个教学周 →一张测验与应用对照图 Ch Topic Core idea Part 1 . What management is, and where it came from 1 What is management? efficiency vs effectiveness . POLC → 2 Theories of management[18]Source: asksia-cheatsheet-mgb1010.pdf* MGB1010 is graded 100% by coursework - no exam . Marks: Quiz/Test ~30% (weekly Revel quizzes + sims, W1-10), Written ~35% (two group tutorial tasks + a reflection), Artefact ~35% (sustainability piece). Check your unit guide for exact weights. The weekly Revel quizzes are the only broad recall test - they sweep every definition, theorist & framework across W1-10. So this sheet is a recall bank : management + theories + environment + organising (Side 1); leading, planning, controlling, deciding, ethics & diversity (Side 2). SIA > Quiz stems reward naming the theorist + the one-line idea (Taylor = one best way; Maslow = 5 needs). Drill the name and the keyword for each. 1 . What Is Management? W1 Management = getting work done efficiently and effectively through and with other people; coordinating + overseeing others' work so goals are met. There is no single agreed definition - the unit deliberately shows it is contested. Efficiency = doing things right; most output from least input (means / resource use). Effectiveness = doing the right things; pursuing goal-attaining activities (ends). Good managers do both. Three themes: management (the knowledge), managing (the doing), being managed (the follower view). 1b · Levels of Management THE PYRAMID · Top - set org-wide direction, strategy, broad goals . Middle - translate top goals into operational plans; bridge top & first-line Manager = coordinates & oversees others' work; distinct from a non-managerial employee. 1c . Katz's Three Skills SHIFT BY LEVEL SKILL WHAT MOST FOR Technical job-specific knowledge first-line Human
• B）Written（小组写作 + reflection）（套框架分析+APA7）[1]Source: asksia-bible-mgb1010-bilingual.pdfDue Wk 13 The quizzes are weekly interactive readings on the Pearson Revel platform, each with quiz questions and (most weeks) a mini- simulation. Grades auto-sync to Moodle. There is no separate test to sit and no final exam - the recall load is spread thin across ten weeks. 这些测验是每周在培生 Revel 平台上的互动式阅读,每次 都附有测验题,并且(多数周)还有一个迷你模拟。成绩会 自动同步到 Moodle。没有单独的测试要坐下来做,也没有 期末考试 -- 回忆负担被均摊到了十周里。 What each piece really asks 每项任务究竟在考什么 Piece What it rewards Quiz (30%) Broad recall: definitions, theorists, the parts of each framework Written (35%) Applying a named framework to a company, with academic sources, APA 7 Artefact (35%) Fusing theory with the sustainability seminar series, individually MGB1010 . Introduction to Management ✓ The strategy this dictates 由此决定的备考策略 The quiz is the only piece testing the full theory base, so it rewards breadth: know what each framework is, who proposed it, and its parts - POLC, the classical theories, PESTLE, Schein, the decision models, ethics and ESG. The written tasks reward depth on a few: take one framework (environment analysis, leadership style) and apply it to a real organisation with cited sources. This book front-loads the recall and shows the application move for each big framework. Master both and nothing in the subject can blindside you. 测验是唯一考查完整理论体系的环节,因此它奖励广 度:要知道每个框架是什么、由谁提出、以及它的组 成部分 -- POLC、各古典理论、PESTLE、Schein、 各决策模型、伦理与 ESG。写作任务则奖励少而精的 深度:选取一个框架(环境分析、领导风格),用带引 用来源的方式把它应用到一家真实组织上。本书把记 忆部分前置,并为每个重要框架展示如何完成应用动 作。两者皆精通,本科目便无任何内容能让你措手不 及。 MGB1010 . Introduction to Management CONTENTS CONTENTS The whole subject, in one ordered book 整门课程,浓缩为一本有序之书 Ten teaching weeks - one quiz-and-application map 十个教学周 →一张测验与应用对照图 Ch Topic Core idea Part 1 . What management is, and where it came from 1 What is management? efficiency vs effectiveness . POLC → 2 Theories of management[17]Source: asksia-bible-mgb1010-bilingual.pdfPractice structuring (do not submit this - it is a drill): "Pick a recognised leadership style, match a manager you know to it using academic sources, evaluate its pros and cons, and recommend an alternative style or source of power. " Sketch a plan in five moves. 