管理学英语课件正式计划
管理英语教程 PPT课件
• Develop means for achieving the mission;
1. The growth of strategic planning
• Years ago many companies didn’t make strategic planning or thinking when they made decisions. • Present-day managers are increasingly recognizing the importance of strategic palnning.
• 4. Analyze the resources
• 5. Identify strengths and weaknesses
• 6. Reassess the mission
• 7. Formulate strategies
• 8. Implement strategies • 9. Evaluate results
flexibility
• The excessive concern with economic results puts
pressure on individuals that may encourage
questionable behavior
2. Strategic Planning Process
• 1. Identify current mission, objectives, and strategies • 2. Analyze the environment • 3. Identify opportunities and threats
Unit 7 Strategic Planning
管理学英文课件 (12)
• The quality of planning and implementation affects performance more than the extent of planning.
CONTINGENCY FACTORS IN PLANNING
Length of future commitments
– Commitment Concept: Current plans affecting future commitments must be sufficiently long-term in order to meet those commitments.
Means-ends chain – an integrated network of goals in which the accomplishment of goals at one level serves as the means for achieving the goals, or ends, at the next level.
Operational plans – plans that encompass a particular operational area of the organization.
TYPES OF PLANS (CONT.)
Long-term plans – plans with a time frame beyond three years.
REVIEW LEARNING OBJECTIVE 8.1
管理学英语ppt课件ppt课件
Risk control
Analyze potential risks, develop response measures, and ensure organizational safety.
Feedback and improvement
Collect feedback information, continuously improve management methods and processes.
Managerial Skills
Strategic vision
With a broad vision and the ability to plan for the long term.
Decision making ability
Scientifically analyze problems and make decisive decisions.
Communication and coordination skills
Good at communication and able to coordinate the interests of all parties.
Leadership
Unleash team potential and lead the team to grow together.
Establish an effective information communication mechanism to ensure the accuracy and timeliness of information transmission.
Leading
Motivation and Communication
管理学英文版-PPT课件
Globalization Ethnocentrism parochialism
Right or Rowing
企业已经缴纳教育附加税，因而没有义 务再资助办学。 援助灾民是企业的社会责任，因此，每 一个企业都必须进行赈灾活动。 在香烟外盒写上“吸烟有害健康”是毫 无意义的，因此是没有必要的。 既然政府的规定是50%，宝洁公司就没有 必要承诺100%的使用再循环包装纸。
Fundamentals of management
管理学原理
Chapter 1
manager and management
第一章
管理者与管理
Discussion 讨论
1961年，日本松下公司的山田电器厂遇 到了一个开关质量难题。实际上，这个 开关的装配操作很简单：从装有许多弹 簧的盒内每次取出两个装入开关，再装 上按钮。让山田厂长困惑的是，无论采 取什么质量管理方法，都不能使工人避 免偶尔忘记装入弹簧。 你能帮助山田厂长解决这个难题吗？
地区协调员
全球汽车 配件部
全球 工业部
全球仪器 产品部
全球原料 采购部
全球卡车 配件部
全球矩阵结构
国际执行委员会 业务领域 变压器 运输 德国 挪威 阿根廷/巴西 西班牙/葡萄牙
生产
当地公司
微软的组织结构
董事长/首席架构师：比尔•盖茨 CEO/总裁：史蒂夫•鲍尔默 营运和 后勤部 产品部门 全球销售、市场 和服务部 亚洲销售、市场 和服务部 亚洲产品 部门 微软在 中国的 机构 微软中国研究 开发中心
新闻发布，通报事项
Decisional 决策
Entrepreneur
企业家
制定战略，控制执行过程
管理学(英文版全套课件)
Arguments Against Social Involvement
• • • • • • • Violation of profit maximization Dilution of purpose Costs Too much power Lack of skills Lack of accountability Lack of universal support
• France
– Le Plan and the Cadre
• Germany
– Authority and Codetermination
• Korea
– Chaebol and Inhwa
Japanese Management
• Lifetime Employment • Seniority System • Decision Making in Japan
Chapter 2. Management and Society: The External Environment, Social Responsibility, and Ethics
The Organization and Its External Environment
Arguments for Social Involvement
Definition of Whistle-Blowing
管理学原理英文版第七版教学设计)
Management Principles, 7th Edition: English VersionTeaching DesignIntroductionManagement principles are the foundation of any successful organization. The seventh edition of the Management Principles textbook provides a comprehensive overview of the concepts and theories that form the basis of modern management practices. The purpose of this teaching design is to provide a roadmap for instructors seeking to use the Management Principles textbook in their courses.ObjectivesThe primary objective of using the Management Principles textbook is to equip students with a solid understanding of the key principles and theories of management. Additionally, this teaching design ms to: •Enhance students’ critical thinking skills and ability to apply management principles in real-world situations•Foster an appreciation for the impact of management on society and the role of ethical practices in effective management •Develop students’ communication and teamwork skills through collaborative assignments and exercisesCourse StructureThe Management Principles textbook can be used to teach a variety of management courses, including introductory management, principles ofmanagement, and organizational behavior. The following outline provides a suggested course structure:Week 1-2: Introduction to Management PrinciplesThe first two weeks of the course will provide a broad overview of the field of management, including the historical evolution of management practices, the functions of management, and the key concepts and theories of management.Week 3-4: Planning and Decision MakingDuring this module, students will learn about the importance of planning and decision-making in effective management. Topics coveredwill include the various types of planning, the decision-making process, and the role of risk management in decision-making.Week 5-6: Organizing and LeadingStudents will explore the role of organizing and leading ineffective management. Topics covered will include the principles of organizational design, leadership styles and strategies, and the importance of team dynamics in achieving organizational goals.Week 7-8: Controlling and EvaluatingDuring this module, students will learn about the importance of controlling and