《管理专业英语》课件CHAPTER-9(SM).
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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)
• 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
管理学专业英语chapter9ORGANIZATIONALDESIGN课件
one of the roles of upper management.
❖New knowledge is generated in many
ways.
S TO READING #2 Knowledge is Everybody’s Business
❖Traditionally, a company has an R&D
Organizational
Reactions to Decline
•Down sizing •Core business
•Mergers •Alliances •Different cultural responses
A Co’s environments include Its publics, suppliers, and distribution
, it is
crucial to
❖ distribute
it to the rest of the company.
READING #2 (CONTINUED)
❖Spreading new knowledge is one of the
roles of upper management.
❖New knowledge is generated in many ways.
maps-nav. systems, engine maintenance
calculators, monitors, Miniature TVs, car dashboards
copiers, cameras, image scanners
EXERCISES TO READING #2 Knowledge is Everybody’s Business
管理学专业英语第四版下Unit 9 Financial Engineering
Information Technology is Critical
hardware and software, data transmission
❖ Financial engineering brings together these disparate pieces of technology to formulate and implement creative solutions to seemingly intractable problems
Instruments: include traditional
financial instruments and various short-term debt instruments
Processes: the sequence of
steps and the act itself of formulating and implementing a solution by combining the relevant theory and instruments
In the 1960s In 1973
Robert Merton
Fischer Black and Myron Scholes
provided much of the mathematical foundation for analytical finance
published the first complete option pricing model
❖ Before long, practitioners began to employ the new theory and the tools that grew from it in their portfolio selection and hedging strategies
管理学原理英文版最新版教学课件第9章
Does a group become more effective as it progresses through the first four stages?
Usually, but not always
Group Behavior
Norms
Conformity
Exhibit 9-4 Examples of Cards Used in Asch’s Study
Learning Objective 9.1
• Define group and describe the stages of group development.
What Is a Group?
Exhibit 9-1 Examples of Formal Work Groups
• Command groups—Groups that are determined by the organization chart and composed of individuals who report directly to a given manager.
Fundamentals of Management
Tenth Edition
Chapter 9 Understanding
Groups and Managing Work
Teaபைடு நூலகம்s
Learning Objectives
9.1 Define group and describe the stages of group development.
Group Cohesiveness
Exhibit 9-3 Group Cohesiveness and Productivity
Usually, but not always
Group Behavior
Norms
Conformity
Exhibit 9-4 Examples of Cards Used in Asch’s Study
Learning Objective 9.1
• Define group and describe the stages of group development.
What Is a Group?
Exhibit 9-1 Examples of Formal Work Groups
• Command groups—Groups that are determined by the organization chart and composed of individuals who report directly to a given manager.
Fundamentals of Management
Tenth Edition
Chapter 9 Understanding
Groups and Managing Work
Teaபைடு நூலகம்s
Learning Objectives
9.1 Define group and describe the stages of group development.
Group Cohesiveness
Exhibit 9-3 Group Cohesiveness and Productivity
management企业管理类英文版课件
Source: “Second Anniversary: The Impact of Sarbanes-Oxley,” Institutional Shareholder Services,
management企业管理类英文版
KLS Consulting LL8C
Why This Topic?
Fix: Issuer (& Audit Firms)
App Server OS-VersionSupported
DB Server OS-VersionSupported Changes-Count Failures-Count Gaps-Security-Count Gaps-Changes-Count Gaps-QOSR-Count Gaps-Other-Count Production-Server-Count
management企业管理类英文版
KLS Consulting1L8LC
ITRA
APPL Risk Factors (1 of 2)
Vendor-Reputation Months-Post-OriginalImplementation-Date Months-Post-Major-ReleaseDate Version-Supported Users-Count Customization
management企业管理类英文版
KLS Consulting 1LL3C
management企业管理类英文版
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ITRA
Model Walk文版
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ITRA
Run Settings
management企业管理类英文版
management企业管理类英文版
KLS Consulting LL8C
Why This Topic?
