罗宾斯管理学双语教学讲稿4
【免费下载】罗宾斯管理学双语教学讲稿11
【免费下载】罗宾斯管理学双语教学讲稿1111 Managerial Communication and InformationTechnology1.INTRODUCTION.Communication between managers and employees provides the information necessary to get work done effectively and efficiently in organizations. In this chapter, basic concepts in communications will be presented including: the interpersonal communication process, methods of communicating, barriers to effective communications and ways to overcome these barriers, communication flow and communication networks, and contemporary issues and challenges associated with electronic communications and information technology.2.UNDERSTANDING MANAGERIAL COMMUNICATION.The importance of effective communication c an’t be overemphasized because everything a manager does involves communicating.A.What Is Communication?Communication is the transfer and understanding of meaning.1.If no information or ideas have been conveyed or transferred,communication hasn’t taken place.2.For communication to be successful, the meaning must beimparted and understood.3.Good communication does not require agreement with themessage, just a clear understanding of the message./doc/f04abdb2f11dc281e53a580216fc700a ba685227.html munication encompasses both interpersonalcommunication(between two or more people) andorganizational communication (all the patterns, networks, andsystem of communication within an organization).B.Functions of Communication: Serves four major functions.1.Control2.Motivation3.Emotional Expression/doc/f04abdb2f11dc281e53a580216fc700a ba685227.html rmation3.INTERPERSONAL COMMUNICATION.A.Interpersonal Communication Process Elements.Exhibit11.1illustrates the seven elements of the communicationprocess: the communication source, the message, encoding, the channel,decoding, the receiver, and feedback. Note that the entire process issusceptible to noise—disturbances that interfere with the transmission,receipt, or feedback of a message.1. A sender initiates a message by encoding a thought. Fourconditions influence the effectiveness of that encoded messages:skills, attitudes, and knowledge of the sender, and thesociocultural system.2.The message is the actual physical product encoded by thesource. It can be the written document, the oral speech, and eventhe gestures and facial expressions we use.3.The message can be affected by the symbols used to transfermeaning, the content of the message itself, and the selecting andarranging of both the symbols and the content.a.Noise can distort the communication process in any ofthese areas.4.The channel chosen to communicate the message also has thepotential to be affected by noise.a.Managers need to recognize that certain channels aremore appropriate for certain messages.b. A manager might want to use multiple channels—thisdecreases the potential for distortion.5.The receiver is the individual to whom the message is directed.a.The receiver must decode the message.b.Decoding accuracy is limited by the skills, attitudes,knowledge of the receiver, and sociocultural system.6.The feedback loop is the final link in the communicationprocess.a.Feedback provides a check on whether understandinghas been achieved.b.Because feedback can be transmitted along the sametypes of channels as the original message, it faces thesame potential for distortion.B.Methods of Communicating Interpersonally.1.Exhibit11.2provides a comparison of the variouscommunication methods.2.Nonverbal Communication is communication transmittedwithout words. The best-known types of nonverbalcommunication are body language and verbal intonation.a.Body language refers to gestures, facial expressions,and other body movements that convey meaning.b.Verbal intonation refers to the emphasis someone givesto words or phrases that convey meaning.C.Barriers to Effective Interpersonal Communication.1.Filtering is the deliberate manipulation of information to make itappear more favorable to the receiver.a.As information is communicated up through theorganizational levels, it’s condensed and synthesized,and those doing the condensing filter communicationthrough their personal interests and perceptions of whatis important.b.The more that organizational cultural rewards emphasizestyle and appearance, the more that managers will bemotivated to filter communications in their favor.2.Emotions influence how a receiver interprets a message when itis received. It’s best to avoid reacting to a message when thereceiver is upset because he/she is not likely to be thinking clearly/doc/f04abdb2f11dc281e53a580216fc700a ba685227.html rmation overload happens when the information we have towork with exceeds our processing—such as 600 waiting e-mailmessages in the in box.a.Receivers tend to select out, ignore, pass over, or forgetinformation when they have too much information.b.Or, receivers may put off further processing until theoverload situation is over—still ineffectivecommunication.4.Defensiveness—engaging in behaviors such as verballyattacking others, making sarcastic remarks, being overlyjudgmental, and questioning others’ motives—happens whenpeople feel that they’re being threatened./doc/f04abdb2f11dc281e53a580216fc700a ba685227.html nguage—words means different things to different people.a.Age, education, and cultural background can influencelanguage use and definition given to wordsb.Jargon is specialized terminology or technical languagethat members of a group use to communicate amongthemselves.6.National culture can affect the way a manager chooses tocommunicate.D.Overcoming the Barriers to Effective Interpersonal Communication./doc/f04abdb2f11dc281e53a580216fc700a ba685227.html e feedback. This feedback can be verbal or nonverbal.2.Simplify language.3.Listen actively.a.Listening is an active search for meaning, whereashearing is passive.b.Active listening is listening for full meaning withoutmaking premature judgments or interpretations, anddemands total concentration.c.Active listening is enhanced by developing empathywith the sender—placing yourself in the sender’sposition.d.Exhibit11.4 lists other specific behaviors that activee.Listeners demonstrate.4.Constrain emotions. The simplest answer is for a manager torefrain from communicating until he/she has regainedcomposure.5.Watch nonverbal cues—actions speak louder than words./doc/f04abdb2f11dc281e53a580216fc700a ba685227.html ANIZATIONAL COMMUNICATION.A.Formal versus Informal Communication.1.Formal communication refers to communication that followsthe official chain of command or is part of the communicationrequired to do one’s job./doc/f04abdb2f11dc281e53a580216fc700a ba685227.html rmal communication is organizational communication thatis not defined by the organization’s structural hierarchy./doc/f04abdb2f11dc281e53a580216fc700a ba685227.html rmal communication