Lea新dership chapter 17 (ppt 31页)
合集下载
新概念英语第一册Lesson17-18课件(共33张ppt)
集体名词：表示一群人或一些事 物的名词，以单数形式出现，但 实为复数。
如： people， police等本身就是复数， 不能说 a people，a police,但可以说 a person，
a policeman
the English，the British，the French，the Chinese，the Japanese等名词，表示国民总称时 ，作复数用。
?
Who is this young man ?
祈使句：用来表示建议，命令，叮嘱等。
Richards .
assistant n.
Fill in the blanks：
This is Jim . What are their jobs？
-ee 一般指动作的承受者，被动者 operators
What are their jobs?
2.Nice to meet you. 非正式场合： 回答：Nice to meet you too.
3.How are you?用于朋友或相识的人 之间见面的询问身体状况的问候语。 回答：I am fine./I am well.
4.What are their jobs? 他们的工作是什么？
What’s your/his/her job? 你的/他的/她的工作是什么？
Come and meet our employees.
祈使句：用来表示建议，命令，叮嘱等。没 有主语。
This is Nicola Grey.
介绍别人时： This is ...
自我介绍时： My name is ... I’m …
1.How do you do? 用于正式的场合，第一次见面 回答：How do you do?
《管理学基础》第十七章领导
PPT文档演模板
《管理学基础》第十七章领导
权变的领导理论
• 费德勒模型
Ø 指出有效的群体绩效取决于两个方面的恰当匹配： v 与下属发生相互作用的领导风格 v 领导者能够控制和影响情境的程度
Ø 假设： v 不同情形下，总有一种领导模式是最有效的 v 领导者不会真正改变领导风格
– 选择领导者以适应情境 – 改变情境以适应领导者
影响群体实现目标的过程 • 理论上说，所有的管理者都应成为领导者 • 尽管组织中可能出现非正式的领导者，但这些不是我
们研究的领导者
领导研究旨在回答：什么是有效的领导者？
PPT文档演模板
《管理学基础》第十七章领导
早期的领导理论
• 特质理论 (1920s-30s)
Ø 研究关注领导者的特质，也就是那些能把领导者从非 领导者中区分出来的个性特点，但不很成功
PPT文档演模板
《管理学基础》第十七章领导
领导有关的最新观点（续）
• 团队领导
Ø 有耐心去分享信息 Ø 信任他人并放弃自己的职权 Ø 明白在什么时候对员工进行干预
• 团队领导者的工作
Ø 对团队外部事物的管理 Ø 对团队工作进程的推动
v 教练，协助，处理纪律问题，审查小组和个人表现， 培训和交流
PPT文档演模板
能够确立目标、解决问题并作出正确决策 6. 与工作相关的知识。广博的知识能够使他们做出睿智的决策，并认识到
这些决策的意义 7. 外向。领导者精力充沛，好交际，坚定而自信，很少沉默寡言或离群
•Source: S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Really Matter?” Academy of Management Executive, May 1991, pp. 48–60; T. A. Judge, J. E. Bono, R. llies, and M. W. Gerhardt, “Personality and Leadership: A Qualitative and Quantitative Review,” Journal of Applied Psychology, August 2002, pp. 765–780.
组织行为学LeadershipPPT课件
trait research were successful,then leader is basically inborn, would have provided a basis for
selecting the right “leader” behavior theories were valid,we could teach
• 3rd separate dimension: values experimentation,seeking new ideas,& generating & implementing change.
• Went back & look at the original Ohio data, -wasn’t critical in those days; positive evident in 1990s dynamic environment.
What makes an effective leader
• the 1st approach sought to find universal personality traits that leaders had to some great degree than nonleaders
• explain leadership in terms of the behavior a person engaged in
power variables such as-• Matching leaders & situation:favorable I,II,iii,Vii,Viii;
change the leader to fit the situation; change the situation to fit the leader
selecting the right “leader” behavior theories were valid,we could teach
• 3rd separate dimension: values experimentation,seeking new ideas,& generating & implementing change.
• Went back & look at the original Ohio data, -wasn’t critical in those days; positive evident in 1990s dynamic environment.
What makes an effective leader
• the 1st approach sought to find universal personality traits that leaders had to some great degree than nonleaders
• explain leadership in terms of the behavior a person engaged in
power variables such as-• Matching leaders & situation:favorable I,II,iii,Vii,Viii;
change the leader to fit the situation; change the situation to fit the leader
罗宾斯管理学英文版17章
Contingency Theories of Leadership
Explain how Fiedler’s theory of leadership is a contingency model.
