罗宾斯管理学英文版
(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,版,英文Robbinsfom
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Why Are Customers Important?
Consistent, high-quality customer service is essential to survival
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Why Is Innovation Important?
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Which Approach Takes the Prize?
Functions ☑
Roles
☐
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What Skills Do Managers Need?
Conceptual Skills
Interpersonal Skills
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Why Study Management?
We all have a vested interest in improving how organizations are managed.
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Why Study Management? (cont.)
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What Titles Do Managers Have?
Top Managers • Make decisions about the direction of an organization
Middle Managers • Manage other managers
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
Decentralization
lower-level managers provide input or actually make decisions
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Types of Authority Relationships
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Line and Staff Authority
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Unity of Command
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Models of Organizational Design
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Strategy and Structure
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Span of Control
Most effective and efficient span depends on: • Employee experience and training (more they
have, larger span). • Similarity of employee tasks (more similarity,
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Power Versus Authority
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[专业课]罗宾斯管理学英文版15章ppt课件
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Stages in Group Development
• Forming
➢ Members join and begin the process of defining the group’s purpose, structure, and leadership.
• Storming
➢ Intragroup conflict occurs as individuals resist control by the group and disagree over leadership.
resources ➢ Employee selection criteria ➢ Performance management
〔appraisal〕 system ➢ Organizational culture ➢ General physical layout
• Internal Group Variables
• Conformity
➢ Individuals conform in order to be accepted by groups. ➢ Group pressures can have an effect on an individual
member’s judgment and attitudes. ➢ The effect of conformity is not as strong as it once
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15–3
Understanding Groups
• Group
➢ Two or more interacting and interdependent individuals who come together to achieve particular goals.
罗宾斯管理学英文第9版
管理学第一章管理与组织学习导览一、管理者是谁？It used to be sim ply defined that they were the organizational m em bers who told others what to do and how to do it, but it is not quite that sim ple anym ore. A m anager is som eone who coordinates or oversees the work of other people so that organizational goals can be accom plished. A m anager’s job is not about personal achievem ent, but about helping others do their work. That m ay m ean coordinating the work of a departm ental group, or supervising a single person. It could involve coordinating the work of a team com posed of people from several different departm ents or even people outside the organization, such as tem porary em ployees or em ployees who work for the organization’s suppliers. And m anagers m ay have other work duties not related to coordinating the work of others.解释管理者与非管理的雇员有什么不同？Nonm anagerial em ployees are those organizational m em bers who work directly on a job or task and have no one reporting to them.组织中的管理者如何分类？In traditionally structured organizations—whi ch are usually said to be shaped like a pyram id because there are m ore em ployees at lower organizational levels than at upper organizational levels, m anagers are often described as first-line, m iddle, or top, and m ay have various titles.(1) First-line m anages, the lowest level of m anagem ent, m anage the work of nonm anagerial em ployees who are typically involved with producing the organization’s products or serving the organization’s custom ers. They often have the title of supervisor, and are called shift m anagers, district m anagers, departm ent m anagers, offi ce m anagers, or even foreperson.(2) Middle m anagers include all levels of m anagem ent between the first level and the top level of the organization. These m anagers m anage the work of first-line m anagers and m ay have titles such as regional m anagers, project leader, plant m anager, or division m anager.(3) Top m anagers: m anagers at or near the upper levels of the organizational structure who are responsible for m aking organization-wide deci sions and establishing plans and goals that effect the entire organization. These individuals typically have ti tles such as executive vice-president, president, chief operating officer, chief executive offi cer, or chairperson.二、管理是什么？Managem ent involves coordinating and overseeing the work activities of others so that their activities can be com pleted efficiently and effecti vely.解释为什么对管理来说效率和效力是重要的。
罗宾斯管理学英文版课件
Attention to
Detail Innovation & Risk Taking Low…..High Organizational Low…….High Outcome Orientation Low…..High
Culture
Stability Low….High Team Aggressiveness Orientation People Orientation Low…High
Employees Unions
Customers Social & Political Action Groups
Shareholders
Communities
Organization
Competitors
Trade &
Suppliers Governments
Media
Organizational Stakeholders
Basic Strategies to Cope with Environmental Uncertainty
• adapting to the environment • exerting influence on the environment
Chapter 3 Organizational Culture and the Environment: The Constraints I. The Manager: Omnipotent or Symbolic? II. The Organization’s Culture III.The Environment
Cell 1
Cell 2
Cell 3
Cell4
stakeholders Any constituencies in the organization’s environment that are affected by the organization’s decisions and actions.
