《管理学原理》notes(中英文对照版)
罗宾斯《管理学：原理与实践》(第7版)中英文对照第3章 ppt课件
决策基础
Foundations of Decision Making
ppt课件
学习目标 Learning Outcomes P56
• 描述决策过程中的步骤 Describe decision-making process • 解释管理者用于决策的三种方法 Describe the three approaches managers can use to make decisions • 描述决策类型和管理者面临的决策情境 Describe the types of decision-making conditions managers face • 讨论群体决策Describe group decision making • 讨论决策制定的当代专题 Describe contemporary issues in managerial decision making
• 直觉 (Heuristices) – 运用经验原则以简化决策Use “rules of thumb”to simplify their decision making – 可能导致错误和偏见
Lead to errors and biases in processing and evaluating information
• 管理者受限于自身获得信息的 能力
Managers make decision rationally limited by their ability to process information
• 管理者在不完全信息条件下做 出决策，他们只能寻求满意
Managers can’t possible analyze all information on all alternatives, they satisfice rather than maximize.
管理学原理(英文版·第6版)斯蒂芬·P·罗宾斯-FOM6_CH11in
Studies that sought to identify the behavioral characteristics of leaders related to performance effectivenessEmployee oriented leader
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Production oriented leader
2
EXHIBIT 11–2
The Ohio State Studies
Studies that sought to identify independent dimensions of leader behaviorInitiating structure
·
Consideration
·
11
The University Of Michigan
2
Identifiable Leadership Behaviors
Autocratic Style of Leadership
Centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation.Democratic Style of LeadershipInvolves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback.
Fundamentals of Management
Sixth EditionRobbins and DeCenzowith contributions from Henry Moon
管理学原理英文教材中文翻译精简版
一、战略管理的重要性1、什么是战略管理？战略管理是一组管理决策和行动，它决定了组织的长期绩效。
战略管理包括几乎所有的基本管理职能，也就是组织的战略必须被计划、组织、实施和控制。
2、战略管理的目的战略管理包含了许多重要的管理决策，各种商业期刊上报道的绝大多数企业当前的重大事件都涉及战略管理。
对战略计划和战略管理有效性的研究还发现，具有正式战略管理体系的公司，其财物回报要高于那些没有战略管理系统的公司。
二、战略管理过程战略管理包含6个步骤：步骤1：确定组织当前的使命、目标和战略每一个组织都需要使命，使命是对组织目的的陈述，使命回答了如下的问题，即企业存在的理由是什么？定义组织的使命会迫使管理者仔细的确定企业的产品和服务的范围。
案例：普赖姆公司是美国密苏里州的卡车运输公司，它的使命是通过向其顾客提供卓越的服务来实现公司的成长。
案例：博迪商店国际公司的使命是这样陈述的：专心致志于我们的事业，以跟上社会和环境变革的步伐。
确定一个组织的目的或存在的理由，对于非营利性组织来说也是同样重要的。
步骤2：外部因素分析外部环境对管理者是一个重要的约束。
外部因素分析是战略过程的一个关键步骤，因为组织的环境在很大程度上定义了管理者的选择范围。
成功的战略将是与环境吻合的战略。
每一个组织的管理者都需要分析环境。
例如：竞争的情况、拟议中的法律法规的影响、对地的劳动力供给情况等。
在分析外部环境时，管理者应当检查具体的、特定的和一般的环境，以发现正在发生的趋势和变化。
在分析环境之后，管理者需要评估机会和组织面临的威胁。
机会是外部环境因素的积极趋势，威胁是负面趋势。
注意：同样的环境可能对处以同一产业的不同公司意味着机会或者威胁，这是因为每家公司的资源或管理能力不一样。
步骤3：内部因素分析我们从外部环境转向考察组织的内部。