练习搭框架(不要提交它 -- 这只是一次操练):“选一种公认的领导风格,借助学术文献把你认识的一位管理者匹配到 该风格上,评估其利弊,并推荐一种替代的领导风格或权力来源。”用五步勾勒出一份提纲。 - PLANNING SCAFFOLD 1 Name & define the style from an academic source (e. g. transformational, democratic). One precise sentence, properly cited (APA 7). 从学术来源出发命名并界定该风格(例如变革型、民主型)。一句精确的话,规范引用(APA 7)。 2 Match with evidence. Two or three concrete behaviours of the chosen person mapped to the style's defining features - this is where most marks sit. 用证据加以匹配。所选人物的两到三个具体行为,映射到该风格的定义性特征 -- 这是大多数分数所在之处。 3 Evaluate pros. What the style does well in this context (e. g. inspires discretionary effort), backed by a source. 评价优点。该风格在此情境中做得好的地方(例如激发自发性努力),并有来源支撑。 4 Evaluate cons. Where it falls short (e. g. depends on a charismatic individual; slow in a crisis). Balance is rewarded. 评价缺点。它的不足之处(例如依赖某个有魅力的个人;危机中反应迟缓)。平衡兼顾会获得奖励。 5 Recommend. An alternative style or source of power for the gaps, with a one-line justification. Close the loop. 提出建议。针对那些缺口给出一种替代风格或权力来源,附一句话的理由。闭合回路。 ✓ What separates a credit from a high distinction 把及格(credit) 和高分(high distinction)拉开差距的是什么 Application over description. A pass summarises the theory; a high mark maps specific evidence to specific constructs and evaluates critically (pros AND cons, with sources). Use peer-reviewed articles, cite in APA 7, and make every paragraph do analytical work - not narrate the case. 应用重于描述。及格答案概述理论;高分答案把具体证据映射到具体构念并进行批判性评价(利与弊兼顾,附来源)。使 用经同行评审的文章,按 APA 7 引用,让每个段落都做分析性的工作 -- 而不是复述案例。 Concept-check Q&A 概念自检问答 MGB1010 . Introduction to Management Cover the answer, respond in one line, then check. 盖住答案,用一行作答,然后核对。 Question Model answer What is the difference between efficiency and effectiveness? Efficiency = doing things right (least input); effectiveness = doing the right things (attaining goals). State the four POLC functions. Planning, Organising, Leading, Controlling. What does "satisficing" mean and who coined it? Accepting the first "good enough" option, not the optimum - Herbert Simon, under bounded rationality. Name the two halves of inclusion (Randel et al. , 2018). Belongingness + being valued for uniqueness.
• C）Sustainability artefact（理论+ESG/CSR 融合）[1]Source: asksia-bible-mgb1010-bilingual.pdfDue Wk 13 The quizzes are weekly interactive readings on the Pearson Revel platform, each with quiz questions and (most weeks) a mini- simulation. Grades auto-sync to Moodle. There is no separate test to sit and no final exam - the recall load is spread thin across ten weeks. 这些测验是每周在培生 Revel 平台上的互动式阅读,每次 都附有测验题,并且(多数周)还有一个迷你模拟。成绩会 自动同步到 Moodle。没有单独的测试要坐下来做,也没有 期末考试 -- 回忆负担被均摊到了十周里。 What each piece really asks 每项任务究竟在考什么 Piece What it rewards Quiz (30%) Broad recall: definitions, theorists, the parts of each framework Written (35%) Applying a named framework to a company, with academic sources, APA 7 Artefact (35%) Fusing theory with the sustainability seminar series, individually MGB1010 . Introduction to Management ✓ The strategy this dictates 由此决定的备考策略 The quiz is the only piece testing the full theory base, so it rewards breadth: know what each framework is, who proposed it, and its parts - POLC, the classical theories, PESTLE, Schein, the decision models, ethics and ESG. The written tasks reward depth on a few: take one framework (environment analysis, leadership style) and apply it to a real organisation with cited sources. This book front-loads the recall and shows the application move for each big framework. Master both and nothing in the subject can blindside you. 测验是唯一考查完整理论体系的环节,因此它奖励广 度:要知道每个框架是什么、由谁提出、以及它的组 成部分 -- POLC、各古典理论、PESTLE、Schein、 各决策模型、伦理与 ESG。