Cooperative Strategy(英文版)
跨文化交际中语用失误及交际策略研究
跨文化交际中语用失误及交际策略研究方 洁（青岛科技大学外国语学院，山东青岛 266061）摘 要：语言教学应是培养学习者语用能力的过程，其重心是语用知识的传授。
跨文化语用学是近年来外语教学中的一个被广泛关注的领域。
本文通过分析交际活动中交际双方由于文化差异出现在词汇、句法、语篇等层面的语用失误，并探讨了避免这些语用失误的交际策略，由此提出语言教学中应加强培养学习者的文化敏感性和交际能力。
关键词：跨文化交际；语用失误；语用能力；文化敏感性；交际策略1. 引言随着外语教学研究与实践的不断深入与发展，我们对语言教学的主要目的在于掌握语言进行交际的认识也在不断加深。
从结构教学法向交际教学法的转变正是这种教学观念转变的使然。
“交际能力”的培养已成为当代英语教学的主要目标，教学的目的是通过语言来学习交际，获取交际能力，而获取这种交际能力的核心就是要能够运用所学语言在不同的场合、对不同的对象进行有效的、得体的交际。
但在真正交际的过程中，尤其是在跨文化交际过程中，学习者往往不可避免地会出现一些语用失误。
我们只分析以汉语为母语的英语学习者在跨文化交际中时常出现的、由文化差异引起的语用失误及避免失误的交际策略。
2. 交际能力和语用失误语言学的研究重点曾一度放在语言本身上。
无论是美国的结构主义还是乔姆斯基语言能力的理论体系都忽视了社会环境和文化规约的存在。
社会语言学家们注意到这一点，将研究重点从分散抽象的语言形式转向语言在社交语境中的具体运用。
是美国社会语言学家海姆斯（D. Hymes）（1972）提出了交际能力理论。
他认为交际能力由四部分组成：形式上的可能性、实施手段上的可行性、语境适应性和现实性。
即实际包括语言能力和语用能力，前者体现为语言形式的准确性，后者体现为具体情境中语言运用的得体性。
Bachman（1990）的观点虽稍有不同，但总体类似，他认为交际语言能力（communicative language ability）涉及关于语言的知识以及在语言交际中运用这种知识的能力，由语言能力（language competence）、策略能力（strategic competence）和心理——生理机制（psychophysiological mechanisms）三部分组成，其中语言能力进一步划分为组织能力（organizational competence）和语用能力（pragmatic competence）。
合作策略英文(ppt 29页)
Chapter 4 Business-Level
Strategy
Chapter 5 Competitive Rivalry
and Competitive Dynamics
Chapter 6 CorporateLevel Strategy
Chapter 7 Acquisition and Restructuring
Strategies
Chapter 8 International
Strategy
Chapter 9 Cooperative
Strategy
Strategy Implementation
Chapter 10 Corporate Governance
Chapter 11 Organizational Structure and
Chapter 9
Cooperative Strategy
Michael A. Hitt R. Duane Ireland Robert E. Hoskisson
©2003 Southwestern Publishing Company
1
Strategic Inputs
Chapter 2 The External Environment
Cooperative strategy is a strategy in which firms
战略管理竞争性和全球化
战略管理竞争性和全球化作者：XXX日期：2022年3月22日此文档格式为word，下载后可编辑修改。
Strategic ManagementCompetitiveness and globalization:Concepts & CasesThird EditionHitt, Ireland, HoskissonChapter I Strategic Management and Strategic CompetitivenessChapter 2 The External Environment Opportunities, Threats, IndustryCompetition and Competitor AnalysisChapter 3 The internal Environment: Resources, Capabilities and CoreCompetencies Chapter 4 Business-Level StrategyChapter 5 Competitive DynamicsChapter 6 Corporate Level StrategyChapter 7 Acquisitions and RestructuringChapter 8 International StrategyChapter 9 Cooperative StrategiesChapter 10 Corporate GovernanceChapter 11 Organizational Structure and ControlChapter 12 Strategic LeadershipChapter 13 Corporate Entrepreneurship and innovationCHAPTER 1STRA TEGY & STRA TEGIC COMPETITIVENESSLearning Objectives:1. Understand thel. Define strategic competitiveness, competitive advantage and above-average returns.2. Discuss the challenge of strategicmanagement.3. Describe the new competitive landscape and how it is being shaped by global and technological changes.4. Use theindustrial organization (I/O) model to explain bow firms can earn above-average returns.5. Use the resources based model to explain how firms can earn above average-returns.6. Describe strategic intent and strategicmission and discuss their value to the strategic management process.7. Define stakeholders and describe the three primary stakeholder groups' ability to influence organizations.8. Describe the work of strategists.9. Explain the strategic management process.Chapter Outlines1. Strategy and Strategic Management2.The Challenge of Strategic Management:●The global economy and globalization,●Technological change and diffusion,The information age and increasing knowledge intensity3. The I/O Model of Above-Average Returns4.The Resource-based Model of Above-Average Returns5.Strategic Intent and Strategic Mission6.Stakeholdersanizational Strategists8.Review QuestionsTeaching Focus: It may be very good to begin this lecture with a general comment thatChapter I provides an overview ofthe strategic management process. In this Chapter, theAuthors introduces a numberof terms and models that students will study in more detail in Chapters 2 through 13. Stress the importance of students paying careful attention to theconcepts introduced in this Chapter so that they are well grounded in the strategicmanagement concept before proceeding further.This Chapter's Opening Case discusses the changes taking place in the telecommunications industry and the effects of these changes on the industry's competitive landscape.Opening Case A New World Order in the Telecommunications industryThe Federal Communications Commission voted to allow foreign companies increased accessto the U.S. market.A World Trade Organization Agreement saw 69 countries agree to open theirTelecommunications markets.Countries of the European Union are deregulating their telecommunications markets andpreviously protected franchises are now open to foreign and domestic competition.Emerging markets such as China present significant opportunities to telecommunications firmsfrom around the world.The ability of firms to compete successfully in this new competitive landscape, will bedetermined by their abilities to marshal (meaning: control and organize) vast amounts of resources. As an example, in 1996, therequired investment in the global telecommunicationsinfrastructure was $ 160 billion, an amountthat seems small compared to the $ 1 trillion opportunity in China alone. And vast investmentsalso will be required to maintain competitive technological parity throughout Europe and Asia aswell as in the U.S.As implied by the Chapter title---strategic Management and Strategic Competitiveness---and illustrated by the discussion of changes taking place in the telecommunications industry, the primary purpose ofthe strategic management process is to enable firms to achieve strategic competitiveness and earn above-average returns. An in-depth discussion of international (global) strategies will be found in Chapter 8.Definitions:strategyStrategic competitiveness is achieved when a firm successfully formulates and implements a value-creating strategy. By implementing a value-creating strategy that current and potentialcompetitors are not simultaneously implementing and that competitors are unable to duplicate the benefits of, a firm achieves a sustained or sustainable competitive advantage.Above average returns represent returns that exceed returns that investors expect to earn from other investments with similar levels of risk (investor uncertainty about theeconomic gains or losses that will result from a particular investment). In other words, above average-returns exceed investors' expected levels of return for given levels of risk.. So long as a firm can sustain (or maintain) a competitive advantage, investors will earn above-average returns.Teaching suggestion: Point out that, in the long run, firms must earn at least average returnsand provide investors with average returns ifthey are to survive. If a firm earns belowaverage returns and provides investors with below-average returns, investors will withdraw their funds and place them in investments that earn at least average returns.Strategic Management Process is a framework that can assist firms in their quest for strategic competitiveness, it is the full set of commitments, decisions and actions required fora firm to systematically achieve strategic competitiveness and earn above-average returns-This process is illustrated in Figure 1-1 .The dynamic nature ofthe strategic management process is indicated by feedback linkages among the three primary elements: strategic inputs, strategic actions and strategic outcomes.Strategic inputs, in the form of information gained by scrutinizing the internal environment and scanning the external environment are used to develop the firm's strategic intent andstrategic mission.Strategic actions are guided by the firm’s strategic intent and strategic mission, and are represented by strategies that are formulated or developed and subsequently implemented or put into action.Strategic outcome is the result of a firm’s strate gy implemented. A desired strategic outcome---strategic competitiveness and above-average returns---result when a firm is able to successfully formulate and implement value-creating strategies that others are unable to duplicate.Feedback links the elements ofthe strategic management process together and helps firms continuously adjust or revise strategic inputs and strategic actions in order to achieve desired strategic outcomes.This Chapter also will discuss two approaches to the strategic management process. The first,the industrial organization model, suggests that the external environment should be considered asthe primary determinant of a firm's strategic actions. The second is the resource-based model, which perceives the firm’s resources and capabilities (the internalenvironment) as critical linksto strategic competitiveness. Following the discussion in this Chapter, as well as in Chapters 2and 3, students should see that these models must be integrated to achieve strategicCompetitiveness.THE CHALLENGE OF STRATEGIC MANAGEMENTAs noted in earlier comments, all firms--and managers--are challenged to achieve strategic competitiveness and earn above-average returns. And, the challenge can be formidable. A primary challenge facing managers today is the need to recognize--as illustrated by the comments on such firms as IBM, Union Pacific, Honda and The Limited--that the strategic management process and the striving for strategic competitiveness takes place in a dynamic global economy. As a result of this ongoing struggle, success today does not necessarily equate with success tomorrow.Honda has had to make major changes to survive in the global automobile market. In its attempt to make its flagship Accord more sporty, it found that the car was too small to satisfy the expectations and not sporty enough to satisfy Japanese buyers. As a result, it has designed the Accord around a ``world car'' design with alterations to meet different market