Chapter03-4管理学Management刘冰老师教学课件 英文版
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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)
• Malcolm Baldrige National Quality Award established by the U.S. Congress in 1987 • ISO 9000, pioneered by the Europeans • European Quality Award given by the European Foundation
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
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
管理学导论(双语)课件 第三课 chapter03
Ø The organization’s founder
v
Vision and mission The way things have been done
Ø Past practices of the organization
v
Ø The behavior of top management
• Continuation of the Organizational Culture
Ø The overall strength or weakness of the organizational culture Simple rule for getting ahead in an organization:
Find out what the organization rewards and act accordingly.
v
Values, symbols, rituals, myths, and practices
Ø Implications:
v
Culture is a perception.
v
v
Culture is shared.
Culture is descriptive.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
• Material Symbols
Ø Physical assets distinguishing the organization
• Language
Ø Acronyms and jargon of terms, phrases, and word meanings specific to an organization
v
Vision and mission The way things have been done
Ø Past practices of the organization
v
Ø The behavior of top management
• Continuation of the Organizational Culture
Ø The overall strength or weakness of the organizational culture Simple rule for getting ahead in an organization:
Find out what the organization rewards and act accordingly.
v
Values, symbols, rituals, myths, and practices
Ø Implications:
v
Culture is a perception.
v
v
Culture is shared.
Culture is descriptive.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
• Material Symbols
Ø Physical assets distinguishing the organization
• Language
Ø Acronyms and jargon of terms, phrases, and word meanings specific to an organization
【课件】-管理学-Management Week 3、4、5
Employees have little identification with culture
Little connection between shared values and behaviors
Creating an Innovation Culture Creating a Customer-Responsive Culture Spirituality and Organizational Culture
Google's corporate philosophy includes principles such as "you can make money without doing evil," "you can be serious without a suit," and "work should be challenging and the challenge should be fun.“
Type of job environment
Empowerment
Role clarity
Consistent desire to satisfy and delight customers
Suggestions for Managers
Hire people with personalities and attitudes consistent with customer service: friendly, attentive, enthusiastic, patient, good listening skills Design jobs so employees have as much control as possible to satisfy customers, without rigid rules and procedures Give service-contact employees the discretion to make day-today decisions on job-related activities Reduce uncertainty about what service-contact employees can and cannot do by continual training on product knowledge, listening, and other behavioral skills Clarify organization’s commitment to doing whatever it takes, even if it’s outside and employee’s normal job requirements.
Little connection between shared values and behaviors
Creating an Innovation Culture Creating a Customer-Responsive Culture Spirituality and Organizational Culture
Google's corporate philosophy includes principles such as "you can make money without doing evil," "you can be serious without a suit," and "work should be challenging and the challenge should be fun.“
Type of job environment
Empowerment
Role clarity
Consistent desire to satisfy and delight customers
Suggestions for Managers
Hire people with personalities and attitudes consistent with customer service: friendly, attentive, enthusiastic, patient, good listening skills Design jobs so employees have as much control as possible to satisfy customers, without rigid rules and procedures Give service-contact employees the discretion to make day-today decisions on job-related activities Reduce uncertainty about what service-contact employees can and cannot do by continual training on product knowledge, listening, and other behavioral skills Clarify organization’s commitment to doing whatever it takes, even if it’s outside and employee’s normal job requirements.
罗宾斯管理学英文版课件
and complex situation.
first-line
middle
managers managers
conceptual skills
top mangers
human skills
technical skills
Skills Needed at Different Management Levels
proficiently perform specific tasks.
human skills
The ability to work well with other people individually and in a group
conceptual skills
The ability to think and to conceptualize about abstract
work of the first-line managers.
top managers
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.
Management
Coordinating and overseeing the work activities of others so that their activities are completed
efficiently and effectively.
first-line
middle
managers managers
conceptual skills
top mangers
human skills
technical skills
Skills Needed at Different Management Levels
proficiently perform specific tasks.
human skills
The ability to work well with other people individually and in a group
conceptual skills
The ability to think and to conceptualize about abstract
work of the first-line managers.
top managers
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.
Management
Coordinating and overseeing the work activities of others so that their activities are completed
efficiently and effectively.
