《管理学原理》英文版 第二章
管理学原理(英文)(武汉理工)PPT全套课件
2014.9.13
Organizational Level
Responsibility
Making decisions about the direction of the organization and establishing policies that affect all organizational members.
2014.9.13
What is management?
Definition
The term management refers to the process of getting things done, effectively and efficiently, through and with other people. Several components in this definition need discussion. These are terms process, effectively, and efficiently.
Title
vice president/president/chancellor/ chief operating officer/ chief executive officer/ chairperson of the board Top department or agency head/ managers Translating the goals set by top project leader/ unit chief/ management into specific details district manager/dean/ Middle-line that rm bishop/division manager managers Directing the day-to-day supervisors First-line managers activities of operatives Operatives
经验主义学派_管理学原理（第二版）_[共2页]
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49 管理思想及其发展第二章化而随机应变，针对不同的具体条件寻求不同的最合适的管理模式、方案或方法。
权变理论的代表人物美国学者弗雷德·卢桑斯（Fred Luthans ）在1976年出版的《管理导论：一种权变学》一书中系统地概括了权变管理理论。
他有以下观点。
（1）权变管理就是要把环境对管理的作用具体化，并使管理理论与管理实践紧密地联系起来。
（2）在某种环境条件下，要采用与之适宜的管理原理、方法和技术，这将有利于组织目标的实现。
通常情况下，环境是自变量，管理的观念和技术是因变量。
这就是说，如果存在某种环境条件，为更快达到目标，就要采用某种管理原理、方法和技术。
（3）权变管理理论的核心内容是环境变量与管理变量之间的函数关系，即权变关系。
环境变量与管理变量之间存在着“如果-那么（if-then ）”的权变关系。
这就是说，如果（if ）存在某种环境条件，那么（then ）采用某种管理技术和方法可以比其他方法更有效地达成组织目标。
这就是权变管理理论的基本分析框架。
应当肯定地说，权变理论为人们分析和处理各种管理问题提供了一种十分有用的方法。
它要求管理者根据组织的具体条件及其面临的外部环境，采取相应的组织结构、领导方式和管理方法，灵活地处理各项具体管理业务。
这样就使管理者把精力转移到对现实情况的研究上来，并根据对具体情况的具体分析，提出相应的管理对策，从而有可能使其管理活动更加符合实际情况、更加有效。
但权变学派存在一个带有根本性的缺陷，即没有统一的概念和标准。
权变理论强调变化，却既否定管理的一般原理、原则对管理实践的指导作用，又始终无法提出统一的概念和标准，每个管理学者都根据自己的标准来确定自己的理想模式，未能形成普遍的管理职能。
权变理论使实际从事管理的人员感到缺乏解决管理问题的能力，初学者也无法适从。
五、经验主义学派经验主义学派又称为经理主义学派，以向大型企业的高层经理提供管理企业的成功经验和科学方法为目标。
管理学原理英文版课件Chapter 2 The Management Environment
E-Organizations
• E-commerce (sales side of electronic business): any computer transaction that occurs when data are processed and transmitted over the internet
Entrepreneurship – the process of starting a business venture, organizing the necessary resources, and assuming the risks and rewards
Important Themes:
Public Expectations
Arguments for and against social responsibility by businesses must be
considered by manaibility = a firm’s obligation, beyond what is required by the law and economics, to pursue long-term goals that benefit society
advantages ◦ Starting the venture ◦ Managing the venture
Managing the Workforce
Downsizing – create more efficient operations through extensive layoffs
英文讲义，《管理学》，1-4章，斯蒂芬
英⽂讲义，《管理学》，1-4章，斯蒂芬•P•罗宾斯，中国⼈民⼤学出版社说明：1、此资料为《管理学》课程的全部英⽂讲义资料。
2、资料来源于罗宾斯的教材，仅⽤于教学，请勿另作它⽤侵犯作者版权。
3、因博客有上传字数限制，分成⼏篇上传，请注意章节序号。
Chapter 1 introduction to management and organizationsWho Are Managers?• ManagerØ Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.Classifying Managers• First-line ManagersØ Are at the lowest level of management and manage the work of non-managerial employees.• Middle ManagersØ Manage the work of first-line managers.• Top ManagersØ Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.What Is Management?• Managerial ConcernsØ Efficiencyv “Doing things right”– Getting the most output for the least inputsØ Effectivenessv “Doing the right things”– Attaining organizational goalsWhat Do Managers Do?• Functional ApproachØ Planningv Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activitiesØ Organizingv Arranging work to accomplish organizational goalsØ Leadingv Working with and through people to accomplish goals.Ø Controllingv Monitoring, comparing, and correcting the work• Management Roles ApproachØ Interpersonal rolesv Figurehead, leader, liaisonØ Informational rolesv Monitor, disseminator, spokespersonØ Decisional rolesv Disturbance handler, resource allocator, negotiator• Skills ApproachØ Technical skillsv Knowledge and proficiency in a specific fieldØ Human skillsv The ability to work well with other peopleØ Conceptual skillsv The ability to think and conceptualize about abstract and complex situations concerning the organization How The Manager’s Job Is Changing• The Increasing Importance of CustomersØ Customers: the reason that organizations existv Managing customer relationships is the responsibility of all managers and employees.v Consistent high quality customer service is essential for survival.