systems permit employees tosatisfy their needs for social interaction./doc/f04abdb2f11dc281e53a580216fc700a ba685227.html rmal communication systems can improve anorganization’s performance by creating alternative, andfrequently faster and more efficient, channels ofcommunication.B.Direction of Communication Flow.1.Downward communication—flows from a manager toemployees and is used to inform, direct, coordinate, and evaluateemployees.2.Upward communication flows from employees to managersa.Upward communication can be used in order to keepmanagers aware of how employees feel about their jobs,their coworkers, and the organization in general.b.The organizational culture influences the extent ofupward communication. A climate of trust, respect, andparticipative decision-making will encourageconsiderable upward communication. A highlymechanistic and authoritarian environment will severelylimit upward communication in both style and content./doc/f04abdb2f11dc281e53a580216fc700a ba685227.html teral communication takes place among employees on thesame organizational level.4.Diagonal communication is communication that cuts acrossboth work areas and organizational levels.a.The increased use of e-mail facilitates diagonalcommunications.b.Diagonal communication has the potential to createproblems if employees don’t keep their managersinformed./doc/f04abdb2f11dc281e53a580216fc700a ba685227.html anizational Communication Networks.1.Types of Communication Networks. Exhibit11.4illustratesthree common communication networks.a.The chain network represents communication flowingaccording to the formal chain of command, bothdownward and upward.b.The wheel network represents communication flowingbetween a clearly identifiable and strong leader andothers in a work group or team. The leader serves as thehub through which all communication passes.c.The all-channel network represents communicationflowing freely among all members of a work team.2.The grapevine is the informal organizational communicationnetwork.a.The grapevine is active in almost every organization.One survey reported that 75 percent of employees hearabout matters first through rumors on the grapevine.b.The grapevine can act as both a filter and a feedbackmechanism.5.UNDERSTANDING INFORMATION TECHNOLOGY.A.How Technology Affects Managerial Communication.Two developments in information technology seem to be having themost significant impact on current managerial communication:networked computer systems and wireless capabilities./doc/f04abdb2f11dc281e53a580216fc700aba685227.html worked computer systems are computers linked togetherthrough compatible hardware and software, creating anorganizational network.a.E-mail is the instantaneous transmission of writtenmessages on computers that are linked together. It is fastand cheap and can be used to send the same message tonumerous people at the same time.b.Instant messaging (IM) is interactive real-timecommunication that takes place among computer userswho are logged onto the computer network at the sametime.c.Voice-mail systems digitize spoken messages, transmitthem over the network, and store the messages on diskfor the receiver to retrieve later.d.Fax machines allow the transmission of documentscontaining both text and graphics over ordinarytelephone lines.e.Electronic data interchange (EDI) is a way fororganizations to exchange standard business transactiondocuments, such as invoices or purchase orders, usingdirect computer-to-computer networks.f.Teleconferencing allows a group of people to confersimultaneously using telephone or e-mail groupcommunications software.g.Videoconferencing involves teleconferencing membersto see each other over video screen.h.Intranet systems are organizational communicationnetworks that use Internet technology and are accessibleonly by organizational employees.i.Extranet systems are organizational communicationnetworks that use Internet technology and allowauthorized users inside the organization to communicatewith certain outsiders such as customers and vendors.2.Wireless Capabilities. Wireless communication depends onsignals sent through air or space without any physical connectionusing things such as microwave signals, satellites, radio wavesand radio antennas, or infrared light rays.B.How Information Technology Affects Organizations./doc/f04abdb2f11dc281e53a580216fc700a ba685227.html munication and the exchange of information amongorganizational members are no longer constrained by geographyor time.2.However, managers must not forget to address the psychologicaldrawbacks such as the cost of an employee being constantly accessible, pressure to “check in” even during off hours, and theseparation of work lives and personal lives.6. COMMUNICATION ISSUES IN TODAY’S ORGANIZATIONS.Effectively communicating means being connected to any of theorganization’s stakeholders.A. Managing Internet Gripe Sites.Rather than be defensive, managers should view them as a source ofinformation.B.Managing the Organization’s Knowledge Resources.Managers need to make it easy for employees to communicate and sharetheir knowledge so than can learn from each other.1.Create online information databases.2.Create communities of practice, which are groups of peoplewho share a concern, a set of problems, or a passion about a topand who increase their knowledge about the topic by interactingon an on-going basis.C. The Role of Communication in Customer Service.What communication takes place and how it takes place can have asignificant impact on customer satisfaction.1.The quality of their interpersonal interaction between the contactemployee and the customer has an impact on customersatisfaction.2. “Politically Correct” Communication.We must be sensitive to ot hers’ feelings. Be careful on how we selectcertain words that can stereotype, intimidate, and insult.a. Words are a primary means of communicating. Politicalcorrectness can reduce our options for conveying messages clearly. This represents a significant challenge.1.Why isn’t effective communication synonymous with agreement?A message can be clearly understood, but not agreed with. As long as themessage is clearly understood, effective communication has happened.2.Which do you think is more important for the manager: speaking accurately orlistening actively? Why?Students’ reactions may vary. However, they need to make a strong case for their specific opinion. Many will think that listening actively is more important because correct information cannot be returned to the employees or supervisor if the manager has not listened actively and correctly heard the information request.Others will make the argument that it’s more important for the manager to speak accurately to begin with.3.“Ineffective communication is the fault of the sender.” Do you agree or disagreewith this statement? DiscussStudent responses to this question will vary. In fact, this would be an excellent question to set up as a debate with half of the class supporting the sender and the other half supporting the receiver.4.How might managers use the grapevine for their benefit?Managers can stay on top of issues that concern employees and, in turn, can use the grapevine to disseminate important information.5.Is information technology helping managers be more effective and efficient?Explain your answer.Yes, information technology is helping managers be moreeffective and efficient. It has significantly improved a manager’s ability to monitor individual or team performance, it has allowed employees to have more complete information to make faster decisions, and it has provided employees more opportunities to collaborate and share information. It has also made it possible for people in organizations to be fully accessible, any time, regardless of where they are.。