expectations. Its U.S. Accord is now larger, the Japanese model is smaller and contains more ofthe high-technology features desired by Japanese buyers and a smaller European version has been introduced.TABLEI-1 Top Ten Wealth CreatorsAs shown in Table 1-1, Coca-Cola and General Electric continue to lead the least of wealth creators forthe second consecutive years they have created more wealth (measured by market value added) than other U.S. firms. However, The balance ofthe listing indicates the shifting nature of success for the other firms.Since 1992, Microsoft has improved from number 14 to number three on the list.Intel has leaped from number 74 in 1992 to the number four position in 1997.While the other changes in the list have not been as dramatic as those reported for Microsoft and Intel, students should recognize that the dynamics ofthe new competitive landscape have resulted in a shuffling ofpositions for the other firms on the list.The transient nature of strategic competitiveness is pointed out even more clearly when one Realize that only 2 of the 25 largest U.S. industrial corporations in 1900 remain competitive in the 1990s and that four members of 1997's top ten were not among the top ten in 1992.It also should be noted that firms in the global telecommunications industry--including AT&T, Nippon Telephone & Telegraph and WorldCom must be prepared to compete differently than they have in the past ifthey hope to achieve long-term strategic competitiveness. One key to success will be which firms' strategies will represent the best fit between the demands ofthe external environment and the resources and capabilities in their respective internal environments.THE NEW COMPETITIVE LANDSCAPEThis new competitive landscape can be described as one in which the fundamental nature of competition is changing in a number ofthe world's industries. And, the boundaries ofindustriesare becoming blurred and more difficult to define.Consider changes that have taken place in the entertainment and communications industries: Traditional broadcast networks--ABC, NBC and CBS--now must compete with cable networks such as ESPN, A&E, HBO and Showtime as well as with cable systems.Rupert Murdoch's News Corp. (owner ofthe Fox Network) formed a strategic alliance with Tele-Communications Inc (the largest U.S. cable system) to develop a venture that is intendedto control a global web of sports TV networks.Disney's 1996 purchase of Cap Cities/ABC has resulted in a media network that includes a broadcast network (ABC), a cable station (The Disney Channel) as well as motion picture production and distribution, newspapers, magazines and theme parks.Innovative companies such as AT&T, Sony and Microsoft have indicated that they areinterested in participating in this new entertainment-communications industry.The new competitive landscape thus implies that traditional sources of competitive advantage---economies of scale and large advertising budgets---may not as important in the future as they were in the past. The rapid and unpredictable technological change that characterizes this new competitive landscape implies that managers must adopt new ways of thinking. The new competitive mind set must value flexibility, speed, innovation and integration.A term often used to describe the new realities ofcompetition is hypercompetition, a conditionthat results from the dynamics of strategic moves and countermoves among innovative, global firms: a condition ofrapidly escalating competition that is based on price-quality positioning. battles to achieve first-mover advantage and battles to protect or to invade established product or geographic markets (that will be discussed in more detail in Chapter 5).Teaching suggestion; Two primary drivers ofthe new competitive landscape are illustrated in Figure 1-2The New Competitive Landscape1. Technology and technological change●Technology is changing rapidlyTechnology diffuses rapidly, not only across company boundaries but also across national borders.Information technology is changing both rapidly and dramatically.●Knowledge is becoming increasingly important2. The global economyPeople, goods, services and ideas move freely across geographic bordersSignificant opportunities emerge in multiple global marketsMarkets and industries are becoming more internalizedThe Global EconomyA global economy is one in which goods, services, people, skills and ideas move freely across geographic borders.Also, globalization is referred to as the shift toward a more integrated and interdependent world economy. Globalization has two main components: the globalization of markets and the globalization of production.The Globalization of MarketsThe globalization of markets refers to the merging of historically distinct and separate national markets into one huge global marketplace.The tastes and preferences of consumers in different nations are beginning to converge on some global norm, thereby helping to create a global market. The global acceptance of consumer products such as Citicorp credit cards, Coca-Cola, Levi's jeans, Sony Walkmans, Nintendo game players, and McDonald's hamburgers are all frequently held up as prototypical examples of this trend.The expansion of some huge firms creates a global market. Firms such as Citicorp, Coca-Cola, McDonald's, and Levi Strauss are more than just benefactors of this trend; they are also instrumental in facilitating it. By offering a standardized product worldwide, they are helping to create a global market.Markets for industrial goods and materials that serve a universal need the world over such as aluminum, oil, and wheat, the markets for industrial products such as microprocessors, DRAMs (computer memory chips), and commercial jet aircraft; and the markets for financial assets from US Treasury Bills to eurobonds and futures have become global markets. Markets for consumer products are still often to act as a brake on globalization because of the national differences in tastes and preferences.diversity is replaced by greater uniformity, because s ome firms, especially some multinational companies bring with them many of the assets that have served them well in other national markets--including their products, operating strategies, marketing strategies, and brand names-creating a certain degree of homogeneity across markets. Thus, diversity is replaced by greater uniformity.As rivals follow rivals around the world, these multinational enterprises emerge as an important driver of the convergence of different national markets into a single, and increasingly homogenous, global marketplace.Due to such developments, in an increasing number of industries it is no longer meaningful to talk about "the German market," "the American market," "the Brazilian market," or "the Japanese market"; for many firms there is only the global market.The emergence of this global economy results in a number of challenges and opportunities.For instance, many now consider Europe to be the world's largest single market (despite the difficulties of adapting to multiple national cultures and the lack of a single currency).Including the nations that make up the former Soviet Union and the rest of the Eastem bloc, the European economy has a gross domestic product (GDP) of $ 5 trillion with 700 millionpotential customer. In addition, China is seen as an emerging giant that is expected to have a higher GDP (but a lower per capita output) than Japan by 2015 or sooner.In the eyes of many observers, the U.S., Europe and Japan are relatively equal contenders in the race to be the most competitive nation or economic bloc in the 21st century. And, exports are becoming an even more important segment of the economy, especially in the U.S., as indicatedby the following:●42% ofU.S. economic growth was based on exportsExports and imports accounted for approximately 28% of U.S. gross domestic product in1997, up from 21% in 1991The competitive advantage in global technology is expected to drive continued export growth for U.Sfirms into the 21st centuryWhile large firms may commit resources to global markets more quickly than small and mid-size firms, in 1995, over one-half (50%) of U.S. midsize companies were competing inmarkets outsideof the U.S.U.S. firms are successfully penetrating Japan's high-tech, automobile, consumer goods and retailing marketsIn 1995, U.S. exports increased 12 % over 1994, exceeding $800 billionExports are expected to reach the $1trillion level by 1998The largest share of U.S. exports currently go to Europe, Canada and JapanThe fastest growth in demand for U.S. goods and services is projected to be in Asian markets (excluding Japan); from 1996 to 2000, expected annual growth is 12 %.The March of GlobalizationGlobalization is the spread (or diffusion) ofeconomic innovations around the world and the political and cultural adjustments that accompany this diffusion.In essence, globalization seems to have gathered a momentum of its own because of increased levels ofinterdependence among industrialized nations●the needs ofdeveloping countriesthe continuing disintegration or dropping oftrade barriersintensified international integration ofmultiple national opportunitiesfinancial capital may be exported between national marketsmanufacturing equipment purchased in a third nation may be installed in plantsaround the worldraw materials may be sourced from a variety ofnational markets, imported into stillother national markets for production and then finished products exported all over theglobe.The internationalization or globalization ofmarkets and industries often makes itimpractical to classify many firms as purely domestic or foreign. Consider Honda, a majorplayer in the global automobile industry, which recently.