robbins_mgmt11_ppt02
合集下载
Management-19(课堂PPT)
management contributes to it.
.
19–3
What Is Operations Management?
• Operations Management
➢ The design, operation, and control of the transformation process that converts such resources as labor and raw materials into goods and services that are sold to customers.
• The Importance of Operations Management
➢ It encompasses both services and manufacturing. ➢ It is important in effectively and efficiently managing
productivity. ➢ It plays a strategic role in an organization’s
• Service Organizations
➢ Use operations management in creating nonphysical outputs in the form of services (the activities of employees interacting with customers).
• Describe the benefits that result from value chain management.
• Explain the obstacles to value chain management.
.
19–3
What Is Operations Management?
• Operations Management
➢ The design, operation, and control of the transformation process that converts such resources as labor and raw materials into goods and services that are sold to customers.
• The Importance of Operations Management
➢ It encompasses both services and manufacturing. ➢ It is important in effectively and efficiently managing
productivity. ➢ It plays a strategic role in an organization’s
• Service Organizations
➢ Use operations management in creating nonphysical outputs in the form of services (the activities of employees interacting with customers).
• Describe the benefits that result from value chain management.
• Explain the obstacles to value chain management.
乔布斯--英语presentation-演示文稿知识讲解PPT文档共28页
乔布斯--英语presentation-演示文稿知识 讲解
11、获得的成功越大，就越令人高兴 。野心 是使人 勤奋的 原因， 节制使 人枯萎 。 12、不问收获，只问耕耘。如同种树 ，先有 根茎， 再有枝 叶，尔 后花实 ，好好 劳动， 不要想 太多， 那样只 会使人 胆孝懒 惰，因 为不实 践，甚 至不接 触社会 ，难道 你是野 人。(名 言网) 13、不怕，不悔(虽然只有四个字，但 常看常 新。 14、我在心里默默地为每一个人祝福 。我爱 自己， 我用清 洁与节 制来珍 惜我的 身体， 我用智 慧和知 识充实 我的头 脑。 15、这世上的一切都借希望而完成。 农夫不 会播下 一粒玉 米，如 果他不 曾希望 它长成 种籽； 单身汉 不会娶 妻，如 果他不 曾希望 有小孩 ；商人 或手艺 人不会 工作， 如果他 不曾希 望因此 而有收 益。-- 马钉路 德。
ห้องสมุดไป่ตู้
46、我们若已接受最坏的，就再没有什么损失。——卡耐基 47、书到用时方恨少、事非经过不知难。——陆游 48、书籍把我们引入最美好的社会，使我们认识各个时代的伟大智者。——史美尔斯 49、熟读唐诗三百首，不会作诗也会吟。——孙洙 50、谁和我一样用功，谁就会和我一样成功。——莫扎特
大学课堂3min5min演讲PPT《教父》
康妮：柯里昂家族的一个成员， 她的命运和家庭、爱情紧密相连， 展示了黑手党生活下的女性角色。 汤姆·：柯里昂家族的法律顾问， 他对家族的忠诚和智慧在故事中 起到关键作用。
3.为什么广受好评
• 生动的描绘：小说生动地描绘了黑 手党的生活方式、家族之间的权力 争夺、恩怨情仇，以及每个角色的 内心世界。
6.同名电影推荐
• 《教父》的同名电影也非 常成功，由弗朗西斯·福 特·科波拉执导，马龙·白兰 度、阿尔·帕西诺等出演。
6.同名电影推荐
• 电影忠实地呈现了小说的 情节和角色，同时增加了 视觉和听觉的享受。如果 喜欢小说，观看电影也是 一个很好的选择。
教父
• 1.书里主要是讲什么的
• 小说通过家族首领与小儿子迈克 之间的权力交接，展现了黑帮的 内部运作、争斗和恩怨情仇。
• 2.关键人物
• 维托·柯里昂：柯里昂家族 的首领，一个极具智慧和 权力的黑手党头目。
• 迈克：维托的小儿子，他 在故事中逐渐崭露头角， 最终成为家族的新首领。
• 2.关键人物
3.为什么广受好评
• 文学价值：作品在文学技巧和叙事手法上具 有很高的价值，被认为是现代文学的杰作之 一。
• 社会影响：小说探讨了权力、家庭、犯罪等 社会问题，引发了广泛的讨论和思考。
3.为什么广受好评
• 每个人对《教父》的喜欢理由可能不同。 一些人欣赏其文学技巧和叙事手法，一 些人被其生动的角色和紧张的剧情所吸 引，还有一些人从中学到了关于权力、 家庭和生存的思考。
4.最喜欢的角色
• 最喜欢的角色因人而异，但迈克通常 是最受欢迎的角色之一。他聪明、冷 静、有野心，为了家族的利益，他愿 意付出一切代价。他的复杂性和矛盾 性使他成为一个令人着迷的角色。
3.为什么广受好评
• 生动的描绘：小说生动地描绘了黑 手党的生活方式、家族之间的权力 争夺、恩怨情仇，以及每个角色的 内心世界。
6.同名电影推荐
• 《教父》的同名电影也非 常成功，由弗朗西斯·福 特·科波拉执导，马龙·白兰 度、阿尔·帕西诺等出演。
6.同名电影推荐
• 电影忠实地呈现了小说的 情节和角色，同时增加了 视觉和听觉的享受。如果 喜欢小说，观看电影也是 一个很好的选择。
教父
• 1.书里主要是讲什么的
• 小说通过家族首领与小儿子迈克 之间的权力交接，展现了黑帮的 内部运作、争斗和恩怨情仇。
• 2.关键人物
• 维托·柯里昂：柯里昂家族 的首领，一个极具智慧和 权力的黑手党头目。
