罗宾斯管理学英文版12章
PowerPoint Presentation by Charlie Cook
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LEARNING OUTLINE
Adds value to the firm
High performance work practices lead to both high individual and high organizational performance
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Human Resource Planning; Recruitment/ Decruitment; Selection; Orientation; Training
Contrast job analysis, job description, and job specification. Discuss the major sources of potential job candidates. Describe the different selection devices and which work best for different jobs.
Human Resource Planning; Recruitment/ Decruitment; Selection; Orientation; Training (cont’d)
Tell what a realistic job preview is an why it’s important. Explain why orientation is so important. Describe the different types of training and how that training can be provided.
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Meeting Future Human Resource Needs
Supply of Employees Demand for Employees
Factors Affecting Staffing
Selecting, training, and evaluating the work force
As an important strategic tool
HRM helps establish an organization’s sustainable competitive advantage
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12–10
Current Assessment (cont’d)
Job Description
A written statement of what the job holder does, how it is done, and why it is done.
Follow this Learning Outline as you read and study this chapter.
Why Human Resources Is Important: The HRM Process
Explain how an organization’s human resources can be a significant source of competitive advantage. List eight activities necessary for staffing the organization and sustaining high employee performance.
Employee Performance Management; Compensation/Benefits; Career Development (cont’d)
Describe skill-based pay systems. Describe career development for today’s employees.
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12–8
Managing Human Resources
Human Resource (HR) Planning
The process by which managers ensure that they have the right number and kinds of people in the right places, and at the right times, who are capable of effectively and efficiently performing their tasks. Helps avoid sudden talent shortages and surpluses. Steps in HR planning:
Copyright 2005 Prentice Hall, Inc. All nmental Factors Affecting HRM
Labor Union
An organization that represents workers and seeks to protect their interests through collective bargaining.
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Current Assessment
Human Resource Inventory
A review of the current make-up of the organization’s current resource status Job Analysis
An assessment that defines a job and the behaviors necessary to perform the job
Assessing current human resources Assessing future needs for human resources Developing a program to meet those future needs
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Employee Performance Management; Compensation/Benefits; Career Development
Describe the different performance appraisal methods. Discuss the factors that influence employee compensation and benefits.
The HRM Process
Functions of the HRM Process
Ensuring that competent employees are identified and selected. Providing employees with up-to-date knowledge and skills to do their jobs. Ensuring that the organization retains competent and high-performing employees who are capable of high performance.
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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.
Current Issues in Human Resource Management
Explain how managers can manage downsizing. Discuss how managers can manage workforce diversity. Tell what sexual harassment is and what managers need to know about it. Describe how organizations are dealing with work-life balances.
Wage, hours, and working conditions.
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12–7
Environmental Factors Affecting HRM (cont’d)
Affirmative Action
Collective Bargaining Agreement
A contractual agreement between a firm and a union elected to represent a bargaining unit of employees of the firm in bargaining for:
The requirement that organizations take proactive steps to ensure the full participation of protected groups in its workforce.
管理学,罗宾斯,9版,英文Robbinsfom906
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6.1 Describe six key elements in organizational design.
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Size and Structure
Organic
Less than 2,000 employees can be organic.
Mechanistic
More than 2,000 employees makes forces organizations to become more mechanistic.
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Power Versus Authority
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Sources of Power
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Matrix and Project Structures
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Project Structure
A structure in which employees continuously work on projects.
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管理学,罗宾斯,9版,英文Robbinsfom913-精品文档31页
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Communication Channels
• Formal channels • Informal channels
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Decoding and Feedback
13 Chapter
Managing Communication and Information
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Personal Interaction
Social media can minimize personal interaction.
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Knowledge Management
Cultivating a learning culture in which organizational members systematically gather knowledge and share it with others.