写作任务则奖励少而精的 深度:选取一个框架(环境分析、领导风格),用带引 用来源的方式把它应用到一家真实组织上。本书把记 忆部分前置,并为每个重要框架展示如何完成应用动 作。两者皆精通,本科目便无任何内容能让你措手不 及。 MGB1010 . Introduction to Management CONTENTS CONTENTS The whole subject, in one ordered book 整门课程,浓缩为一本有序之书 Ten teaching weeks - one quiz-and-application map 十个教学周 →一张测验与应用对照图 Ch Topic Core idea Part 1 . What management is, and where it came from 1 What is management? efficiency vs effectiveness . POLC → 2 Theories of management[6]Source: asksia-bible-mgb1010-bilingual.pdfGive the three timing-based types of control. Feedforward (before), concurrent (during), feedback (after). How do a quota and a target differ? A quota is a mandatory minimum; a target is an aspirational, voluntary goal. ★ Final word - no exam means application is everything 最后一句话 -- 没有考试,意味着应用就是一切 Because MGB1010 is assessed by quizzes, written tasks and an artefact, the win is not memorising lists but recognising which framework a situation calls for and applying it to a real case. Drill the glossary for the quiz; drill the applied items above for the written work. 由于 MGB1010 通过测验、写作任务与人工制品进行评估,制胜之道不在于背诵清单,而在于识别某一情境需要哪个框 架,并把它应用到一个真实案例上。为测验而操练术语表;为写作任务而操练上文的应用题。 MGB1010 . Introduction to Management

• 1）激励五理论（Maslow/Herzberg/X-Y/Equity/Expectancy）[16]Source: asksia-bible-mgb1010-bilingual.pdfi A contemporary design question 一个当代的组织设计问题 The unit raises the 4-day working week as a live design debate - a redesign of how work is structured around outcomes rather than hours. It is the learning- organisation mindset applied to time. 本单元提出四天工作制作为一个鲜活的设计辩题 围绕产出而非工时来重新设计工作的组织方式。这是 把学习型组织的思维方式应用到时间上。 Structure is not bureaucracy for its own sake - it is the riverbed that decides which way behaviour, information and leadership can flow. 结构不是为官僚而官僚 -- 它是那条决定行为、信息与领导能朝哪个方向流动的河床。 MGB1010 . STRUCTURE FACILITATES THE LEADERSHIP STYLE ★ Recall checklist for this chapter 本章回忆清单 (1) The six elements - specialisation, departmentalisation, chain of command, span of control, centralisation, formalisation. (2) Specialisation helps then hurts (human diseconomies). (3) Wide span - flat & cheap. (4) Centralisation = who decides; formalisation = how rule-bound. (5) Mechanistic = rigid/efficient/stable; organic = flexible/adaptive/dynamic. (6) The learning organisation is the organic extreme. (1) 六大要素 -- 专业化、部门化、指挥链、管理跨度、集权、正规化。(2)专业化先助益后有害(人力不经济)。(3) 宽跨度→扁平且便宜。(4)集权=由谁决策;正规化=受规则约束的程度。(5)机械式=僵化/高效/稳定;有机式 = 灵活/适应性强/动态。(6)学习型组织是有机式的极端形态。 MGB1010 . Introduction to Management W5 . MOTIVATION WEEK 5 . LEADING - MOTIVATION HEAVILY QUIZ-TESTED Five theories of what drives effort 驱动努力的五种理论 Maslow, Herzberg, McGregor, equity, expectancy - side by side Maslow、Herzberg、McGregor、公平、期望––并列对照 TL;DR. Motivation is the energy, direction and persistence a person puts into work. The classic theories split into content theories - what people want (Maslow, Herzberg, McGregor) - and process theories - how people decide how hard to try (equity, expectancy). Below is the side-by-side grid the quiz draws from; the rest of the page unpacks the two trickiest. 太长不看(TL;DR)。激励是一个人投入到工作中的能量、方向和持久度。经典理论分为内容型理论 -- 讲人们想要什么(马 斯洛、赫茨伯格、麦格雷戈) -- 和过程型理论 -- 讲人们如何决定要多努力(公平理论、期望理论)。下面是测验取材的并 列对照表;本页其余部分会拆解其中最棘手的两个。 ★ What the quiz asks here 测验在这里会考什么 Match a theory to its theorist; pick the right level of Maslow for a scenario; tell a hygiene factor from a motivator; classify a manager as Theory X or Y; and recall that expectancy multiplies three terms so any zero kills motivation. Content vs process is a favourite framing. 把某一理论匹配到其理论家;为某一情景挑出正确的 Maslow 层次;把保健因素与激励因素区分开来;把某位管理者归 类为 X理论或 Y 理论;并记住期望理论是三项相乘,因此任何一项为零都会扼杀激励。内容型与过程型之分是常用的考 查框架。 Theory Theorist Core idea Manager's lever Hierarchy of needs Maslow Five ascending needs: physiological - safety - social - esteem - self-actualisation. A satisfied need stops motivating.