• 迈克：维托的小儿子，他 在故事中逐渐崭露头角， 最终成为家族的新首领。
• 2.关键人物
3.为什么广受好评
• 文学价值：作品在文学技巧和叙事手法上具 有很高的价值，被认为是现代文学的杰作之 一。
• 社会影响：小说探讨了权力、家庭、犯罪等 社会问题，引发了广泛的讨论和思考。
3.为什么广受好评
• 每个人对《教父》的喜欢理由可能不同。 一些人欣赏其文学技巧和叙事手法，一 些人被其生动的角色和紧张的剧情所吸 引，还有一些人从中学到了关于权力、 家庭和生存的思考。
4.最喜欢的角色
• 最喜欢的角色因人而异，但迈克通常 是最受欢迎的角色之一。他聪明、冷 静、有野心，为了家族的利益，他愿 意付出一切代价。他的复杂性和矛盾 性使他成为一个令人着迷的角色。
Managing Change and Innovation精品PPT课件
technology, and people.
© 2007 Prentice Hall, Inc. All rights reserved. *
13–2
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.
13–3
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.
Stimulating Innovation
• Explain why innovation isn’t just creativity. • Explain the systems view of innovation. • Describe the structural, cultural, and human resource
➢ Changes in organizational strategy
➢ Workforce changes
➢ New equipment
➢ Employee attitudes
© 2007 Prentice Hall, Inc. All rights reserved. *
13–6
Change Process Viewpoints
• The Calm Waters Metaphor
➢ Lewin’s description of the change process as a break in the organization’s equilibrium state
© 2007 Prentice Hall, Inc. All rights reserved. *
13–2
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.
13–3
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.
Stimulating Innovation
• Explain why innovation isn’t just creativity. • Explain the systems view of innovation. • Describe the structural, cultural, and human resource
➢ Changes in organizational strategy
➢ Workforce changes
➢ New equipment
➢ Employee attitudes
© 2007 Prentice Hall, Inc. All rights reserved. *
13–6
Change Process Viewpoints
• The Calm Waters Metaphor
➢ Lewin’s description of the change process as a break in the organization’s equilibrium state
罗兰贝格PPT模板11
7
Lists – horizontal (variations)
1 2
Heading
• Details
Heading
• Details
Heading
• Details
Heading
• Details
Heading
• Details
Heading
• Details
3
4
Heading
• Details
Module und Variations_E
17
Pyramid (5 levels/centered)
Module und Variations_E
18
3 factors (interwoven)
1
2
3
....
....
....
Module und Variations_E
19
Common ground
Heading
• Details
Heading
• Details
Heading
• Details
Heading
• Details
Heading
• Details
Module und Variations_E
8
Lists – vertical (variations)
1 2
…
• …
…
• …
…
• …
…
• …
…
• …
…
• …Βιβλιοθήκη 34…• …
.... ....
…
• …
.... ....
…
• …
....
Module und Variations_E
罗宾斯管理学11版PPT(英文版)共500页文档
• Define who managers are. • Explain how manager differ from non-managerial
employees. • Discuss how to classify managers in organizations.
What Is Management?
Copyright © 2005 Prentice Hall, Inc. All rights reseN G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
1–3
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.
What Do Managers Do?
• Describe the four functions of management. • Explain Mintzberg’s managerial roles. • Tell how a manager’s include reflection and action. • Describe Katz’s three essential managerial skills and how
the importance of these skills changes depending on managerial level. • List other important managerial skills and competencies. • Discuss the change that are impacting managers’ jobs. • Explain why customer service and innovation are important to the manager’s job.
employees. • Discuss how to classify managers in organizations.
What Is Management?