内部分析主要是对组织的资源进行评估，比如：金融资本、技术能力、熟练雇员、经验丰富的管理者等。
管理者必须要认识到，每一个组织，不管是大型的还是成功的，都在某种程度上受到它所拥有的资源和能力的限制。
管理学原理(Management Principles)第55节
目标管理的八个步骤
1.制定组织的整体目标和战略 2.在经营单位和部门间分配主要目标 3.各单位管理者与其上级一起设立本部 门具体目标 4.部门所有成员参与设定自己的具体目 标
5.管理者与下级共同商定如何实现目标的行动 计划 6.实施计划 7.定期检查实现目标的进展情况，并向有关单 位和个人反馈 8.基于绩效的奖励，以促进目标成功实现 案例：变化中的管理实践－－计划必须是 灵 活的
行为基础
组织行为学 态度 个性 知觉 学习
理解群体和团队工作
对群体行为的理解 群体中所有个体的行为并不等同于单个 个体行为的简单累加 使群体成为高效率的工作团队
激励员工
早期的激励理论 需要层次论 X-Y理论 激励－保健理论
当代激励理论
三种需要理论 目标设定理论 强化理论 公平理论 期望理论
部门增加公司产品价值的途径
部门经理可以降低创造价值过程中的成 本，这样企业就能够通过保持比竞争对 手低的价格而吸引消费者。 部门经理通过寻找本企业产品差异化的 方法，增加产品价值。
职能部门管理者应注意的四个目标
1.高效率。 2.高质量。 3.创新。 4.高顾客响应度。 －－通过管理技术，降低创造价值的成本， 或增加产品价值超过竞争对手，来帮助 企业获取竞争优势。
中层管理者（middle manager）:监督一 线管理者的工作，他们的职责是找出运 用组织的人力和其他资源以实现组织目 标的最佳方法与途径。 例：肯特（）
高层管理者（top manager）：对组织的 所有部门负责，他们负有跨部门的职责。 高层管理者向公司的CEO或者居于组织 第二位的总裁负责。 CEO的中心任务就是建立一支运作良好 的高层管理团队（top-management team）。
管理学术语英文对照解释
管理学术语英文对照解释Management Glindex(Stephen P. Robbins & Mary Coulter)(Eighth Edition)（英汉对照）管理学原理双语组编写2007年3月Chapter 1 Management and Organizations1、Manager：管理者Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals .管理者是这样的人，他通过协调其他人的活动达到与别人一起或者通过别人实现组织目标的目的。
2、First-line managers :基层管理者Managers at the lowest level of the organization who manage the work of nonmanagerial e mployees who are involved With the production or the organization’s products是管理着非管理人员所从事的生产和提供组织产品的工作，是最低层的管理者3、Middle managers :中层管理者Mangers between the first-line level and the top level of the organization who manage the work of first-line managers 处于基层和高层之间，管理着基层管理者。
4、Top manager :高层管理者Managers at or near the top level of the organization who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire organization.处于或接近组织顶层，承担着制定广泛的组织决策,为整个组织制定计划和目标的责任。
管理学原理 英文版c10
10–9
Early Theories Of Motivation (cont’d)
• Motivation-Hygiene Theory (Herzberg)
Job satisfaction and job dissatisfaction are created
by different factors.
Fundamentals of Management
Seventh Edition
Robbins, DeCenzo, and Coulter
CHAPTER Part IV: Leading
10
© 2011 Prentice Hall, Inc. All rights reserved.
Motivating and Rewarding Employees 激励与奖酬员工
1. Describe the motivation process.
2. Define needs.
3. Explain the hierarchy of needs theory. 4. Differentiate Theory X from Theory Y.
5. Explain the motivational implications of the motivationhygiene theory.
Individuals must satisfy lower-order needs before they can satisfy higher order needs.
Satisfied needs will no longer motivate.
Motivating a person depends on knowing at what level that person is on the hierarchy. Lower-order (external) – Physiological 生理: food, drink, shelter, sex – Safety 安全: physical safety
《管理学英语》参考译文Unit-1
Unite 1. Precursors in Management Theory管理理论的先驱们Read the following questions first, which will help you understand the text below better, and then answer the questions after reading the text carefully.先看看下面的问题，这些问题将有助于你更好地理解后面的课文，仔细地读完课文后再回答这些问题。
l. Why did Kenneth Feld consider management as "the greatest job on earth"?为什么肯尼斯-费尔德把管理看做地球上最伟大的工作？2. How can work be done most efficiently according to your opinion based on management knowledge?根据自己的管理知识，你认为怎样工作才能最有效率？3. What is the real meaning of the phrase –“management theory jungle”?术语“管理理论丛林”的真正含义是什么？4. Why is Frederick Winslow Taylor regarded as the Father of Scientific Management?为什么人们把弗雷德里克-温斯洛-泰勒视作科学管理之父？5. What is the main idea of Taylor's famous book, The Principles of Scientific Management?泰勒著名的《科学管理原理》一书，主要观点是什么？Dating back to the ancient times, we may discover that the basic principles of management had their beginnings in the birth of civilization, when people first began to live in groups and first sought to improve their lot in life. Ever since people began forming groups to accomplish aims they could not achieve as individuals, managing has been essential to ensure the coordination of individual efforts. Kenneth Feld, president of Ringling Bro. and Barnum & Bailey Circus, once described management as "the greatest job on earth", for one of the most important human activities is managing.追溯到古代时候，我们可以发现管理的基本原理在文明起源之时就已经开始了（存在了），（在那时）当人们最早开始群体生活，最早寻求改善生活。
英文版管理学原理,Principles od management 第一章
incentives that align employees’and organization’s interests
5
9/27/2007
1 - 11
Benefits & Incentives
1-8
Who Makes the Strategic Decisions?
By Senior Group including CEO With Formal Strategic Planning Process By Business Unit Leaders By CEO or Equivalent By Others
Source: Best of 2005, Business Week, December 19, 2005
7
Question
•Are the functions of management only for managers in organizations or can they apply to you as a student as well? Explain.
1. Describe the basic functions of management 2. Identify where in an organization managers are
located 3. Discuss the challenges people encounter as they
become first-line managers 4. Describe the roles managers adopt to perform the
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UNDERSTANDING CANADIAN BUSINESSCHAPTER # 1 noteschater1MANAGING WITHIN THE DYNAMIC BUSINESS ENVIRONMENT动态商业环境下的管理Business and Entrepreneurship: Revenues, Profits, and Losses 事业和企业家能力:收益，利益和损失Business: Any activity that seeks to provide goods and services to others while operating at a profit.事业：寻求当在一笔利润操作时向其他人提供货物和服务的任何活动。
Profit: The amount a business earns beyond what it spends for salaries and other expenses.利益:一种商业在它为了薪金和其他话费所话费的以外赚的量Entrepreneur: A person who risks time and money to start and manage a business.企业家能力:冒险用时间和金钱开始和管理一种商业的一个人Revenue: The total amount of money a business takes in during a given period by selling goods and services. 收益:一种商业在一段特定的时间期间通过出售商品和服务获得的金钱Loss: When a business’s expenses are more then its revenue.失去：当一种商业的花费超过其收益时Risk: The chance an entrepreneur takes of losing time and money on a business that may not prove profitable.风险：一个企业家浪费了时间和金钱在事业上,却无利可图的机会Responding to the Various Business Stakeholders对各种各样的傻瓜也既得利益者作出反应Stakeholder:All the people who stand to gain or lose by the policies andactivities of a business.