• 2）领导力模型 + 五种权力（Ferguson 那套）[7]Source: asksia-bible-mgb1010-bilingual.pdfReferent Identification, admiration, charisma Fierce loyalty, players idolising him, a 'family' club atmosphere. Position vs personal power 职位权力vs个人权力 Position power (legitimate, reward, coercive) comes with the job title - it transfers to whoever holds the role. Personal power (expert, referent) belongs to the individual and is far harder to replace. The most durable leaders build personal power so their influence outlasts the formal authority. 职位权力(法定权、奖赏权、强制权)随职位头衔而来 它会转移给任何坐上那个位子的人。个人权力(专家权、参 照权)属于个人本身,要替代它难得多。最持久的领导者会 构建个人权力,使其影响力在正式职权消失后依然延续。 Why Ferguson is the teaching case 为何 Ferguson 是经典教学案例 He visibly used all five at once: the legitimate authority of the manager, coercive discipline, the reward of selection, expert tactical knowledge, and the referent pull of a leader players adored. He is also a clean fit for trait theory (drive, will to win, self-confidence) and the four I's - idealised influence as the club's figurehead, individualised consideration in handling each player differently. 他显眼地同时动用了全部五种:作为主教练的法定职权、强 制性的纪律约束、选拔上场作为奖赏、专家级的战术知识, 以及让球员崇拜的参照型吸引力。他也完美契合特质理论 (进取心、求胜意志、自信),以及四个 -- 作为俱乐部旗 帜人物的理想化影响,以及因人而异处理每位球员的个性化 关怀。 MGB1010 . Introduction to Management "Step out of my control and you're dead" sits beside "the two best words are well done" - coercive and referent power in the same leader, used on purpose. “脱离我的掌控,你就完了”与“最好的两个字是干得好”并存 -- 强制权与参照权出现在同一位领导者身上,且都是有意 为之。 FERGUSON / MANCHESTER UNITED . PARAPHRASED i Feeds your Week 6 written task 为你的第6周书面作业做铺垫 The 35% written component asks you to interview a teammate, match them to a recognised leadership style, evaluate its pros/cons and recommend alternative styles and sources of power. The Ferguson coding (traits / five powers / task-vs-relationship) is the rehearsal for exactly that analysis. 占 35% 的写作部分要求你访谈一名队友,把他匹配到一种公认的领导风格,评价其利弊,并推荐替代风格与权力来 源。Ferguson 的编码(特质/五种权力/任务对关系)正是对该项分析的预演。 ★ Recall checklist for this chapter 本章回忆清单 (1) Five motivation theories - Maslow, Herzberg (hygiene vs motivator), McGregor X/Y, Adams equity, Vroom expectancy (a product). (2) Leadership waves - trait (Kirkpatrick & Locke), behavioural (Lewin styles; Ohio State task vs relationship), contingency (Fiedler fixed; path-goal flexible). (3) Transactional vs transformational + the four I's; charismatic; visionary; GLOBE. (4) French & Raven's five powers - legitimate, coercive, reward (position); expert, referent (personal). (1) 五种激励理论 -- Maslow、Herzberg(保健与激励之分)、McGregor X/Y、Adams 公平理论、Vroom 期望理论 (一个乘积)。(2)领导力的几波浪潮 -- 特质(Kirkpatrick 与 Locke)、行为(Lewin 的风格;俄亥俄州立的任务对关 系)、权变(Fiedler 固定式;路径一目标灵活式)。(3)交易型与变革型+四个|;魅力型;愿景型;GLOBE。(4) French 与 Raven 的五种权力 -- 合法、强制、奖励(职位性);专家、参照(个人性)。 MGB1010 . Introduction to Management W6 . PLANNING WEEK 6 . PLANNING QUIZ-TESTED Setting goals and the route to them 设定目标,以及通往目标的路径 Why plan, the types of plans, goals and MBO 为何要计划、计划的类型、目标与 MBO TL;DR. Planning is defining goals, setting a strategy and developing plans to coordinate activity - the first POLC function. It answers where are we going and how do we get there, and it sets the standards that controlling later checks against. This chapter covers why managers plan, the kinds of plans, goals and MBO, SWOT and strategy, then the control loop that closes back onto planning. 太长不看(TL;DR)。计划是界定目标、制定战略并拟定方案以协调各项活动 -- 它是POLC 的第一项职能。它回答我们要去 哪里和怎么去,并设定日后控制据以核对的标准。本章涵盖管理者为何要计划、计划的种类、目标与 MBO、SWOT 与战略, 最后讲到那条重新闭合回计划的控制环路。 ★ What the quiz asks here 测验在这里会考什么 Recall the four reasons to plan and the criticisms; classify a plan on its dimension (strategic/operational, long/short, single-use/standing); define MBO and SWOT (and sort a factor into the right SWOT box - internal vs external); and recall the three types of control by timing. Internal-vs-external in SWOT is a favourite trap.[26]Source: asksia-cheatsheet-mgb1010.pdfContemporary design questions the unit raises: the 4- day working week; decentralised, participative structures that need better-developed staff. Most firms in practice choose "a bit of both" on centralisation rather than a pure extreme. Why structure matters here: W5 deliberately pairs organising with leading - "the structure facilitates the leadership style". A flat, organic, empowered design suits transformational leading; a tall, mechanistic one suits transactional control. The learning organisation is the organic ideal taken to its limit. 