战略管理罗宾斯管理学第版讲义全集英文版
合集下载
Mgmt-罗宾斯教材 《管理学》(双语)-Course intro
Read textbook before class, have questions prepared
Read exdendedly after class
Mid-term assessment : Presentation – Enterprise introduction
Group work, present a all around introduction of one company of your choice
Eleventh edition
STEPHEN P. ROBBINS
MARY COULTER
Course Introduction
© 2007 Prentice Hall, Inc. All rights reserved.
PowerPoint Presentation by Charlie Cook The University of West Alabama
Other reading materials:
1. 周三多，陈传明，鲁明泓,管理学-原理与方法（第五版）, 复 旦大学出版社，2011
4
Teaching method
• Lecture (Bilingual)
PPT
• Interaction
Ask Ask Ask
5
Assessment method
Why do we study this course?
• Your expectation
© 2007 Prentice Hall, Inc. All rights reserved.
Course purpose
The foundation of Management
Read exdendedly after class
Mid-term assessment : Presentation – Enterprise introduction
Group work, present a all around introduction of one company of your choice
Eleventh edition
STEPHEN P. ROBBINS
MARY COULTER
Course Introduction
© 2007 Prentice Hall, Inc. All rights reserved.
PowerPoint Presentation by Charlie Cook The University of West Alabama
Other reading materials:
1. 周三多，陈传明，鲁明泓,管理学-原理与方法（第五版）, 复 旦大学出版社，2011
4
Teaching method
• Lecture (Bilingual)
PPT
• Interaction
Ask Ask Ask
5
Assessment method
Why do we study this course?
• Your expectation
© 2007 Prentice Hall, Inc. All rights reserved.
Course purpose
The foundation of Management
战略管理英文版最新版教学课件第8章
LO 8-3 Describe two types of vertical integration along the industry value chain: backward and forward vertical integration.
LO 8-4 Identify and evaluate benefits and risks of vertical integration. LO 8-5 Describe and examine alternatives to vertical integration. LO 8-6 Describe and evaluate different types of corporate diversification. LO 8-7 Apply the core competence – market matrix to derive different
• Economies of scope
➢ Savings that come from producing more outputs or providing different services at less cost
❖ Ex: Amazon range of products & services
➢ Explains and predicts the scope of the firm ➢ "Market vs. firms" have differential costs
• Transaction costs
➢ Costs associated with economic exchanges
➢ Competitive bidding process ➢ Less than one-year term ➢ Lower prices cost advantages
LO 8-4 Identify and evaluate benefits and risks of vertical integration. LO 8-5 Describe and examine alternatives to vertical integration. LO 8-6 Describe and evaluate different types of corporate diversification. LO 8-7 Apply the core competence – market matrix to derive different
• Economies of scope
➢ Savings that come from producing more outputs or providing different services at less cost
❖ Ex: Amazon range of products & services
➢ Explains and predicts the scope of the firm ➢ "Market vs. firms" have differential costs
• Transaction costs
➢ Costs associated with economic exchanges
➢ Competitive bidding process ➢ Less than one-year term ➢ Lower prices cost advantages
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
2-11
第11页/共101页
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
1-1
第1页/共101页
Organizational Levels
Top Managers
Middle Managers
First-line Managers
Non-managerial Employees
© Prentice Hall, 2002
1-2
第2页/共101页
• Informational - receiving, collecting,
战略管理英文版最新版教学ppt课件第1章
What Is Strategy and Why Is It Important?
Part 1 Strategy Analysis 1-2
LO 1-1 Define competitive advantage, sustainable competitive advantage, competitive disadvantage, and competitive parity.
LO 1-7 Critically evaluate the role that different stakeholders play in the firm’s quest for competitive advantage.
1-8
EXHIBIT 1.1 Industry, Firm, and Other Effects Explaining Superior Firm Performance
❖ Yahoo buys Overture for its own search product
• Microsoft launches its own search in 2009
➢ Bing now partnered with Yahoo
1-4
Microsoft and Google – Online Search
• What’s happening in our chapter opener?
➢ Why might Microsoft have acted the way it did?
➢ If they had not killed Keywords, would Microsoft have beat Google to search and linked ads?
Part 1 Strategy Analysis 1-2
LO 1-1 Define competitive advantage, sustainable competitive advantage, competitive disadvantage, and competitive parity.
