现代管理学(英文) 教学课件Chapter 13 MANAGING CHANGE AND INNOVATION
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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
翻译Topic10管理变革和创新ppt课件
作为变革促进者的管理者
1950s: 设计和执行计划的变化方案 1980s: 用全面质量管理的变革和持续改
进 1990s: 实现定量或根本改革，而不是增
量的变化
Changing process: Lewin’s model
卢因的三个步骤
解冻
变革
再冻结
Changing process: changing views on change
管理变革与创新
章节位置
第一部分 绪论 第二部分 计划 第三部分 组织 第四部分 领导 第五部分 控制
第Ch二a章pter 2 当Ma今n世ag界in的g 管in理Today’s World
C第h七ap章ter 7 M管a理na变g革in与g C创h新ange and Innovation
Chapter Guide
同时在两个或两个以上国家维持 主要运营，并把管理权和决策权
下放到东道国的国际性公司
Change and forces to change: Globalization (see chap 2 p49)
跨国公司 (TNC)
用来描述任意或所有类型的在多国维 持经营的国际性公司
Change and forces to change: Globalization (see chap 2 p49)
变革和变革推力
定义; 外部和内部力量; 全球化
变革过程
变革推动者; 卢因的模型; 变革的两种观点
应对变革的阻力
为什么人们抵制变革; 技术的运用; 组织的发展
创造与创新的组织
创造与创新; 激发创新的因素
企业家与企业家精神
Change and forces to change: Concept
1950s: 设计和执行计划的变化方案 1980s: 用全面质量管理的变革和持续改
进 1990s: 实现定量或根本改革，而不是增
量的变化
Changing process: Lewin’s model
卢因的三个步骤
解冻
变革
再冻结
Changing process: changing views on change
管理变革与创新
章节位置
第一部分 绪论 第二部分 计划 第三部分 组织 第四部分 领导 第五部分 控制
第Ch二a章pter 2 当Ma今n世ag界in的g 管in理Today’s World
C第h七ap章ter 7 M管a理na变g革in与g C创h新ange and Innovation
Chapter Guide
同时在两个或两个以上国家维持 主要运营，并把管理权和决策权
下放到东道国的国际性公司
Change and forces to change: Globalization (see chap 2 p49)
跨国公司 (TNC)
用来描述任意或所有类型的在多国维 持经营的国际性公司
Change and forces to change: Globalization (see chap 2 p49)
变革和变革推力
定义; 外部和内部力量; 全球化
变革过程
变革推动者; 卢因的模型; 变革的两种观点
应对变革的阻力
为什么人们抵制变革; 技术的运用; 组织的发展
创造与创新的组织
创造与创新; 激发创新的因素
企业家与企业家精神
Change and forces to change: Concept
《管理学(第13版)》英文课件—09Managing Strategy
3. It coordinates diverse organizational units, helping them focus on organizational goals.
9 -4
THE STRATEGIC MANAGEMENT PROCESS Strategic management process – a sixstep process that encompasses strategic planning, implementation, and evaluation.
– Steps 2 and 3 combined are called a SWOT analysis. (Strengths, Weaknesses, Opportunities, and Threats)
9 - 10
SWOT ANALYSIS
SWOT analysis – an analysis of the
strategies organizations use to get it. 5. Discuss current strategic management issues.
9 -2
WHAT IS STRATEGIC MANAGEMENT?
Strategic management – what managers do to develop the organization’s strategies. • Strategies – the plans for how the
– Mission: a statement of the purpose of an organization.
• The scope of its products and serviceher planning.
9 -4
THE STRATEGIC MANAGEMENT PROCESS Strategic management process – a sixstep process that encompasses strategic planning, implementation, and evaluation.
– Steps 2 and 3 combined are called a SWOT analysis. (Strengths, Weaknesses, Opportunities, and Threats)
9 - 10
SWOT ANALYSIS
SWOT analysis – an analysis of the
strategies organizations use to get it. 5. Discuss current strategic management issues.
9 -2
WHAT IS STRATEGIC MANAGEMENT?
Strategic management – what managers do to develop the organization’s strategies. • Strategies – the plans for how the
– Mission: a statement of the purpose of an organization.
• The scope of its products and serviceher planning.