5d . Five Power Bases FRENCH & RAVEN . W5 Authority is just one element of the broader idea of power/influence (taught for the Ferguson case, Side 2): Coercive - fear / punishment · Reward - give things others value · Legitimate - formal position in the hierarchy · Expert - special skill / knowledge · Referent - identification with traits / charisma The first three are positional (they come with the role); expert & referent are personal (earned, not granted) - usually the most durable. Great leaders blend several at once. SIA > Don't confuse authority (legitimate, from the org chart) with power (the wider ability to influence). A quiz favourite: which base is "the title says so" (legitimate) vs "they admire her" (referent) vs "she knows most" (expert)? 6 . POLC Overview THE SPINE The four functions are interdependent & circular, not a one-off sequence - the unit's organising spine, introduced in W1 and deep-dived across W5-W6: THE LOOP Plan - set goals & strategy Organise - structure work & resources Lead - motivate & influence people Control - measure vs standard, correct & then revise the plan . . . POLC evolved from Fayol's original functions (he had five: plan, organise, command, coordinate, control). W5 pairs Organising + Leading ("structure facilitates the leadership style"); W6 pairs Planning + Controlling. All four are detailed on Side 2. Key idea for the quiz: the functions are a continuous cycle, not a checklist done once - a control finding feeds straight back into the next plan. Managers do all four constantly, in parallel, at every level of the organisation, not in a tidy one-after-another order. 6b . Theorist Quick- Index I DRILL THESE NAME ONE-LINE IDEA
• 3）Planning/Controlling（MBO/SWOT、控制三步与三类）[11]Source: asksia-bible-mgb1010-bilingual.pdfThe unit stresses that P and C have a strong, circular relationship. Planning sets goals and standards; controlling checks performance against them; the results feed back to revise the goals or standards; and the cycle repeats. Neither function makes sense alone. 本单元强调,计划(P)与控制(C)之间存在牢固的、循 环的关系。计划设定目标与标准;控制对照它们核查绩效; 结果再反馈回去修订目标或标准;循环往复。两种职能单独 看都讲不通。 THE P-C CYCLE Plan (set goals) - Act - Control (measure vs standard) - Revise goals u repeat i POLC is interdependent & circular POLC 是相互依存且循环往复的 All four functions interlink, but P and C are the tightest pair. Recall the Ferguson example: planning a season two games ahead (P), then standards-and-quick- correction right after each match - 'I do it right after the game . . . and it's finished' (C). 四项职能彼此相连,但P与C 是结合最紧的一对。回 忆 Ferguson 的例子:提前两场比赛规划赛季(P), 然后在每场比赛后立即进行标准对照与快速纠正一 “我在赛后立刻就做. 然后它就结束了”(C)。 MGB1010 . Introduction to Management A plan without control is a hope; control without a plan is busywork. The two only earn their keep as a single loop. I 没有控制的计划是一种希望;没有计划的控制是瞎忙活。这两者只有作为一个单一的回路才能各尽其用。 MGB1010 . THE PLANNING-CONTROLLING CYCLE ★ Recall checklist for this chapter 本章回忆清单 (1) Four reasons to plan - coordinate, reduce uncertainty, cut waste, set standards; plus the criticisms (rigidity etc. ). (2) Classify plans by breadth / time / use / specificity. (3) MBO = jointly set + reviewed goals; SWOT = internal S/W + external O/T. (4) Control process = measure - compare - act (do nothing / correct / revise standard). (5) Three controls by timing - feedforward (before), concurrent (during), feedback (after). (6) P-C is one circular loop. (1) 计划的四个理由 -- 协调、降低不确定性、削减浪费、设定标准;外加各项批评(僵化等)。(2)按广度/时间/ 用途/具体性对计划分类。(3) MBO= 共同设定并审查的目标;SWOT=内部 S/W+外部 O/T。(4) 控制流程= 衡 量→比较→行动(不采取行动/纠正/修订标准)。(5)按时间划分的三类控制 -- 前馈(事前)、同期(事中)、反 馈(事后)。(6) P-C是一个循环回路。 MGB1010 . Introduction to Management DECISIONS . PROCESS - DECISIONS DECIDING . WEEK 7 Making business decisions 做出商业决策 The rational model, and why real managers can never quite run it 理性模型,以及为何真实的管理者永远无法完全照其运行 A decision is a choice among alternatives, and managing is, at bottom, a stream of decisions. This unit teaches the rational model as the ideal yardstick, then immediately undercuts it: real managers work with limited information, time and brainpower, so they satisfice rather than optimise, and a predictable set of biases bends their judgement. Know the ideal, know the gap, and know the defences. 决策是在若干备选方案中作出选择,而管理归根结底就是一连串的决策。