【英文课件】管理学罗宾斯第11版03
3-2
What’s Your Global Perspective?
• Parochialism - viewing the world solely through your own perspectives, leading to an inability to recognize differences between people. • Ethnocentric Attitude - the parochialistic belief that the best work approaches and practices are those of the home country.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Copyright © 2012 Pearson Education, Inc. ©2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Copyright © 2012 Pearson Education, Inc. ©2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall
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Types of International Organizations
• Multinational Corporation (MNC) - a broad term that refers to any and all types of international companies that maintain operations in multiple countries. • Multidomestic Corporation - an MNC that decentralizes management and other decisions to the local country.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Copyright © 2012 Pearson Education, Inc. ©2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Copyright © 2012 Pearson Education, Inc. ©2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Copyright © 2012 Pearson Education, Inc. ©2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall
Copyright © 2012 Pearson Education, Inc. ©2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
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How Do Organizations Go Global?
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Copyright © 2012 Pearson Education, Inc. ©2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall
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Exhibit 3-1: European Union Map
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Copyright © 2012 Pearson Education, Inc. ©2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall
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More Global Perspectives
• Polycentric Attitude - the view that the managers in the host country know the best work approaches and practices for running their business. • Geocentric Attitude - a world-oriented view that focuses on using the best approaches and people from around the globe.
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Global Trade Mechanisms
• World Trade Organization (WTO) - a global organization of 153 countries that deals with the rules of trade among nations. • International Monetary Fund (IMF) - an organization of 185 countries that promotes international monetary cooperation and provides advice, loans, and technical assistance.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall ©2012 Pearson Education, Inc. publishing as Prenticeade Mechanisms (cont.)
• World Bank Group - a group of five closely associated institutions that provides financial and technical assistance to developing countries. • Organization for Economic Cooperation and Development (OECD) - an international economic organization that helps its 30 member countries achieve sustainable economic growth and employment.
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Exhibit 3-1: ASEAN Map
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Copyright © 2012 Pearson Education, Inc. ©2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall
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Types of International Organizations (cont.)
• Global Company - an MNC that centralizes management and other decisions in the home country. • Transnational or Borderless Organization - an MNC in which artificial geographical barriers are eliminated.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Copyright © 2012 Pearson Education, Inc. ©2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall
3-4
Trading Alliances
• European Union (EU) - a union of 27 European nations created as a unified economic and trade entity • Euro - a single common European currency
Mgmt-罗宾斯教材 《管理学》(双语)-Course intro
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
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,
罗宾斯管理学第11版
《管理学》第11版罗宾斯Sail我是2014年参加的浙财会计学学硕考试，在考研的路上，也经过了许多波折坎坷，但总是告诉自己，前面就是光明。
时间在不断流逝，我们的心是否还依旧平稳，不管如何，希望大家一定要坚持下去，不要让自己后悔，有一段话，献给在考研路上努力奋斗着的童鞋们：贵在主动，重在过程，有心有序，有度有恒，求实求真，躬身力行。
我希望在你们挥汗奋斗的日子里，我能够带给你们一定的光明和正能量，相信自己，坚强地走下去。
加油！A Blueprint for AchievementPractice while others are complaining.Believe while others are doubting.Plan while others are playing.Study while others are sleeping.Decide while others are delaying.Prepare while others are daydreaming.Begin while others are procrastinating.Work while others are waiting.Save while others are wasting.Listen while others are talking.Smile while others are frowning.Compliment while others are criticizing.Persist while others are quitting.Progress while others are lagging behind.Then, you will succeed while others are failing.目录第一篇管理导论 2第1章管理与组织领导 21.1管理者为什么对组织很重要？ 21.2谁是管理者以及他们在那里工作？ 21.3管理者的职能、角色和技能。
管理学罗宾斯第11版
– Have a distinct purpose (goal) – Are composed of people – Have a deliberate structure
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
• Explain why managers are important to organizations
• Tell who managers are and where they work
• Describe the functions, roles, and skills of managers
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-14
Exhibit 1-5: Mintzberg’s Managerial Roles
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-7
What Do Managers Do?
• Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
(完整版)罗宾斯《管理学》第11版知识点总结,推荐文档
罗宾斯《管理学》第11版知识点总结第一章管理与组织导论管理者之所以重要，是因为：时代的不确定性需要管理者的管理技能和能力；管理者对工作的顺利完成至关重要；管理者对组织举足轻重。
管理者通过协调和监管其他人的活动以达到组织目标。
基层-中层-高层管理者组织是对人员的一种精心安排，以实现某个特定目标。
管理是协调和监管其他人的工作活动，从而使他们有效率，有效果地完成工作。
效率是指以尽可能少的投入获得尽可能多的产出。
（正确地做事）效果是指完成工作活动以实现组织的目标。
（做正确的事）三种描述管理者做什么的方法：职能、角色、技能。
管理职能：亨利.法约尔——计划、组织、指挥、协调、控制当今本教材——计划、组织、领导、控制明茨伯格的管理角色：人际关系角色（挂名首脑、领导者、联络者）、信息传递角色（监听者、传播者、发言人）、决策制定角色（企业家、混乱驾驭者、资源分配者、谈判者）卡茨关于管理技能的理论：技术技能、人际技能、概念技能管理者面临的变化：数字化、对组织和管理伦理的更多强调、更激烈的竞争、不断变化的安全威胁；顾客重要性的提升、创新重要性的提升、可持续性重要性的提升。
为什么学管理？管理的普遍性；工作的现实；管理者的回报。
附加模块——管理史亚当.斯密在1776年出版的《国富论》中提出了劳动分工/工作专业化。
管理方法的四个时期：古典方法（科学管理，一般管理）——定量方法——行为方法（早期倡导者，霍桑研究，组织行为）——当代方法（系统方法，权变方法）科学管理——弗雷德里克.泰勒以及弗兰克.吉尔布雷斯和莉莲.吉尔布雷斯科学管理——使用科学的方法来确定一种完成工作的“最佳方法”。
泰勒——生铁块搬运实验，砌砖实验吉尔布雷斯夫妇——测微计时表的发明一般管理理论——更多地关注管理者做什么以及什么构成了良好的管理行为。
法约尔——管理职能，14条管理原则马克思.韦伯——德国社会学家，认为理想的组织类型是官僚行政组织——一种以劳动分工、定义清晰的等级制、详细的规章制度以及非个人的关系为特征的组织形式。
2011_罗宾斯_管理学_11版_英文PPT_04
Stereotyping
- judging a person based on a prejudicial perception of a group to which that person belongs. Discrimination - when someone acts out their prejudicial attitudes toward people who are the targets of their prejudice. Glass Ceiling - the invisible barrier that separates women and minorities from top management positions.
Bias
- a tendency or preference toward a particular perspective or ideology. Prejudice - a preconceived belief, opinion, or judgment toward a person or a group of people.
Age -
Both Title VII of the Civil Rights Act of 1964 and the Age Discrimination in Employment Act of 1967 prohibit age discrimination. Gender - Women (49.8%) and men (50.2%) now each make up almost half of the workforce.
Employee
Resource Groups - groups made up of employees connected by some common dimension of diversity.
管理学(斯蒂芬·P.罗宾斯)(11版中文)ppt课件
所谓创新，就是观察到的事物与别人不同， 构想出来的事物与别人不同。创新视角就 是用不同的视角去观察寻常的事物和现象， 使得事物显示出某些不寻常的性质。
四、管理者工作是如何变化的
变化的技术、变化的社会期望 更激烈的竞争、更大的安全威胁 三种必须认真应对的变化： 顾客对管理者工作的重要性 创新对管理者工作的重要性 可持续性对管理者工作的重要性 sustainability: meeting the needs of people today
四、定量方法（管理科学理论）
数学和统计方法 全面质量管理
五、当代方法（管理理论）
过程方法 系统方法 权变方法
六、现代管理实践的发展
管理内涵进一步拓展 管理组织更加多样化发展 管理方法日渐科学 管理手段更加自动化 管理实践更加丰富化 管理的责任更加宽泛化
管理（企业）的简要回顾
而使其变得对组织更加有利。 顾客 供应商 竞争者 压力集团
环境对管理者的影响
环境的不确定性； 组织环境的变化程度 组织环境的复杂程度 利益相关群体
环境就是通过这两方面对管理者产生影响。
全球环境中的管理
谁是所有者 不同的全球观 理解全球环境 全球化经营 在全球环境中进行管理
率有详细的论述。）
二、古典方法（管理理论）
弗里德里克·泰罗（美）：科学管理理论 亨利·法约尔（法）：一般管理理论 马克斯·韦伯（德）：科层组织理论
这三种理论之间有什么共同点？
三、行为方法（科学理论）
早期的行为科学研究：芒斯特伯格、霍桑 试验