●employed some 14,300 people in the U.S,sold 660,000 units in the U.S. (73% were produced in the U.S.)used 75% U.S. content in the cars manufactured in the U.S.purchased $2.9 billion of parts from U.S. supplierspaid $2 1/2 billion in federal income taxesinvested $3 billion on a U.S. research and development centerexported 40,000 cars made in the U.S. to other national markets, including JapanTeaching suggestion; The following Strategic Focus can be used to discuss thedynamics of globalization and the challenges presented to firms.Strategic FocusThe March of Globalization Wal-Mart, China and BeyondWith its recent moves, Wal-Mart is extending its reach beyond its dominant position in U.S. retailing, by exporting its formula for success into global markets..Wal-Mart has purchased Cifra SA, its former joint venture partner in Mexico for $I .2 billion It has expanded its traditional intemational focus beyond Canada and Mexico by opening superstores in Argentina, Brazil, Indonesia and ChinaBut, Wal-Mart is not the only firm that is following the march toward globalization.Motorola has invested $2 billion to develop a fabrication plant in ChinaEnron has entered into a joint venture with Singapore Power to develop power projectsthroughout AsiaCitgo, the largest gasoline retailer in the U.S., is owned by Petroleum de Venezuela.While globalization seems an attractive strategy for competing in the new coinpetitive landscape, there are risks as well. These include such factors as:Building the firm's ability to successfully manage operations in multiple foreignmarketsThe difficulties may accompany venturing into too many international marketstoo quicklyNote; Indicate that the risks that often accompany internationalization andstrategies for minimizing their impact on firms will be discussed in more detail inChapter 8.Because of its economic benefits, it is likely that the trend toward further globalization ofindustries will be unstoppable. For example, using the Europe-U.S.-Japan Triad as an example, free trade is expected to positively impact the Triad with a5 to 10% increase in annual economic outputs ofmanufactured goods and a15 to 20% additional increase in economic outputs from free trade in servicesThis potential for continued economic growth means that all industrialized nations must continue to seek the expansion of agreements--such as the European Union, NAFTA andGAAT--that will eliminate national laws that impede free trade among all nations.As a result of the new competitive landscape, firms of all sizes must re-think how theycan achieve strategic competitiveness by positioning themselves to ask questions from amore global perspective to enable them to (at least) meet or exceed global standards:●Where should value-adding activities be performed?Where are the most cost-effective markets for new capital?Can products designed in one market be successfully adapted for sale in othermarkets?How can we develop cooperative relationships or joint ventures with other firms thatwill enable us to capitalize on international growth opportunities?Companies of all sizes and in all industries will continue to feel continuing pressurefrom globalization, especially as Asian markets continue to develop outside of Japan. And the continuing increase of globalization and the spread of information technology will likely enable other countries to develop their industrial bases as well.As a result of globalization and the spread of information technology, competition willbecome more intense. For example,Customers--even domestic customers--will continue to expect high levels of productquality at competitive pricesGlobal competition will continue to pressure companies to shorten productDevelopment--introduction time framesStrategically competitive companies successfully leverage insights learned both indomestic and global markets, modifying them as necessaryBefore a company can hope to achieve any measure of success in global markets, itmust be strategically competitive in its domestic marketTechnology and Technological ChangeThree technological trends and conditions are significant altering the nature ofcompetition:increasing rate oftechnological change and diffesion●the information age●increasing knowledge intensityIncreasing Rate of Technological Change and DiffusionBoth the rate of change and the introduction of new technologies have increased significant over the last 20 years.A term that is used to describe rapid and consistent replacement of current technologies bynew, information-intensive technologies is perpetual innovation.This implies that innovation--to be discussed in more detail in Chapter 1 3--must becontinuous and carry a high priority for all organizations.The shorter product life cycles that result from rapid diffusion of innovation oftenmay mean that products will become indistinguishable from each other, placing acompetitive premiumon a firm's ability to rapidly introduce new products into themarketplace. In fact, speed-to-market may become the sole source of competitive advantage.The Information AgeChanges in information technology have made rapid access to information available to firms all over the world, regardless of size. Consider how the increase in the numberof relatively inexpensive personal computers (PCs), their linkage throughcomputer networks, cellular phones and the ability to access massive data bases havecombined to increase the speed and diffusion of information and information technologies as well as to turn the ability to access and use information into apotential source of competitive advantage:rapid flow of information and the more efficient management of increased information sharing capability using electronic or e-mailincrease in the number and power (or capability) ofPCs. information-carrying infrastructure available to firms world-wide through theInternet and World Wide Webcompanies being wired to link themselves to customers, employees, vendors andsuppliers around the globetrade conducted on the Internet is expected to increase dramatically from $7.8billion in1997 to $ 105 billion by 2000The continued rapid introduction and diffusion of new information technologies alsomay have interesting implications for firms such as America Online (AOL), as theybattle to both understand and create users' future information access and use needs.To better position itself, AOL acquired its largest competitor, CompuServe, throughan agreement with WorldCom. As a result, AOL has increased its revenues almost 40-fold, from $53 million in 1993 to $2 billion in 1997.Increasing Knowledge intensity.It is becoming increasingly apparent that knowledge--information, intelligence andexpertise--may not only be a critical organizational resource, but may be a source ofcompetitive advantage. As a result:Organizations must improve their ability to transform the accumulatedknowledge of employees into a firm assetShareholder value can be positively impacted by the value of a firm’s intangibleassets, such as knowledge (Note; Intangible assets will be discussed more fully in Chapter 3.)This means that, to achieve competitive advantage in the new, information-intensivecompetitive landscape, firms must move beyond accessing information to exploitinginformation by:●Capturing intelligence●Transforming intelligence into usable knowledge●Embedding it as organizational learning●Diffusing it rapidly throughout the organizationThe implication of this discussion is that, to achieve strategic competitiveness and earn above-average returns, firms must develop the ability to adapt rapidly to change or achieve strategic flexibility.Strategic flexibility represents the set of capabilities---in all areas of their operations ---that firms use to respond to the various demands and opportunities that are found in dynamic, uncertain environments. This implies that firms must develop certain capabilities, including Organizational slacks which affords firms with the ability to respond to environmentalchanges.The capacity to learn continuously, which provide the firm with new skill-sets.Teaching suggestion;Use the text' s example of Coca-Cola's development of aneffective distribution system and the establishment of anchor bottlers--in their globalbottling network--to build the resources and expertise necessary that enable Coca-Cola to enable the strategic flexibility that will enable them to take advantage ofopportunities across a broad range of global markets.Two models describing key strategic inputs to a firm's strategic actions are nextdiscussed: the Industrial Organization (or externally-focused) model and the Resource-based (or internally-focused) model.THE I/O MODEL OF ABOVE ARAGE RETURNSTeaching suggestion; The recommended teaching strategy for this section is to first discuss the assumptionsunderlying the I/O model. Then, use Figure 1-3 to introduce linkages in the I/O model and provide the background for an expanded discussion of the model in Chapter 2.The I/O or Industrial Organization model adopts an external perspective to explain that forcesoutside of the organization represent the dominant influences on a firm’s strategic actions. Inother words, this model presumes that the characteristics of and conditions present in the external environment determine the appropriateness of strategies that are formulated and implemented inorder for a firm to earn above-average returns.The I/O model is based on the following four assumptions:The external environment--the general, industry and competitive environments--imposes pressures and constraints on firms and determines strategies that will result in superior returns.In other words, the externalenvironment pressures the firm to adopt strategies to meet that pressures while simultaneously constraining or limiting the scope of strategies that might be。
教案Unit+1Reading+and+thinking++教案人教版2019必修第二册
3.Whatcanwedotokeeptheheritagewe11enoughtopassitontofuturegenerations?