本单元先把理性模型当作理想标尺来教,随即又立刻 拆它的台:真实的管理者面对的是有限的信息、时间和脑力,所以他们做的是满意决策而非最优化,而且一套可预见的偏差会 扭曲他们的判断。要懂这个理想,懂理想与现实的差距,也懂应对之策。 i Where this sits in the unit 它在课程中的位置 Week 7 is taught around the survival-ranking exercise (decide alone, then re-decide as a group) and the Asch conformity clip. The takeaways are not calculations - they are recognising which model a decision-maker is actually using, which condition they face, and which bias is in play. That recognition is exactly what the Revel quiz tests. 第7周围绕生存排序练习(先独自决定,再作为群体重新决定)与 Asch 从众实验短片来教学。要点不是计算 -- 而是识 别决策者实际在用哪个模型、面对哪种条件、以及哪种偏差在起作用。这种识别正是 Revel 测验所考查的。 7. 1 The rational decision-making process 7. 1 理性决策过程 The textbook breaks a decision into eight steps. The first three are about framing the problem (most errors are born here), the middle three about choosing, and the last two about acting and learning. Treat it as a checklist, not a straitjacket.[21]Source: asksia-cheatsheet-mgb1010.pdf10 . Case . Sir Alex W5 . LEADERSHIP Ferguson & POWER The leadership/power anchor (Man United, 26 yrs). Students annotate the case before class for traits & power types, then complete worksheets on each. Map his style onto the models: · Trait - drive & fierce will to win, self-confidence, deep football knowledge, reading opponents (= Kirkpatrick & Locke list) · Task vs relationship (Ohio State) - task: fitness regimes, discipline code, drills; relationship: private chats, knowing "well done" matter, nurturing young players · Transformational - inspirational speeches (idealised influence) + handling each player differently (individualised consideration) · Organising / change - rebuilt the club not just the team (youth academy, wide span of control, three squad age-layers) & adapted 26 yrs to sports science -> leadership adapting to a changing environment · Decision-making - fast & decisive, confident bets on unproven youth (Ronaldo, Rooney) balanced against bounded-rationality risk · Planning & control - working "two games ahead"; the costly mistakes (selling Stam) showing planning's rigidity/risk; control via quick post- match correction Assessment hook: a "Letter to Fergie" judging which parts of his style still hold up in a 2026 business context. One case, many models - exactly how the quiz tests application: it gives a behaviour, you name the matching concept. 11 . Planning W6 Planning = defining goals, setting strategy, developing plans to coordinate activities. 4 reasons to plan: coordinates effort . reduces uncertainty . cuts wasteful overlap · sets the standards used in controlling. Criticisms: can create rigidity ; can't replace intuition/creativity; may fixate on today's competition; past success # future survival. Goals: traditional top-down vs jointly set; stated vs real goals. MBO · jointly set, specific, measurable goals with periodic review of progress. SWOT . internal Strengths/Weaknesses + external Opportunities/Threats - the foundation of strategic planning. Plan types: strategic vs operational, long vs short term, specific vs directional, single-use vs standing. P & C run as one loop - the goals you plan become the standards you control against, and control results feed the next plan. 12 . Controlling Controlling = monitoring activities, comparing actual performance vs standards, correcting deviations. P & C are circular : plan -> set standard -> measure -> revise -> re-plan. The control process (3 steps): measure actual performance -> compare it to the standard -> take managerial action. On a deviation a manager can: do nothing . correct it (immediate or basic) . revise the standard. Three controls by timing: TYPE
• 4）Decision（risk vs uncertainty、satisficing、偏差）[11]Source: asksia-bible-mgb1010-bilingual.pdfThe unit stresses that P and C have a strong, circular relationship. Planning sets goals and standards; controlling checks performance against them; the results feed back to revise the goals or standards; and the cycle repeats. Neither function makes sense alone. 本单元强调,计划(P)与控制(C)之间存在牢固的、循 环的关系。计划设定目标与标准;控制对照它们核查绩效; 结果再反馈回去修订目标或标准;循环往复。两种职能单独 看都讲不通。 THE P-C CYCLE Plan (set goals) - Act - Control (measure vs standard) - Revise goals u repeat i POLC is interdependent & circular POLC 是相互依存且循环往复的 All four functions interlink, but P and C are the tightest pair. Recall the Ferguson example: planning a season two games ahead (P), then standards-and-quick- correction right after each match - 'I do it right after the game . . . and it's finished' (C). 