| 回 | 項目 | 内容 |
| 第1回 | Entrepreneurship in the Public-Service Institution | the need to innovate |
| 第2回 | Making Work Productive and the Worker Achieving | 1.work and worker in rapid change 2.the crisis of the manual worker 3.the crisis of the union 4.unions and the knowledge workers 5.managing the knowledge worker:the new challenge 6.the segmentation of the workforce 7.the new breed |
| 第3回 | Managing the Work and Worker in Manual Work | 1.the productivity of the manual worker 2.the principles of manual-work productivity 3.the future of manual-worker productivity |
| 第4回 | Managing the Work and Worker in Knowledge Work | 1.what we know about knowledge-worker productivity 2.what is the task? 3.the kowldge worker as capital asset 4.the technologists 5.knowledge woerk as a system 6.but how to begin? |
| 第5回 | Social Impacts and Social Responsibilities | １．responsibility for impacts ２.how to deal with impacts ３.when regulation is needed ４.social problems as business opportunities 5.the limits of social responsibility 6.the limit of authority 7 as business opportunities 5.the limits of social responsibility 6.the limit of authority 7.the business opportunities 5.the limits of social responsibility 6.the limit of authority 7.the ethics of opportunities ５.the limits of social responsibility ６.the limit of authority ７.the ethics of responsibility 8.not knowingly to do harm |
| 第6回 | The New Pluralism: How to Balance the Special Purpose of the Institution with the Common Good | 1.why we need pluralism 2.leadership beyond the walls 3.three dimensions to
this integration 4.above all: two responsibilities |
| 第7回 | Why Managers? | 1.the rise, decline, and rebirth of ford-a controlled experiment in mismanagement 2.gm-the counter test 3.the lesson of the ford story 4.management as a change of phade |
| 第8回 | Design and Content of Managerial Jobs | １．common mistakes in designing managerial jobs ２.job structure and personality ３/the span of managerial relationship ４.defining a manager`s job ５.the manager`s authority ６.managers,their superiprs, their subordinates, and the enterprise |
| 第9回 | Developing Management and Managers | 1.why management development? 2.why manager development? what management development is not 3.the two dimensions of development |
| 第10回 | Management by Objectives and Self-Control | 1.the specialized work of managers 2/misdirection by hierarchy 3.misdirection by compensation 4.what shoud the objectives be? 5.management by drives 6.how shoud objectives be set band by whom? 7.self-coutrol and performance standards 8.a philosophy of management |
| 第11回 | From Middle Management to Information-Based Organizations | 1.information technology 2.from data to information |
| 第12回 | The Spirit of Performance | 1.the danger of safe mediocrity 2.conscience decisions 3.focus on opportunity 4.people decisions-the cortrol of an organization 5.integrity,the touchstone 6.leadership and the spirit of performance 7.leadership `qualities` 8.the undoing of leaders 9.earning trust is a must |
| 第13回 | The Elements of Effective Decision Making | 1.the elements of decision making 2.determine whether a decision is necessary 3.the rules used by surgeons to make decisions 4.classify the problem 5.define the problem 6.decide on what is right 7．get others to buy the decision ８．build action into the decision ９.converting a decision to action １０.test the decision against actual results 11.building continuous learning into executive decisions |
| 第14回 | How to Make People Decisions | 1.making people decisions 2.the five decision steps 3.the five ground rules 4.care 5.the high-risk people decisions 5.the widow-maker position 6.build feedback control into people decisions 7.the power of making people decisions |
| 第15回 | Managerial Communications | 1.downward and upward 2.management by objectives |