Suggestedanswers:
1.Thep1aceinthephotoispartoftheGreatWa11ofChina.Itismadeupfromdifferentsectionsofwa11over21z000ki1ometresandwasbui1toverthousandsofyears.Itrunsacrossthehistorica1northernborderofChina.Itisoneofthemostfamousp1acesinthewor1dandreceivesmi11ionsofvisitorseveryyear.
Step2:1istening
Activity1Warmingup
Before1istening,showthefo11owingpicturestothestudentstoarousetheirinterest,andthenaskthemquestions.
Step1
通过讨论图片内容,激活学生的背景知识，从已知到未知，让学生理解文化遗产是过去人类所创造的，由现代人类继承并传于后世，是把人类的过去、现在和未来联系起来的纽带。保护文化遗产应该从小做起，从自我做起。同时，通过问题的探讨，能唤起学生保
4.1earningstrategy:
1resourcingstrategy:studentswi11beencouragedtotakeadvantageoftheinternetformoreinformationaboutthedeve1opmentofEng1ish.
美国管理学杂志(AMJ)-研究领域和选题细目
美国管理学杂志(Academy of Management Journal)－投稿与评论主题编码指南Instructions for Electronic Submission & Reviewer Topic Codes美国管理学杂志(AMJ)--Code Keyword Name1 Theoretical Perspectives1 1 Agency theory1 2 Attribution theory1 3 Behavioral Decision Theory1 4 Chaos theory1 5 Complexity theory1 6 Control theory1 7 Critical theory1 8 Cultural anthropology1 9 Cybernetics theory1 10 Ecological economics1 11 Equity theory1 12 Exchange theory1 13 Expectancy theory1 14 Feminist theory1 15 Game theory1 16 Goal-setting theory1 17 Human capital theory1 18 Image theory1 19 Impression management theory1 20 Industry-structure economics1 21 Institutional theory1 22 Interactionist theory1 23 International trade theory1 24 Leadership theories1 25 Learned helplessness1 26 Microeconomic theory1 27 Network theory1 28 Open systems theory1 29 Organizational/institutional economics1 30 Person-environment fit theory/person-organization fit theory 1 31 Philosophy of science and/or sociology of knowledge1 32 Population ecology theory1 33 Post-modern/ post-structuralist theory1 34 Power/politics1 35 Prospect theory1 36 Psychoanalytic theory1 37 Reinforcement theory1 38 Relative deprivation theory1 39 Resource dependence theory1 40 Resource based view1 41 Rhetorical theory1 42 Role stress theory1 43 Schema theory1 44 Signaling theory1 45 Social capital theory1 46 Social categorization theory1 47 Social cognition theory1 48 Social exchange theory1 49 Social learning theory1 50 Social information processing theory1 51 Social construction of organizational phenomena1 52 Social identity theory1 53 Status congruence theory1 54 Strategic contingencies theory1 55 Structural contigency theory1 56 Structuration theory1 57 Symbolic interactionism1 58 Theories of sustainable development1 59 Trait theory1 60 Transaction costs theory1 61 Other2 62 Research Methods2 62.1 Qualitative Orientation2 62.1.1 Ethnography2 62.1.2 Case2 62.1.3 Participant Observation2 52.1.4 Text/content analysis2 62.1.5 Other2 62.2 Quantitative Orientation2 62.2.1 Archival2 62.2.2 Survey2 62.2.3 Lab experiment2 62.2.4 Field experiment2 62.2.5 Action research2 62.2.6 Other2 62.3 Research Design2 62.3.1 Cross-sectional2 62.3.2 Longitudinal2 62.3.3 Panel/Pooled2 62.4 Analysis2 62.4.1 Structural equation modeling2 62.4.2 Meta-analysis2 62.4.3 Multi-level (e.j., HLM, WABA, RCM)2 62.4.4 Event studies2 62.4.5 Network analysis2 62.4.6 Traditional2 62.4.7 Other3 Topic Areas3 63 Management History3 64 Management education and development 3 65 Organizational behavior3 65.1 Individual Level of Analysis3 65.1.1 Attitudes/beliefs/ values3 65.1.2 Decision making3 65.1.3 Emotions & mood (e.g. stress, anger)3 65.1.4 Cognition and perception3 65.1.5 Perceptual issues3 65.1.6 Justice/fairness3 65.1.7 Person-Organization/Person-Environment fit3 65.1.8 Motivation3 65.1.9 Behavior3 65.1.9.1 Absenteeism3 65.1.9.2 Deviance/counter productive behaviors3 65.1.9.3 Turnover3 65.1.9.4 Impression management3 65.1.9.5 Whistleblowing3 65.1.9.6 Organizational citizenship behavior3 65.2 Group Level of Analysis3 65.2.1 Group/team emergent states3 65.2.1.1 Cohesion3 65.2.1.2 Collective efficacy3 65.2.1.3 Empowerment3 65.2.1.4 Potency3 65.2.1.5 Psychological saftey3 65.2.1.6 Trust3 65.2.2 Group/team characterisitics3 65.2.2.1 Composition/diversity3 65.2.2.2 Size3 65.2.2.3 Structure3 65.2.2.4 Norms3 65.2.2.5 Tasks (e.g. design, interdependence, complexity) 3 65.2.2.6 Virtual3 65.2.3 Group/team processes3 65.2.3.1 Boundary Management3 65.2.3.2 Conflict management3 65.2.3.3 Communication3 65.2.3.4 Coordination3 65.2.3.5 Decision making3 65.2.3.6 Formation & socialization3 65.2.3.7 Motivation3 65.2.3.8 Information processing3 65.2.3.9 Intergroup relations3 65.2.3.10 Leadership3 65.2.3.11 Social Networks3 65.2.3.12 Strategy formulation3 66 Business Policy and Strategy3 66.1 Strategic Management Process3 66.1.1 Competitive Surveilance/ intelligence3 66.1.2 Knowledge Management3 66.1.3 Plannings systems3 66.1.4 Strategic change processes3 66.1.5 Strategic control and reward systems3 66.1.6 Strategic decision making3 66.1.7 Strategy implementation3 66.1.8 Strategic vision/mission/goals3 66.2 Upper Echelons/ Corporate Governance3 66.2.1 Board of Directors3 66.2.2 CEO decision making3 66.2.3 CEO/TMT decision making3 66.2.4 CEO/TMT networks3 66.2.5 Compensation3 66.2.6 Executive succession3 66.2.7 Reputation3 66.2.8 Stakeholders3 66.2.9 Stockholders/investors3 66.2.10 Strategic leadership3 66.2.11 TMT Composition and Dynamics3 66.3 Corporate Strategy3 66.3.1 Corporate core competences3 66.3.2 Corporate diversification (e.g. portfolio, product, geographic) 3 66.3.3 Corporate restructuring3 66.3.4 Merger/Acquisition strategy and implemenation3 66.3.5 Multidivisional structures3 66.3.6 Multinational strategy3 66.3.7 Political strategies/government relations3 66.3.8 Vertical integration, contracting, make vs. buy3 66.4 Cooperative Strategy3 66.4.1 Alliance formation3 66.4.2 Alliance networks3 66.4.3 Managing strategic alliances3 66.5 Business and Competitive Strategy3 66.5.1 Business-level strategy3 66.5.2 Industry structure analysis3 66.5.3 Intra-industry structure/groups3 66.5.4 Competitive dynamics3 66.5.6 Competitor intelligence3 66.5.7 Functional strategies3 66.5.8 Business-level resources/capabilities3 67 Managerial Consultation3 68 Production and Operations Management3 68.1 Capacity Planning3 68.2 Computer-based production and information systems3 68.3 Facility layout and location3 68.4 International Operations Management3 68.5 Process technologies3 68.6 Production and inventory control3 68.7 Operations strategy3 68.8 Quality management3 68.9 Scheduling3 68.1 Supply chain management3 69 Organization and Management Theory3 69.1 Adaptation/Change3 69.2 