Copyright © 2005 Prentice Hall, Inc. All rights reseN G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
1–3
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.
What Do Managers Do?
• Describe the four functions of management. • Explain Mintzberg’s managerial roles. • Tell how a manager’s include reflection and action. • Describe Katz’s three essential managerial skills and how
the importance of these skills changes depending on managerial level. • List other important managerial skills and competencies. • Discuss the change that are impacting managers’ jobs. • Explain why customer service and innovation are important to the manager’s job.
向下管理高尔夫课程无删
16
第17页/共26页
角色与游戏规则
「竞赛」只是为了增进学习气氛的手段，而不是目的。
你同小组其他成员须共同推举一位团队领导者（Team leader）,以主持小组的 讨论活动。 活动模拟高尔夫比赛，共有18个情景演练，每个情景有三个状况（洞）；每个 小组分别进行讨论，统一意见后进行“挥杆”。各小组需按讲师口令同时挥杆， 否则将进行加杆处罚。
15
第16页/共26页
角色与游戏规则
◎简良贵 是一位令人厌烦而讲话单调的人，他除了适合他所做的工作外，乏善可陈。他 最显著的特性是「沉着」，他独自缓慢但不休息地工作，此种特性虽然可靠， 但并不聪颖，无法独立作业。他喜欢依赖你来做些他真正想做的事，因此，他 需要就近地加以督导。简良贵非常重视家庭生活、顾家、照顾小孩，只要老婆、 小孩有活动一定积极去参与，因此他常常以这些原因向你请假。他曾经采取过 一些上进的行动，不过仍无明显的提升。他似乎已承认他自己能力有限；同时， 他满足当今所谓的一切努力。
13
第14页/共26页
角色与游戏规则
◎丘显斌 在你底下做事已将近半年多了，他今年三十出头、已婚、有个小孩。他长因做 事匆忙而显得草率且错误百出。他聪明的能举一反三，但却常犯相同的错误。 他刚愎自用、拒绝认错。当他犯错时，他就推卸责任、怪罪他人或将其掩饰。 所幸者，至今他所犯的错还没有情节重大者，但你仍然为他操心着。丘显斌个 性孤独，你是他唯一想亲近而有话可谈的人，不过，如果你采信他的话，他就 会相当自豪。
6
第7页/共26页
经营者必备的7S
Strategy 战略 System 体系 Structure 架构 Staff 参谋团 Source-allocation 资源分配 Style 领袖魅力 Share value 分享
第17页/共26页
角色与游戏规则
「竞赛」只是为了增进学习气氛的手段，而不是目的。
你同小组其他成员须共同推举一位团队领导者（Team leader）,以主持小组的 讨论活动。 活动模拟高尔夫比赛，共有18个情景演练，每个情景有三个状况（洞）；每个 小组分别进行讨论，统一意见后进行“挥杆”。各小组需按讲师口令同时挥杆， 否则将进行加杆处罚。
15
第16页/共26页
角色与游戏规则
◎简良贵 是一位令人厌烦而讲话单调的人，他除了适合他所做的工作外，乏善可陈。他 最显著的特性是「沉着」，他独自缓慢但不休息地工作，此种特性虽然可靠， 但并不聪颖，无法独立作业。他喜欢依赖你来做些他真正想做的事，因此，他 需要就近地加以督导。简良贵非常重视家庭生活、顾家、照顾小孩，只要老婆、 小孩有活动一定积极去参与，因此他常常以这些原因向你请假。他曾经采取过 一些上进的行动，不过仍无明显的提升。他似乎已承认他自己能力有限；同时， 他满足当今所谓的一切努力。
13
第14页/共26页
角色与游戏规则
◎丘显斌 在你底下做事已将近半年多了，他今年三十出头、已婚、有个小孩。他长因做 事匆忙而显得草率且错误百出。他聪明的能举一反三，但却常犯相同的错误。 他刚愎自用、拒绝认错。当他犯错时，他就推卸责任、怪罪他人或将其掩饰。 所幸者，至今他所犯的错还没有情节重大者，但你仍然为他操心着。丘显斌个 性孤独，你是他唯一想亲近而有话可谈的人，不过，如果你采信他的话，他就 会相当自豪。
6
第7页/共26页
经营者必备的7S
Strategy 战略 System 体系 Structure 架构 Staff 参谋团 Source-allocation 资源分配 Style 领袖魅力 Share value 分享
《management教学资料》10erobbins_ppt06 - r.ppt
6–6
Step 1: Identifying the Problem
• Problem
➢ A discrepancy between an existing and desired state of affairs.
• Characteristics of Problems
➢ A problem becomes a problem when a manager becomes aware of it.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
6–3
Learning Outcomes
6.5 Effective Decision Making In Today’s World.
• Explain how managers can make effective decisions in today’s world.