罗宾斯管理学双语教学讲稿3
ThreeOrganizational Culture and the Environment The Constraints 1. INTRODUCTION.Managers must be aware that organizational culture and organizational environments will influence both the way an organization is managed as well as its effectiveness. In this chapter, both organizational culture and organizational environment are explored in order to understand the complexities involved with each.2.THE MANAGER: OMNIPOTENT OR SYMBOLIC?Two positions on the role that managers play in an organization’s su ccess or failure have been proposed.The omnipotent view of management says that managers are directly responsible for the success or failure of an organization. This view of managers as omnipotent is consistent with the stereotypical picture of the take-charge executive who can overcome any obstacle in carrying out the organization’s objectives. When organizations perform poorly, someone must be held accountable. Ac cording to this view, that “someone” has been management.The symbolic view of management takes the view that much of an organization’s success or failure is due to external forces outside managers’ control. 1.What managers do affect greatly are symbolic outcomes.2. Organizational results are influenced by factors outside the control of managers: economy, market changes, governmental policies, competitors’ actions, the state of the particular industry, the control of proprietary technology, and decisions made by previous manager in the organization. 3. The manager’s role is seen as creating meaning out of randomness, confusion, and ambiguity. 4. According to the symbolic view, the actual part that management plays in the success or failure of an organization is minimal.Reality suggests a synthesis. In reality, managers are neither helpless nor all powerful. Instead, it’s more logical to look at the manager operating within constraints imposed by the organization’s culture and environment. (See Exhibit 3.1.)3.THE ORGANIZATION’S CULTURE.Just as individuals have a personality, so, too, do organizations. We refer to an organiza tion’s personality as its culture.A. Organizational culture is a system of shared meaning and beliefswithin an organization that determines, in large degree, how employeesact. This definition implies:1. Individuals perceive the organizational culture on the basis ofwhat they see, hear, or experience within the organization2. Organizational culture is shared by individuals within theorganization.anizational culture is a descriptive term. It describes rather thanevaluates.4. Seven dimensions of an organization’s culture have beenproposed (see Exhibit3.2):a. Innovation and risk taking (the degree to whichemployees are encouraged to be innovative and takerisks)b. Attention to detail (the degree to which employees areexpected to exhibit precision, analysis, and attention todetail)c. Outcome orientation (the degree to which managersfocus on results or outcomes rather than on thetechniques and processes used to achieve thoseoutcomes)d. People orientation (the degree to which managementdecisions take into consideration the effect on peoplewithin the organization)e. Team orientation (the degree to which work activitiesare organized around teams rather than individuals)f. Aggressiveness (the degree to which people areaggressive and competitive rather than easygoing andcooperative)g. Stability (the degree to which organizational activitiesemphasize maintaining the status quo in contrast togrowth)5. Exhibit 3.3describes how the cultural dimensions can becombined to create significantly different organizations.B. Strong vs. Weak Cultures.1.Strong cultures are possessed by those organizations in whichthe key values are intensely held and widely shared.2. Whether an organization’s cultur e is strong, weak, or somewherein between will depend on organizational factors such as size,age, employee turnover rate, and intensity of original culture.3. A culture will have increasing impact on what managers do as itbecomes stronger.4. Most orga nizations have moderate to strong cultures. There’shigh agreement on what’s important, what defines “good”employee behavior, and so forth.5. Studies of organizational culture have shown various results.One found that employees in firms with strong cultures weremore committed to their firm than employees in firms with weakcultures. Organizations with strong cultures also used theirrecruitment efforts and socialization practices to build employeecommitment. And an increasing body of research suggests thatstrong cultures are associated with high organizationalperformance.C.The original source of an organization’s culture is usually a reflection of thevision or mission of the organization’s founders. It results from the interaction between the foun ders’ biases and assumptions and what the first employees subsequently learned from their own experiences.D. How an Organization’s Culture Continues.1.Once a culture is in place, practices help maintain it.2.Hiring practices reflect the culture in terms of fit.3.Actions of top executives.4.Employees adapt to an organization’s culture throughsocialization—where new employees learn the organization’sway of doing things.5.Exhibit 3.4summarizes how an organization’s culture isestablished and maintained.E. How Employees Learn Culture.1.Culture is transmitted principally through stories, rituals,material symbols, and language.2. Organizational stories are one way that employees learn theculture. These stories typically involve a narrative of significantevents or people.3. Rituals are repetitive sequences of activities that express andreinforce the key values of the organization, what goals are mostimportant, which people are important, and which areexpendable.4. The use of material symbols is another way in which employeeslearn the culture, learn the degree of equality desired by topmanagement, and find out who is important and the kinds ofbehavior that are expected and appropriate.5. Finally, language is often used to identify members of a culture.Learning this language indicates members’ willingness to acceptand preserve the culture. This special lingo acts as a commondenominator that unites members of a given culture.F.How Culture Affects Managers. Because the organizational cultureestablishes constraints on what managers can and cannot do, it’s particularly relevant.1. The link between corporate values and managerial behavior isfairly straightforward.2. The culture conveys to managers what is appropriate behavior.3. A n organization’s culture, particularly a strong one, constrains amanager’s decision-making options in all managerial functions.