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Legal and Security Issues
• Electronic information is potentially admissible in court
• Sensitive, proprietary information at risk
（完整版）罗宾斯《管理学》内容概要,中英文对照
（完整版）罗宾斯《管理学》内容概要,中英文对照罗宾斯《管理学》内容概要第一篇导论1章管理者和管理1、组织组织(organization)的定义：对完成特定使命的人们的系统性安排组织的层次：操作者(operatives)和管理者(基层、中层、高层)2、管理者和管理管理者(managers)的定义：指挥别人活动的人管理(management)的定义：同别人一起或者通过别人使活动完成得更有效的过程。
管理追求效率(efficiency)和效果(effectiveness)管理职能(management functions)：计划(planning)、组织(organizing)、领导(leading)、控制(controlling)管理者角色(management roles)：人际关系角色(interpersonal roles)、信息角色(information roles)、决策角色(decision roles) 成功的管理者和有效的管理者并不等同，在活动时间上，有效的管理者花费了大量的时间用于沟通，而网络联系（社交等）占据了成功的管理者很大部分时间。
管理者在不同的组织中进行着不同的工作。
组织的国别、组织的类型、组织的规模以及管理者在组织中的不同层次决定了管理者的角色扮演、工作内容以及职能和作用。
2章管理的演进1、20世纪以前的管理：亚当·斯密的劳动分工理论(division of labor)产业革命(industrial revolution)2、多样化时期（20世纪）：科学管理(scientific management)：弗雷德里克·泰勒一般行政管理理论(general administrative theory)：亨利·法约尔(principles of management)、马克斯·韦伯(bureaucracy) 人力资源方法(human resources approach)：权威的接受观点(acceptance view of authority)，霍桑研究，人际关系运动(卡内基、马斯洛)，行为科学理论家(behavioral science theorists) 定量方法(quantitative approach)3、近年来的趋势（20世纪后期）：趋向一体化过程方法(process approach)系统方法(systems approach)：封闭系统和开放系统(closed systems)权变方法(contingency approach)：一般性的权变变量包括组织规模、任务技术的例常性、环境的不确定性、个人差异4、当前的趋势和问题（21世纪）：变化中的管理实践全球化(globalization)工作人员多样化(work force diversity)道德(morality)激励创新(innovations)和变革(changes)全面质量管理(total quality management, TQM)：由顾客需要和期望驱动的管理哲学授权(delegation)工作人员的两极化(bi-modal work force)3章组织文化与环境：管理的约束力量1、组织组织文化(organizational culture)被用来指共有的价值体系。
管理学,罗宾斯,9版,英文Robbinsfom903共33页文档
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Society’s Expectations
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Social Responsibility
• Corporate social responsibility (CSR) • Social obligations • Social responsiveness
• Describe how the workforce is changing and its impact on the way organizations are managed.
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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.
• Positive? • Negative? • Neutral?
ቤተ መጻሕፍቲ ባይዱ
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Sustainability Means Different Things to Different People
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.
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Understanding Attitudes
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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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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课件
Historical Background of Management --early examples of management --Adam Smith --industrial revolution
Division of Labor ( Job Specialization)
The breakdown of jobs into narrow and repetitive tasks.
criticism
Long on intellectual appeal and catchy terminology and short on verifiable facts and practical advice
Contingency Perspective
A management approach that says that organizations are different, face different situations (contingencies), and require different ways of managing.
Employees are social beings. Besides formal groups, there exist informal groups in organizations. Management can increase
the morale of employees by increasing their satisfaction in order to improve productivity.
bureaucracy
A form of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.