• InnovationØ Doing things differently, exploring new territory, and taking risksv Managers should encourage employees to be aware of and act on opportunities for innovation.What Is An Organization?• An Organization DefinedØ A deliberate arrangement of people to accomplish some specific purpose• Common Characteristics of OrganizationsØ Have a distinct purpose (goal)Ø Composed of peopleØ Have a deliberate structureWhy Study Management?• The Value of Studying ManagementØ The universality of managementv Good management is needed in all organizations.Ø The reality of workv Employees either manage or are managed.Ø Rewards and challenges of being a managerv Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. v Successful managers receive significant monetary rewards for their efforts.Chapter 2 management yesterday and todayHistorical Background of Management• Ancient ManagementØ Egypt (pyramids) and China (Great Wall)Ø Venetians (floating warship assembly lines)• Adam SmithØ Published “The Wealth of Nations” in 1776v Advocated the division of labor (job specialization) to increase the productivity of workers• Industrial RevolutionØ Substituted machine power for human laborØ Created large organizations in need of managementMajor Approaches to Management• Scientific Management• General Administrative Theory• Quantitative Management• Organizational Behavior• Systems Approach• Contingency ApproachScientific Management• Fredrick Winslow TaylorØ The “father” of scientific managementØ Published Principles of Scientific Management (1911)v The theory of scientific management:– Using scientific methods to define the “one best way” for a job to be done• Putting the right person on the job with the correct tools and equipment• Having a standardized method of doing the job• Providing an economic incentive to the worker• Frank and Lillian GilbrethØ Focused on increasing worker productivity through the reduction of wasted motionØ Developed the microchronometer to time worker motions and optimize performance.• How Do Today’s Managers Use Scientific Management?Ø Use time and motion studies to increase productivityØ Hire the best qualified employeesØ Design incentive systems based on outputGeneral Administrative Theorists• Henri FayolØ Believed that the practice of management was distinct from other organizational functionsØ Developed fourteen principles of management that applied to all organizational situations• Max WeberØ Developed a theory of authority based on an ideal type of organization (bureaucracy)v Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism. Quantitative Approach to Management• Quantitative ApproachØ Also called operations research or management scienceØ Evolved from mathematical and statistical methods developed to solve WWII military logistics and quality control problemsØ Focuses on improving managerial decision making by applying:v Statistics, optimization models, information models, and computer simulationsUnderstanding Organizational Behavior• Organizational Behavior (OB)Ø The study of the actions of people at work; people are the most important asset of an organization• Early OB AdvocatesØ Robert OwenØ Hugo MunsterbergØ Mary Parker FollettØ Chester BarnardThe Hawthorne Studies• A series of productivity experiments conducted at Western Electric from 1927 to 1932.• Experimental findingsØ Productivity unexpectedly increased under imposed adverse working conditions.Ø The effect of incentive plans was less than expected.• Research conclusionØ Social norms, group standards and attitudes more strongly influence individual output and work behavior than domonetary incentives.The Systems Approach• System DefinedØ A set of interrelated and interdependent parts arranged in a manner that produces a unified whole.• Basic Types of SystemsØ Closed systemsv Are not influenced by and do not interact with their environment (all system input and output is internal)Ø Open systemsv Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environmentsImplications of the Systems Approach• Coordination of the organization’s parts is essential for proper functioning of the entire organization.• Decisions and actions taken in one area of the organization will have an effect in other areas of the organization.• Organizations are not self-contained and, therefore, must adapt to changes in their external environment.The Contingency Approach• Contingency Approach DefinedØ Also sometimes called the situational approach.