LO 1-7 Critically evaluate the role that different stakeholders play in the firm’s quest for competitive advantage.
1-8
EXHIBIT 1.1 Industry, Firm, and Other Effects Explaining Superior Firm Performance
❖ Yahoo buys Overture for its own search product
• Microsoft launches its own search in 2009
➢ Bing now partnered with Yahoo
1-4
Microsoft and Google – Online Search
• What’s happening in our chapter opener?
➢ Why might Microsoft have acted the way it did?
➢ If they had not killed Keywords, would Microsoft have beat Google to search and linked ads?
战略管理(第13版)英文版PPT david_sm13_ppt_03
Ch 3 -11
Economic Forces
GDP Trends in the dollar’s value Unemployment rates
Copyright 2005 Prentice Hall Publishing as Prentice Hall
Ch 3 -12
Copyright 2005 Prentice Hall Publishing as Prentice Hall
Ch 3 -14
Social, Cultural, Demographic, and Natural Environmental Forces
Copyright 2005 Prentice Hall Publishing as Prentice Hall
Ch 3 -9
Industrial Organization (I/O) View
Industry factors are more important than internal factors
Chapter 3
The External Assessment
Strategic Management: Concepts & Cases 13th Edition Fred David
Copyright 2005 Prentice Hall Publishing as Prentice Hall
Copyright 2005 Prentice Hall Publishing as Prentice Hall
Ch 3 -8
Performing External Audit
External Factors
Long-term Orientation
（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。
战略管理英文版最新版教学课件第12章
➢ Forced to resign
❖ With $45 million severance package
12-4
HP’s CEO Mark Hurd Resigns amid Ethics Scandal
• What are the key issues in the opening case? • Was the board of directors decision right or
➢ Accounting scandals: Enron, WorldCom, Tyco… ➢ Global financial crisis: real estate bubble burst
• Lessons
➢ Managerial actions affect economy
❖ Ethical business produces wealth but unethical practices destroy it
and ethics.
LO 12-6 Describe the different roles that strategic leaders play and
12-16
Corporate Social Responsibility
• Milton Friedman circa 1962:
➢ “the only social responsibility of business is … to increase profits so long as it stays within the rules of the game”
12-9
Stakeholder Strategy
• Stakeholder theory
❖ With $45 million severance package
12-4
HP’s CEO Mark Hurd Resigns amid Ethics Scandal
• What are the key issues in the opening case? • Was the board of directors decision right or
➢ Accounting scandals: Enron, WorldCom, Tyco… ➢ Global financial crisis: real estate bubble burst
• Lessons
➢ Managerial actions affect economy
❖ Ethical business produces wealth but unethical practices destroy it
and ethics.
LO 12-6 Describe the different roles that strategic leaders play and
12-16
Corporate Social Responsibility
• Milton Friedman circa 1962:
➢ “the only social responsibility of business is … to increase profits so long as it stays within the rules of the game”
12-9
Stakeholder Strategy
• Stakeholder theory
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
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
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
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❖ Weaknesses (things done poorly or not at all) can place the firm at a competitive disadvantage.
• Steps 2 and 3 combined are called a SWOT analysis. (Strengths, Weaknesses, Opportunities, and Threats)
implementation, and evaluation.
Types of Organizational Strategies
• Tell what strategies each level of management is typically responsible for.
• Describe the three major types of corporate strategies. • Explain the three growth strategies. • Discuss when organizations might pursue a stability
strategy. • Describe two renewal strategies.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–3
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.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–4
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.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–6
Why Strategic Management Is Important
1. It results in higher organizational performance.
The Strategic Management Process
• List six steps in the strategic management process.
• Explain why it’s important to know an organization’s mission.
• Describe what managers do when they do external and internal analyses.
❖ Focuses on identifying opportunities and threats
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–8
Strategic Managemyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–10
Strategic Management Process (cont’d)
• Step 5: Implementing strategies
➢ Implementation: effectively fitting organizational structure and activities to the environment
• Corporate Strategies
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–9
Strategic Management Process (cont’d)
• Step 4: Formulating strategies
➢ Develop and evaluate strategic alternatives ➢ Select appropriate strategies for all levels in the
Strategic Management in Today’s Environment (cont’d)
• Discuss the implications of dynamic and uncertain environments on organizational strategy.