四项职能彼此相连,但P与C 是结合最紧的一对。回 忆 Ferguson 的例子:提前两场比赛规划赛季(P), 然后在每场比赛后立即进行标准对照与快速纠正一 “我在赛后立刻就做. 然后它就结束了”(C)。 MGB1010 . Introduction to Management A plan without control is a hope; control without a plan is busywork. The two only earn their keep as a single loop. I 没有控制的计划是一种希望;没有计划的控制是瞎忙活。这两者只有作为一个单一的回路才能各尽其用。 MGB1010 . THE PLANNING-CONTROLLING CYCLE ★ Recall checklist for this chapter 本章回忆清单 (1) Four reasons to plan - coordinate, reduce uncertainty, cut waste, set standards; plus the criticisms (rigidity etc. ). (2) Classify plans by breadth / time / use / specificity. (3) MBO = jointly set + reviewed goals; SWOT = internal S/W + external O/T. (4) Control process = measure - compare - act (do nothing / correct / revise standard). (5) Three controls by timing - feedforward (before), concurrent (during), feedback (after). (6) P-C is one circular loop. (1) 计划的四个理由 -- 协调、降低不确定性、削减浪费、设定标准;外加各项批评(僵化等)。(2)按广度/时间/ 用途/具体性对计划分类。(3) MBO= 共同设定并审查的目标;SWOT=内部 S/W+外部 O/T。(4) 控制流程= 衡 量→比较→行动(不采取行动/纠正/修订标准)。(5)按时间划分的三类控制 -- 前馈(事前)、同期(事中)、反 馈(事后)。(6) P-C是一个循环回路。 MGB1010 . Introduction to Management DECISIONS . PROCESS - DECISIONS DECIDING . WEEK 7 Making business decisions 做出商业决策 The rational model, and why real managers can never quite run it 理性模型,以及为何真实的管理者永远无法完全照其运行 A decision is a choice among alternatives, and managing is, at bottom, a stream of decisions. This unit teaches the rational model as the ideal yardstick, then immediately undercuts it: real managers work with limited information, time and brainpower, so they satisfice rather than optimise, and a predictable set of biases bends their judgement. Know the ideal, know the gap, and know the defences. 决策是在若干备选方案中作出选择,而管理归根结底就是一连串的决策。本单元先把理性模型当作理想标尺来教,随即又立刻 拆它的台:真实的管理者面对的是有限的信息、时间和脑力,所以他们做的是满意决策而非最优化,而且一套可预见的偏差会 扭曲他们的判断。要懂这个理想,懂理想与现实的差距,也懂应对之策。 i Where this sits in the unit 它在课程中的位置 Week 7 is taught around the survival-ranking exercise (decide alone, then re-decide as a group) and the Asch conformity clip. The takeaways are not calculations - they are recognising which model a decision-maker is actually using, which condition they face, and which bias is in play. That recognition is exactly what the Revel quiz tests. 第7周围绕生存排序练习(先独自决定,再作为群体重新决定)与 Asch 从众实验短片来教学。要点不是计算 -- 而是识 别决策者实际在用哪个模型、面对哪种条件、以及哪种偏差在起作用。这种识别正是 Revel 测验所考查的。 7. 1 The rational decision-making process 7. 1 理性决策过程 The textbook breaks a decision into eight steps. The first three are about framing the problem (most errors are born here), the middle three about choosing, and the last two about acting and learning. Treat it as a checklist, not a straitjacket.[14]Source: asksia-bible-mgb1010-bilingual.pdfi Open system - one to remember 开放系统 -- 这一点要记牢 The systems view's key exam phrase is open system: the organisation is not sealed off - it takes in inputs (people, money, materials), transforms them, and releases outputs back into an environment that feeds back. This is the bridge into Ch 3. 系统观的关键考试用语是开放系统:组织并非封闭隔 绝的 -- 它吸纳投入(人员、资金、物料),加以转 化,再把产出释放回一个会向其反馈的环境之中。这 是通往第3章的桥梁。 MGB1010 . Introduction to Management DECISIONS . CONDITIONS & BIAS - DECISIONS (CONT. ) Decision conditions & common biases 决策情境与常见偏差 How much you know about outcomes - and how your brain bends the call 你对结果了解多少 -- 以及你的大脑如何扭曲这个判断 7. 5 Decision conditions 7. 5 决策情境 Decisions differ by how much is knowable about their outcomes. The unit names three conditions along a spectrum from full knowledge to none. 决策因其结果的可知程度不同而有所差异。本单元给一条从 完全知晓到一无所知的谱系命名了三种状态。 Condition What the manager knows Typical response Certainty The outcome of every alternative is known in advance. Rare; pick the best outcome directly. Risk Outcomes are not certain, but their Weigh outcomes by probability (expected value). probabilities are known (from data/experience). Uncertainty Outcomes are unknown and probabilities cannot be estimated - too little information. Judgement, intuition, scenario thinking; psychology drives the choice. ! Risk # uncertainty 风险≠不确定性 The Revel quiz leans on this. Risk means you can attach probabilities ("30% chance of recession"); uncertainty means you genuinely cannot. Calling a probability-known situation "uncertainty" is a classic dropped mark.