Fix: Issuer (& Audit Firms)
App Server OS-VersionSupported
DB Server OS-VersionSupported Changes-Count Failures-Count Gaps-Security-Count Gaps-Changes-Count Gaps-QOSR-Count Gaps-Other-Count Production-Server-Count
management企业管理类英文版
KLS Consulting1L8LC
ITRA
APPL Risk Factors (1 of 2)
Vendor-Reputation Months-Post-OriginalImplementation-Date Months-Post-Major-ReleaseDate Version-Supported Users-Count Customization
management企业管理类英文版
KLS Consulting 1LL3C
management企业管理类英文版
KLS Consulting1L4LC
ITRA
Model Walk文版
KLS Consulting1L5LC
ITRA
Run Settings
management企业管理类英文版
管理学全英版第九章PPT教学课件
and escalation of commitment. • Explain what intuition is and how it affects decision
making. • Contrast programmed and nonprogrammed decisions. • Define the three forms of programmed decision making. • Contrast the three decision-making conditions.
problems. • Discuss why decision criteria are important in the
decision-making process. • Describe how managers develop, analyze, and select
alternatives. • Explain what happens during implementation and
6–5
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
What Is An Organization?
• Describe the characteristics of an organization. • Explain how the concept of an organization is changing.
8th edition Steven P. Robbins
Mary Coulter
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
making. • Contrast programmed and nonprogrammed decisions. • Define the three forms of programmed decision making. • Contrast the three decision-making conditions.
problems. • Discuss why decision criteria are important in the
decision-making process. • Describe how managers develop, analyze, and select
alternatives. • Explain what happens during implementation and
6–5
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
What Is An Organization?
• Describe the characteristics of an organization. • Explain how the concept of an organization is changing.
8th edition Steven P. Robbins
Mary Coulter
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
管理专业英语完整版PPT培训课件
Scientific management: This theory emphasizes the use of scientific methods to improve work efficiency and productivity It emphasizes the standardization of work processes, the use of time and motion studies, and the development of job descriptions and instructions
Analysis
目录
• Improvement of Management Professional English Application Ability
• Summary and Outlook
目录
01
Introduction
Training objectives and significance
Organization development
Organization development is a management approach that emphasizes changes and development in organizations It uses a variety of techniques to help organizations improve their performance, including team building, training, and reconstruction
Overview of Training Content
Management related English documents
管理学专业英语第四版上lesson9 The Leader's Guide to Corporate Culture_v2
relies on plans and sets goals and consequences for filing to do so.
incorporates adaptive elements that can scan and analyze the external environment.
It is expressed through fun and excitement. Work environment s are lighthearted places…
Applying to both organizational cultures and individual leaders.
orientation toward people interactions and coordination will fall on a spectrum from highly independent to highly interdependent.
❖Response to change – some cultures
Eight Distinct Culture Styles
Focuses on relationships and mutual trust. Work environment are warm, collaborative, and welcoming places…
Inherent in the framework are fundamental trade-offs. Although each style can be beneficial, natural constraints and competing demands force difficult choices about which values to emphasize and how people are expected to behave.
incorporates adaptive elements that can scan and analyze the external environment.
It is expressed through fun and excitement. Work environment s are lighthearted places…
Applying to both organizational cultures and individual leaders.
orientation toward people interactions and coordination will fall on a spectrum from highly independent to highly interdependent.
❖Response to change – some cultures
Eight Distinct Culture Styles
Focuses on relationships and mutual trust. Work environment are warm, collaborative, and welcoming places…
Inherent in the framework are fundamental trade-offs. Although each style can be beneficial, natural constraints and competing demands force difficult choices about which values to emphasize and how people are expected to behave.
management 企业管理类英文版PPT课件 (9)
“General Welfare” Clause
• Originally controversial, the “General
Welfare” clause conferred on Congress broad powers to tax and spend for the general welfare of the United States.[1]
Chapter 3 Legal Framework for Financing Public Education
Federal Role in Education
• The federal government has a
long precedent of providing education programs, funds, & initiatives to the states • Without federal intervention, many initiatives may not have been started, and many injustices would have continued longer
• • •
•
• •
A Historical & Legal perspective and Guiding principles regarding Taxation Equal protection State & Federal Constitutional language Adequacy Vouchers and charter schools Tuition tax credits
Federal Involvement in Education ONLY When…