《管理学原理》英语教学课件3the foundations of planning
管理学原理英文版 第三章课件FOM6CH03in
Fundamentals of Management
Sixth Edition
Robbins and DeCenzo
with contributions from Henry Moon CHAPTER
Part II: Planning
3
© 2008 Prentice Hall, Inc. All rights reserved.
© 2008 Prentice Hall, Inc. All rights reserved. 3– 6
The Bottom Line: Does Planning Improve Organizational Performance?底线：计划工作是否 改善了组织的绩效？
• Formal planning means higher profits, higher return on assets, and other positive financial results.正式规划一般 会产生的结果：更高的5
Criticisms Of Formal Planning对正规计划的批评
• Planning may create rigidity.计划也许导致僵化 • Plans can’t be developed for a dynamic environment.计划难以在一个动态的环境中制定 • Formal plans can’t replace intuition and creativity. 正式计划不能代替直觉和创造性
管理学英文版-PPT课件
Globalization Ethnocentrism parochialism
Right or Rowing
企业已经缴纳教育附加税，因而没有义 务再资助办学。 援助灾民是企业的社会责任，因此，每 一个企业都必须进行赈灾活动。 在香烟外盒写上“吸烟有害健康”是毫 无意义的，因此是没有必要的。 既然政府的规定是50%，宝洁公司就没有 必要承诺100%的使用再循环包装纸。
Fundamentals of management
管理学原理
Chapter 1
manager and management
第一章
管理者与管理
Discussion 讨论
1961年，日本松下公司的山田电器厂遇 到了一个开关质量难题。实际上，这个 开关的装配操作很简单：从装有许多弹 簧的盒内每次取出两个装入开关，再装 上按钮。让山田厂长困惑的是，无论采 取什么质量管理方法，都不能使工人避 免偶尔忘记装入弹簧。 你能帮助山田厂长解决这个难题吗？
地区协调员
全球汽车 配件部
全球 工业部
全球仪器 产品部
全球原料 采购部
全球卡车 配件部
全球矩阵结构
国际执行委员会 业务领域 变压器 运输 德国 挪威 阿根廷/巴西 西班牙/葡萄牙
生产
当地公司
微软的组织结构
董事长/首席架构师：比尔•盖茨 CEO/总裁：史蒂夫•鲍尔默 营运和 后勤部 产品部门 全球销售、市场 和服务部 亚洲销售、市场 和服务部 亚洲产品 部门 微软在 中国的 机构 微软中国研究 开发中心
新闻发布，通报事项
Decisional 决策
Entrepreneur
企业家
制定战略，控制执行过程
管理学(英文版全套课件)
Arguments Against Social Involvement
• • • • • • • Violation of profit maximization Dilution of purpose Costs Too much power Lack of skills Lack of accountability Lack of universal support
• France
– Le Plan and the Cadre
• Germany
– Authority and Codetermination
• Korea
– Chaebol and Inhwa
Japanese Management
• Lifetime Employment • Seniority System • Decision Making in Japan
Chapter 2. Management and Society: The External Environment, Social Responsibility, and Ethics
The Organization and Its External Environment
Arguments for Social Involvement
Definition of Whistle-Blowing
chapter 08 Leadership 《管理学》(双语)课程课件
➢Effective managers use reward power to signal to employees that they are doing a good job.
© Copyright McGraw-Hill. All rights reserved.
13–10
I. The Nature of Leadership
* Leadership Across Cultures 跨文化领导
➢Japanese managers are group-oriented, while U.S managers focuses more on profitability.
2. Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavioral models of leadership.
© Copyright McGraw-Hill. All rights reserved.