(See Exhibit3.5.)4.CURRENT ORGANIZATIONAL CULTURE ISSUES FACING MANAGERS.Four current cultural issues managers should consider:A.Creating an Ethical Culture. (See Exhibit3.6 for suggestions on howmanagers can create a more ethical culture).1. Content and strength of an organization’s culture influence itsethical climate and ethical behavior of its members.2. Strong organizational culture will exert more influence onemployees than a weak one.3. An organizational culture most likely to shape high ethicalstandards is one that’s big in risk tolerance, low to moderate inaggressiveness, and focuses on means as well as outcomes.B.Creating an Innovative Culture1. What does an innovative culture look like? Swedish researcherGoran Ekvall provides these characteristics:a. Challenge and involvementb. Freedomc. Trust and opennessd. Idea timee. Playfulness/humorf. Conflict resolutiong. Debatesh. Risk-takingB.Creating a Customer-Responsive Culture1. What does a customer-responsive culture look like? Research showsthe following six characteristics that are routinely present: (seeExhibit3.7for managerial actions to make their cultures morecustomer responsive).a. Type of employeeb. Few rigid rules, procedures, and regulationsc. Widespread use of empowermentd. Good listening skillse. Role clarityf.Employees who are conscientious in desire to pleasecustomersB.Spirituality and Organizational Culture1. Workplace spirituality is the recognition that people have an innerlife that nourishes and is nourished by meaningful work that takesplace in the context of community.2. Five cultural characteristics evident in spiritual organizationsa. Strong sense of purposesb. Focus on individual developmentc. Trust and opennessd. Employee empowermente. Toleration of employee expression5. THE ENVIRONMENT.The impact of the external environment on a m anager’s actions and behaviors cannot be overemphasized. There are forces in the environment that play a major role in shaping man agers’ endeavors.A. The environment is defined as outside institutions and forces outsidethe organization that potentially affect an organization’s performance.1. The specific environment is that part of the environment thatincludes the constituencies that are directly relevant to theachievement of an organiza tion’s goals.a. The specific environment is unique and changes withconditions.b. It also varies depending on the niche the organizationserves with respect to the range of products or services itoffers and the markets it serves.c. The main constituencies include customers, suppliers,competitors, and pressure groups.1) Suppliers include firms that provide materialsand equipment as well as providers of financialand labor inputs. Managers seek to ensure asteady flow of the needed materials, equipment,financial, and labor inputs at the lowest possibleprice.2) Customers are the reasons that organizationsexist, as they absorb the outputs. They obviouslyrepresent potential uncertainty, particularly iftheir tastes and desires change.3) Competitors cannot be ignored. They’re animportant environmental force to monitor andrespond to. Most organizations have one ormore competitors.4) Pressure groups also cannot be ignored bymanagers. Changes in social and politicalmovements influence the power that thesepressure groups have on organizations.2. The general environment includes the broad economic,political/legal, sociocultural, demographic, technological, andglobal conditions.a. Economic conditions include interest rates, inflationrates, changes in disposable income, stock marketfluctuations, and the general business cycle, amongother things.b. Political/legal conditions include the general politicalstability of countries in which an organization doesbusiness and the specific attitudes that elected officialshave toward business. Federal, state, and localgovernments can influence what organizations can andcannot do (See Exhibit3.9for a listing of significantlegislation affecting businesses.)c. Sociocultural conditions include the changingexpectations of society. Societal values, customs, andtastes can change, and managers must be aware of thesechanges.d. Demographic conditions, including physicalcharacteristics of a population, such as gender, age, levelof education, geographic location, income and familycomposition, can change, and managers must adapt tothese changes.e. Technological conditions include the changes that areoccurring in technology.f. Global factors include global competitors and globalconsumer markets.B. How the Environment Affects Managers.Environments are not all the same. They differ in the amount of environmental uncertainty, which is defined as the degree of change and complexity in an organi zation’s environment. (See Exhibit3.10.)1. Degree of change is measured as dynamic or complex. If thecomponents in an organization’s environment change frequently,it’s a dynamic environ ment. If change is minimal, theenvironment is called a stable one.2. The other dimension of uncertainty relates to the degree ofenvironmental complexity, which is defined as the number ofcomponents in an organiza tion’s environment and the extent ofan organization’s knowledge about its environmentalcomponents.3. If the number of components is minimal and there’s minimalneed for sophisticated knowledge, the environment is classifiedas simple. If there are a number of components, they are notsimilar, and there is a high need for sophisticated knowledge, theenvironment is complex.4. Because uncertainty is a threat to organizational effectiveness,managers try to minimize itC. The more obvious and secure an organization’s relationships becomewith external stakeholders, the more influence managers will have overorganizational controls.1. Stakeholders are any constituencies in the organization’sexternal environment that are affected by, or have a vestedinterest in, the organization’s de cisions and actions. (SeeExhibit3.11 for an identification of some of the most commonones.)2. Stakeholder