管理学原理英文版最新版教学课件第12章
合集下载
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(英文版全套课件)
• Malcolm Baldrige National Quality Award established by the U.S. Congress in 1987 • ISO 9000, pioneered by the Europeans • European Quality Award given by the European Foundation
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
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
管理学教学课件chapter 12
©2012 Pearson Education, Inc. All rights reserved
12/ 3
Copyright © 2012 Pearson Education, Inc. Management, Eleventh Edition by Stephen P. Robbins & Mary CPouultberlishing as Prentice Hall
©2012 Pearson Education, Inc. All rights reserved
12/ 9
Exhibit 12-3 Major HRM Laws (cont.)
Copyright © 2012 Pearson Education, Inc. Management, Eleventh Edition by Stephen P. Robbins & Mary CPouultberlishing as Prentice Hall
STEPHEN P. ROBBINS
MARY COULTER
Copyright © 2012 Pearson Education, Inc. Management, Eleventh Edition by Stephen P. Robbins & Mary CPouultberlishing as Prentice Hall
©2012 Pearson Education, Inc. All rights reserved
12/ 13
Identifying and Selecting Competent Employees
• Human resource planning - ensuring that the organization has the right number and kinds of capable people in the right places and at the right times
【管理学原理课件】PPT_第12章
• 实际工作预览（realistic job preview，RJP）—— RJP将职位和工作环境的积极和消极的信息都进行 披露
2021/5/9
26
12 - 27
培训方式
培训方式
演讲 阅读 讨论
岗位轮换
视听材料
模拟和角色扮演
基于电脑的培训
行为学习法
辅导和教学
2021/5/9
27
12 -ห้องสมุดไป่ตู้28
支持培训过程
• 形成一份职位说明书
• 包括了对该职位所需能力的列表，称之为职务资格明 细书 (job specifications)
• 有助于管理者对工作进行分类，从而使人力资源计划 更加具体的识别需求
2021/5/9
6
12 - 7
步骤2：预测未来的人力资源需求
• 预测在未来的某个时间点需要多少员工， 以及这些员工应该具有何种能力
- 深层多样化（deep-level diversity）：雇员的心 理特性，包括个性、信念、价值观和看法
2021/5/9
13
12 - 14
多样化的重要性
•多样化成就优秀的商业意识
- 高管团队中女性最多的公司与女性最少的公司相 比，有更好的财务绩效
- 拥有某种形式多样化的团队与成员组成背景相似 的团队相比，面对复杂问题能更好的做出决策
- 多样化的劳动力更可能理解和回应同样多样化的 顾客需求
2021/5/9
14
12 - 15
么么么么方面
• Sds绝对是假的
12 - 16
美国联邦平等雇佣机会法律
• 1963年的同工同酬法案（Equal Pay Act of 1963）
• 1964年的公民权利法案（Civil Rights Act of 1964）
2021/5/9
26
12 - 27
培训方式