• 5）Ethics/ESG/Diversity（配额vs目标、inclusion 两半）[6]Source: asksia-bible-mgb1010-bilingual.pdfGive the three timing-based types of control. Feedforward (before), concurrent (during), feedback (after). How do a quota and a target differ? A quota is a mandatory minimum; a target is an aspirational, voluntary goal. ★ Final word - no exam means application is everything 最后一句话 -- 没有考试,意味着应用就是一切 Because MGB1010 is assessed by quizzes, written tasks and an artefact, the win is not memorising lists but recognising which framework a situation calls for and applying it to a real case. Drill the glossary for the quiz; drill the applied items above for the written work. 由于 MGB1010 通过测验、写作任务与人工制品进行评估,制胜之道不在于背诵清单,而在于识别某一情境需要哪个框 架,并把它应用到一个真实案例上。为测验而操练术语表;为写作任务而操练上文的应用题。 MGB1010 . Introduction to Management[17]Source: asksia-bible-mgb1010-bilingual.pdfPractice structuring (do not submit this - it is a drill): "Pick a recognised leadership style, match a manager you know to it using academic sources, evaluate its pros and cons, and recommend an alternative style or source of power. " Sketch a plan in five moves. 练习搭框架(不要提交它 -- 这只是一次操练):“选一种公认的领导风格,借助学术文献把你认识的一位管理者匹配到 该风格上,评估其利弊,并推荐一种替代的领导风格或权力来源。”用五步勾勒出一份提纲。 - PLANNING SCAFFOLD 1 Name & define the style from an academic source (e. g. transformational, democratic). One precise sentence, properly cited (APA 7). 从学术来源出发命名并界定该风格(例如变革型、民主型)。一句精确的话,规范引用(APA 7)。 2 Match with evidence. Two or three concrete behaviours of the chosen person mapped to the style's defining features - this is where most marks sit. 用证据加以匹配。所选人物的两到三个具体行为,映射到该风格的定义性特征 -- 这是大多数分数所在之处。 3 Evaluate pros. What the style does well in this context (e. g. inspires discretionary effort), backed by a source. 评价优点。该风格在此情境中做得好的地方(例如激发自发性努力),并有来源支撑。 4 Evaluate cons. Where it falls short (e. g. depends on a charismatic individual; slow in a crisis). Balance is rewarded. 评价缺点。它的不足之处(例如依赖某个有魅力的个人;危机中反应迟缓)。平衡兼顾会获得奖励。 5 Recommend. An alternative style or source of power for the gaps, with a one-line justification. Close the loop. 提出建议。针对那些缺口给出一种替代风格或权力来源,附一句话的理由。闭合回路。 ✓ What separates a credit from a high distinction 把及格(credit) 和高分(high distinction)拉开差距的是什么 Application over description. A pass summarises the theory; a high mark maps specific evidence to specific constructs and evaluates critically (pros AND cons, with sources). Use peer-reviewed articles, cite in APA 7, and make every paragraph do analytical work - not narrate the case. 应用重于描述。及格答案概述理论;高分答案把具体证据映射到具体构念并进行批判性评价(利与弊兼顾,附来源)。使 用经同行评审的文章,按 APA 7 引用,让每个段落都做分析性的工作 -- 而不是复述案例。 Concept-check Q&A 概念自检问答 MGB1010 . Introduction to Management Cover the answer, respond in one line, then check. 盖住答案,用一行作答,然后核对。 Question Model answer What is the difference between efficiency and effectiveness? Efficiency = doing things right (least input); effectiveness = doing the right things (attaining goals). State the four POLC functions. Planning, Organising, Leading, Controlling. What does "satisficing" mean and who coined it? Accepting the first "good enough" option, not the optimum - Herbert Simon, under bounded rationality. Name the two halves of inclusion (Randel et al. , 2018). Belongingness + being valued for uniqueness.