Copyright 2005 Prentice Hall, Inc. All rights reserved.
17–10
Contingency Theories of Leadership
The Fiedler Model (cont’d)
Proposes that effective group performance depends upon the proper match between the leader’s style of interacting with followers and the degree to which the situation allows the leader to control and influence. Assumptions:
Follow this Learning Outline as you read and study this chapter.
Managers versus Leaders
Contrast leaders and managers. Explain why leadership is an important behavioral topic.
– Initiating structure: the role of the leader in defining his or her role and the roles of group members – Consideration: the leader’s mutual trust and respect for group members’ ideas and feelings.
chap17-management
Leadership
– process of influencing a group toward the achievement of goals
– a heavily researched topic
17-4
Early Leadership Theories
Trait Theories
– leader traits - characteristics that might be used to differentiate leaders from nonleaders • might be used as a basis for selecting the “right” people to assume formal leadership positions
17-2
Learning Objectives (cont.)
You should learn to: – Contrast transactional and transformational leaders – Describe the main characteristics of charismatic, visionary, and team leaders – Explain the various sources of power a leader might possess – Describe how leaders can create a culture of trust – Explain gender and cultural differences in leadership
17-9
Early Leadership Theories (cont.)
Behavioral Theories (cont.)
– process of influencing a group toward the achievement of goals
– a heavily researched topic
17-4
Early Leadership Theories
Trait Theories
– leader traits - characteristics that might be used to differentiate leaders from nonleaders • might be used as a basis for selecting the “right” people to assume formal leadership positions
17-2
Learning Objectives (cont.)
You should learn to: – Contrast transactional and transformational leaders – Describe the main characteristics of charismatic, visionary, and team leaders – Explain the various sources of power a leader might possess – Describe how leaders can create a culture of trust – Explain gender and cultural differences in leadership
17-9
Early Leadership Theories (cont.)
Behavioral Theories (cont.)
新概念英语第四册Lesson+17+课件
• This greatly reduced the speed of the ship, for there was a danger that if she travelled too quickly, this rudder would be torn away as well.
• There is an element of truth in both these pictures, but few of us have had the opportunity to find out.
• promiscuous adj. 不加选择的，随便的indiscriminate / casual
• promiscuous eating habits • the promiscuous distribution of diplomas
• This rabbit had no natural enemies in the Antipodes, so that it multiplied with that promiscuous abandon characteristic of rabbits.
• bequeath v. 把……遗赠给…… • bequeath sth. to ... • He bequeathed everything to charity / his son. • One age bequeaths its civilization to the next.
• leave / will sth. to... • inherit sth. from... • He inherited a fortune from his grandfather.
• unwise • ill-advised • impolitic • folly
• There is an element of truth in both these pictures, but few of us have had the opportunity to find out.
• promiscuous adj. 不加选择的，随便的indiscriminate / casual
• promiscuous eating habits • the promiscuous distribution of diplomas
• This rabbit had no natural enemies in the Antipodes, so that it multiplied with that promiscuous abandon characteristic of rabbits.
• bequeath v. 把……遗赠给…… • bequeath sth. to ... • He bequeathed everything to charity / his son. • One age bequeaths its civilization to the next.
• leave / will sth. to... • inherit sth. from... • He inherited a fortune from his grandfather.
• unwise • ill-advised • impolitic • folly
德斯勒 人力资源管理(英文版第15版) 课件Dessler15e_HRM_Ch17
Training and Maintaining Employees Abroad (1 of 2)
• Orienting and training employees on international assignment
• Performance Appraisal of International managers • Compensating managers abroad
Employment
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
HR Abroad Example: China
• Recruiting • Selection • Compensation • Labor Unions
Selecting International Managers
• Testing • Realistic Previews • Adaptability Screening • Legal Issues • Avoiding early expatriate returns • Family pressures
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Ethics and Code of Conduct
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
新概念三 Lesson 17阅读写作(共14张PPT)
he is a great explorer
Task 4 : Read para.2 and fill inUmtseahkveeerybobsuarlnaedxnpnooksuistni.sonto more direct and objective.
• 1. Span: It has a span of 4,260 feet.
•
5.记叙文的写作反映的问题则更大， 且不说 选材的 平淡， 就语言 的叙述 而言， 无法体 现出一 个学生 高中三 年这一 思想蜕 变的进 步，反 而还停 留在初 中的水 平，令 人汗颜 。
•
6.大部分的记叙文平铺直叙，语言啰 嗦乏味 ，缺少 灵动性 的语句 ，不会 运用各 种表达 方式， 逻辑错 乱，这 样的文 章基本 都被判 为四类 下。
Exposition
a brief overview: History
Detailed information
1. Structure: Clarity(清晰) 2. Content: Stress the key points; make it interesting. 3. Language: “v. + n.” to make it more direct and powerful.