现代管理学课件及案例
践行管理实践（三）
讨论：怎样管理员工和工作？ 1 人力资源管理与人事管理有什么区别？ --------------------------------------- 2 什么是“以人为本”的管理？ ----------------------------------------------思考：你最关心的现实管理问题是什么？ ----------------------------------------------
2 管理的普遍规律和原理的特征是什么？ ----------------------------------- ------------------------------------ 3 管理的技能和方法的主要思路是什么？ ------------------------------------ ------------------------------------------
管理学的形成与发展（四）
三 管理科学阶段 * 布莱克：管理坐标图《新管理方格》 核心是： ---------------------------------------------------- * 主要技术方法： 运筹学（规划论、库存论、排队论、搏弈论、 网络技术等） 控制论（自控制论、二次控制论、复杂系统控制论等)问题：你应用过以上哪些管理技术方法？ -----------------------------------------
管理者的社会责任和道德（二）
讨论：1 你认为企业管理者的最基本的道德准则是什么？ ----------------------------------------------------- 2 你参与并采纳《全球契约》的基本原则了吗？它包括哪些 基本内容？在管理中我们做得如何？ ------------------------------------------------------ -----------------------------------------------------思考：请选择你认为管理者最重要的五个品质，并说明你选择的理由 抱负 胸怀 能力 性情 整洁 勇气 宽恕 帮助 诚实 想象 独立 智慧 逻辑 热情 服从 礼貌 责任 自律 -------------------------------------- --------------------------------------
讨论：怎样管理员工和工作？ 1 人力资源管理与人事管理有什么区别？ --------------------------------------- 2 什么是“以人为本”的管理？ ----------------------------------------------思考：你最关心的现实管理问题是什么？ ----------------------------------------------
2 管理的普遍规律和原理的特征是什么？ ----------------------------------- ------------------------------------ 3 管理的技能和方法的主要思路是什么？ ------------------------------------ ------------------------------------------
管理学的形成与发展（四）
三 管理科学阶段 * 布莱克：管理坐标图《新管理方格》 核心是： ---------------------------------------------------- * 主要技术方法： 运筹学（规划论、库存论、排队论、搏弈论、 网络技术等） 控制论（自控制论、二次控制论、复杂系统控制论等)问题：你应用过以上哪些管理技术方法？ -----------------------------------------
管理者的社会责任和道德（二）
讨论：1 你认为企业管理者的最基本的道德准则是什么？ ----------------------------------------------------- 2 你参与并采纳《全球契约》的基本原则了吗？它包括哪些 基本内容？在管理中我们做得如何？ ------------------------------------------------------ -----------------------------------------------------思考：请选择你认为管理者最重要的五个品质，并说明你选择的理由 抱负 胸怀 能力 性情 整洁 勇气 宽恕 帮助 诚实 想象 独立 智慧 逻辑 热情 服从 礼貌 责任 自律 -------------------------------------- --------------------------------------
管理学基础chapter 13
The Control Process
Exhibit 13.2
Steps in the Control Process
• Measuring actual performance
Personal observation, statistical reports, oral reports, and written reports Management by walking around (MBWA)
Types of Control
Exhibit 13.5
Defining an Acceptable Range of Variation
Exhibit 13.3
Steps in the Control Process
• Taking managerial action to correct deviations or inadequate standards
Comparison to objective measures: budgets, standards, goals Range of variation
The
acceptable parameters of variance between actual performance and the staatt’s Corona Amstel Light Dos Equis Tecate Total cases
620
540 160 225 80 170 4,300
622
672 140 220 65 286 4,464
2
132 (20) (5) (15) 116 164
Exhibit 13.4
5. Distinguish among the three types of control.
chapter 02 The Evolution of Management Theory 《管理学》(双语)课程课件(48学时)
– Realized that job specialization resulted in much higher efficiency and productivity
Breaking down the total job allowed for the division of labor in which workers became very skilled at their specific tasks.
16
2. Fayol’s Principles of Management
Line of Authority
– A clear chain of command from top to bottom of the firm.
Centralization
– The degree to which authority rests at the top of the organization.
9
4. Four Principles of Scientific Management
Principles to increase efficiency:
- Study the ways jobs are performed now and determine new ways to do them.
10
5. Problems with Scientific Management
5.1 Managers frequently implemented only the increased output side of Taylor’s plan.
– Workers did not share in the increased output.
Breaking down the total job allowed for the division of labor in which workers became very skilled at their specific tasks.
16
2. Fayol’s Principles of Management
Line of Authority
– A clear chain of command from top to bottom of the firm.
Centralization
– The degree to which authority rests at the top of the organization.
9
4. Four Principles of Scientific Management
Principles to increase efficiency:
- Study the ways jobs are performed now and determine new ways to do them.
10
5. Problems with Scientific Management
5.1 Managers frequently implemented only the increased output side of Taylor’s plan.
– Workers did not share in the increased output.
《管理学专业英语教程(第4版)》教学课件—lesson13 The Seven Principles Of Supply Chain Management
Developing forecasts collaboratively and maintaining the required capacity across the operations.
Channel-wide S&OP can detect early warning signals of demand and takes into account vendor and carrier Fcuadpaanbilities, capacity, and constraints
Principle 1
❖Segment customers based on the service needs of distinct groups and adapt the supply chain to serve these segments profitably.
Principle 1
❖ Unsuccessful efforts:
▪ functionally defined and narrowly focused
▪ lack sustaining infrastructure ▪ uncoordinated change
activity erupts
Summary
Distill seven fundamental principles of supply chain management.
Supplier's price ↑
Inventory ↑
Principle 5 ❖Fundamental prerequisite
Maintenance
Repair
Operating supplies
Direct materials
Channel-wide S&OP can detect early warning signals of demand and takes into account vendor and carrier Fcuadpaanbilities, capacity, and constraints
Principle 1
❖Segment customers based on the service needs of distinct groups and adapt the supply chain to serve these segments profitably.
Principle 1
❖ Unsuccessful efforts:
▪ functionally defined and narrowly focused
▪ lack sustaining infrastructure ▪ uncoordinated change
activity erupts
Summary
Distill seven fundamental principles of supply chain management.
Supplier's price ↑
Inventory ↑
Principle 5 ❖Fundamental prerequisite
Maintenance
Repair
Operating supplies
Direct materials