管理学罗宾斯(第11版)第12章知识
●人力资源管理为什么重要？是竞争优势的一个重要来源·以人为本的人力资源管理能够为公司股东带来卓越的回报是一项重要的战略工具·把公司员工当作合作伙伴，通过他们来使公司在竞争中获得成功能够改进组织绩效·高绩效工作实践能够导致员工个体及整个公司的高绩效高绩效工作实践：能够使个体绩效和组织绩效都达到高水平的工作实践●对人力资源管理过程产生影响的外部因素工会：代表员工利益并通过集体谈判来设法保护员工利益的组织平权行动：组织用来改善受保护群体的状况和地位的方案工作委员会：由被任命的或者选举产生的员工组成的团队，管理层在制定与人事有关的决策时必须征询该团队的意见董事会代表：成为公司董事会成员并代表公司员工利益的员工●识别和甄选合格员工人力资源规划：管理者用来保证他们能够使正确数量和类型的合格人员在正确时间处于正确岗位的一个过程工作分析：一种评估，用来定义某个工作岗位及在该岗位上必须从事的行为。
工作说明书：用来描述某个工作岗位的一份书面陈述工作规范：一份书面陈述，用来阐述任职者为成功开展工作而必须具备的最低任职资格●招聘和解聘招聘：发现、识别和吸引合格的求职者解聘：减少本组织员工的数量什么是甄选？甄选：对求职者进行筛选以确保录用最佳人选真实工作预览：对工作岗位的一种预览，提供关于本公司和该工作岗位的正面和负面信息上岗培训：向新员工介绍本组织以及他（她）所从事的工作岗位员工绩效管理绩效管理系统：建立绩效标准来评估员工绩效基于技能的薪酬：一种薪酬体系，根据员工表现出的工作技能和能力来确定薪酬浮动薪酬：一种薪酬体系，员工个体的薪酬取决于其绩效水平当代的人力资源管理事项对精简机构的管理·精简机构：有计划地削减本组织中的工作岗位对性骚扰的管理·性骚扰：任何带有性色彩的，会直接或间接影响目标员工的就业、工作绩效或工作环境的不必要的行为或行动对工作—生活平衡的管理·家庭友好型福利：用来满足员工对工作-家庭生活平衡的需求控制人力资源成本·员工医疗成本·员工养老计划成本。
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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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
罗宾斯《管理学》英文原版讲义全集StuRC8eCh
important even if you don’t plan to be a manager. • Describe the rewards and challenges of being a manager.
• Explain how communication can flow in an organization. • Describe the three common communication networks. • Discuss how managers should handle the grapevine.
h
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What Is Communication?
• Communication
➢ The transfer and understanding of meaning.
❖ Transfer means the message was received in a form that can be interpreted by the receiver.
communication and how to overcome them.
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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.
Organizational Communication
❖ Understanding the message is not the same as the receiver agreeing with the message.
管理学罗宾斯11版中英文对照详解
管理学罗宾斯11版中英文对照详解第一篇：管理学罗宾斯11版中英文对照详解第一部分• Efficiency效率P8 –“Doing things right”–Getting the most output for the least inputs • Effectiveness 效果–“Doing the right things” – Attaining organizational goals The Manager: P44 Omnipotent or Symbolic? • Omnipotent View of Management管理万能论viewing the world solely through your own perspectives, leading to an inability to recognize differences between people.• Ethnocentric Attitude民族中心论the view that the managers in the host country know the best work approaches and practices for running their business.东道国取向• Geocentric Attitude全球中心论–aworld-oriented view that focuses on using the best approaches and people from around the globe.全球取向• Mu ltinational Corporation(MNC)跨国公司an obstacle(障碍)that makes it difficult to achieve a desired goal or purpose.• Why Do Managers Plan?为什么管理者要制定计划• Purposes of Planning计划的目的– Provides direction给出方向– Reduces uncertainty降低不确定性– Minimizes waste and redundancy减少重复和浪费– Sets the standards for controlling便于控制Mission:使命P227 a statement of the purpose of an organization对组织目的的声明• 范围• Organizational Designthe transfer and understanding ofmeaning.意义的传递和理解• Transfer means the message was received in a form that ca n be interpreted by the receiver.• Understanding the message is not the same as the receiver agreeing with the message.• Interpersonal Communication人际沟通-communication between two or more people.主要指存在于两人或多人之间的沟通；• Organizational Communication组织沟通-all the patterns, networks, and systems ofcommunications within an organization.主要指组织中沟通的各种方式、网络Work specialization工作专门化Departmentalization部门化Chain of command指挥链Span of control管理跨度Centralization and decentralization集权与分权 Formalization 正规化和系统。