relationship management is important for tworeasons:a. It can lead to improved predictability of environmentalchanges, more successful innovation, greater degrees oftrust, and greater organizational flexibility to reduce theimpact of change.b. It is the “right” thing to do, because organizations aredependent on external stakeholders as sources of inputsand outlets for outputs and should be considered whenmaking and implementing decisions.3. Stakeholder relationships are managed using four steps:a. Identify external stakeholdersb. Determine the specific interests of each stakeholdergroupc. Decide how critical these interests are to theorganizationd. Determine what specific approach managers should useto manage each relationship based on criticalness ofstakeholder and environmental uncertainty.1. Refer to Exhibit 3.3. How would a first-line manager’s job differ in these twoorganizations? How about a top-level manager’s job?In Organization A, there’s strong attention to detail and little innovation and risk taking. Teamwork would not be encouraged, and employees would be viewed asa means to an end. Strict controls would be placed on workers, and taskachievement would be most important. The supervisor would not have much latitude and would do things “by the book.”In Organization B, innovation and risk taking are highly encouraged.The supervisor would have more autonomy in how to achieve goals. Employees would be given the opportunity to provide input, and a team approach is used.People are viewed as important contributors. T he supervisor’s job would be more like that of a coach, encourager, and facilitator.2. Describe an effective culture for (a) a relatively stable environment and (b) adynamic environment. Explain your choices.An effective culture for a relatively stable environment would likely emphasize outcomes such as quality and productivity and have strong attention to detail. It wouldn’t need to have high levels of innovation and risk taking or aggressiveness.On the other hand, an effective culture for a dynamic environment would likely emphasize aggressiveness, innovation and risk taking, and team orientation. To stay on top of the continual environmental changes, this organization’s culture would need to celebrate work behaviors that kept the organization on top.3. Classrooms have cultures. Describe your class culture using the sevendimensions of organizational culture. Does the culture constrain your instructor? How?Answers to this question will vary. Have students look at the seven dimensions of organizational culture described in the text and rate them from high to low for the class. One point you might want to explore is what role the instructor plays in establishing the culture of the classroom. Then, relate this to what role a manager might play in establishing the culture of an organization or organizational unit.4. Can culture be a liability to an organization? Explain.A culture in which the organization exits (or the organization’s culture) could bea liability in extreme cases. In a global environment one can see where thiscould have an impact. For example, if the society (and organizational cultures) discriminates against certain ethnic groups or on the basis of gender or engages in exploitation of workers, this could create a backlash from consumers in other nations (see for example Reebok and Nike’s troubles regarding manufacturing in emerging nations).5. Why is it important for managers to understand the external forces that areacting on them and their organization?The external environment consists of many factors that have an impact on the organization. Political and legal factors (government regulations), demographics (that can affect labor supply), technological improvements, and other factors directly affect the management of the organization including planning and decision-making.6.“Businesses are built on relationships.” What do you think this statementmeans? What are the implications for managing the external environment?Organizations depend on their environment and their stakeholders as a source of inputs and a recipient of outputs. Good relationships can lead to organizationaloutcomes such as improved predictability of environmental changes, more successful innovations, greater degrees of trust among stakeholders, and greater flexibility in order to act to reduce the impact of change. Also, relationship management and the maintaining of good relationships have been proven by many researchers to have an effect on organizational performance. The high-performing companies tend to consider the interests of all major stakeholder groups as they make decisions.7.What would be the drawbacks to managing stakeholder?The term boundary spanner refers to the fact that managers must span (bridge) the boundary between the organization and its environment. When managers are being boundary spanners, or are utilizing stakeholder management or stakeholder partnering, the boundaries of the organization are going to become more flexible and permeable. This could lead to or ganizational information being “leaked” or known outside of the organization. And, in addition, these relationship management techniques all require mangers’ time, which can be a very limited commodity to begin with.。
管理学罗宾斯第 版
Copyright © 2012 Pearson Education,
Management, Eleventh Edition by Stephen P. Robbins & MInarcy .CoPuluterblishing as Prentice Hall
conditions • Identify effective decision-making techniques
Copyright © 2012 Pearson Education,
Management, Eleventh Edition by Stephen P. Robbins & MInarcy .CoPuluterblishing as Prentice Hall
Copyright © 2012 Pearson Education,
Management, Eleventh Edition by Stephen P. Robbins & MInarcy .CoPuluterblishing as Prentice Hall
• Decision criteria are factors that are important (relevant) to resolving the problem, such as:
– Costs that will be incurred (investments required) – Risks likely to be encountered (chance of failure) – Outcomes that are desired (growth of the firm)
罗宾斯管理学第十四版——课件_ppt_01
Exhibit 1-8 Changes Facing Managers
Exhibit 1-8 shows some of the most important changes facing managers.
Types of Roles
• Interpersonal – Figurehead, leader, liaison
• Informational – Monitor, disseminator, spokesperson
• Decisional – Entrepreneur, disturbance handler, resource allocator, negotiator
Copyright © 2018 Pearson Education, Ltd. All Rights Reserved
Exhibit 1-1 Levels of Management
Exhibit 1-1 shows that in traditionally structured organizations, managers can be classified as first-line, middle, or top.
Exhibit 1-2 Characteristics of Organizations
Exhibit 1-2 shows the three common characteristics of organizations: distinct purpose, deliberate structure, and people.
Copyright © 2018 Pearson Education, Ltd. All Rights Reserved
第8章战略管理(罗宾斯管理学-第8版讲义全集,英文版)