《管理学》(Management)(英文大纲)模板.pptx
communication Organizational communication Understanding information technology
2019-7-12
谢谢欣赏
13
Part 4 Organizing(Cont’d)
Chapter 12 Human Resource Management
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谢谢欣赏
16
Part 5 Leading(Cont’d)
Chapter 15 Understanding Groups and Teams
Understanding group behavior Turning group into effective teams Developing and managing effective teams
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谢谢欣赏
17
Part 5 Leading(Cont’d)
Chapter 16 Motivating Employees
What is motivation? Early theories of motivation Contemporary theories of motivation Current issues in motivation From theory to practice: Suggestions for
The importance of strategic management The strategic management process Types of organizational strategies
2019-7-12
谢谢欣赏
10
Part 3 Planning(Cont’d)
2019-7-12
谢谢欣赏
13
Part 4 Organizing(Cont’d)
Chapter 12 Human Resource Management
2019-7-12
谢谢欣赏
16
Part 5 Leading(Cont’d)
Chapter 15 Understanding Groups and Teams
Understanding group behavior Turning group into effective teams Developing and managing effective teams
2019-7-12
谢谢欣赏
17
Part 5 Leading(Cont’d)
Chapter 16 Motivating Employees
What is motivation? Early theories of motivation Contemporary theories of motivation Current issues in motivation From theory to practice: Suggestions for
The importance of strategic management The strategic management process Types of organizational strategies
2019-7-12
谢谢欣赏
10
Part 3 Planning(Cont’d)
全英文版管理学精品课件Chapter_03
10
Advantages-- from the perspective of Multinationals
• Take business opportunities in the host country • Raise capital • Use the local cheaper labors • Natural resources
Zhu Hua, Surrey International Institute, DUFE
4/7/2013
6
Zhu Hua, Surrey International Institute, DUFE 4/7/2013
Forms of International Business
7
How Organizations Go Global
Zhu Hua, Surrey International Institute, DUFE
4/7/2013
5
THE NATURE AND PURPOSE OF INTERNATIONAL BUSINESS
International businesses engage in transactions across national. These transactions include transfer of goods, services, technology, managerial knowledge, and capital to other countries.
Weihrich and Koontz
8th Edition
© 2010
An International Perspective
2
Zhu Hua, Surrey International Institute, DUFE 4/7/2013
management 企业管理类英文版PPT课件 (8)
1–9
–
–
–
Copyright © 2006 Thomson Business and Economics. All rights reserved.
Copyright © 2006 Thomson Business and Ecoห้องสมุดไป่ตู้omics. All rights reserved.
1–10
The Systems Relationship among the Management Functions
Features of This Book’s Three-Pronged Approach
• Features That Present Important Concepts
–
– – – – –
•
Features That Help You Apply What You Learn
– – – – – – –
– Human, financial, physical, and informational
• Performance
– Means of evaluating how effectively and efficiently managers use resources to achieve objectives. – Today often means “How” as well as “What”
Management Skills
– – –
• “Systems Thinking” & “Critical Thinking”
•
The Ghiselli Study(6 Traits of Manager Success – Inverse Order)
–
–
–
Copyright © 2006 Thomson Business and Economics. All rights reserved.
Copyright © 2006 Thomson Business and Ecoห้องสมุดไป่ตู้omics. All rights reserved.
1–10
The Systems Relationship among the Management Functions
Features of This Book’s Three-Pronged Approach
• Features That Present Important Concepts
–
– – – – –
•
Features That Help You Apply What You Learn
– – – – – – –
– Human, financial, physical, and informational
• Performance
– Means of evaluating how effectively and efficiently managers use resources to achieve objectives. – Today often means “How” as well as “What”
Management Skills
– – –
• “Systems Thinking” & “Critical Thinking”
•
The Ghiselli Study(6 Traits of Manager Success – Inverse Order)
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• How Does Technology and Innovation Influence the Manager’s Job?
• What Does Society Expect from Organizations and Managers? • What Does the Workforce Look Like Today? How Does Today’s Workforce Impact the Way We Manage? • Can Organizations Improve Customer Service?
Maintains operations in multiple countries.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
4–7
Different Types of International Organizations (cont’d)
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 3–3
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.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
3–6
Different Types of International Organizations
• Multinational Czles
• “Managers can do everything! ” Is that true?
• “Changes always go beyond plans”, but why?
• “Environment and Culture”, what is the relationship?
Managers symbolize control and influence through their action.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 3–4
Exhibit 3–1 Parameters of Managerial Discretion
The ability of managers to affect outcomes is influenced and constrained by external factors.
The economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managers
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
3–5
The Changes
• What Is Globalization and How Does It Affect Organizations? How Do Organizations Go Global?
Management
Stephen P. Robbins
Chapter
tenth edition
Mary Coulter
3-4
Organizational Culture and Environment
3–1
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
• Multidomestic Corporation Is an MNC that decentralizes management and other decisions to the local country. • Global Company Is an MNC that centralizes its management and other decisions in the home country. • Transnational Corporation (Borderless Organization) Is an MNC that has eliminated structural divisions that impose artificial geographic barriers and is organized along business lines that reflect a geocentric attitude.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
3–2
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. Managers are held accountable for an organization’s performance, yet it is difficult to attribute good or poor performance directly to their influence on the organization.