Ø There is no one universally applicable set of management principles (rules) by which to manage organizations.Ø Organizations are individually different, face different situations (contingency variables), and require different ways of managing.Current Trends and Issues• Globalization• Ethics• Workforce Diversity• Entrepreneurship• E-business• Knowledge Management• Learning Organizations• Quality Management• Globalization• Management in international organizations• Political and cultural challenges of operating in a global market• Ethics• Increased emphasis on ethics education in college curriculums• Increased creation and use of codes of ethics by businesses• Workforce Diversity• Increasing heterogeneity in the workforce• More gender, minority, ethnic, and other forms of diversity in employees• Aging workforce• Older employees who work longer and not retire• The cost of public and private benefits for older workers will increase• Increased demand for products and services related to aging• Entrepreneurship Defined• The process whereby an individual or group of individuals use organized efforts to create value and grow by fulfilling wants and needs through innovation and uniqueness.• Entrepreneurship process• Pursuit of opportunities• Innovation in products, services, or business methods• Desire for continual growth of the organization• E-Business (Electronic Business)• The work preformed by an organization using electronic linkages to its key constituencies• E-commerce: the sales and marketing component of an e-business• Categories of E-Businesses• E-business enhanced organization• E-business enabled organization• Total e-business organization• Knowledge Management• The cultivation of a learning culture where organizational members systematically gather and share knowledge with others in order to achieve better performance.• Learning Organization• An organization that has developed the capacity to continuously learn, adapt, and change.• Quality Management• A philosophy of management driven by continual improvement in the quality of work processes and responding to customer needs and expectations• Inspired by the total quality management (TQM) ideas of Deming and Juran• Quality is not directly related to cost.Chapter 3 organizational culture and the environment : the constraintsThe Manager: Omnipotent or Symbolic?• Omnipotent View of ManagementØ Managers are directly responsible for an organization’s success or failure.Ø The quality of the organization is determined by the quality of its managers.Ø Managers are held most accountablefor an organization’s performanceyet it is difficult to attributegood or poor performancedirectly to their influenceon the organization.• Symbolic View of ManagementØ Much of an organization’s success or failure is due to external forces outside of managers’ control.Ø 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 ofprevious managersØ Managers symbolize control andinfluence through their actionThe Organization’s Culture• Organizational CultureØ A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.Ø “The way we do things around here.”v Values, symbols, rituals, myths, and practicesØ Implications:v Culture is a perception.v Culture is shared.v Culture is descriptiveStrong versus Weak Cultures• Strong CulturesØ Are cultures in which key values are deeply held and widely held.Ø Have a strong influence on organizational members.• Factors Influencing the Strength of CultureØ Size of the organizationØ Age of the organizationØ Rate of employee turnoverØ Strength of the original cultureØ Clarity of cultural values and beliefsBenefits of a Strong Culture• Creates a stronger employee commitment to the organization.• Aids in the recruitment and socialization of new employees.• Fosters higher organizationalperformance by instilling andpromoting employee initiativeOrganizational Culture• Sources of Organizational CultureØ The organization’s founderv Vision and missionØ Past practices of the organizationv The way things have been doneØ The behavior of top management• Continuation of the Organizational CultureØ Recruitment of like-minded employees who “fit.”