管理学,罗宾斯,9版,英文Robbinsfom909-精品文档35页
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Personality Theories
Personality: A unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others.
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Personality Traits
Can personality traits predict practical workrelated behaviors?
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Organizational Behavior
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Goals of Organizational Behavior
1. Employee productivity 2. Absenteeism 3. Turnover 4. Organizational citizenship behavior 5. Job satisfaction 6. Workplace misbehavior
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9.4
Describe perception and the factors that influence it.
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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
11–5
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.
h
11–2
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.
2011-罗宾斯-管理学-11版-英文PPT-09
Step 6: Evaluating results
Analyzing financial and physical assets is fairly easy, but assessing intangible assets (employee skills, culture, corporate reputation, etc.) isn’t as simple.
Functional strategy - the strategies used by an organization’s various functional departments to support the competitive strategy.
Threat of New Entrants
Core competencies - the organization’s major value-creating capabilities that determine its competitive weapons.
Step 4: Formulating strategies
Develop and evaluate strategic alternatives.
Strategic management - what managers do to develop the organization’s strategies.
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What Is An Organization?
• An Organization Defined
➢ A deliberate arrangement of people to accomplish some specific purpose
• Common Characteristics of Organizations
1–2
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 Do Managers Do?
• Describe the four functions of management. • Explain Mintzberg’s managerial roles. • Tell how a manager’s include reflection and action. • Describe Katz’s three essential managerial skills and how
➢ Conceptual skills
❖ The ability to think and conceptualize about abstract and complex situations concerning the organization
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LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
Who Are Managers?
• Describe who is doing managerial work in today’s organizations.
➢ Informational roles
❖ Monitor, disseminator, spokesperson
➢ Decisional roles
❖ Disturbance handler, resource allocator, negotiator
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1–10
How The Manager’s Job Is Changing
• The Increasing Importance of Customers
➢ Customers: the reason that organizations exist
❖ Managing customer relationships is the responsibility of all managers and employees.
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1–5
Classifying Managers
• First-line Managers
➢ Are at the lowest level of management and manage the work of non-managerial employees.
➢ Effectiveness ❖ “Doing the right things”
– Attaining organizational goals
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1–7
What Do Managers Do?
the importance of these skills changes depending on managerial level. • List other important managerial skills and competencies. • Discuss the change that are impacting managers’ jobs. • Explain why customer service and innovation are important to the manager’s job.
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1–4
Who Are Managers?
• Manager
➢ Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.
❖ Consistent high quality customer service is essential for survival.
• Innovation
➢ Doing things differently, exploring new territory, and taking risks
• The Value of Studying Management
➢ The universality of management
❖ Good management is needed in all organizations.
➢ The reality of work
❖ Employees either manage or are managed.
❖ Arranging work to accomplish organizational goals
➢ Leading
❖ Working with and through people to accomplish goals.
➢ rolling
❖ Monitoring, comparing, and correcting the work
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1–8
What Do Managers Do? (cont’d)
• Management Roles Approach
➢ Interpersonal roles
❖ Figurehead, leader, liaison
What Is An Organization?
• Describe the characteristics of an organization. • Explain how the concept of an organization is changing.
Why Study Management?
➢ Rewards and challenges of being a manager
❖ Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work.
❖ Successful managers receive significant monetary rewards for their efforts.
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1–6
What Is Management?
• Managerial Concerns
➢ Efficiency ❖ “Doing things right”
– Getting the most output for the least inputs
• Middle Managers
➢ Manage the work of first-line managers.
• Top Managers
➢ Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
• Define who managers are. • Explain how manager differ from non-managerial
employees. • Discuss how to classify managers in organizations.
What Is Management?
• Define management. • Contrast efficiency and effectiveness. • Explain why efficiency and effectiveness are important to
management.
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8th edition
Steven P. Robbins Mary Coulter
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PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. 1–1 All rights reserved.