Management
tenth edition
Stephen P. Robbins
Mary Coulter
Chapter
6
Managers as Decision Makers
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
• Explain intuitive decision making.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
6–2
Learning Outcomes
6.3 Types Of Decisions and Decision-Making Conditions.
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
• External Environment - those factors and forces outside the organization that affect its performance. • Components of the External Environment
– Specific environment: External forces that have a direct and immediate impact on the organization – General environment: Broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the organization
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-11
What Is Organizational Culture?
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
2-3
Exhibit 2-1: Constraints on Managerial Discretion
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-14
How Do Employees Learn Culture?
1. Identify the organization’s external stakeholders. 2. Determine the particular interests and concerns of external stakeholders. 3. Decide how critical each external stakeholder is to the organization. 4. Determine how to manage each individual external stakeholder relationship.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
2-6
Environmental Uncertainty and Complexity
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
2-12
Exhibit 2-5: Dimensions of Organizational Culture
• Stories - Narratives of significant events or people, e.g. organization founders, rule breaking, reaction to past mistakes etc. • Rituals - Sequences of activities that express and reinforce the important values and goals of the organization
• Environmental Uncertainty - the degree of change and complexity in an organization’s environment. • Environmental Complexity - the number of components in an organization’s environment and the extent of the organization’s knowledge about those components.
• Organizational Culture - The shared values, principles, traditions, and ways of doing things that influence the way organizational members act. • Strong Cultures - Organizational cultures in which key values are intensely held and widely shared.
• Material Artifacts and Symbols - Convey the kinds of behavior that are expected, e.g. risk taking, participation, authority, etc. • Language - Acts as a common denominator that bonds members
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
2-13
Where Does Culture Come From?
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
2-2
The Manager: Omnipotent or Symbolic?
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
2-7
Exhibit 2-3: Environmental Uncertainty Matrix
• Omnipotent View of Management - the view that managers are directly responsible for an organization’s success or failure. • Symbolic view of Management - the view that much of an organization’s success or failure is due to external forces outside managers’ control.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
ቤተ መጻሕፍቲ ባይዱ
©2012 Pearson Education, Inc. publishing as Prentice Hall
2-5
Exhibit 2-2: Components of External Environment
• Organization founder
• Vision and mission • Past practices
• Top management behavior • Socialization - The process that helps employees adapt to the organization’s culture.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
2-9
Exhibit 2-4: Organizational Stakeholders
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
2-15
How Employees Learn Culture (cont.)
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
– Specific environment: External forces that have a direct and immediate impact on the organization – General environment: Broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the organization
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-11
What Is Organizational Culture?
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
2-3
Exhibit 2-1: Constraints on Managerial Discretion
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-14
How Do Employees Learn Culture?
1. Identify the organization’s external stakeholders. 2. Determine the particular interests and concerns of external stakeholders. 3. Decide how critical each external stakeholder is to the organization. 4. Determine how to manage each individual external stakeholder relationship.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
2-6
Environmental Uncertainty and Complexity
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
2-12
Exhibit 2-5: Dimensions of Organizational Culture
• Stories - Narratives of significant events or people, e.g. organization founders, rule breaking, reaction to past mistakes etc. • Rituals - Sequences of activities that express and reinforce the important values and goals of the organization
• Environmental Uncertainty - the degree of change and complexity in an organization’s environment. • Environmental Complexity - the number of components in an organization’s environment and the extent of the organization’s knowledge about those components.
• Organizational Culture - The shared values, principles, traditions, and ways of doing things that influence the way organizational members act. • Strong Cultures - Organizational cultures in which key values are intensely held and widely shared.
• Material Artifacts and Symbols - Convey the kinds of behavior that are expected, e.g. risk taking, participation, authority, etc. • Language - Acts as a common denominator that bonds members
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
2-13
Where Does Culture Come From?
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
2-2
The Manager: Omnipotent or Symbolic?
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
2-7
Exhibit 2-3: Environmental Uncertainty Matrix
• Omnipotent View of Management - the view that managers are directly responsible for an organization’s success or failure. • Symbolic view of Management - the view that much of an organization’s success or failure is due to external forces outside managers’ control.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
ቤተ መጻሕፍቲ ባይዱ
©2012 Pearson Education, Inc. publishing as Prentice Hall
2-5
Exhibit 2-2: Components of External Environment
• Organization founder
• Vision and mission • Past practices
• Top management behavior • Socialization - The process that helps employees adapt to the organization’s culture.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
2-9
Exhibit 2-4: Organizational Stakeholders
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
2-15
How Employees Learn Culture (cont.)
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall