罗宾斯管理学PPT(英文版)Management-3
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罗宾斯《管理学：原理与实践》(第7版)中英文对照PPT第3章
3-10
管理者制定的决策
计划 什么是组织的长期目标 领导 我应该如何处理员工缺乏动力的情况
采取什么战略可以最好地实现这些目标
组织的短期目标是什么
在特定情境下，什么是最有效的领导风格
某些改变将如何影响员工的工作效率
制定个体目标有多困难
组织 应该有多少员工向我直接汇报
何时是激发冲突的好时机
控制 组织中什么活动需要控制
• 非程序化决策 Nom programmed Decision
– 一个需要定制解决的独一无二、不会重复发生 的决策 – The decisions are unique and nonrecurring
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程序化决策Programmed Decision P68
• 政策 Policies
– 为重复问题制定决策而设定参数的一个普遍的指导
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问题的类型 Types of Decisions P67
• 结构性问题 Structured problems – 直观的、熟悉和易于决定的问题 – The goal of decision maker is clear, the problem familiar , and information about the problem easily defined and complete. • 非结构化问题 Ill-structured problems – 新的或是不寻常的，有关此类问题的信息是模糊的、 不完全的 – They are new or unusual. Informatio about such problem is ambiguous or incomplete.
Chapter
决策基础
Foundations of Decision Making
管理者制定的决策
计划 什么是组织的长期目标 领导 我应该如何处理员工缺乏动力的情况
采取什么战略可以最好地实现这些目标
组织的短期目标是什么
在特定情境下，什么是最有效的领导风格
某些改变将如何影响员工的工作效率
制定个体目标有多困难
组织 应该有多少员工向我直接汇报
何时是激发冲突的好时机
控制 组织中什么活动需要控制
• 非程序化决策 Nom programmed Decision
– 一个需要定制解决的独一无二、不会重复发生 的决策 – The decisions are unique and nonrecurring
3-14
程序化决策Programmed Decision P68
• 政策 Policies
– 为重复问题制定决策而设定参数的一个普遍的指导
3-12
问题的类型 Types of Decisions P67
• 结构性问题 Structured problems – 直观的、熟悉和易于决定的问题 – The goal of decision maker is clear, the problem familiar , and information about the problem easily defined and complete. • 非结构化问题 Ill-structured problems – 新的或是不寻常的，有关此类问题的信息是模糊的、 不完全的 – They are new or unusual. Informatio about such problem is ambiguous or incomplete.
Chapter
决策基础
Foundations of Decision Making
罗宾斯管理学复习英文PPT课件
What Do Managers Do? (cont.)
• Management Roles
• specific categories of managerial behavior
• Interpersonal - involve people and
duties that are ceremonial and symbolic in nature
• published principles of management
• fundamental, teachable rules of management
© Prentice Hall, 2002
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EXHIBIT 2.4: WEBER’S IDEAL BUREAUCRACY
Born 1856; died 1915
Known as ‘father of scientific management’
In 1881, as chief engineer for Midvale Steel, studied how tasks were done
Began first time & motion studies
© Prentice Hall, 2002
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Organizational Levels
Top Managers
Middle Managers
First-line Managers
Non-managerial Employees
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• Informational - receiving, collecting,
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
Chapter
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.
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.
（完整版）罗宾斯《管理学》内容概要,中英文对照
（完整版）罗宾斯《管理学》内容概要,中英文对照罗宾斯《管理学》内容概要第一篇导论1章管理者和管理1、组织组织(organization)的定义：对完成特定使命的人们的系统性安排组织的层次：操作者(operatives)和管理者(基层、中层、高层)2、管理者和管理管理者(managers)的定义：指挥别人活动的人管理(management)的定义：同别人一起或者通过别人使活动完成得更有效的过程。
管理追求效率(efficiency)和效果(effectiveness)管理职能(management functions)：计划(planning)、组织(organizing)、领导(leading)、控制(controlling)管理者角色(management roles)：人际关系角色(interpersonal roles)、信息角色(information roles)、决策角色(decision roles) 成功的管理者和有效的管理者并不等同，在活动时间上，有效的管理者花费了大量的时间用于沟通，而网络联系（社交等）占据了成功的管理者很大部分时间。
管理者在不同的组织中进行着不同的工作。
组织的国别、组织的类型、组织的规模以及管理者在组织中的不同层次决定了管理者的角色扮演、工作内容以及职能和作用。
2章管理的演进1、20世纪以前的管理：亚当·斯密的劳动分工理论(division of labor)产业革命(industrial revolution)2、多样化时期（20世纪）：科学管理(scientific management)：弗雷德里克·泰勒一般行政管理理论(general administrative theory)：亨利·法约尔(principles of management)、马克斯·韦伯(bureaucracy) 人力资源方法(human resources approach)：权威的接受观点(acceptance view of authority)，霍桑研究，人际关系运动(卡内基、马斯洛)，行为科学理论家(behavioral science theorists) 定量方法(quantitative approach)3、近年来的趋势（20世纪后期）：趋向一体化过程方法(process approach)系统方法(systems approach)：封闭系统和开放系统(closed systems)权变方法(contingency approach)：一般性的权变变量包括组织规模、任务技术的例常性、环境的不确定性、个人差异4、当前的趋势和问题（21世纪）：变化中的管理实践全球化(globalization)工作人员多样化(work force diversity)道德(morality)激励创新(innovations)和变革(changes)全面质量管理(total quality management, TQM)：由顾客需要和期望驱动的管理哲学授权(delegation)工作人员的两极化(bi-modal work force)3章组织文化与环境：管理的约束力量1、组织组织文化(organizational culture)被用来指共有的价值体系。
管理学,罗宾斯,版,英文Robbinsfom
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Why Are Customers Important?
Consistent, high-quality customer service is essential to survival
Copyright © 2015 Pearson Education, Inc.
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Why Is Innovation Important?
1-19
Which Approach Takes the Prize?
Functions ☑
Roles
☐
Copyright © 2015 Pearson Education, Inc.
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What Skills Do Managers Need?
Conceptual Skills
Interpersonal Skills
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Why Study Management?
We all have a vested interest in improving how organizations are managed.
Copyright © 2015 Pearson Education, Inc.
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Why Study Management? (cont.)
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Copyright © 2015 Pearson Education, Inc.
1-7
What Titles Do Managers Have?
Top Managers • Make decisions about the direction of an organization
Middle Managers • Manage other managers
管理学,罗宾斯,9版,英文Robbins_fom9_ppt03
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Hofstede’s Framework
2021/gs
Global Leadership and Organizational Behavior Effectiveness (GLOBE)
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GLOBE: 9 Dimensions of Cultural
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Types of Diversity
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Adapting to a Changing Workforce
• Work-life balance programs • Contingent workforce • Generational differences
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3.1 Explain globalization and its impact on organizations.
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Globalization and its Impact
Global village a boundaryless world where goods and services are produced and marketed worldwide.
• Morality • Values • Personality • Experience • Organization’s culture • Issue being faced
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Encouraging Ethical Behavior
• Code of ethics • Ethical leadership • Ethics training
罗宾斯《管理学》原版讲义
• Fosters higher organizational performance by instilling and promoting employee initiative
Copyright © 2005 Prentice Hall; Inc All rights reserved
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Organizational Culture
Copyright © 2005 Prentice Hall; Inc All rights reserved
2
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter
The Organization’s Culture cont’d
❖ Values; symbols; rituals; myths; and practices
➢ Implications:
❖ Culture is a perception ❖ Culture is shared ❖ Culture is descriptive
Copyright © 2005 Prentice Hall; Inc All rights reserved
➢ The ability of managers to affect outes is influenced and constrained by external factors
❖ The economy; customers; governmental policies; petitors; industry conditions; technology; and the actions of previous managers
Copyright © 2005 Prentice Hall; Inc All rights reserved
11
Organizational Culture
Copyright © 2005 Prentice Hall; Inc All rights reserved
2
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter
The Organization’s Culture cont’d
❖ Values; symbols; rituals; myths; and practices
➢ Implications:
❖ Culture is a perception ❖ Culture is shared ❖ Culture is descriptive
Copyright © 2005 Prentice Hall; Inc All rights reserved
➢ The ability of managers to affect outes is influenced and constrained by external factors
❖ The economy; customers; governmental policies; petitors; industry conditions; technology; and the actions of previous managers
罗宾斯《管理学》原版讲义03
Ø The organization’s founder
v Vision and mission
Ø Past practices of the organization
v The way things have been done
Ø The behavior of top management
• Continuation of the Organizational Culture
culture. • Discuss the actions managers can take to make their
cultures more customer-responsive. • Define workplace spirituality.
罗宾斯《管理学》原版讲义03
L E A R N I N G O U T L I N E (cont’d)
• Discuss the impact of a strong culture on organizations and managers.
• Explain the source of an organization’s culture. • Describe how an organization’s culture continues. • Explain how culture is transmitted to employees. • Describe how culture affects managers. • Describe how managers can create a culture that
Ø Managers symbolize control and influence through their action
v Vision and mission
Ø Past practices of the organization
v The way things have been done
Ø The behavior of top management
• Continuation of the Organizational Culture
culture. • Discuss the actions managers can take to make their
cultures more customer-responsive. • Define workplace spirituality.
罗宾斯《管理学》原版讲义03
L E A R N I N G O U T L I N E (cont’d)
• Discuss the impact of a strong culture on organizations and managers.
• Explain the source of an organization’s culture. • Describe how an organization’s culture continues. • Explain how culture is transmitted to employees. • Describe how culture affects managers. • Describe how managers can create a culture that
Ø Managers symbolize control and influence through their action
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© 2007 Prentice Hall, Inc. All rights reserved.
3–6
Exhibit 3–1 Parameters of Managerial Discretion
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3–7
The Organization’s Culture
© 2007 Prentice Hall, Inc. All rights reserved.
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The Manager: Omnipotent or Symbolic?
• Symbolic View of Management
Much of an organization’s success or failure is due to external forces outside of managers’ control. The ability of managers to affect outcomes is influenced and constrained by external factors.
• Current Organizational Cultural Issues Facing Managers
• Describe the characteristics of an ethical culture, an innovative culture, and a customer-responsive culture.
© 2007 Prentice Hall, Inc. All rights reserved.
3–14
How Employees Learn Culture
• Stories
Narratives of significant events or actions of people that convey the spirit of the organization
© 2007 Prentice Hall, Inc. All rights reserved. 3–2
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.
PowerPoint Presentation by Charlie Cook The University of West Alabama
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
• Organizational Culture
A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other. “The way we do things around here.”
Size of the organization Age of the organization Rate of employee turnover Strength of the original culture Clarity of cultural values and beliefs
© 2007 Prentice Hall, Inc. All rights reserved.
3–12
Organizational Culture
• Sources of Organizational Culture
The organization’s founder
Vision and mission The way things have been done
ninth edition
STEPHEN P. ROBBINS
MARY COULTER
Chapter
3
© 2007 Prentice Hall, Inc. All rights reserved.
Organizational Culture and Environment: The Constraints
• Rituals
Repetitive sequences of activities that express and reinforce the values of the organization
Past practices of the organization
The behavior of top management
• Continuation of the Organizational Culture
Recruitment of like-minded employees who “fit”
Socialization of new employees to help them adapt to the culture
© 2007 Prentice Hall, Inc. All rights reserved.
3–13
Exhibit 3–4 Strong versus Weak Organizational Cultures
The economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managers
Managers symbolize control and influence through their action.
3–8
Exhibit 3–2 Dimensions of Organizational Culture
© 2007 Prentice Hall, Inc. All rights reserved.
3–9
Exhibit 3–3 Contrasting Organizational Cultures
• The Organization’s Culture
• Describe the seven dimensions of organizational culture. • Discuss the impact of a strong culture on organizations and managers. • Explain the source of an organization’s culture. • Describe how culture is transmitted to employees. • Describe how culture affects managers.
Values, symbols, rituals, myths, and practices
Implications:
Culture is a perception.
Culture is shared.
Culture is descriptive.
© 2007 Prentice Hall, Inc. All rights reserved.
• The Manager: Omnipotent or Symbolic
• Contrast the action of manager according to the omnipotent and symbolic views. • Explain the parameters of managerial discretion.
© 2 All rights reserved.
3–4
The Manager: Omnipotent or Symbolic?
• Omnipotent View of Management
Managers are directly responsible for an organization’s success or failure. The quality of the organization is determined by the quality of its managers.
Dimension
Attention to Detail Outcome Orientation
Organization A
Organization B
High Low
Low High
People Orientation
Team Orientation Aggressiveness
Stability
• Discuss why workplace spirituality seems to be an important concern.
• Describe the characteristics of a spiritual organization.
© 2007 Prentice Hall, Inc. All rights reserved.
Are cultures in which key values are deeply held and widely held. Have a strong influence on organizational members.
• Factors Influencing the Strength of Culture
Innovation and Risk Taking