培训方式
演讲 阅读 讨论
岗位轮换
视听材料
模拟和角色扮演
基于电脑的培训
行为学习法
辅导和教学
2021/5/9
27
12 -ห้องสมุดไป่ตู้28
支持培训过程
• 形成一份职位说明书
• 包括了对该职位所需能力的列表，称之为职务资格明 细书 (job specifications)
• 有助于管理者对工作进行分类，从而使人力资源计划 更加具体的识别需求
2021/5/9
6
12 - 7
步骤2：预测未来的人力资源需求
• 预测在未来的某个时间点需要多少员工， 以及这些员工应该具有何种能力
- 深层多样化（deep-level diversity）：雇员的心 理特性，包括个性、信念、价值观和看法
2021/5/9
13
12 - 14
多样化的重要性
•多样化成就优秀的商业意识
- 高管团队中女性最多的公司与女性最少的公司相 比，有更好的财务绩效
- 拥有某种形式多样化的团队与成员组成背景相似 的团队相比，面对复杂问题能更好的做出决策
- 多样化的劳动力更可能理解和回应同样多样化的 顾客需求
2021/5/9
14
12 - 15
么么么么方面
• Sds绝对是假的
12 - 16
美国联邦平等雇佣机会法律
• 1963年的同工同酬法案（Equal Pay Act of 1963）
• 1964年的公民权利法案（Civil Rights Act of 1964）
mba教材《管理学原理》全十二讲
【最新版】MBA《管理学原理》（全十二讲）《管理学原理》是高等教育中经济与管理类诸多专业的一门主干课程。
通过本课程的学习，要使学生了解管理的本质特征、管理思想的历史和发展，对计划、组织、领导和控制等管理职能有一个清晰的认识，真正领悟管理的真谛。
并且，要求学生系统的掌握管理学的基本原理，能够综合运用管理学的基本理论和方法，认识、分析和解决现实中的管理问题，锻炼和提高学生解决实际问题的能力第一章管理与管理者第二章管理思想及其发展第三章管理与环境第四章决策原理与方法第五章计划原理与方法第六章组织与组织设计第七章组织文化与组织变革第八章组织人员配备第九章领导与领导理论第十章激励原理与方法第十一章沟通原理与方法第十二章控制工作原理与方法第一章管理与管理者第一节管理概述一、为什么需要管理（一）任何集体活动都需要管理，管理是共同劳动的产物1．共同劳动是一种多人之间的协作行为。
2．群体协作需要协调与指挥——管理。
3．共同劳动的效率与效益取决于管理。
（二）管理是现代社会极为重要的社会机能管理是社会的一种普遍现象，广泛适用于社会的一切领域。
小到家庭、企业，大到一个国家，都需要管理，并且管理对其绩效产生极为重要的影响。
（三）管理在社会化大生产条件下得到强化和发展社会化大生产，关系复杂，协作紧密，管理的重要性日益增强。
生产社会化程度的提高，组织规模的扩大，资源配置越来越复杂，工作各环节相互依赖性越来越强，这些都要求更高水平和更大强度的管理。
（四）管理是一切组织与事业成功的关键要素1．管理的核心是人，而人是一切组织与事业成功的决定性要素。
2．管理是成就事业最重要的宝贵资源。
3．管理的关键作用已通过大量组织的事例所证明。
二、管理的含义（一）管理的本质特征例1：某公司为了扭转销售不力的局面，提升销售能手张先生出任销售部经理。
到了年末，销售部业绩虽然较上一年略有下降，但张经理一人完成的订单占部门完成任务总量的53%。
在如何评价张经理工作方面，上级部门意见不一致。
管理学原理完整ppt课件
管理学原理完整ppt课件
• 管理学概述 • 管理思想与理论 • 管理的基本职能 • 管理方法与工具 • 管理者素质与技能 • 管理实践与应用
01
管理学概述
管理学的定义与特点
定义
管理学是一门研究人类管理活动规律及其应用的科学。
特点
综合性、实践性、社会性、历史性。
管理学的研究对象与任务
研究对象
主要研究管理者如何有效地组织和管 理各种资源，以实现组织目标的过程 。
员工培训与发展
介绍员工培训的内容和方法，以及员 工职业发展规划和激励措施。
05
管理者素质与技能
管理者素质要求
强烈的责任心和使命感
对组织和团队负责，勇于承担责任，积极寻求解 决方案。
持续学习和创新能力
不断追求新知识，具备创新思维和解决问题的能 力。
ABCD
良好的沟通能力和团队协作精神
善于倾听、表达和反馈，能与不同背景的人有效 合作。
关注知识的创造、传递和应用，以提高组织的创新能力和竞争优势。
当代管理思想
学习型组织
强调组织应不断学习、适应并创新以应对快 速变化的环境。
精益管理
追求以最少的资源投入实现最大的价值创造 ，消除浪费，持续改进。
敏捷管理