evaluating in effective management. Topics covered will include the functions of control, the use of performance metrics, and the role of feedback in evaluating organizational performance.Week 9-10: Contemporary Issues in ManagementIn this module, students will explore contemporary issues in management, including the challenges of managing in a global environment, the impact of diversity on organizational performance, and the role of sustnability in effective management.Week 11-12: Ethics in ManagementDuring the final module, students will examine the role of ethics in effective management. Topics covered will include the importance of ethical decision-making, the impact of corporate social responsibilityon organizational performance, and the challenges of managing ethical dilemmas in the workplace.Teaching MethodsTo enhance students’ understanding and retention of the material covered in the Management Principles textbook, a variety of teaching methods can be employed, including:•Lectures: Use lectures to present key concepts and theories, providing examples to illustrate the practical applications ofmanagement principles.•Classroom discussions: Encourage students to participate in classroom discussions, allowing them to share their thoughts andperspectives on management topics and engage in critical thinkingexercises.•Case studies: Use case studies to provide real-world examples of management problems and solutions, giving students the opportunity to apply management principles to practical situations.•Group projects: Assign group projects to promotecollaboration and teamwork, allowing students to develop theircommunication and leadership skills while exploring managementprinciples.•Exams and quizzes: Use exams and quizzes to assess students’ understanding of the material covered in the textbook.ConclusionThe Management Principles, 7th Edition textbook provides a comprehensive overview of the key concepts and theories of management.By utilizing this teaching design and employing a variety of teaching methods, instructors can enhance students’ understanding andappreciation of management principles, while developing their critical thinking and communication skills.。
《管理学》(Management)(英文大纲).ppt
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Part 4 Organizing
Chapter 10 Organizational Structure and Design
Defining organizational structure Organizational design decisions Common organizational designs
The decision-making process The pervasiveness of decision making The manager as decision maker
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Part 3 Planning(Cont’d)
Chapter 7 Foundations of Planning
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Part 5 Leading(Cont’d)
Chapter 15 Understanding Groups and Teams
Understanding group behavior Turning group into effective teams Developing and managing effective teams
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Part 6 Controlling(Cont’d)
Chapter 20 Controlling for Organizational Performance
Organizational performance Tools for monitoring and measuring
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
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Elizabeth Arden
Become the fastest-growing prestigious cosmetics company
New products
Meet the needs of baby boomers
Rise 25% in sales a year
Step3 Goal and Plan Evl Analysis
Examine the current condition that impacts the company and its business environment.
Company Consumers Product offering Competitive Environment Market Conditions Other factors of influence: Legal, Political… Problems/Opportunities
That’s All !!
Class 2 Group 6
Decision makers must evaluate the advantages, disadvantages, and potential effects of each alternative goal and plan.
or
Step4 Goal and Plan Selection
The planner is now in a position to select the most appropriate and feasible goals and plans. A different contingency plan is attached to each scenario. If the situational contingencies change, the work unit is prepared to switch to another scenario set of plans.
Step5 Implementation
Once managers have selected the goals and plans, they must implement the plans designed to achieve the goals. In order to make the implementation phase more effective and efficient, both managers and employees should participate in the previous steps of the planning process. Because they usually are better informed, more committed, and more highly motivated when a goal or plan is one that they helped develop.
Finally, successful implementation requires that the plan is linked to other systems in the organization, particularly the budget and reward systems.
e.g. A major medical center
Its information from external groups includes: •Consumers •Physicians •Government •Regulatory agencies •Insurance companies •Other hospitals
Step6 Monitor and Control
Planning is an ongoing, repetitive process, so managers must continually monitor the actual performance of their work units according to the unit’s goals and plans. Also, they must develop control systems that allow the organization to take corrective action when the plans are implemented improperly or when the situation changes.
Class 2 Group 6
Definition
Planning is the conscious, systematic process of making decision about goals and activities that an individual, group, work unit, or organization will pursue in the future.
The Formal Planning Process
Situational Analysis Alternative Goals and Plans Goal and Plan Evaluation Goal and Plan Selection Implementation Monitor and Control
Step2 Alternative Goals and Plans Base on the situational analysis, managers and employees should assume a broad perspective to generate a range of alternative goals that may be pursued in the future and the alternative plans that may be used to achieve those goals.