Ø Socialization of new employees to help them adapt to the cultureHow Employees Learn Culture• StoriesØ Narratives of significant events or actions of people that convey the spirit of the organization • RitualsØ Repetitive sequences of activities that express and reinforce the values of the organization • Material SymbolsØ Physical assets distinguishing the organization• LanguageØ Acronyms and jargon of terms, phrases, and word meanings specific to an organization How Culture Affects Managers• Cultural Constraints on ManagersØ Whatever managerial actions the organization recognizes as proper or improper on its behalf Ø Whatever organizational activities the organization values and encouragesØ The overall strength or weakness of the organizational cultureSimple rule for getting ahead in an organization:Find out what the organization rewards and do those things.Organization Culture Issues• Creating an Ethical CultureØ High in risk toleranceØ Low to moderate aggressivenessØ Focus on means as well as outcomes• Creating an Innovative CultureØ Challenge and involvementØ FreedomØ Trust and opennessØ Idea timeØ Playfulness/humorØ Conflict resolutionØ DebatesØ Risk-taking• Creating a Customer-Responsive CultureØ Hiring the right type of employees (ones with a strong interest in serving customers)Ø Having few rigid rules, procedures, and regulationsØ Using widespread empowerment of employeesØ Having good listening skills in relating to customers’ messagesØ Providing role clarity to employees to reduce ambiguity and conflict and increase job satisfactionØ Having conscientious, caring employees willing to take initiativeSpirituality and Organizational Culture• Workplace SpiritualityØ The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.• Characteristics of a Spiritual OrganizationØ Strong sense of purposeØ Focus on individual developmentØ Trust and opennessØ Employee empowermentØ Toleration of employees’ expressionBenefits of Spirituality• Improved employee productivity• Reduction of employee turnover• Stronger organizational performance• Increased creativity• Increased employee satisfaction• Increased team performance• Increased organizational performanceDefining the External Environment• External EnvironmentØ The forces and institutions outside the organization that potentially can affect the organization’s performance.• Components of the External EnvironmentØ Specific environment: external forces that have a direct and immediate impact on the organization.Ø General environment: broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the organization.How the Environment Affects Managers• Environmental UncertaintyØ The extent to which managers have knowledge of and are able to predict change their organization’s external environment is affected by:v Complexity of the environment: the number of components in an organization’s external environment.v Degree of change in environmental components: how dynamic or stable the external environment is. Stakeholder Relationships• StakeholdersØ Any constituencies in the organization’s external environment that are affected by the organization’s decisions and actions• Why Manage Stakeholder Relationships?Ø It can lead to improved organizational performance.Ø It’s the “right” thing to do given the interdependence of the organization and its external stakeholders. Managing Stakeholder Relationships1. Identify the organization’s external stakeholders.2. Determine the particular interests and concerns of the external stakeholders.3. Decide how critical each external stakeholder is to the organization.4. Determine how to manage each individual external stakeholder relationship.Chapter 4 managing in a global environmentManaging in a Global Environment• ChallengesØ Coping with the sudden appearance of new competitorsØ Acknowledging cultural, political, and economic differencesØ Dealing with increased uncertainty, fear, and anxietyØ Adapting to changes in the global environmentØ Avoiding parochialismAdopting a Global Perspective• Ethnocentric AttitudeØ The parochialistic belief that the best work approaches and practices are those of the home country.• Polycentric AttitudeØ The view that the managers in the host country know the best work approaches and practices for running their business.