强调快速响应市场变化和客户需求，灵活调 整战略和业务模式。
战略管理
关注如何制定和实施有效的战略以获取竞争 优势和实现组织目标。
预算编制与执行
制定企业预算，监控预算执行情况，确保财务稳健。
财务分析与决策支持
提供财务报表分析、风险评估和投资建议，支持企业战略 决策。
成本控制与优化
降低企业运营成本，提高资源利用效率，增强盈利能力。
税务筹划与合规
• 管理学概述 • 管理思想与理论 • 管理的基本职能 • 管理方法与工具 • 管理者素质与技能 • 管理实践与应用
01
管理学概述
管理学的定义与特点
定义
管理学是一门研究人类管理活动规律及其应用的科学。
特点
综合性、实践性、社会性、历史性。
管理学的研究对象与任务
研究对象
主要研究管理者如何有效地组织和管 理各种资源，以实现组织目标的过程 。
员工培训与发展
介绍员工培训的内容和方法，以及员 工职业发展规划和激励措施。
05
管理者素质与技能
管理者素质要求
强烈的责任心和使命感
对组织和团队负责，勇于承担责任，积极寻求解 决方案。
持续学习和创新能力
不断追求新知识，具备创新思维和解决问题的能 力。
ABCD
良好的沟通能力和团队协作精神
善于倾听、表达和反馈，能与不同背景的人有效 合作。
关注知识的创造、传递和应用，以提高组织的创新能力和竞争优势。
当代管理思想
学习型组织
强调组织应不断学习、适应并创新以应对快 速变化的环境。
精益管理
追求以最少的资源投入实现最大的价值创造 ，消除浪费，持续改进。
敏捷管理
强调快速响应市场变化和客户需求，灵活调 整战略和业务模式。
战略管理
关注如何制定和实施有效的战略以获取竞争 优势和实现组织目标。
预算编制与执行
制定企业预算，监控预算执行情况，确保财务稳健。
财务分析与决策支持
提供财务报表分析、风险评估和投资建议，支持企业战略 决策。
成本控制与优化
降低企业运营成本，提高资源利用效率，增强盈利能力。
税务筹划与合规
《管理学原理最全》ppt课件
控制过程
监控组织绩效、识别偏差并采 取纠正措施，确保计划得以顺 利实施。
决策类型与程序
决策类型
包括战略决策、管理决策和业务决策等，涉及组 织不同层面的重要问题。
决策程序
明确问题、确定目标、制定方案、评估选择和实 施决策等步骤，确保决策的科学性和合理性。
决策风险
分析决策过程中可能遇到的不确定性和风险，制 定相应的应对措施。
领导方法
通过有效的领导，激励员工积极工作，提高 组织绩效。
组织方法
建立合理的组织结构，明确各部门和人员的 职责和关系，实现协同工作。
控制方法
对组织运行过程进行监督和控制，确保计划 得到有效执行。
管理学的基本技能
决策技能
能够运用科学的方法和手段， 对复杂的问题进行分析和决策
。
沟通技能
能够与员工、客户和其他利益 相关者进行有效的沟通和协调 。
团队建设技能
能够激发团队成员的积极性和 创造性，提高团队整体绩效。
创新思维技能
能够不断开拓创新，推动组织 持续发展和进步。
03
管理学的核心要素
管理者角色与职责
管理者定义及分类
01
明确管理者的身份和职责，包括高层管理者、中层管理者和基
层管理者等。
管理者角色定位
02
分析管理者在组织中的角色定位，如领导者、决策者、协调者
沟通技巧
包括倾听、表达、反馈、 非语言沟通等方面。
沟通策略
根据沟通目的和对象选择 合适的沟通方式，如书面 沟通、口头沟通、电子媒 介沟通等。
团队建设与激励
团队建设的意义
提高团队协作效率，增强团队凝聚力。
团队建设的方法
包括明确团队目标、建立信任关系、分配角色与责任、培养团队精神 等方面。
战略管理英文版最新版教学课件第12章
➢ Forced to resign
❖ With $45 million severance package
12-4
HP’s CEO Mark Hurd Resigns amid Ethics Scandal
• What are the key issues in the opening case? • Was the board of directors decision right or
➢ Accounting scandals: Enron, WorldCom, Tyco… ➢ Global financial crisis: real estate bubble burst
• Lessons
➢ Managerial actions affect economy
❖ Ethical business produces wealth but unethical practices destroy it
and ethics.