➢ The environmental scanning of specific and general environments
❖ Focuses on identifying opportunities and threats
• Discuss what studies of the effectiveness of strategic management have shown.
ቤተ መጻሕፍቲ ባይዱ
The Strategic Management Process
• List six steps in the strategic management process.
organization that provide relative advantage over competitors ➢ Match organizational strengths to environmental opportunities ➢ Correct weaknesses and guard against threats
➢ How effective have strategies been? ➢ What adjustments, if any, are necessary?
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Types of Organizational Strategies (cont’d)
• Discuss the BCG matrix and how it’s used. • Define SBUs and business-level strategies. • Describe the role of competitive advantage in business-
罗宾斯管理学读后感讲课讲稿
《罗宾斯管理学》读后感斯蒂芬·P·罗宾斯博士，是美国著名的管理学教授，组织行为学的权威，他在亚利桑那大学获得博士学位，罗宾斯博士的实践经验丰富，学识渊博，并非一般象牙塔中研究管理学的教授可以比拟。
他曾就职于壳牌石油公司和雷诺金属公司，他先后在布拉斯加大学、协和大学、巴尔的摩大学、南伊利诺伊大学和圣迭戈大学任教，并在一些著名的跨国公司中担任咨询顾问。
这样一位经历丰富的作者写出的这样一部著作，我在拜读后立即感觉他用浅显易懂的语言阐述了什么事管理以及如何做一名合格杰出的管理者。
而且选用的都是贴近实际生活的例子，对学习实践具有直观的指导意义。
从结构上讲，本书基本上是围绕管理的几大模块阐述的，从管理的基本了解到定义管理者的领地到计划这三大方面一一进行了说明，特别是对管理，管理者的决策和管理的约束力等进行了超越一般见解的论述。
而且，本书还纠正了一些在在许多流行的管理书籍中未经证实的观点，以实践证据他们做了反驳。
所以，我对本书的观点就是，这是一本从多方面、多角度、多实例、多实践的管理型书籍，对我学习管理学有很大的帮助和能够让我更好的从中学到多方面的知识。
然而为什么要学习管理学，组织和管理和效率和效果之间又有些什么样的联系，在学习完本书后我有了大概的一个认识。
学习管理学除了是我们专业的要求和将来工作的需要，更重要的也是学了管理学之后我们的待人处事将会更有条理性。
就像是一个侦探事件一般，要解决所有的事得出最后的结论，必须通过管理自己的大脑理清所有的程序，以及理清身边所出现的事物才能得到正确的结果。
另外，学好管理学也是处理人际关系的一种很重要的课程。
就像本书中所论断的原因有这些：第一个原因是，由于改进组织的管理方式关系到我们每个人的切身利益。
学习管理的第二个原因是，当你从学校毕业开始你的事业生涯时，你所面对的现实是，不是管理别人就是被别人管理。
这样会有一个稍微明晰的学习认知。
虽然书中摆出的原因就那么两个，但我认为知识都是灵活变通的，管理学的应用之处和学习它的原因必定是多的，只是这两个最为现实和明显罢了。
罗宾斯《管理学》决策
罗宾斯《管理学》决策引言在商业和组织管理中，决策是一个至关重要的环节。
它涉及到分析问题、评估选项并做出最佳的选择。
《管理学》是一本经典的管理学教材，作者罗宾斯对决策过程进行了系统的研究和讲解。
本文将以罗宾斯《管理学》为主要参考，探讨决策的概念、决策过程以及与决策相关的因素。
决策的概念决策是指在面临不同选择时，根据一定的目标、条件和假设做出的最佳选择或方案。
它是管理过程中最重要的一环，决策的质量和准确性直接影响组织的绩效和成果。
决策可以分为个人决策和群体决策。
个人决策是指由个体单独做出的决策，而群体决策则是多个个体参与讨论和协商，最终做出的决策。
在群体决策中，通常通过集体智慧和专业知识的汇聚，可以得到更全面和准确的决策结果。
决策过程决策过程是一个系统的、连续的过程，包括以下几个阶段：1.问题识别：识别出存在的问题或挑战，将其明确化和具体化。
2.信息收集：收集和收集关于问题的数据和信息，以便做出更准确的决策。
3.问题定义：明确定义问题的目标和标准，为后续的评估和选择提供依据。
4.方案评估：评估各种解决方案的优劣，比较它们的风险、成本和效益等因素。
5.方案选择：根据评估结果选择最佳方案，确保符合预定的目标和标准。
6.方案执行：将选择的方案转化为具体的行动计划，并实施起来。
7.方案评估：对执行结果进行评估和反馈，及时调整和改进。
影响决策的因素决策过程受到多种因素的影响，包括但不限于以下几个方面：1.信息可得性：信息的可得性和质量对决策的影响很大。
缺乏关键信息可能导致决策的不准确性和不完整性。
2.时间压力：决策的时间压力可能会限制决策者的思考和分析能力。
在一定的时间限制下做出的决策可能并不完全理想。
3.风险偏好：决策者对风险的偏好也会影响决策的结果。
某些决策者更偏好保守的决策方案，而其他人则更愿意冒险。
4.经验和知识：决策者的经验和专业知识对决策的质量和准确性有很大的影响。
经验丰富的决策者通常能够更快速、更准确地做出决策。
罗宾斯《管理学(第7版)》教师课件chap
组织文化能够为组织成 员提供价值观和行为准 则，指导成员的行为和 决策。
组织文化能够增强组织 成员的归属感和忠诚度 ，使成员更加积极地参 与组织的活动。
良好的组织文化能够激 发成员的积极性和创造 力，提高组织的绩效。
组织文化能够通过共享 的价值观和行为准则， 对成员的行为进行约束 和规范。
组织文化的类型与塑造
强力型文化
指组织文化中的价值观和信仰非常强烈，能 够有力地影响组织成员的行为和决策。
策略合理型文化
指组织文化与组织的策略和目标高度一致， 能够使组织在竞争中获得优势。
组织文化的类型与塑造
• 灵活适应型文化：指组织文化具有高度的适应性，能够快 速地应对外部环境的变化。
组织文化的类型与塑造
高层管理者的引领
组织职能是实现组织目标的重要保障，它通过构建和维护一个高效、有序的组织结构，确保组织成员能够协同工 作，实现共同目标。
领导职能
定义
领导职能是指影响和激励组织成员为实现组织目标而努力的过程。
总结
领导职能是实现组织目标的关键，它要求领导者具备影响力、沟通能力、决策能力和激励能力，以激 发员工的积极性和创造力，推动组织发展。
实施变革计划
按照变革计划逐步实施变 革措施。
评估与反馈
对变革的效果进行评估， 根据反馈调整变革计划。
谢谢观看
创新的成功。
创业管理
创业管理的定义
创业管理是指通过识别和利用机 会，创造价值并实现潜在利润的
过程。
创业管理的要素
创业管理包括机会识别、资源整合 、团队管理、风险管理等方面，这 些要素相互关联，共同推动创业的 成功。
创业管理的实践
创业管理实践包括商业计划制定、 融资、团队建设、市场开拓等阶段 ，每个阶段都需要有效的管理来确 保创业的成功。
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FourManaging in a Global Environment1. WHO OWNS WHAT?You might be surprised to find that a number of companies familiar to us are foreign owned. And, you might also be surprised at the number of well-known companies that derive more than half of their revenues from global operations.2. WHAT’S YOUR GLOBAL PERSPECTIVE?Most U.S. children study only English in School. It’s not unusual for Germans, Italians, or Indonesians to speak three or four languages. Americans tend to think of English as the only international business language and they don't see a need to study other languages.A. Parochialism is defined as a selfish, narrow view of the world and aninability to recognize differences between people. Parochialism is anobstacle for many U.S. managers and stems from monolinguism.B. Managers might have one of three perspectives or attitudes towardinternational business. (See Exhibit4.1.)1. An ethnocentric attitude is the parochialistic belief that thebest work approaches and practices are those of the homecountry (the country in which the company’s headquarters arelocated).2. A polycentric attitude is the view that the managers in the hostcountry (the foreign country where the organization is doingbusiness) know the best work approaches and practices forrunning their business.3. A geocentric attitude is a world-oriented view that focuses onusing the best approaches and people from around the globe.4. To be a successful global manager, you need to be sensitive todifferences in national customs and practices. (See Exhibit4.2.for cultural blunders)3. UNDERSTANDING THE GLOBAL ENVIRONMENT.Several significant forces are reshaping the global environment that managers face. Two important features of the global environment are regional trading alliances and the different types of global organizations.A. Regional Trading Alliances.Regional trading alliances are reshaping global competition. It’s nolonger country versus country, but region against region.1. The European Union (EU) is a union of 25 European nationscreated to eliminate national barriers to travel, employment,investment, and trade. (See Exhibit4.3.)a. The primary motivation for the creation of the EU (inFebruary 1992) was to allow these nations to reasserttheir position against the industrial strength of theUnited States and Japan.b. The EU took an enormous step towards full unificationin 1999 when 12 of the 15 countries became part of theEMU—the economic and monetary union, the formalname for the system where participating countries sharethe same currency, the Euro.c.In 2004, the EU added 10 new members (Cyprus, Malta, theCzech Republic, Estonia, Hungary, Latvia, Lithuania,Poland, Slovakia, and Slovenia. Two other counties couldjoin by 2007.2. The North American Free Trade Agreement (NAFTA) is anagreement among the Mexican, Canadian, and U.S. governmentsin which all barriers to free trade will eventually be eliminated.a. NAFTA went into effect on January 1, 1994.b. The signing of NAFTA had both critics and champions.c. Eliminating the barriers to free trade (tariffs, importlicensing requirements, customs user fees) has resultedin a strengthening of the economic power of all threecountries.d. Colombia, Mexico, and Venezuela signed an economicpact eliminating import duties and tariffs in 1994.e. Now 34 countries in the Caribbean region, SouthAmerica, and Central America are negotiating a FreeTrade Area of the Americas (FTAA) trade agreement,which will be operational no later than 