Alliances/Inter-organizational Linkages3 69.3 Cognition3 69.4 Conflict-control3 69.5 Corporate Governance/Boards3 69.6 Culture3 69.7 Decision-making3 69.8 Design/Structure3 69.9 Ecology (Organizational and Population)3 69.1 Embeddedness3 69.11 Environmental components (conceptualizing and assessing) 3 69.12 Identity3 69.13 Information processing and Interpretive systems3 69.14 Innovation/Technology3 69.15 Interorganizational fields3 69.16 Knowledge Management3 69.17 Labor markets and mobility3 69.18 Organizational Learning3 69.19 Networks3 69.20 Organizational Demography3 69.21 Organizational Effectiveness3 69.22 Organizational life cycle3 69.23 Path Dependence3 69.24 Power/politics3 69.25 Reputation3 69.26 Reward and Incentive systems3 69.27 Restructuring/downsizing3 69.28 Risk3 69.29 Stakeholders3 69.30 Top management teams3 69.31 Trust3 70 Human Resource Management and Industrial Relations3 70.1 Recruitment, planning, & forecasting3 70.2 External staffing (selection, placement, & socialization)3 70.3 Internal staffing (careers, promotion, succession planning)3 70.4 Downsizing & layoffs3 70.5 Diversity management3 70.6 Training and development3 70.7 Performance evaluation & management3 70.8 International & cross-cultural HR management3 70.9 Employees rights & legislation3 70.10 Health & safety3 70.11 Strategic HRM (division & organizational level)3 70.12 Unionization/collective bargaining/labor relations3 70.13 HR information systems3 70.14 Work-related attitudes & behaviors (e.g. satifaction, absenteeism, & turnover) 3 71 Social Issues in Management3 71.1 Corporate corruption3 71.2 Corporate governance3 71.3 Corporate political action/strategy3 71.4 Corporate social responsibility3 71.5 Ecology and ecological issues3 71.6 Ethics and codes of conduct3 71.7 Stakeholder issues3 71.8 Crisis and issue management3 72 International Management3 72.1 Market entry strategies3 72.1.1 Determinants of entry mode3 72.1.2 International alliances and networks3 72.1.3 International joint ventures3 72.1.4 Cross-border mergers and acquisitions3 72.2 Managing functions globally3 72.2.1 International sourcing3 72.2.2 Global supply chain management3 72.2.3 International HR3 72.2.4 Global teams3 72.2.5 International R &D3 72.2.6 Global marketing3 72.2.7 Global innovation and new product development3 72.3 Managing the Multinational Enterprise3 72.3.1 MNE structure and processes3 72.3.2 Intergration-responsiveness issues3 72.3.3 Organizational learning in MNEs3 72.3.4 Headquarters-subsidiary relationships3 72.3.5 Knowledge management and transfer3 72.3.6 Corporate governance3 72.3.7 Top management teams3 72.4 Comparative management3 72.4.1 Cross-cultural management3 72.4.2 Entrepreneurship across countries3 72.4.3 National business practices/systems3 72.5 Policy environment3 72.5.1 Political risk analysis3 72.5.2 MNE -stakeholder relations, including government relations3 72.5.3 Emerging economies3 72.5.4 Privatization/deregulation of industries3 72.5.5 MNE impact on host countries3 72.5.6 Intellectual property rights3 72.5.7 Location, clusters, and national competitiveness3 73 Organizational Development and Change3 73.1 Narrative and discourse analytic studies of change3 73.2 Organizational diagnosis-intervention-outcomes (Organizational Development) 3 73.3 Political dynamics3 73.4 Resistance to change3 73.5 Role of change agents3 73.6 Creation/testing of Theories and Models of Change3 74 Organizational Communication and Information Systems3 74.1 Communication and information research methodology3 74.2 V erbal, nonverbal, and electronic communication3 74.3 V ertical, horizontal, and diagonal communication3 74.4 Inter-group and intra-group communication3 74.5 Communication networks3 74.6 Organizational adoption of communication and information technology 3 74.7 Communication and information strategy and policy3 74.8 Communication and organizational culture3 74.9 Interpersonal communication3 74.10 Managing information technology services3 74.11 Virtual teams, virtual work, and virtual organizations3 74.12 Managing information systems professionals3 74.13 E-communications3 74.14 Information systems development3 74.15 Electronic value systems, value chains, and value webs3 74.16 Knowledge work, knowledge workers, and knowledge networks3 74.17 IT infrastructure and/or governance of IT services3 74.18 E-Business, e-commerce, and e-markets3 75 Health Care Administration3 76 Public Sector Management3 77 Careers3 77.1 Career changes and transitions3 77.2 Global and cross-cultural careers3 77.3 Social changes and careers3 77.4 Organizational career systems3 77.5 Individual career planning and placement3 77.6 Internal labor market structures3 77.7 Careers over the working life-span3 77.8 Mentoring3 77.9 Diversity and careers3 78 Gender and Diversity in Organizations3 79 Entrepreneurship3 79.1 Founder characteristics3 79.2 Family enterprises3 79.3 New venture strategies3 79.4 International entrepreneurship3 79.5 Initial public offerings (IPOs)3 79.6 V enture capital3 79.7 Corporate entrepreneurship3 Governance3 79.8 Organizational life cycle (e.g. birth, survival, growth, death) 3 80 Technology and Innovation Management3 80.1 Strategic Management of Technology3 80.2 Innovation Processes3 80.3 Innovation Diffusion/Implementation/Use of Technologies 3 80.4 Technology Development Trajectories3 80.5 Intellectual Capital3 80.6 Product Development Strategies3 80.7 Management of Technical Projects3 80.8 Behaviors and Characteristics of Technical Professionals3 80.9 Technology Forecasting and Policies3 80.10 Information Technology3 80.11 Effects of New Technologies on Organizational Forms3 80.12 Integration of New Technology into the Organization3 81 Conflict Management3 81.1 Justice/injustice3 81.2 Negotiation3 81.3 Power/politics3 81.4 Third party intervention3 82 Managerial and Organizational Cognition3 82.1 Attention3 82.2 Attribution3 82.3 Decision-making3 82.4 Ideology3 82.5 Information Processing3 82.6 Learning3 82.7 Memory3 82.8 Mental Representations and Images3 82.9 Perceptual and Interpretive Processes3 82.10 Social Construction of organizational phenomena3 82.11 Use of symbols3 83 Critical Management Studies3 84 Management Spirituality and Religion3 85 Organizations and the Natural Environment10。
企业战略管理英文版(第一章)
Important Definitions
Risk
An investor's uncertainty about the economic gains or losses resulting from a particular investment.