Lesson 17 The longest suspension bridge in the world
Lead-in 1. Watch a video about different bridges and figure out suspension bridges.
Pre-reading
1. What is suspension bridge?
Task 7 : Draw a picture of the bridge according to the description.
Task 4 : Read para.2 and fill inUmtseahkveeerybobsuarlnaedxnpnooksuistni.sonto more direct and objective.
• 1. Span: It has a span of 4,260 feet.
•
5.记叙文的写作反映的问题则更大， 且不说 选材的 平淡， 就语言 的叙述 而言， 无法体 现出一 个学生 高中三 年这一 思想蜕 变的进 步，反 而还停 留在初 中的水 平，令 人汗颜 。
•
6.大部分的记叙文平铺直叙，语言啰 嗦乏味 ，缺少 灵动性 的语句 ，不会 运用各 种表达 方式， 逻辑错 乱，这 样的文 章基本 都被判 为四类 下。
Exposition
a brief overview: History
Detailed information
1. Structure: Clarity(清晰) 2. Content: Stress the key points; make it interesting. 3. Language: “v. + n.” to make it more direct and powerful.
Lesson 17 The longest suspension bridge in the world
Lead-in 1. Watch a video about different bridges and figure out suspension bridges.
Pre-reading
1. What is suspension bridge?
Task 7 : Draw a picture of the bridge according to the description.
Leadership领导力24372PPT课件
▪ Reciprocal ▪ Transactional ▪ Transformational ▪ Cooperative ▪ Adaptive
.
4
Leadership Myths?
➢ Leadership is power (with people rather than over people)
.
15
Contingency Theory (Fiedler 1978)
The task-oriented leader will be effective in extremely favorable or extremely unfavorable situations
The person-oriented leader will be more effective in moderately favorable situations
➢ Leaders are born (but leaders are also “made”)
➢ All groups have leaders (large groups tend to require a leader)
➢ People resist their leaders (most groups accept the need for a leader)
Situation
Followers lack self-confidence
Leader Behavior
Supportive Leadership
Impact on Follower
Increases confidence to achieve work outcomes
Outcome
Ambiguous job
.
4
Leadership Myths?
➢ Leadership is power (with people rather than over people)
.
15
Contingency Theory (Fiedler 1978)
The task-oriented leader will be effective in extremely favorable or extremely unfavorable situations
The person-oriented leader will be more effective in moderately favorable situations
➢ Leaders are born (but leaders are also “made”)
➢ All groups have leaders (large groups tend to require a leader)
➢ People resist their leaders (most groups accept the need for a leader)
Situation
Followers lack self-confidence
Leader Behavior
Supportive Leadership
Impact on Follower
Increases confidence to achieve work outcomes
Outcome
Ambiguous job
战略管理建立持续竞争优势(第17版)中文PPT戴维 _战略管理17_ppt_05
战略管理：建立持续竞争优势
第17版
第5章
行动中的战略
Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved
本章目标 (第1部分，共2部分)
5.1 确定并讨论清晰目标的5个特征和10个好处。 5.2 定义并举例说明11种战略。 5.3 确定并讨论3种类型的一体化战略。 5.4 当市场渗透、市场开发和产品开发是特别有效的战略时， 请提供特定的指导方针。 5.5 解释多元化何时是一种有效的商业战略。
西尔斯控股将其土地终端部 门剥离给西尔斯的股东。
新泽西州大西洋城的特朗普 泰姬陵酒店面临清算。
Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved
图 5.2 战略的层级与主要责任人
Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved
Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved
长期目标
• 指希望通过执行某些特定战略来实现的成果。 • 2-5年的时限
Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved
战略的种类
• 很多企业会同时执行由两个或两个以上战略组成的战略组合。 然而，将两个相去甚远的战略进行组合非常危险。
• 没有一家企业能够执行有利的全部的战略。 • 因此必须明确重点，分清轻重缓急。
第17版
第5章
行动中的战略
Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved
本章目标 (第1部分，共2部分)
5.1 确定并讨论清晰目标的5个特征和10个好处。 5.2 定义并举例说明11种战略。 5.3 确定并讨论3种类型的一体化战略。 5.4 当市场渗透、市场开发和产品开发是特别有效的战略时， 请提供特定的指导方针。 5.5 解释多元化何时是一种有效的商业战略。
西尔斯控股将其土地终端部 门剥离给西尔斯的股东。
新泽西州大西洋城的特朗普 泰姬陵酒店面临清算。
Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved
图 5.2 战略的层级与主要责任人
Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved
Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved
长期目标
• 指希望通过执行某些特定战略来实现的成果。 • 2-5年的时限
Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved
战略的种类
• 很多企业会同时执行由两个或两个以上战略组成的战略组合。 然而，将两个相去甚远的战略进行组合非常危险。
• 没有一家企业能够执行有利的全部的战略。 • 因此必须明确重点，分清轻重缓急。
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Early Leadership Theories
• Discuss what research has shown about leadership traits. • Contrast the findings of the four behavioral leadership
theories. • Explain the dual nature of a leader’s behavior.