2005.3. The Association of Southeast Asian Nations (ASEAN)is atrading alliance of 10 Asian nations (see Exhibit4.4).a. In the future, the Asian region promises to be one of thefastest-growing economic regions of the world.b. The economic impact could eventually rival that of bothNAFTA and the EU.4.Other Trade Alliances.a.The 53-nation African Union came into existence in July2002. Members plan to achieve greater economicdevelopment and unity among Africa’s nations.B.The World Trade Organization (WTO).Formed in 1995 evolving from GATT. The only global organization dealing with the rules of trade among nations.1.Membership consists of 145 countries as of February,2003.2.WTO appears to play an important role even thoughthere are vocal critics.4. DOING BUSINESS GLOBALLY.A. Different Types of Global OrganizationsAlthough international business has been around a long time (DuPontdoing business in China in 1863; Ford set up its first overseas salesbranch in France in 1908). The popularity of multinational corporationsre ally didn’t occur until the mid-1960s. What are the various types ofglobal organizations?1. A multinational corporation (MNC)is a company thatmaintains significant operations in multiple countriessimultaneously but manages them all from one base in a homecountry. It reflects the ethnocentric attitude.2. A transnational corporation (TNC)is a company thatmaintains significant operations in more than one countrysimultaneously, but decentralizes management to the localcountry. It reflects the polycentric attitude.3. Another type of global organization is the borderlessorganization that is a global type of organization in whichartificial geographical barriers are eliminated so that themanagement structure can be more effectively globalized. Itreflects the geocentric attitude.4. Keep in mind, however, that a company’s national origin is nolonger a good measure of where it does business or of thenational origin of its employees.5. HOW ORGANIZATIONS GO GLOBAL.An organization evolves into a global one by typically proceeding through three stages. These three stages are illustrated in Exhibit4.5.A. Stage 1 is a passive response stage, which involves exporting productsto other countries or importing products to sell at home.B. Stage 2 involves managers making more of an investment by committingto sell products in foreign countries or to having them made in foreignfactories. However, there is still no physical presence of companyemployees outside the comp any’s home country.C. Stage 3 involves establishing global operations either throughlicensing/franchising, joint ventures, strategic alliances, or foreignsubsidiaries.6. MANAGING IN A GLOBAL ENVIRONMENT.There are many challenges associated with managing in a global environment.A. The Legal-Political Environment.The legal-political environment doesn’t have to be unstable orrevolutionary to be a challenge to managers. The fact that a country’spolitical system differs from that of the United States is important torecognize.B. The Economic Environment.The economic environment also presents many challenges to foreign-based managers. Obviously, currency rate fluctuations, inflation, anddiverse tax policies are economic challenges to managers.1.Market economy– resources are primarily owned by the privatesectormand economy where all economic decisions are planned by acentral government.C. The Cultural Environment.The cultural environment involves cultural differences between nations.National culture is the values and attitudes shared by individuals from aspecific country that shape their behavior and their beliefs about what isimportant. A framework developed by Geert Hofstede has proved to be avaluable framework for understanding differences between nationalcultures.1. One cultural dimension Hofstede looked at was individualismversus collectivism. Individualism refers to a loosely knit socialframework in which people are supposed to look after their owninterests and those of their immediate family. In collectivism,people in a tighter social framework expect others in groups ofwhich they are a part (such as a family or an organization) tolook after them and protect them when they are in trouble.2. Another cultural dimension is power distance, which describesthe extent to which a society accepts the fact that power ininstitutions and organizations is distributed unequally.3. Uncertainty avoidance describes a cultural measure of thedegree to which people tolerate risk and unconventionalbehavior.4. Hofstede identified attributes of quantity versus quality of life.Quantity of life refers to the extent to which societal values arecharacterized by assertiveness and materialism. Quality of lifereflects the emphasis placed on relationships and showingsensitivity and concern for the welfare of others.5. Long-term and short-term orientation. Hofstede’s final culturalattribute. Long-term orientation cultures are characterized bylooking to the future and valuing thrift and persistence. Short-term orientation values the past and present and respect fortradition.6. Countries have different rankings on Hofstede’s culturaldimensions, and managers should be aware of the culturaldifferences present in countries in which they do business. (SeeExhibit4.7)7. The GLOBE Framework for Assessing Cultures. Updatedassessment on Hofstede’s work.a. Global Leadership and Organizational BehaviorEffectiveness began in 1993. Identified nine dimensionson which national cultures differ:b. Assertiveness, Future orientation, Genderdifferentiation, Uncertainty avoidance, Power distance,Individualism/collectivism, In-group collectivism,Performance orientation, and Humane orientation.c. Exhibit4.8 shows how different countries rank on these nine dimensions.D. Global Management in Today’s World.Uncertainty after 9/11 has had a profound impact on business. Managersface serious challenges arising from globalization and from significantcultural differences.1.Intense underlying and fundamental cultural differences create avery complicated environment in which to manage.2.Successful global managers will have incredible sensitivity andunderstanding.3.Need to adjust leadership styles and management approaches toaccommodate culturally diverse views.1. What are the managerial implications of a borderless organization?In a borderless organization, artificial geographic borders do not separate functions, divisions, or activities. The managerial implications of such an organizat ion are that it’s infinitely more flexible in being able to respond to changing marketplace conditions. However, this type of organization would also be much more difficult to control.2. Can the GLOBE framework presented in this chapter be used to guide managersin a Thai hospital or a government agency in Venezuela? Explain.Yes, the