• Geocentric AttitudeØ A world-oriented view that focuses on using the best approaches and people from around the globe.Regional Trading Agreements• The European Union (EU)Ø A unified economic and trade entityv Belgium, Denmark, France, Greece, Ireland, Italy, Luxembourg, the Netherlands, Portugal, Spain, the United Kingdom, Germany, Austria, Finland, and SwedenØ Economic and monetary union (Euro)• North American Free Trade Agreement (NAFTA)Ø Eliminated barriers to free trade (tariffs, import licensing requirements, and customs user fees)v United States, Canada, and Mexico• Free Trade Area of the Americas• Southern Cone Common Market (Mercosur)• Association of Southeast Asian Nations (ASEAN)Ø Trading alliance of 10 Southeast Asian nations• African UnionThe World Trade Organization (WTO)• Evolved from the General Agreement on Tariffs and Trade (GATT) in 1995.• Functions as the only global organization dealing with the rules of trade among nations.• Has 145 member nations.• Monitors and promotes world trade.Different Types of Global Organizations• Multinational Corporation (MNC)Ø A firm which maintains operations in multiple countries but manages the operations from a base in the home country.• Transnational Corporation (TNC)Ø A firm that maintains operations in several countries but decentralizes management to the local country.• Borderless OrganizationØ A firm that has eliminated structural divisions that impose artificial geographic barriers and is organized along business lines.How Organizations Go Global• Three Stages of GlobalizationØ Stage Iv Exporting products for sale overseas and importing products from overseas to sell in the home country.Ø Stage IIv Committing to directly sell home-country products in overseas markets or contracting for products to be manufactured overseas and sold in the home country.Ø Stage IIIv Licensing manufacturing and franchising services to foreign firms to use the brand name, technology, or product specifications developed by the firm.Other Forms of Globalization• Strategic AlliancesØ Partnerships between and organization and a foreign company in which both share resources and knowledge in developing new products or building new production facilities.• Joint VentureØ A specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purpose.Managing in A Global Environment• The Legal EnvironmentØ Stability or instability of legal and political systemsv Legal procedures are established and followedv Fair and honest elections held on a regular basisØ Differences in the laws of various nationsv Effects on business activitiesv Effects on delivery of products and servicesThe Economic Environment• Economic SystemsØ Market economyv An economy in which resources are primarily owned and controlled by the private sector.Ø Command economyv An economy in which all economic decisions are planned by a central government.• Monetary and Financial FactorsØ Currency exchange ratesØ Inflation ratesØ Diverse tax policiesThe Cultural Environment• National CultureØ Is the values and attitudes shared by individuals from a specific country that shape their behavior and their beliefs about what is important.Ø May have more influence on an organization than the organization culture.Hofstede’s Framework for Assessing Cultures• Individualism versus Collectivism• Power Distance• Uncertainty Avoidance• Quantity versus Quality of Life• Long-term versus Short-term OrientationØ Individualism: the degree to which people in a country prefer to act as individuals.Ø Collectivism: a social framework in whichThe GLOBE (Global Leadership and Organizational Behavior Effectiveness) Framework for Assessing Cultures• Assertiveness• Future orientation• Gender differentiation • Uncertainty avoidance • Power distance• Individualism/collectivism • In-group collectivism • Performance orientation • Humane orientation。
管理学专业英语教程精编版第二版课件Unit2WhatisStrategy
❖ Similarly, differentiation arises from both the choice of activities and how they are performed. Activities, then, are the basic units of competitive advantage.
Background Introduction
For almost two decades, managers have been learning to play by a new set of rules:
❖ Companies must be flexible to respond rapidly to competitive and market changes.
Training employees
❖ Overall advantage or disadvantage results from all a company’s activities, not only a few.
Create
Overall advantage
Or disadvantage
Deliver
Produce Sell
Operational Effectiveness
❖ Differences in OE among companies are pervasive
❖ Such differences in OE are an important source of differences in profitability among competitors because they directly affect relative cost positions and levels of differentiation.