• Discuss how path-goal theory explains leadership.
Cutting Edge Approaches to Leadership
• Differentiate between transactional and transformational leaders.
Follow this Learning Outline as you read and study this chapter.
Managers versus Leaders
• Contrast leaders and managers. • Explain why leadership is an important behavioral topic.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
17–3
L E A R N I N G O U T L I N E (cont’d)
Follow tBiblioteka is Learning Outline as you read and study this chapter.
17–2
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Contingency Theories of Leadership
• Contrast situational leadership and the leader participation model.
17–5
Early Leadership Theories
• Trait Theories (1920s-30s)
➢ Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful.
8th edition Steven P. Robbins
Mary Coulter
PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.
LEARNING OUTLINE
Contingency Theories of Leadership
• Explain how Fiedler’s theory of leadership is a contingency model.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
• Explain the universality of management concept. • Discuss why an understanding of management is
important even if you don’t plan to be a manager. • Describe the rewards and challenges of being a manager.
➢ Do not necessarily have the skills and capabilities to be leaders
• Leaders
➢ Are appointed or emerge from within a work group
➢ Can influence other people and have managerial authority
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
17–4
Managers Versus Leaders
• Managers
➢ Are appointed to their position
➢ Can influence people only to the extent of the formal authority of their position
• Describe charismatic and visionary leadership.
Leadership Issues in the Twenty-First Century
• Tell the five sources of leader’s power. • Discuss the issues today’s leaders face. • Explain why leadership is sometimes irrelevant.
➢ Do not necessarily have the skills and capabilities to be managers
Leadership is the process of influencing a group toward the achievement of goals.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
What Is An Organization?
• Describe the characteristics of an organization. • Explain how the concept of an organization is changing.
Why Study Management?
• Discuss what research has shown about leadership traits. • Contrast the findings of the four behavioral leadership
theories. • Explain the dual nature of a leader’s behavior.
• Discuss how path-goal theory explains leadership.
Cutting Edge Approaches to Leadership
• Differentiate between transactional and transformational leaders.
Follow this Learning Outline as you read and study this chapter.
Managers versus Leaders
• Contrast leaders and managers. • Explain why leadership is an important behavioral topic.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
17–3
L E A R N I N G O U T L I N E (cont’d)
Follow tBiblioteka is Learning Outline as you read and study this chapter.
17–2
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Contingency Theories of Leadership
• Contrast situational leadership and the leader participation model.
17–5
Early Leadership Theories
• Trait Theories (1920s-30s)
➢ Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful.
8th edition Steven P. Robbins
Mary Coulter
PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.
LEARNING OUTLINE
Contingency Theories of Leadership
• Explain how Fiedler’s theory of leadership is a contingency model.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
• Explain the universality of management concept. • Discuss why an understanding of management is
important even if you don’t plan to be a manager. • Describe the rewards and challenges of being a manager.
➢ Do not necessarily have the skills and capabilities to be leaders
• Leaders
➢ Are appointed or emerge from within a work group
➢ Can influence other people and have managerial authority
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
17–4
Managers Versus Leaders
• Managers
➢ Are appointed to their position
➢ Can influence people only to the extent of the formal authority of their position
• Describe charismatic and visionary leadership.
Leadership Issues in the Twenty-First Century
• Tell the five sources of leader’s power. • Discuss the issues today’s leaders face. • Explain why leadership is sometimes irrelevant.
➢ Do not necessarily have the skills and capabilities to be managers
Leadership is the process of influencing a group toward the achievement of goals.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
What Is An Organization?
• Describe the characteristics of an organization. • Explain how the concept of an organization is changing.
Why Study Management?