Average returns
Returns equal to what an investor expects from other investments with similar amount of risk.
2006 by Nelson, a division of Thomson Canada Limited.
1-7
What is Strategy?
"A unified, comprehensive, and integrated plan designed to ensure that the basic objectives of the enterprise are achieved." (Glueck, 1980:9) "The pattern or plan that integrates an organization's major goals, policies, and action sequences into a cohesive whole." (Quinn, 1980) "A pattern of resource allocation that enables firms to maintain or improve their performance. "A good strategy… neutralizes threats and exploits opportunities while capitalizing on strengths and avoiding or fixing weaknesses." (Barney, 1997:17)
国际商务谈判英文版PPT-8 . Negotiation Strategies
• the ability to develop effective negotiation strat egies is improved if a negotiating team already has clear, specific goals – and knows what the goals of the other team are
• Managers who participate in international business n egotiations must be flexible enough to convert probl ems into opportunities
• Managers demonstrate their flexibility in the course o f a negotiation by being willing to re-evaluate and ref ormulate strategies which are turning out to be inapp ropriate
International Business Negotiation
Principles and Practice
8 Negotiation Strategies
Overview
• STRATEGY IN NEGOTIATIONS • STRATEGIC ORIENTATIONS • MAXIMUM GAIN STRATEGIES • NEGOTIATING TACTICS
t of a certain price range or profit level – a supply contract with a potential foreign partner – access to a foreign partner’s technology
管理学-管理学关键词中英文对照
管理学关键词中英文对照1．管理Manage2．管理的目标Management goal3．组织绩效Organization performance4．效益Effectiveness5．效率Efficiency6．管理的二重性Twoness of management7．管理职能Management functions8．计划Plan9．组织Organize10．指挥Command11．协调Coordinate12．控制Control13．计划职能Planning14．组织职能Organizing15．领导职能Leading16．控制职能Controlling17．管理学Management18．管理者Manager19．高层管理者Top managers20．中层管理者Middle managers21．基层管理者Fist-line managers22．组织层次Organizational levels23．管理者的角色The Role of the manager24．人际关系角色Interpersonal roles25．信息情报方面的角色Informational roles26．挂名首脑Figurehead27．监听者Monitor28．谈判者Negotiator29．决策方面的角色Decisional roles30．组织规模Organizational sale31．价值取向Value orientation32．管理者的素质Stuff of managers33．智力商数Intelligence Quotient, IQ34．情商Emotional Intelligence, EI35．情绪Mood36．情感智力Emotional Quotient, EQ37．管理技能Management skill38．技术技能Technical skill39．人际技能Human skill40．概念技能Conceptual skill41．劳动分工Divide of labor42．劳动生产力Prolificacy of work43．劳动时间Time of work44．科学管理理论Scientific management theory 45．工业革命Industrial revolution46．泰罗制Taylor’s Principles47．时间研究Labor time study48．动作研究Motion study49．一般管理理论General administrative theory 50．管理原则Principles of management51．行政组织理论Administrative organization theory 52．古典组织理论Classical organization theory 53．行政管理Administrative management54．官僚制Bureaucracy55．官僚行政组织Bureaucracy56．行为科学Behavior science57．霍桑效应Hawthorne effect58．组织行为Organization behavior59．行为科学理论Behavior school60．X –Y 理论Theory X Y61．X理论Theory X62．Y理论Theory Y63．管理理论丛林Management theory jungle64．管理过程学派Management process school 65．人际关系学派Human relation school66．人际关系Human relation67．群体行为学派Group behavior school68．经验（或案例）学派Experience school69．社会合作系统学派Social technical systems theory 70．社会技术系统学派Social technical systems theory 71．系统管理学派Systems theory school72．决策理论学派Decision theory school 73．管理科学学派Management science school 74．权变理论学派Contingencies theory school 75．权变Contingencies76．经理角色学派Manager role school77．企业文化Organization culture78．愿景Vision79．共同愿景Shared vision80．文化冲击Culture shock81．公司再造Company Reengineering82．准时生产（JIT）Just-in-time83．计算机集成制造系统（CIM）Computer integrated manufacturing 84．精益生产Lean manufacturing85．学习型组织Learning organization86．管理环境Managerial environment87．外部环境External environment88．内部环境Internal environment89．一般环境因素General environmental factors90．宏观环境因素Macro environmental factors91．直接作用因素Direct-action factors92．间接作用因素Indirect-action factors93．环境的复杂性Environmental complexity94．动态环境Dynamic environment95．PEST分析法, PEST(polictial,economic,social,technological) 96．政治与法律环境Political & Legal environment97．特殊任务环境Specific environment98．供应商Suppliers99．服务对象Service object100．顾客Customer101．竞争对手Competitors102．潜在竞争对手Potential competitors103．竞争环境Competitive environment104．竞争意识Competitive intelligence105．进入障碍Barriers to entry106．规模经济Economies of scale107．范围经济Economies of scope108．政府管理部门Government Management department109．特殊利益团体Special-interest groups110．组织内部环境Organizational environment111．组织文化Organizational culture112．使命Mission113．凝聚力Cohesiveness114．合作Collaboration115．核心竞争力Core competence116．环境设计Design for environment117．组织设计Organizational design118．社会责任Social responsibility119．社会义务Social obligation120．社会响应Social responsiveness121．管理道德Management ethics122．道德规范Morality rule123．伦理Ethics124．可持续发展Sustainable development125．全球化Globalization126．全球组织模式Global organization model127．全球性组织Global organization128．全球性外包Global outsourcing129．全球战略Global strategy130．组织利益相关者Stakeholders131．组织Organization132．组织绩效Organizational performance133．生产型组织Manufacture organization134．服务型组织Service organization135．私人组织Private organization136．公共组织Commonality organization137．正式组织Formal organization138．非正式组织Informal organization139．实体组织Entity organization140．虚拟组织Virtual organization141．商业计划Business plan142．企业家Entrepreneur143．企业家才能Entrepreneurship144．创业Entrepreneurship145．创业机会分析Opportunity analysis146．组织目标Organizational goals147．研究与开发(R&D)Research and development 148．目标管理（MBO）Management by objective 149．企业Enterprise150．小企业Small business151．企业法人Corporation152．组织的法律形式Legal forms of organization 153．独资企业Solely- invested enterprise154．个人业主制企业 Sole proprietorship155．合伙制企业Partnership enterprise156．公司制企业Corporation157．有限责任公司Limited liability partnership 158．股份有限公司Limited liability Company 159．无限公司Unlimited company160．两合公司Limited partnership161．企业集团Group company162．劳动密集型企业Labor denseness enterprise 163．资金密集型企业Capital denseness enterprise 164．知识密集型企业Knowledge denseness enterprise 165．股东Shareholder166．董事Director167．董事会Directorate168．监事Monitor169．总经理General manager170．首席执行官（CEO）Chief executive officer171．非营利性组织Nonprofit organitation172．企业生命周期The corporate lifecycles173．发展Development174．萌芽阶段Embryonic stage175．衰退阶段Decline stage176．