LO 12-6 Describe the different roles that strategic leaders play and
12-16
Corporate Social Responsibility
• Milton Friedman circa 1962:
➢ “the only social responsibility of business is … to increase profits so long as it stays within the rules of the game”
12-9
Stakeholder Strategy
• Stakeholder theory
❖ With $45 million severance package
12-4
HP’s CEO Mark Hurd Resigns amid Ethics Scandal
• What are the key issues in the opening case? • Was the board of directors decision right or
➢ Accounting scandals: Enron, WorldCom, Tyco… ➢ Global financial crisis: real estate bubble burst
• Lessons
➢ Managerial actions affect economy
❖ Ethical business produces wealth but unethical practices destroy it
and ethics.
LO 12-6 Describe the different roles that strategic leaders play and
12-16
Corporate Social Responsibility
• Milton Friedman circa 1962:
➢ “the only social responsibility of business is … to increase profits so long as it stays within the rules of the game”
12-9
Stakeholder Strategy
• Stakeholder theory
- 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)。
Communication differences arising from the different languages that individuals use to communicate and the national culture of which they are a part.
Overcoming Communication Barriers
Finding out what customer needs are, meeting these needs, and following up to make sure those needs were met satisfactorily.
Employee Input
Exhibit 12-4 How to Let Employees Know Their Input Matters
Communication in an Internet World
This is BIG ! • Legal and security issues • Lack of personal interaction
Legal and Security Issues
• Electronic information is potentially admissible in court • Sensitive, proprietary information is at risk
Receiving communications on the basis of what one selectively sees and hears depending on his or her needs, motivation, experience, background, and other personal characteristics.
5. Electronic Data interchange (EDI) 6. Teleconference and videoconference meetings 7. Organizational intranet 8. Organizational extranet 9. Internet-based voice/video communication
Use words that the intended audience understands.
Listen for the full meaning of the message without making premature judgment or interpretation—or thinking about what you are going to say in response.
Words have different meanings to different people. Receivers will use their definition of words being communicated.
How males and females react to communication may be different, and they each have a different communication style.
Personal Interaction
Social media can minimize personal interaction.
Knowledge Management
Cultivating a learning culture in which organizational members systematically gather knowledge and share it with others.
• Skill • Attitudes • Knowledge • Social cultural system
Communication Channels
• Formal channels • Informal channels
Decoding and Feedback
Decoding: • translating a received message.
Feedback: • checking to see how successfully a message has been
transferred.
Written vs. Verbal Communication
Advantages • Tangible/verifiable • Permanent record • Stored for later reference • Well-thought out
Drawbacks
• Time consuming
• Doesn’t lend itself to feedback like oral communication
The Grapevine
The Grapevine: Fruitful or Not?
Nonverbal Cues
It’s not WHAT you say but HOW you say it.
Source: Robbins, Stephen P., Coulter, Mary, Management, 12th Ed., © 2016, p. 421. Reprinted and electronically reproduced by permission of Pearson Education, Inc., New York, NY.
Communication Barriers
Exhibit 12-2 Barriers to Effective Communication
Barrier Filtering Selective Perception
Information Overload Emotions
Description
The deliberate manipulation of information to make it appear more favorable to the receiver.
When the amount of information one has to work with exceeds one’s processing capacity.
How the receiver feels when a message is received.
Language Gender National Culture
Learning Objectives 12.3mmunication.
Contemporary Issues
• Communication management in an Internet world • Managing the organization’s knowledge resources • Communicating with customers • Getting employee input • Communicating ethically
Ethical Communication
Presented material that contains all the relevant information, is true in every sense, and is not deceptive in any way.