13–6
Chapter Outline (cont’d)
III. Transformational Leadership 变革型领导
➢Being a Charismatic Leader ➢Stimulating Subordinates Intellectually ➢Engaging in Developmental
管理学原理讲义汇总
Liaison
Fundamentals of Management: 1-17
Gao Junshan, UST Beijing
Nature of management: Role model
Informational Roles
Monitor
Disseminator
Interpersonal Roles
Determining Where decisions are to be made
Fundamentals of Management: 1-13 Gao Junshan, UST Beijing
Nature of management: Functional view
Leading
Motivating employees
Entrepreneur
Nature of management: Universality
Contemporary Management Issues
Decision Making National Borders Handling Change
Fundamentals of Management: 1-23
• Relevant disciplines to management • Evolution of modern management practices • Contemporary approaches on Management
Fundamentals of Management: 1-3 Gao Junshan, UST Beijing
First-Level Managers Middle Managers Top Managers
24%
管理学原理英文版最新版教学课件第3章
Globe Findings
Global Leadership and Organizational Behavior Effectiveness (GLOBE)
Globe: Dimensions of Cultural Difference
Fundamentals of Management
Tenth Edition
Chapter 3 Integrative Managerial
Issues
Learning Objectives
3.1 Explain globalization and its impact on organizations.
Globalization and Its Impact
Global village: • a boundaryless world where goods and services are
produced and marketed worldwide.
What Does It Mean to Be "Global"?
How Do Organizations Go Global?obal
Source: Robbins, Stephen P., Coulter, Mary, Management, 13th Ed., © 2016, p. 106. Reprinted and electronically reproduced by permission of Pearson Education, Inc., New York, NY
管理学原理英文版第七版教学设计)
Management Principles, 7th Edition: English VersionTeaching DesignIntroductionManagement principles are the foundation of any successful organization. The seventh edition of the Management Principles textbook provides a comprehensive overview of the concepts and theories that form the basis of modern management practices. The purpose of this teaching design is to provide a roadmap for instructors seeking to use the Management Principles textbook in their courses.ObjectivesThe primary objective of using the Management Principles textbook is to equip students with a solid understanding of the key principles and theories of management. Additionally, this teaching design ms to: •Enhance students’ critical thinking skills and ability to apply management principles in real-world situations•Foster an appreciation for the impact of management on society and the role of ethical practices in effective management •Develop students’ communication and teamwork skills through collaborative assignments and exercisesCourse StructureThe Management Principles textbook can be used to teach a variety of management courses, including introductory management, principles ofmanagement, and organizational behavior. The following outline provides a suggested course structure:Week 1-2: Introduction to Management PrinciplesThe first two weeks of the course will provide a broad overview of the field of management, including the historical evolution of management practices, the functions of management, and the key concepts and theories of management.Week 3-4: Planning and Decision MakingDuring this module, students will learn about the importance of planning and decision-making in effective management. Topics coveredwill include the various types of planning, the decision-making process, and the role of risk management in decision-making.Week 5-6: Organizing and LeadingStudents will explore the role of organizing and leading ineffective management. Topics covered will include the principles of organizational design, leadership styles and strategies, and the importance of team dynamics in achieving organizational goals.Week 7-8: Controlling and EvaluatingDuring this module, students will learn about the importance of controlling and evaluating in effective management. Topics covered will include the functions of control, the use of performance metrics, and the role of feedback in evaluating organizational performance.Week 9-10: Contemporary Issues in ManagementIn this module, students will explore contemporary issues in management, including the challenges of managing in a global environment, the impact of diversity on organizational performance, and the role of sustnability in effective management.Week 11-12: Ethics in ManagementDuring the final module, students will examine the role of ethics in effective management. Topics covered will include the importance of ethical decision-making, the impact of corporate social responsibilityon organizational performance, and the challenges of managing ethical dilemmas in the workplace.Teaching MethodsTo enhance students’ understanding and retention of the material covered in the Management Principles textbook, a variety of teaching methods can be employed, including:•Lectures: Use lectures to present key concepts and theories, providing examples to illustrate the practical applications ofmanagement principles.