环境的不确定性Environmental uncertainty 177．组织变革Organization transform178．障碍Obstacle179．核心能力Core competencies180．战略Strategy181．战略管理Strategic management182．战略单位Strategic business units183．企业战略Enterprise strategy184．业务战略Business stratagem185．战略实施Strategy implementation186．差异化Differentiation187．差异化战略Differentiation strategy188．集中战略Concentration strategy189．一体化Intgeration190．纵向一体化V ertical integration191．同业多样化战略Concentric diversification strategy 192．战略联盟Strategic alliance193．合作战略Cooperative strategies194．机会Opportunities195．威胁Threats196．优势Strengths197．劣势Weaknesses198．风险Venture199．SWOT分析SWOT analysis200．成长战略Growth strategies201．稳固战略Stability strategies202．撤退战略Retrenchment strategies203．战略方针Strategic policy204．战略目标Strategic goles205．战略步骤Strategic process206．战略重点Strategic keystone207．战略措施Strategic measure208．预测Forecasting209．长期预测Long-time forecast210．中期预测Metaphase forecast211．短期预测Short-time forecast212．定性预测方法Qualitative forecast213．定量预测方法Quantitative forecast214．德尔菲法Dalphi Method215．讨论Discussion216．集合意见法Jury of opinion217．头脑风暴法Brainstorming218．时间序列法Time series analysis models 219．因果分析法Cause and effect analysis models 220．回归分析预测法Regression modals221．决策Decision222．决策过程Decision –making process 223．问题Problem224．决策标准Decision criteria225．权重Weights226．备选方案Alternatives227．最优化决策Optimum decision228．满意Satisfied229．评价Evaluating230．直觉决策Intuitive decision231．定性决策Qualitative decision232．定量决策Quantitative decision233．战略决策Stratagem decision making234．战术决策Tactics decision235．程序化决策Programmed decision236．非程序化决策Nonprogrammed decision 237．确定型决策Certain decision238．风险型决策Risk decisions239．不确定型决策Uncertain decision240．长期决策Long-term decision241．中期决策Intermediate-term decision242．短期决策Short-term decision243．个人决策Person decision244．集体决策Group decision245．有限理性Bounded rationality246．量本利分析法Breakeven analysis247．盈亏平衡点Breakeven point248．固定成本Fixed costs249．变动成本Variable costs250．决策树Decision tree251．悲观决策法Pessimistic decision252．乐观决策法Optimistic decision253．折衷决策法Compromise decision254．机会均等决策法Occasion equalization decision 255．最小后悔值决策法Regardless decision 256．计划Plan257．执行计划Execute plan258．宗旨Aim259．使命Mission260．目标Goal261．战略Stratagem262．政策Policy263．程序Process264．规则Rule265．规划Program266．项目Project267．预算Budget268．环境扫描Environmental scanning269．长期计划Long-term plans270．中期计划Intermediate-term plans271．短期计划Short-term plans272．战略计划Strategic plans273．业务计划Operational plans274．综合计划Synthetic plans275．局部计划Department plans276．项目计划Project plans277．高层管理计划Top management plans278．中层管理计划Middle management plans279．基层管理计划Fist-line management plans280．生产计划Manufacture281．供应计划Provide plans282．新产品开发计划New product plan283．营销计划Marketing plans284．财务计划Finance plans285．人事计划Human plans286．情境计划Scenario planning287．后勤保障计划Service ensure plans288．指令性计划Mandatory plans289．指导性计划Directional plans290．派生（辅助）计划Derivative plans291．甘特图Gantt chart292．滚动计划方法Rolling plan technique293．网络计划技术Network plan technique294．项目评审法(PERT) Program Evaluation and review techniques 295．线性规划Linear programming296．组织Organizing297．组织结构Organizational structure298．组织工作Organize299．劳动分工Division of labor300．统一指挥Unity of command301．职权Authority302．职责Accountability303．直线权力Line authority304．参谋权力Staff authority305．职能权力Function authority306．组织设计Organizational design307．组织结构设计Organizational structure design 308．组织手册Organization handbook309．职位说明书Job description310．组织系统图Organization system chart 311．组织规模Organization scale312．机械式的结构Mechanistic organization 313．单件生产Unit production314．小量生产Small production315．成批生产Process production316．大量生产Mass production317．连续生产Continuum production318．目标原则Goal principle319．管理幅度Span of control320．指控链Chain of command321．管理层次Chain of command322．岗位设定Job design323．工作分析Job analysis324．岗位设定Job design325．岗位轮换Job rotation326．多样化培训Diversity training327．岗位扩大化Job enlargement328．岗位丰富化Job enrichment329．部门划分Departmentalization330．部门化Departmentalization331．职能部门Functional department332．产品部门化Product departmentalization 333．地区划分部分Geographical departmentalization 334．顾客划分部门Customer departmentalization 335．管理者的能力Ma nager’s ability336．扁平型组织Flattening organization337．锥型组织Awl organization338．组织构架Organizational architecture339．机械式组织Mechanistic organization340．有机式组织Organic organization341．集权Centralization of state power342．集权组织Centralized organization343．分权Decentralization of state power344．分权组织Decentralized organization345．委员会制Committee system346．直线制组织结构Line strcture347．职能制组织结构Functional structure348．直线职能制组织结构Line-functional structure349．事业部制组织机构Divisional structure350．矩陈制组织结构Matrix structure351．专门工作组Bottlegging352．模拟分权制组织Simulation Decentralized organization 353．网络结构Network structure354．领导Leading355．领导Leadership356．职位权力Position power357．个人影响Referent power358．合法权Legitimate authority359．奖赏权Reward power360．惩罚权Punish right361．模范权Exemplary right362．专长权Specialty right363．魅力权Glamour right364．感情权Affection right365．士气Morale366．领导风格Leadership styles367．专制作风Autocratic styles368．民主作风Democratic styles369．放任作风Laissez-faire styles370．领导行为理论Behavioral approach371．管理方格图Managerial grid chart372．贫乏型管理Impoverished management373．任务型管理Task management374．俱乐部型管理Country club management375．中庸型的管理Middle –of –the- road management 376．团队型的管理Team management377．领导权变理论Contingency theory378．菲德勒的权变理论Fiedler contingency model379．“任务导向型”的领导方式Task –oriented leadership 380．“关系导向型”的领导方式Relationship-oriented leadership 381．菲德勒模型The Fiedler model382．情境领导理论Situational leadership theory383．途径——目标理论Path –goal theory384．教练Coach385．指导Coaching386．授权Authorization387．沟通Communicate388．消息Message389．渠道Channel390．传言链Grapevine chains391．语言沟通Verbal communication392．非语言沟通Nonverbal communication393．身体语言Body language394．过滤Filtering395．正式沟通Formal communication396．非正式沟通Informal communication397．小道消息Grapevine398．横向沟通Horizontal communication399．单向沟通One –way communication400．对上沟通Upward communication401．对下沟通Downward communication402．斜向沟通Diagonal communication403．沟通网络Communication network404．链式沟通网络Chain communication network 405．环式沟通网络Round communication network 406．Y式沟通网络Y communication network407．纵向沟通网络Vertical communication network 408．轮式沟通网络Wheel communication network 409．全通道式沟通网络All channel communication network 410．团队管理Team management411．激励Motivation412．激励因素Motivators413．需求Needs414．诱因Inducement415．动机Motivation416．行为Action417．