Fundamentals of Management
Tenth Edition
Chapter 12 Managing Communication and Information
Learning Objectives
12.1 Describe what managers need to know about communicating effectively.
Effective Communication
Communication:
• a transfer of understanding and meaning from one person to another.
Exhibit 12-1 The Communication Process
Factors Affecting Encoding
Wireless Communication
People don’t need to be physically at the office to communicate, collaborate, and share information with managers and colleagues.
Customer Service
Three components in any service delivery process: • Customer • Service organization • Individual service provider
Strong Service Culture
12.2 Explain how technology affects managerial communication.
12.3 Discuss contemporary issues in communication.
Learning Objectives 12.1
• Define what managers need to know about communicating effectively.
Recognize when your emotions are running high. When they are, don’t communicate until you have calmed down.
Overcoming Communication Barriers
Finding out what customer needs are, meeting these needs, and following up to make sure those needs were met satisfactorily.
Employee Input
Exhibit 12-4 How to Let Employees Know Their Input Matters
Communication in an Internet World
This is BIG ! • Legal and security issues • Lack of personal interaction
Legal and Security Issues
• Electronic information is potentially admissible in court • Sensitive, proprietary information is at risk
Receiving communications on the basis of what one selectively sees and hears depending on his or her needs, motivation, experience, background, and other personal characteristics.
5. Electronic Data interchange (EDI) 6. Teleconference and videoconference meetings 7. Organizational intranet 8. Organizational extranet 9. Internet-based voice/video communication
Use words that the intended audience understands.
Listen for the full meaning of the message without making premature judgment or interpretation—or thinking about what you are going to say in response.
Words have different meanings to different people. Receivers will use their definition of words being communicated.
How males and females react to communication may be different, and they each have a different communication style.
Personal Interaction
Social media can minimize personal interaction.
Knowledge Management
Cultivating a learning culture in which organizational members systematically gather knowledge and share it with others.
• Skill • Attitudes • Knowledge • Social cultural system
Communication Channels
• Formal channels • Informal channels
Decoding and Feedback
Decoding: • translating a received message.
Feedback: • checking to see how successfully a message has been
transferred.
Written vs. Verbal Communication
Advantages • Tangible/verifiable • Permanent record • Stored for later reference • Well-thought out
Drawbacks
• Time consuming
• Doesn’t lend itself to feedback like oral communication
The Grapevine
The Grapevine: Fruitful or Not?
Nonverbal Cues
It’s not WHAT you say but HOW you say it.
Source: Robbins, Stephen P., Coulter, Mary, Management, 12th Ed., © 2016, p. 421. Reprinted and electronically reproduced by permission of Pearson Education, Inc., New York, NY.
Communication Barriers
Exhibit 12-2 Barriers to Effective Communication
Barrier Filtering Selective Perception
Information Overload Emotions
Description
The deliberate manipulation of information to make it appear more favorable to the receiver.
When the amount of information one has to work with exceeds one’s processing capacity.
How the receiver feels when a message is received.
Language Gender National Culture
Learning Objectives 12.3mmunication.
Contemporary Issues
• Communication management in an Internet world • Managing the organization’s knowledge resources • Communicating with customers • Getting employee input • Communicating ethically
Ethical Communication
Presented material that contains all the relevant information, is true in every sense, and is not deceptive in any way.
Fundamentals of Management
Tenth Edition
Chapter 12 Managing Communication and Information
Learning Objectives
12.1 Describe what managers need to know about communicating effectively.
Effective Communication
Communication:
• a transfer of understanding and meaning from one person to another.
Exhibit 12-1 The Communication Process
Factors Affecting Encoding
Wireless Communication
People don’t need to be physically at the office to communicate, collaborate, and share information with managers and colleagues.
Customer Service
Three components in any service delivery process: • Customer • Service organization • Individual service provider
Strong Service Culture
12.2 Explain how technology affects managerial communication.
12.3 Discuss contemporary issues in communication.
Learning Objectives 12.1
• Define what managers need to know about communicating effectively.
Recognize when your emotions are running high. When they are, don’t communicate until you have calmed down.