财产保管人：他通过政策和一种商业活动赢得或者失去的所有人- Investors; invest in the business投资者：在商业中的投资- Financial Institutions; lend money to the business 金融的社会公共机构:借钱给企业- Supplier; sell to the business供应商：向企业卖物品- Customers; buy goods and services from the business 消费者：从企业中购买商品和服务- Government; gets taxes from the business 政府：从企业中收税- Employees; get jobs from the business受雇者：从企业中得到工作- Dealers; buy and sell for the business经销商：为企业进行交易买卖- Environmentalists; protest the businesses pollution habits环境保护主义者：抗议商业污染习惯- Surrounding Community; get many positives and negatives from the business 周围的社区：从商业之中得到很多积极的和消极的影响Outsourcing: Assigning various functions, such as accounting, production, security, maintenance, and legal work, to outside organizations.外包:委托给外部单位的业务有很多,像审计,产品,安全,维护保养和政法工作.There is a major trend toward outsourcing in North Americanbusiness in an effort to cut costs and become more competitive. Much production has moved off shore, and many management functions are now sub contracted to external sources such as consulting firms.在北美的外包业务有一个大致的发展趋势:就是努力缩减成本提高竞争力.很多的产品现在已经转移到了沿海地区,许多管理职能现在订约与外部资源像咨询公司.Using Business Principles in Non-profit Organization非营利组织的商业原则的应用Non- profit Organization: An organization whose goals do not include making a personal profit for its owners or organization. 无利益组织：其目标不包括为其所有者或者组织赚取一笔个人的利润的一个组织。
Social Entrepreneurs:are people who use business principles to start and manage non-profit organizations and help countries with their social issues. 社会企业家：是那些使用商业原则开始和管理非盈利的组织并且在他们的社会的问题方面帮助国家的人。
Non-profit organizations use management principles and function in the same way as a business. Their primary reason for being is different however. A non-profit organization operates for a social objective where as a business operates for a profit. 非盈利组织用一种与商业一样的办法使用管理原则和功能，然而，他们的主要原因不同，一个非盈利组织，用于社会目的，作为企业的经营利润Quality of Life:The general well-being of society in terms of political freedom, a clean natural environment, education, health care, safety, free time, and everything else that leads to satisfaction and joy. 生活质量：一般福利方面的社会政治自由，一个干净的自然环境，教育，卫生保健，安全，自由，以及其他一切导致满意与快乐Entrepreneurship Versus Working For Other企业家创新精神与工作The Importance of Factors of Production to the Creation of Wealth重要的生产要素创造财富Factors of Production: The resources used to create wealth生产要素：使用的资源创造财富1. Land: natural resources地产，自然资源2. Labour: workers劳工，工人3. Capital: This includes machines, tools, buildings,or whatever else is used in the product of goods. It doesnot include money; is used to buy factors of production.资本，这包括机器，工具，建筑，或其他任何产品中那个使用的物品，它不包括钱，用于购买生产要素4. Entrepreneurship: people and policies which promotenew ventures企业家能力：人和政策促进新企业5. Knowledge: a skilled and educated work force 知识：一个熟练和受过教育的劳动力The Business Environment经营环境Business Environment:The surrounding factors that either help or hinder the development of businesses. 环境因素，可以帮助或阻碍企业的发展1. The legal and the regulatory environment: 法律和监管环境1. freedom of business and real estate ownership自由企业和房地产的所有权2. contract laws合同法3. elimination of corruption消除腐败Businesses need to be aware of all the laws and regulations whicheffect their industry and business operations. 企业需要了解的所有法律和条例，影响他们的产业和商业运作Regulations: Serve to carry out the purposes of or expand on the general laws passed by elected officials. 规则：服务之宗旨开展或扩大的一般规律通过当选的官员Competition Act: Is an act/law that tries to ensure free and open competition in Canadian business. 竞争法：是一种行为，试图确保自由和开放的竞争在加拿大商业2. The Economic Environment:In a strong economy which is growing the number and profits in any given business also grow as well as the number of competitors as opportunities present themselves. In a down economy opportunities disappear and profits shrink as businesses are forces to close. 经济环境：在强大的经济的增长的数量和利润在任何特定的业务增长以及一些竞争对手的机会展示自己。