管理学(斯蒂芬 罗宾斯 第九版)英文课件(第二章)
– Industrial Revolution • substitution of machine power for human power • large organizations required formal management
– Describe the contributions of the general administrative theorists一般行政管理
– Summarize the quantitative approach定量方法 to management
– Describe the contributions of the early organizational behavior组织行为 advocates
© Prentice Hall, 2002
2-13
EARLY ADVOCATES OF OB
© Prentice Hall, 2002ehavior (cont.)
Hawthorne Studies
– started in 1924 at Western Electric Company
– use of scientific methods to define the “one best way” for a job to be done
– perspective of improving the productivity and efficiency of manual workers
罗宾斯管理学第九版第二章（英文版）
高二语文必修1-必修4必背篇目测试一、必修至必修四上下句默写（20分）1.骐骥一跃，不能十步。
驽马十驾，功在不舍。
(荀子《劝学》)2.锲而舍之，朽木不折;锲而不舍，金石可镂。
(荀子《劝学》)3.句读之不知，惑之不解，或师焉，或不焉，小学而大遗，吾未见其明也。
(韩愈《师说》)4．清风徐来，水波不兴。
举酒属客，诵明月之诗，歌窈窕之章。
(苏轼《赤壁赋》)5．浩浩乎如冯虚御风，而不知其所止;飘飘乎如遗世独立，羽化而登仙。
(苏轼《赤壁赋》)6．乱石穿空，惊涛拍岸，卷起千堆雪。
江山如画，一时多少豪杰。
7.想当年，金戈铁马，气吞万里如虎。
《京口北固亭怀古》8.亦余心之所善兮，虽九死其犹未悔；路曼曼其修远兮，吾将上下而求索《离骚》9．剑阁峥嵘而崔嵬，一夫当关，万夫莫开。
《蜀道难》10.弟走从军阿姨死，暮去朝来颜色故。
门前冷落鞍马稀，老大嫁作商人妇。
二、必修至必修四情景式默写（60分）1．《氓》中与“青梅竹马”意境相仿的一句是：总角之宴，言笑晏晏。
2. 《氓》中通过写桑叶凋落喻指女子年华逝去的一句是：桑之落矣，其黄而陨。
3. 《氓》中写男子变化无常，三心二意的句子是：士也罔极，二三其德.4．《离骚》一文中以博大的胸怀，对广大劳动人民寄予深深同情的语句是：长太息以掩涕兮,哀民生之多艰。
5.《离骚》中用香草做比喻说明自己遭贬黜是因为德行高尚的两句：既替余以蕙纕兮,又申之以揽茝。
6.《离骚》中用大鸟和小鸟不合群来比喻说明自己绝不随波逐流的两句：鸷鸟之不群兮，自前世而固然。
7.《离骚》中屈原委婉表达自己后悔选择做官，想要归隐的两句：悔相道之不察兮，延伫乎吾将反。
8. 《赤壁赋》中概括了曹操军队在攻破荆州顺流而下的军容盛状的句子是：舳舻千里，旌旗蔽空。
9.苏轼在《赤壁赋》中慨叹“人生短促，人很渺小”的句子是：寄蜉蝣于天地，渺沧海之一粟。
10. 《赤壁赋》中写希望与神仙相交，与明月同在的句子：挟飞仙以遨游，抱明月而长终。
11．《蜀道难》的主旨句是：蜀道之难，难于上青天。
英文管理学原理重点整理(二)
英文管理学原理重点整理(二) Introduction:In Part II of the management principles, we will delve deeper into various aspects of management, including planning, organizing, leading, and controlling. These principles are essential for effective management and contribute to the success of organizations. This summary will provide a comprehensive understanding of each principle, with a focus on practical applications and realworld examples.1. Planning:Planning is the process of setting goals, determining the best course of action, and allocating resources to achieve those goals. It is the foundation of all management functions and provides direction for the organization.a. Types of Plans:Strategic Plans: Longterm plans that define the organization's mission, vision, and objectives.Tactical Plans: Shortterm plans that outline specific actions to achieve strategic goals.Operational Plans: Daytoday plans that guide routine activities and processes.b. Planning Techniques:SWOT Analysis: Analyzing an organization's strengths, weaknesses, opportunities, and threats.Scenario Planning: Developing alternative plans based on different possible future scenarios.Decision Trees: Graphical representation of decisions and their potential outcomes.c. Importance of Planning:Reduces uncertainty: Planning helps anticipate future challenges and allows for proactive decisionmaking.Enhances coordination: It ensures that different departments and individuals work towards common goals.Improves resource allocation: Planning helps in efficient allocation of resources, leading to cost savings and increased productivity.2. Organizing:Organizing involves arranging and structuring the resources and activities of an organization to achieve its goals. It ensures that the right tasks are assigned to the right individuals and departments.a. Organizational Structure:Functional Structure: Departments are grouped based on functions or activities (e.g., marketing, finance).Divisional Structure: Organizational units are created based on products, services, or geographic regions.Matrix Structure: A combination of functional and divisional structures, where employees report to multiple managers.b. Delegation of Authority:Delegation is the process of granting decisionmaking authority to subordinates.It allows managers to focus on strategic issues and empowers employees, increasing their motivation and job satisfaction.c. Span of Control:The number of subordinates a manager can effectively supervise.A wide span of control promotes efficiency, while a narrow span allows for closer supervision and greater control.3. Leading:Leading involves influencing, motivating, and guiding individuals and teams towards the achievement of organizational goals. Effective leadership is crucial for creating a positive work environment and driving performance.a. Leadership