•Classroom discussions: Encourage students to participate in classroom discussions, allowing them to share their thoughts andperspectives on management topics and engage in critical thinkingexercises.•Case studies: Use case studies to provide real-world examples of management problems and solutions, giving students the opportunity to apply management principles to practical situations.•Group projects: Assign group projects to promotecollaboration and teamwork, allowing students to develop theircommunication and leadership skills while exploring managementprinciples.•Exams and quizzes: Use exams and quizzes to assess students’ understanding of the material covered in the textbook.ConclusionThe Management Principles, 7th Edition textbook provides a comprehensive overview of the key concepts and theories of management.By utilizing this teaching design and employing a variety of teaching methods, instructors can enhance students’ understanding andappreciation of management principles, while developing their critical thinking and communication skills.。
管理学原理英文版最新版教学课件第5章
Well-Written Goals
• Written in terms of outcomes rather than actions • Measurable and quantifiable • Clear as to a time frame • Challenging yet attainable • Written down • Communicated to all necessary organizational members
survival • Reinforces success, which may lead to failure
Formal Planning and Organizational Performance
Does it pay to plan? • Higher profits • Higher return on assets • Improved quality of planning • Appropriate implementation
The Importance of Strategic Management
• It has a positive impact on organizational performance • It prepares managers to cope with changing situations • It guides managers to examine relevant factors in planning
Steps in Goal Setting
1. Review the organization’s mission and employees’ key job tasks.
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Participation
13
Setting Employee Objectives
Identify key job tasks
Set specific hard goals
Let employees participate
Prioritize goals
Continuous Improvement
15
The Strategic Management Process
Set Mission, Objectives, and Strategies Analyze the Environment Identify Opportunities and Threats
Stability
The Grand Strategies
Combination Retrenchment
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Identifying Opportunities
Organization’s Resources
Opportunities in the Environment
Organization’s Opportunities
20
Growth
Arguments Against Strategic Planning
Dynamic Environment
Intuition and Creativity Focus on Today’s Competition Success lead to Failure
5
Does Planning Improve Performance?
Compare strategic and tactical plans Compare directional and specific plans
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郭志文 2001 Copyright2Learnin来自 Objectives-2
Discuss Management by Objectives
Outline the strategic management process
Describe the four grand strategies
Explain SWOT analysis
Learn how entrepreneurs and bureaucratic
managers approach strategy
Financial results
Quality and implementation Environmental constraints
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6
How Do Strategic and Tactical Plans Differ?
Time Frame
11
Common MBO Elements
Goal Specificity Participative Decision Making
Explicit Time Period
Performance Feedback
12
Goal Difficulty
Goal Specificity
Does MBO Work?
CHAPTER 3
The Foundations of Planning
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1
Learning Objectives-1
Define planning
Explain the potential benefits of planning
Identify the potential drawbacks of planning
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Set Control Standards
Provide Direction
Reasons for Planning
Minimize Waste or Redundancy Reduce the Impact of Change
4
Rigid Assumptions of Stability
Unique Situations Ongoing Operations
10
What Is Management by Objectives?
Organizational Objectives Divisional Objectives Departmental Objectives Individual Objectives
Scope
Objectives
7
The Time Frame of Planning
Short-Term Plans Long-Term Plans
8
Clear
Specific Plans
Low
Objectives
Flexibility
General
Directional Plans
High
9
Single-Use and Standing Plans
Build in feedback
Reward goal attainment
14
The Downside of Objectives
Quality of Products Individual Effort Potential Improvement Quantity of Products
Team Focus
Mission
Objectives Strategies
17
Analyzing the Environment
Environmental Scanning
Competitive Intelligence
18
Strengths
Threats
SWOT Analysis
Weaknesses
Opportunities
Analyze Resources
Identify Strengths and Weaknesses
Reassess Mission and Objectives
Formulate Strategies
Implement Strategies
Evaluate Results
16
Starting the Strategic Management Process