人际关系运动：马斯洛、麦克雷戈、赫茨 伯格
行为科学：关于个体行为的研究、关于群 体行为的研究、关于领导行为的研究。
七、 当前的趋势和问题
罗宾斯管理学第11版
《管理学》第11版罗宾斯Sail我是2014年参加的浙财会计学学硕考试，在考研的路上，也经过了许多波折坎坷，但总是告诉自己，前面就是光明。
时间在不断流逝，我们的心是否还依旧平稳，不管如何，希望大家一定要坚持下去，不要让自己后悔，有一段话，献给在考研路上努力奋斗着的童鞋们：贵在主动，重在过程，有心有序，有度有恒，求实求真，躬身力行。
我希望在你们挥汗奋斗的日子里，我能够带给你们一定的光明和正能量，相信自己，坚强地走下去。
加油！A Blueprint for AchievementPractice while others are complaining.Believe while others are doubting.Plan while others are playing.Study while others are sleeping.Decide while others are delaying.Prepare while others are daydreaming.Begin while others are procrastinating.Work while others are waiting.Save while others are wasting.Listen while others are talking.Smile while others are frowning.Compliment while others are criticizing.Persist while others are quitting.Progress while others are lagging behind.Then, you will succeed while others are failing.目录第一篇管理导论 2第1章管理与组织领导 21.1管理者为什么对组织很重要？ 21.2谁是管理者以及他们在那里工作？ 21.3管理者的职能、角色和技能。
罗宾斯管理学11版PPT(英文版)共500页文档
employees. • Discuss how to classify managers in organizations.
What Is Management?
Copyright © 2005 Prentice Hall, Inc. All rights reseN G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
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 Do Managers Do?
• Describe the four functions of management. • Explain Mintzberg’s managerial roles. • Tell how a manager’s include reflection and action. • 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.
罗宾斯管理学(第11版)讲义与视频课程【40小时高清视频】
罗宾斯《管理学》（第11版）【教材精讲＋考研真题解析】讲义与视频课程【40小时高清视频】目录开篇导读[视频讲解]第1篇管理导论第1章管理与组织导论[视频讲解]1.1本章要点详解1.2配套考研真题解析附加模块一管理史[视频讲解]模块1.1本章要点详解模块1.2配套考研真题解析第2章理解管理的情境：约束和挑战[视频讲解]2.1本章要点详解2.2配套考研真题解析第2篇综合的管理问题第3章全球环境中的管理[视频讲解]3.1本章要点详解3.2配套考研真题解析第4章对多样性的管理[视频讲解]4.1本章要点详解4.2配套考研真题解析第5章对社会责任和道德规范的管理[视频讲解]5.1本章要点详解5.2配套考研真题解析第6章对变革和创新的管理[视频讲解]6.1本章要点详解6.2配套考研真题解析第3篇计划第7章作为决策者的管理者[视频讲解]7.1本章要点详解7.2配套考研真题解析第8章计划的基础[视频讲解]8.1本章要点详解8.2配套考研真题解析第9章战略管理[视频讲解]9.1本章要点详解9.2配套考研真题解析附加模块二计划工具和技术[视频讲解]模块2.1本章要点详解模块2.2配套考研真题解析第4篇组织第10章基本的组织设计[视频讲解]10.1本章要点详解10.2配套考研真题解析第11章适应能力强的组织设计[视频讲解]11.1本章要点详解11.2配套考研真题解析第12章人力资源管理12.1本章要点详解[视频讲解]12.2配套考研真题解析第13章团队管理13.1本章要点详解[视频讲解]13.2配套考研真题解析第5篇领导第14章理解个体行为[视频讲解]14.1本章要点详解14.2配套考研真题解析第15章管理者与沟通[视频讲解]15.1本章要点详解15.2配套考研真题解析第16章激励员工[视频讲解]16.1本章要点详解16.2配套考研真题解析第17章作为领导者的管理者[视频讲解]17.1本章要点详解17.2配套考研真题解析第6篇控制第18章控制导论[视频讲解]18.1本章要点详解18.2配套考研真题解析第19章运营管理[视频讲解]19.1本章要点详解19.2配套考研真题解析附录管理创业型企业[视频讲解]附录1.1本章要点详解附录1.2配套考研真题解析本书点评及总结（结束语）[视频讲解]本书是罗宾斯《管理学》（第11版）教材的学习辅导书，提供视频课程（教材和考研真题解析）的讲义内容，同时也提供教材的高清视频讲解。