• Explain the rule of three and its significance to strategic management.
➢ The environment dictates the chosen strategy; effective strategy implementation requires an organizational structure matched to its requirements.
• Step 6: Evaluating Results
➢ Goals: the foundation for further planning
❖ Measurable performance targets
• Step 2: Conducting an external analysis
➢ The environmental scanning of specific and general environments
• Define strategic management.
• Explain why strategic management is important.
• Discuss what studies of the effectiveness of strategic management have shown.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
The Importance of Strategic Management
organization that provide relative advantage over competitors ➢ Match organizational strengths to environmental opportunities ➢ Correct weaknesses and guard against threats
4. It is very much involved in the managerial decision-making process.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–7
Strategic Management Process
2. It requires that managers examine and adapt to business environment changes.
3. It coordinates diverse organizational units, helping them focus on organizational goals.
• Step 3: Conducting an internal analysis
➢ Assessing organizational resources, capabilities, activities, and culture:
❖ Strengths (core competencies) create value for the customer and strengthen the competitive position of the firm.
• Explain the role of resources, capabilities, and core competencies in the internal analysis.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–5
Strategic Management
• The set of managerial decisions and actions that determines the long-run performance of an organization.
➢ How effective have strategies been? ➢ What adjustments, if any, are necessary?
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–11
Organizational Strategies
level strategies. • Explain Porter’s five forces model. • Describe three generic competitive strategies. • Tell what it means to be stuck in the middle. • Define functional-level strategies.
• Steps 2 and 3 combined are called a SWOT analysis. (Strengths, Weaknesses, Opportunities, and Threats)
implementation, and evaluation.
Types of Organizational Strategies
• Tell what strategies each level of management is typically responsible for.
• Describe the three major types of corporate strategies. • Explain the three growth strategies. • Discuss when organizations might pursue a stability
strategy. • Describe two renewal strategies.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–3
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.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–4
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.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–6
Why Strategic Management Is Important
1. It results in higher organizational performance.
The Strategic Management Process
• List six steps in the strategic management process.
• Explain why it’s important to know an organization’s mission.
• Describe what managers do when they do external and internal analyses.
❖ Focuses on identifying opportunities and threats
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–8
Strategic Managemyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–10
Strategic Management Process (cont’d)
• Step 5: Implementing strategies
➢ Implementation: effectively fitting organizational structure and activities to the environment
• Corporate Strategies
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–9
Strategic Management Process (cont’d)
• Step 4: Formulating strategies
➢ Develop and evaluate strategic alternatives ➢ Select appropriate strategies for all levels in the
Strategic Management in Today’s Environment (cont’d)
• Discuss the implications of dynamic and uncertain environments on organizational strategy.
• Explain the rule of three and its significance to strategic management.
➢ The environment dictates the chosen strategy; effective strategy implementation requires an organizational structure matched to its requirements.
• Step 6: Evaluating Results
➢ Goals: the foundation for further planning
❖ Measurable performance targets
• Step 2: Conducting an external analysis
➢ The environmental scanning of specific and general environments
• Define strategic management.
• Explain why strategic management is important.
• Discuss what studies of the effectiveness of strategic management have shown.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
The Importance of Strategic Management
organization that provide relative advantage over competitors ➢ Match organizational strengths to environmental opportunities ➢ Correct weaknesses and guard against threats
4. It is very much involved in the managerial decision-making process.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–7
Strategic Management Process
2. It requires that managers examine and adapt to business environment changes.
3. It coordinates diverse organizational units, helping them focus on organizational goals.
• Step 3: Conducting an internal analysis
➢ Assessing organizational resources, capabilities, activities, and culture:
❖ Strengths (core competencies) create value for the customer and strengthen the competitive position of the firm.
• Explain the role of resources, capabilities, and core competencies in the internal analysis.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–5
Strategic Management
• The set of managerial decisions and actions that determines the long-run performance of an organization.
➢ How effective have strategies been? ➢ What adjustments, if any, are necessary?
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–11
Organizational Strategies
level strategies. • Explain Porter’s five forces model. • Describe three generic competitive strategies. • Tell what it means to be stuck in the middle. • Define functional-level strategies.