GLOBE framework from this chapter would be applicable to both situations. As a manager, you need to understand the unique cultural characteristics of each country and then modify management decisions and practices accordingly.3. Compare the advantages and drawbacks of the various approaches to goingglobal.In Stage 1, management makes its first push at going international by exporting its products to other countries. It involves minimal risk and provides more control over the company’s product(s).In Stage 2, management hires foreign representation or contracts with foreign firms to perform work. The level of risk becomes greater in this stage because the firm is giving up more control, but the potential for sales gains is also greater.In Stage 3, the company has made a strong commitment to pursue global markets aggressively. This type of involvement creates the most risk because control is less, but again the advantage is that the sales potential is much greater.4. What challenges might confront a Mexican manager transferred to the UnitedStates to manage a manufacturing plant in Tucson, Arizona? Will these be the same for a U.S. manager transferred to Guadalajara? Explain.The Mexican manager would have to become familiar with the legal-political, economic, and cultural environments of the United States. The cultural environment would be particularly challenging as the national culture of Mexico is the polar opposite of the national culture of the United States on three of four Hofstede’s dimensions. On the individualism-collectivism dimension, Mexico is more of a collective society whereas the United States is more individualistic.On the power distance dimension, Mexico rates large whereas the United States rates small. On the uncertainty avoidance dimension, Mexico rates high while the United States rates low. Only on the quantity of life dimension are the two countries similar.The adjustments required of the Mexican manager would also be required of a U.S. manager being transferred to Guadalajara, however, just simply in the reverse.5. In what ways do you think global factors have changed the way organizationsselect and train managers? What impact will the Internet have on this? Explain.Business organizations probably will look for managers who have an appreciation of national differences, expanded exposure to different cultures, and the ability to speak foreign languages; that is, managers with more of a geocentric attitude. Training programs will emphasize developing these abilities where they are deficient. Organizations also increasingly may hire nationals to run operations in specific countries and then socialize them in the company’s corporate culture.The Internet will impact training and development of managers because of an increased amount of cultural materials available. Individuals have so much more access to information about other countries and cultures that the world is figuratively ―shrinking,‖ in terms of exposure to other cultures. Also, once an executive is sent on a global assignment, the Internet will provide tremendous opportunities for communication with corporate and personal contacts at ―home,‖ as well as to purchase familia r products via e-business that might not be available in the global assignment setting.6. How might a continued war on terrorism impact U.S. managers and companiesdoing business globally?Since 9/11 many organizations are critically evaluating their global operations as environments can change rather quickly. Deep seated cultural, religious, and societal beliefs will create significant challenges for the U.S. manager going abroad. Globalization is meant to open up trade and to break down the geographical barriers. It does just that—opens up the country both good and bad. U.S. firms may be reluctant to assign their U.S. managers to certain countries. More care will have to be taken with regard to the safety and security of U.S. managers assigned in overseas operations.Shooting for Overseas Success1. What global attitude do you think the NBA and its member teams exhibit?Explain why this attitude has or hasn’t contributed to the NBA’s global success.The NBA and its member teams appear to exhibit the geocentric attitude, a world-oriented view that focuses on using the best approaches and people from around the globe. From this perspective, major issues and decisions are viewed globally by looking for the best approaches and people regardless of country origin. This attitude has contributed to the NBA’s success because the decision makers recognized that, in order to successfully transplant the NBA, they would have to use the best approaches and people no matter where they were from.They also tailored their product to best meet the needs of the various markets they were looking at.2. What legal-political, economic, and cultural differences might be significant toan NBA team recruiting a player from a foreign country? How would you deal with these differences? As NBA teams start playing in other countries, would these differences change? Explain.Legal-political differences could arise in terms of contractual terms and conditions. Economic differences probably wouldn’t be as significant becaus e a player from a foreign country would probably want to be paid in U.S. dollars.However, currency exchange rates might present a challenge. Cultural differences could arise in terms of how a player adapted to the realities and expectations of team members, coaches, and audiences. Most likely as each country has a different set of norms and cultural values.3. How has the NBA exhibited effective and efficient managing in the globalenvironment?The NBA has capitalized on its inherent popularity around the world. In addition, David J. Stern, NBA’s commissioner, has been instrumental in marketing both the game of basketball and Michael Jordan (one of the game’s most influential players) globally. He understood the similarities and differences between the domestic (U.S.) and foreign markets. In addition, the league itself reflects a geocentric attitude in that it has been willing to showcase talent from around the globe.(For another assessment of the NBA’s success in global markets, look at: William Ech ikson, ―Michael, the NBA, and the Slam-Dunking of Paris,‖ Business Week, November 3, 1997, p. 82.)4. What could other organizations learn from the NBA’s global experience?Physical presence of the corporation is necessary. It is not sufficient to just ―sell‖ the product (or the play games as in the NBA). It is necessary to develop a ―relationship‖ with consumers in different countries in which you are doing business. Developing a truly international web presence can also be effective.Understanding and being sensitive to different cultural values is a key to success as well.。