罗宾斯管理学PPT(英文版)
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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,罗宾斯,9版,英文Robbins_fom9_ppt
15-14
The Value Chain Management Process
The dynamic, competitive environment facing contemporary global organizations demands new solutions.
Copyright ©2019 Pearson Education, Inc.
15-15
Successful Value Chain Management
Copyright ©2019 Pearson Education, Inc.
15-16
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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15-2
15.1
Define operations management and explain its role.
15-17
Employees and Human Resources
• Flexible job design • Effective hiring process • Ongoing training
Copyright ©2019 Pearson Education, Inc.
管理学,罗宾斯,9版,英文Robbins_fom9_ppt03
2021/5/11
3-9
Hofstede’s Framework
2021/gs
Global Leadership and Organizational Behavior Effectiveness (GLOBE)
2021/5/11
3-11
GLOBE: 9 Dimensions of Cultural
3-30
Types of Diversity
2021/5/11
3-31
Adapting to a Changing Workforce
• Work-life balance programs • Contingent workforce • Generational differences
2021/5/11
2021/5/11
3-3
3.1 Explain globalization and its impact on organizations.
2021/5/11
3-4
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
2021/5/11
3-24
Encouraging Ethical Behavior
• Code of ethics • Ethical leadership • Ethics training
[专业课]罗宾斯管理学英文版15章ppt课件
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15–4
Stages in Group Development
• Forming
➢ Members join and begin the process of defining the group’s purpose, structure, and leadership.
• Storming
➢ Intragroup conflict occurs as individuals resist control by the group and disagree over leadership.
resources ➢ Employee selection criteria ➢ Performance management
〔appraisal〕 system ➢ Organizational culture ➢ General physical layout
• Internal Group Variables
• Conformity
➢ Individuals conform in order to be accepted by groups. ➢ Group pressures can have an effect on an individual
member’s judgment and attitudes. ➢ The effect of conformity is not as strong as it once
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
15–3
Understanding Groups
• Group
➢ Two or more interacting and interdependent individuals who come together to achieve particular goals.
管理学,罗宾斯,9版,英文Robbinsfom90935页PPT
Copyright © 2015 Pearson Education, Inc.
1-1
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.
Copyright © 2015 Pearson Education, Inc.
Copyright © 2015 Pearson Education, Inc.
1-16
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
Copyright © 2015 Pearson Education, Inc.
1-7
Attitudes and Consistency
Cognitive dissonance: Any incompatibility or inconsistency between attitudes or between behavior and attitudes.
罗宾斯管理学英文版.ppt
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
1–5
Classifying Managers
• First-line Managers
➢ Are at the lowest level of management and manage the work of non-managerial employees.
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
Who Are Managers?
• Describe who is doing managerial work in today’s organizations.
• Explain the universality of management concept. • Discuss why an understanding of management is
important even if you don’t plan to be a manager. • Describe the rewards and challenges of being a manager.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
What Is An Organization?
• Describe the characteristics of an organization. • Explain how the concept of an organization is changing.
2011-罗宾斯-管理学-11版-英文PPT-09
The environment dictates the chosen strategy; effective strategy implementation requires an organizational structure matched to its requirements.
Step 6: Evaluating results
Analyzing financial and physical assets is fairly easy, but assessing intangible assets (employee skills, culture, corporate reputation, etc.) isn’t as simple.
Functional strategy - the strategies used by an organization’s various functional departments to support the competitive strategy.
Threat of New Entrants
Core competencies - the organization’s major value-creating capabilities that determine its competitive weapons.
Step 4: Formulating strategies
Develop and evaluate strategic alternatives.
Strategic management - what managers do to develop the organization’s strategies.
Step 6: Evaluating results
Analyzing financial and physical assets is fairly easy, but assessing intangible assets (employee skills, culture, corporate reputation, etc.) isn’t as simple.
Functional strategy - the strategies used by an organization’s various functional departments to support the competitive strategy.
Threat of New Entrants
Core competencies - the organization’s major value-creating capabilities that determine its competitive weapons.
Step 4: Formulating strategies
Develop and evaluate strategic alternatives.
Strategic management - what managers do to develop the organization’s strategies.
罗宾斯管理学PPT(英文9版)Management-14 (1)
ninth edition
STEPHEN P. ROBBINS
MARY COULTER
Chapter
14
© 2007 Prentice Hall, Inc. All rights reserved.
Foundations of Behavior
PowerPoint Presentation by Charlie Cook The University of West Alabama
Perception
• Explain how an understanding of perception can help managers. • Describe the key elements of attribution theory. • Discuss how the fundamental attribution error and selfserving bias can distort attributions. • Name three shortcuts used in judging others.
© 2007 Prentice Hall, Inc. All rights reserved.
14–5
Why Look at Individual Behavior?
• Organizational Behavior (OB)
The actions of people at work
• Focus of Organizational Behavior
© 2007 Prentice Hall, Inc. All rights reserved.
14–3
L E A R N I N G O U T L I N E (cont’d)
STEPHEN P. ROBBINS
MARY COULTER
Chapter
14
© 2007 Prentice Hall, Inc. All rights reserved.
Foundations of Behavior
PowerPoint Presentation by Charlie Cook The University of West Alabama
Perception
• Explain how an understanding of perception can help managers. • Describe the key elements of attribution theory. • Discuss how the fundamental attribution error and selfserving bias can distort attributions. • Name three shortcuts used in judging others.
© 2007 Prentice Hall, Inc. All rights reserved.
14–5
Why Look at Individual Behavior?
• Organizational Behavior (OB)
The actions of people at work
• Focus of Organizational Behavior
© 2007 Prentice Hall, Inc. All rights reserved.
14–3
L E A R N I N G O U T L I N E (cont’d)
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1–1
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
Who Are Managers?
• Describe who is doing managerial work in today’s organizations. • Define who managers are. • Explain how manager differ from non-managerial employees. • Discuss how to classify managers in organizations.
• Explain the u Discuss why an understanding of management is important even if you don’t plan to be a manager.
• Describe the rewards and challenges of being a manager.
• Describe Katz’s three essential managerial skills and how the importance of these skills changes depending on managerial level.
• List other important managerial skills and competencies. • Discuss the change that are impacting managers’ jobs. • Explain why customer service and innovation are important to the manager’s job.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
1–6
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–3
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.
What Is An Organization?
• Describe the characteristics of an organization.
• Explain how the concept of an organization is changing.
Why Study Management?
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–2
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.
8th edition Steven P. Robbins Mary Coulter
PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
1–4
Who Are Managers?
• Manager
Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.
What Is Management?
• Define management. • Contrast efficiency and effectiveness. • Explain why efficiency and effectiveness are important to management.
• Middle Managers
Manage the work of first-line managers.
• Top Managers
Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
1–5
Classifying Managers
• First-line Managers
Are at the lowest level of management and manage the work of non-managerial employees.
What Do Managers Do?
• Describe the four functions of management.
• Explain Mintzberg’s managerial roles. • Tell how a manager’s include reflection and action.