绩效Performance418．激励理论Motivation theory419．内容型激励理论Content motivation theory420．积极性Enthusiasm421．需求层次理论Hierarchy of needs theory422．需求Need423．需求层次Need hierarchy424．生理需要Physiological needs425．安全需要Safety needs426．社交需要Social need427．尊重需要Esteem need428．自我实现需要Self –actualization needs 429．“ERG”理论ERG theory430．存在需要Existence need431．关系需要Relatedness need432．成长需要Growth need433．成就激励论Three-need theory434．成就需要Need for achievement435．权力需要Need for power436．合群需要Need for affiliation437．双因素理论Two –factors theory438．激励——保健理论Motivation –Hygiene theory 439．保健因素Hygiene factors440．激励因素Motivation factors441．满意Satisfaction442．不满意Dissatisfaction443．过程型激励理论Process motivation theory 444．期望Expectancy445．期望理论Expectancy theory446．效价Valence447．努力Make great efforts448．期望Expectation449．公平理论Equity theory450．投入Input451．产出Outcomes452．公平Equity453．不公平Inequity454．外在强化Extrinsic rewards455．内在强化Intrinsic rewards456．强化理论Reinforcement theory457．正强化Positive reinforcement458．负强化Negative reinforcement459．规避性学习Avoidance learning460．修正行为Behavior modification461．搭便车Hitchhike462．投机心理Venture psychology463．消退Fade away464．目标激励法Goal –setting theory465．报酬激励法Reward –setting theory466．工资Wage467．津贴Allowance468．认可Certificate469．赞赏Admiration470．奖惩Rewards and punishment471．惩罚Punishment472．考评Appraise473．控制Control474．控制系统Control system475．信息Information476．反馈Feedback477．信息反馈Information feedback478．控制论Cybernectics479．偏差Warp480．纠正Rectify481．前馈控制Feedforward control482．实时控制Real-time control483．反馈控制Feedback control484．业绩考核Performance appraisals 485．财务报表Financial statement486．资产负债表Balance sheet487．损益表Income statement488．现金流量表Statement of cash flow 489．预算Budgeting490．预算控制Budgeting control491．财务预算Financial budget492．业务预算Operation budget493．销售预算Sell budget494．生产预算Production budget495．生产进度日程表Production schedule table 496．内部审计Internal audit497．外部审计External audit498．创新Innovation499．技术创新Technoiogical innovations 500．产品创新Product innovation501．流程再造Process reengineering502．产品设计Product design503．首席技术官Chief technology officier。
跨文化交际 跨文化交际能力的培养
6、轮流交谈的相互交往能力（the ability to take turns in discussion and initiating and termination of interactions based on a reasonably accurate assessment of the needs and desires of others）。
王：好吧 ，你们打算怎么处理那个流氓。
校方：如果你女儿有意见 ，她可以找教育委员会。
四、文化适应的心理过程
我们这学期讨论了很多跟跨文化交际有关的知 识 ，毫无疑问，这些都将帮助我们在今后的跨文化 交际实践中做得更好 。如果我们所谈过的，交际能 力的获得是一个文化适应过程、心理适应过程 。一 个人即便对文化差异了解甚多 ，在跨文化交际中 ， 当初到他乡异国时 ， 未必能马上活学活用 ，取得立 竿见影的实际效果 。这是因为不同人对新环境、新 的交际对象 ，具有不同的心理适应阶段，对文化差 异的敏感性也有一个由浅至深的过程。
交际者必须尽量用言语和非言语行为（目光语， 身势语，语调等） 向对方表示感兴趣 ， 以建立有效 交际的基础。
2 、采取描述性、非评价性和非判断性态度（the ability to respond to other in a descriptive， nonevaluative and nonjudgemental way）。
Chap-9-Cooperative-StrategiesPPT课件
-
14
Business-Level Cooperative Strategy: Introduction
Business level cooperative strategies are used to grow and improve firm performance in individual product markets.
▪ 2. Horizontal CSA: • Partnering firms share resources & capabilities from the same stage of the value chain to create a competitive advantage. • Commonly used for long-term product development and distribution opportunities.
▪ Strategic alliances (SA):
• Can be used at the business level to respond to competitor’s attacks.
-
15
BL Cooperative Strategy: Complementary SAs
Complementary Strategic Alliances (CSA):
▪ Firms share some of their resources and capabilities in complementary ways to develop competitive advantages.
-
7
Collusive strategies
• Strategic alliances are the primary cooperative arrangements used by firms.
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
co-development or distribution of goods or services
Strategic Alliance
Firm A
Firm B
Resources Capabilities Core Competencies
Chapter 11 Organizational Structure and
Controls
Chapter 12 Strategic Leadership
Chapter 13 Strategic Entrepreneurship
Feedbቤተ መጻሕፍቲ ባይዱck
Strategic Competitiveness Above-Average
Combined Resources Capabilities Core Competencies
Resources Capabilities Core Competencies
Mutual interests in designing, manufacturing, or distributing goods or services
establishing standards)
Reasons for Strategic Alliances by Market Type
Market
Reason
Fast Cycle
• Speed up development of new goods or service
• Speed up new market entry • Maintain market leadership • Form an industry technology standard • Share risky R&D expenses • Overcome uncertainty
Returns
Cooperative Strategy
❖ Cooperative strategy is a strategy in which firms
work together to achieve a shared objective
❖ Cooperating with other firms is a strategy that
Reasons for Strategic
Alliances by Market Type
Market
Reason
Standard Cycle
• Gain market power (reduce industry overcapacity)
• Gain access to complementary resources • Establish economies of scale • Overcome trade barriers • Meet competitive challenges from other
Cooperative Strategy（英文版）
Strategic Inputs
Chapter 2 The External Environment
Chapter 3 The Internal Environment
Strategic Intent Strategic Mission
The Strategic Management Process
❖ Nonequity strategic alliances: contractual agreements given to a company to supply, produce, or distribute a firm’s goods or services without equity sharing
Strategic Outcomes Strategic Actions
Strategy Formulation
Chapter 4 Business-Level
Strategy
Chapter 5 Competitive Rivalry
and Competitive Dynamics
Chapter 6 CorporateLevel Strategy
Chapter 7 Acquisition and Restructuring
Strategies
Chapter 8 International
Strategy
Chapter 9 Cooperative
Strategy
Strategy Implementation
Chapter 10 Corporate Governance
❖ A strategic alliance is a cooperative strategy in which
firms combine some of their resources and capabilities
to create a competitive advantage
❖ A strategic alliance involves
Types of Cooperative Strategies
❖ Joint venture: two or more firms create an independent company by combining parts of their assets
❖ Equity strategic alliance: partners who own different percentages of equity in a new venture
Reasons for Strategic Alliances by Market Type
Market
Reason
Slow Cycle
• Gain access to a restricted market • Establish a franchise in a new market • Maintain market stability (e.g.,
creates value for a customer exceeds the cost of constructing customer value
in other ways establishes a favorable position relative to
competition
Strategic Alliance