罗宾斯_管理学第九版英文版PPTManagement-03
管理学,罗宾斯,9版,英文Robbins_fom9_ppt
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The Value Chain Management Process
The dynamic, competitive environment facing contemporary global organizations demands new solutions.
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Successful Value Chain Management
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Organizational Processes and Leadership
1. Better demand forecasting 2. Select functions done collaboratively with other
• Describe how value chain management is done. • Discuss contemporary issues in managing
operations.
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15.1
Define operations management and explain its role.
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Employees and Human Resources
• Flexible job design • Effective hiring process • Ongoing training
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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
管理学,罗宾斯,9版,英文Robbinsfom908
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HR and Innovation
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8-30
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Symptoms of Stress
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Reducing Stress
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Employee Reactions to Change
Change often creates stress for employees!
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Change Often Creates Stress for Employees
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Structural Variables and Innovation
1. Organic structures 2. Abundant resources 3. High interunit communication 4. Minimal time pressure 5. Work and nonwork support
1. Uncertainty 2. Habit 3. Concern over
personal loss 4. Belief change is not
in organization’s best interests
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
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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
管理学,罗宾斯,9版,英文Robbins_fom9_03
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3-4
Globalization and its Impact
Global village a boundaryless world where goods and services are produced and marketed worldwide.
3Chapter Integrative Managerial Issues
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Learning Outcomes
• Explain globalization and its impact on organizations.
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Should Organizations be Socially Involved?
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3-16
Does Social Involvement Affect Economic Performance?
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Managing in a Global Organization
A person with a parochial attitude cannot succeed in today’s world.
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3-9
Hofstede’s Framework
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。
精编罗宾斯管理学第九版课件9erobbins03资料
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Exhibit 3–4 Strong versus Weak Organizational CultHall, Inc. All rights reserved.
• Current Organizational Cultural Issues Facing Managers
• Describe the characteristics of an ethical culture, an innovative culture, and a customer-responsive culture.
relationships.
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3–4
The Manager: Omnipotent or Symbolic?
• Omnipotent View of Management
Managers are directly responsible for an organization’s success or failure.
• 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.
罗宾斯管理学英文第9版
管理学第一章管理与组织学习导览一、管理者是谁？It used to be sim ply defined that they were the organizational m em bers who told others what to do and how to do it, but it is not quite that sim ple anym ore. A m anager is som eone who coordinates or oversees the work of other people so that organizational goals can be accom plished. A m anager’s job is not about personal achievem ent, but about helping others do their work. That m ay m ean coordinating the work of a departm ental group, or supervising a single person. It could involve coordinating the work of a team com posed of people from several different departm ents or even people outside the organization, such as tem porary em ployees or em ployees who work for the organization’s suppliers. And m anagers m ay have other work duties not related to coordinating the work of others.解释管理者与非管理的雇员有什么不同？Nonm anagerial em ployees are those organizational m em bers who work directly on a job or task and have no one reporting to them.组织中的管理者如何分类？In traditionally structured organizations—whi ch are usually said to be shaped like a pyram id because there are m ore em ployees at lower organizational levels than at upper organizational levels, m anagers are often described as first-line, m iddle, or top, and m ay have various titles.(1) First-line m anages, the lowest level of m anagem ent, m anage the work of nonm anagerial em ployees who are typically involved with producing the organization’s products or serving the organization’s custom ers. They often have the title of supervisor, and are called shift m anagers, district m anagers, departm ent m anagers, offi ce m anagers, or even foreperson.(2) Middle m anagers include all levels of m anagem ent between the first level and the top level of the organization. These m anagers m anage the work of first-line m anagers and m ay have titles such as regional m anagers, project leader, plant m anager, or division m anager.(3) Top m anagers: m anagers at or near the upper levels of the organizational structure who are responsible for m aking organization-wide deci sions and establishing plans and goals that effect the entire organization. These individuals typically have ti tles such as executive vice-president, president, chief operating officer, chief executive offi cer, or chairperson.二、管理是什么？Managem ent involves coordinating and overseeing the work activities of others so that their activities can be com pleted efficiently and effecti vely.解释为什么对管理来说效率和效力是重要的。
管理学,罗宾斯,9版,英文Robbinsfom90935页PPT
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Learning Outcomes (cont.)
• Describe perception and the factors that influence it.
• Discuss learning theories and their relevance in shaping behavior.
1-8
Understanding Attitudes
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1-9
9.3 Describe different personality theories.
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Understanding Personality
1. Job-person compatibility 2. Understanding different approaches to
work 3. Being a better manager
• Job satisfaction • Job involvement • Organizational commitment • Employee engagement
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1-7
Attitudes and Consistency
Cognitive dissonance: Any incompatibility or inconsistency between attitudes or between behavior and attitudes.
管理学,罗宾斯,9版,英文Robbinsfom908-精品文档31页
personal loss 4. Belief change is not
in organization’s best interests
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Internal Factors
• Strategy • Composition of workforce • Employee attitudes
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Innovation Process
1. Perception 2. Incubation 3. Inspiration 4. Innovation
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Encouraging Innovation
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8-8
Calm Waters Change
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White-Water Rapids Change
Leading a company in change, in an industry in change.
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Structural Variables and Innovation
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Dimension
Attention to Detail Outcome Orientation People Orientation Team Orientation Aggressiveness Stability Innovation and Risk Taking
Organization A
• The Manager: Omnipotent or Symbolic
• Contrast the action of manager according to the omnipotent and symbolic views. • Explain the parameters of managerial discretion.
• 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.
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Exhibit 3–1 Parameters of Managerial Discretion 3–
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Values, symbols, rituals, myths, and practices
Implications:
Culture is a perception. Culture is shared. Culture is descriptive.
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Size of the organization Age of the organization Rate of employee turnover Strength of the original culture Clarity of cultural values and beliefs
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The Organization’s Culture
• 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.”
3–8
Exhibit 3–2 Dimensions of Organizational Culture 3–
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Exhibit 3–3 Contrasting Organizational Cultures 3–
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3–5
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.
Organization B
High Low Low Low Low High Low
Low High High High High Low High
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3–10
Strong versus Weak Cultures
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Organizational Culture
• Sources of Organizationder
Vision and mission
• Current Organizational Cultural Issues Facing Managers
• Describe the characteristics of an ethical culture, an innovative culture, and a customer-responsive culture. customer• Discuss why workplace spirituality seems to be an important concern. • Describe the characteristics of a spiritual organization.
ninth edition
STEPHEN P. ROBBINS
MARY COULTER
Chapter
3
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Organizational Culture and Environment: The Constraints
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3–13
Exhibit 3–4 Strong versus Weak Organizational Cultures 3–
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• Strong Cultures
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
PowerPoint Presentation by Charlie Cook The University of West Alabama
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
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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.
• The Environment (cont’d)
• Describe the components of the specific and general environments. • Discuss the two dimensions of environmental uncertainty. • Identify the most common organizational stakeholders. • Explain the four steps in managing external stakeholder relationships.
The economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managers
Managers symbolize control and influence through their action.
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How Employees Learn Culture
• Stories
Narratives of significant events or actions of people that convey the spirit of the organization
• Rituals
Repetitive sequences of activities that express and reinforce the values of the organization
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3–3
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.