Styles:Autocratic Leadership: A leader makes decisions without consulting subordinates.Democratic Leadership: Involves subordinates in decisionmaking and values their input.Transformational Leadership: Inspires and motivates followers to exceed their own selfinterests for the good of the organization.b. Motivation Theories:Maslow's Hierarchy of Needs: Identifies five levels of human needs, from basic physiological needs to selfactualization.Herzberg's TwoFactor Theory: Explains that hygiene factors (e.g., salary, job security) prevent dissatisfaction, while motivators (e.g., recognition, growth opportunities) lead to satisfaction and increased performance.c. Communication:Effective communication is essential for leadership.It involves listening, conveying messages clearly, and ensuring understanding among team members.4. Controlling:Controlling is the process of monitoring, evaluating, and correcting activities to ensure that organizational goals are achieved. It provides feedback on performance and enables continuous improvement.a. Performance Standards:Establishing clear, measurable standards against which performance can be assessed.Standards can be based on quality, quantity, cost, or time.b. Performance Evaluation:Regular assessments of individual and team performance.Methods include performance appraisals, selfassessments, and 360degree feedback.c. Corrective Actions:Taking corrective measures when performance deviates from standards.This may involve additional training, coaching, or changes in processes or resources.Conclusion:This detailed summary of management principles (Part II) provides an indepth understanding of planning, organizing, leading, and controlling. These principles are interconnected and crucial for effectivemanagement. By applying these principles, managers can enhance organizational performance, foster a positive work environment, and achieve strategic goals. Remember, management is both an art and a science, requiring a combination of theoretical knowledge and practical skills.。
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2-14
霍夫斯泰德的文化环境框架
海尔特·霍夫斯泰德（Geert Hofstede）
霍夫斯泰德的文化差异研究发现不同国家文化的管理者和
员工在以下五个价值层面表现不同： 1. 权力距离
进口与出口 许可证
战略联盟
--合资公司
特许经营
外国子公司
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
2-13
管理者需要知道什么？
狭隘主义
管理者只通过自己的观察和从自己的角度来看问题的 狭隘观点
所有国家都有不同的价值观、道德、习俗、政治 和经济制度、法规，所有这些能够影响到企业如 何管理
2-7
其他类型的全球组织
全球公司
将管理和其他决策权力集中在母国的跨国公司
跨国（无边界）组织
一种旨在为全球组织消除人为的地域壁垒的结构安排
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
2-8
组织如何走向国际化
2-4
“新”标准是怎样的？
新标准
美国财政部长盖特纳（Timothy Geithner）认为“资本主义 将不同以往” 增强政府的作用，尤其是在金融市场
现在政府开支的水平是二战以来罕见的
公众越发关注日益恶化的财政赤字，政府增强对经济的干预
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
2-10
组织如何走向国际化
全球战略联盟
组织与国外伙伴公司所建立的一种合作关系，在联盟中双方可以
共享资源和知识，用以开发新产品和建立生产设施
合资企业
合资企业是战略联盟的一种特殊类型，合作伙伴出于某些商业目
的同意共同成立一个分离出来的独立的组织
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
2. 个人主义 VS 集体主义
3. 事业成功 VS 生活质量 （男性化/女性化） 4. 不确定性规避 5. 长期取向 VS 短期取向
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
2-15
霍夫斯泰德文化维度的例子
2-11
组织如何走向国际化
外国子公司
在国外进行直接投资，包括 建立独立的生产设施和办事处
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
2-12
图2-1 组织如何走向国际化
较少的全球投资 重大的全球投资
全球采购
全球采购
在全球最廉价的任何地方采购原材料和雇佣劳动力
出口
在国内生产产品并在国外销售
进口
获取国外生产的产品并在国内销售
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
2-9
组织如何走向国际化
许可证
Chapter
管理环境
Copyright © 2011 机械工业出版社华章公司.
学习目标
描述新经济以及它如何影响着组织的管理方式 解释全球化及其对组织的影响
讨论社会期望如何影响管理人员和组织
描述劳动力队伍的变化情况及其对组织管理方式的影响
讨论领导信任的实质
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
2-5
科技与管理者的工作
技术
许多设备、工具、或运营方法被开发出来，使工作
更加高效
企业内部网
使用互联网技术的私人电脑网络，并只对组织内成 员开放
技术的不断进步，使得工作更加高效，并改善了
信息获取和沟通
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall. 2-6
2-2
经济状况的变化
20世纪80年代
美国经济的持续增长和低税率的环境 低通货膨胀和低利率刺激消费支出 个人愿意承担风险，投资股市、投资房产，开创自己的 事业
2008年
油价涨至每加仑4美元以上 随着利率上涨，调整后的抵押贷款每月将支付更多，许 多消费者无法跟上这种变化
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall. 2-3
什么是全球化以及它如何影响组织
地球村
全球范围内生产和销售产品和服务的无边界世界的概念
跨国公司（MNC）
在多个国家开展业务运营的国际企业类型
多国公司
在开展业务时将管理和其他决策权力下放到当地国家的跨国公司
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
金融危机
• 开始于抵押贷款市场的动荡
• 当更广泛的信贷市场崩溃时迅速传至实业
• 被称为大萧条以来最严重的一次危机
• 抵押品赎回权的丧失、金融衰退、庞大的公共债
务、从失业而广泛蔓延的社会问题，意味着美国
和全球经济环境发生了巨大的改变，并将继续发
生改变
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
许可协议主要为制造企业所使用，许可方授予接收方以销售 许可方的产品、使用其技术和产品规格的权利，许可方收取一定 的许可使用费
特许经营
特许经营主要为服务企业所使用，特许方给予接受方使用其
名称和运营方式的权利，特许方收取一定的特许使用费
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.