管理学海外版全英教材9erobbins_PPT11
合集下载
Mgmt-罗宾斯教材 《管理学》(双语)-Course intro
Read textbook before class, have questions prepared
Read exdendedly after class
Mid-term assessment : Presentation – Enterprise introduction
Group work, present a all around introduction of one company of your choice
Eleventh edition
STEPHEN P. ROBBINS
MARY COULTER
Course Introduction
© 2007 Prentice Hall, Inc. All rights reserved.
PowerPoint Presentation by Charlie Cook The University of West Alabama
Other reading materials:
1. 周三多，陈传明，鲁明泓,管理学-原理与方法（第五版）, 复 旦大学出版社，2011
4
Teaching method
• Lecture (Bilingual)
PPT
• Interaction
Ask Ask Ask
5
Assessment method
Why do we study this course?
• Your expectation
© 2007 Prentice Hall, Inc. All rights reserved.
Course purpose
The foundation of Management
Read exdendedly after class
Mid-term assessment : Presentation – Enterprise introduction
Group work, present a all around introduction of one company of your choice
Eleventh edition
STEPHEN P. ROBBINS
MARY COULTER
Course Introduction
© 2007 Prentice Hall, Inc. All rights reserved.
PowerPoint Presentation by Charlie Cook The University of West Alabama
Other reading materials:
1. 周三多，陈传明，鲁明泓,管理学-原理与方法（第五版）, 复 旦大学出版社，2011
4
Teaching method
• Lecture (Bilingual)
PPT
• Interaction
Ask Ask Ask
5
Assessment method
Why do we study this course?
• Your expectation
© 2007 Prentice Hall, Inc. All rights reserved.
Course purpose
The foundation of Management
管理学-罗宾斯-9版-英文Robbinsfom901
Copyright ©2019 Pearson Education, Inc.
1-9
What Is Management?
The process of getting things done effectively and efficiently, with and through people.
Copyright ©2019 Pearson Education, Inc.
1-18
Management Roles Approach
Copyright ©2019 Pearson Education, Inc.
1-19
Which Approach Takes the Prize?
Functions ☑
1. Four Functions Approach 2. Management Roles Approach 3. Skills and Competencies
Copyright ©2019 Pearson Education, Inc.
1-17
Four Functions Approach
•Planning •Organizing •Leading •Controlling
Copyright ©2019 Pearson Education, Inc.
1-31
1-32
Integrating economic, environmental, and social opportunities into business strategies
Copyright ©2019 Pearson Education, Inc.
1-30
Managers Matter!
Employee productivity, loyalty, and engagement hinge on employee\manager relationship
罗宾斯管理学第九版课件9erobbins03
• Current Organizational Cultural Issues Facing Managers
• Describe the characteristics of an ethical culture, an innovative culture, and a customer-responsive culture.
The quality of the organization is determined by the quality of its managers.
Managers are held accountable for an organization’s performance yet it is difficult to attribute good or poor performance directly to their influence on the organization.
• Discuss the two dimensions of environmental uncertainty.
• Identify the most common organizational stakeholders. • Explain the four steps in managing external stakeholder
• Fosters higher organizational performance by instilling and promoting employee initiative.
© 2007 Prentice Hall, Inc. All rights reserved. *
3–12
Organizational Culture
• Describe the characteristics of an ethical culture, an innovative culture, and a customer-responsive culture.
The quality of the organization is determined by the quality of its managers.
Managers are held accountable for an organization’s performance yet it is difficult to attribute good or poor performance directly to their influence on the organization.
• Discuss the two dimensions of environmental uncertainty.
• Identify the most common organizational stakeholders. • Explain the four steps in managing external stakeholder
• Fosters higher organizational performance by instilling and promoting employee initiative.
© 2007 Prentice Hall, Inc. All rights reserved. *
3–12
Organizational Culture
管理学教学资料-10erobbins_ppt10 - r
Management
tenth edition
Stephen P. Robbins
Mary Coulter
Chapter Managing
10 Human
Resources
Copyright © 2019 Pearson Education, Inc. Publishing as Prentice Hall
关注生 产环节 的管理
重视市 场销售 的管理
偏向资 产运营 的管理
强调以发挥人 的潜力为主的 人力资源管理
1. The Importance of Human Resource Management (HRM)
• As a significant source of competitive advantage
• To improve organizational performance
High performance work practices lead to both high individual and high organizational performance.
Copyright © 2019 Pearson Education, Inc. Publishing as Prentice Hall
Copyright © 2019 Pearson Education, Inc. Publishing as Prentice Hall
10–4
Learning Outcomes
Follow this Learning Outline as you read and study this chapter.
• Describe how organizations are dealing with work-life balance issues.
tenth edition
Stephen P. Robbins
Mary Coulter
Chapter Managing
10 Human
Resources
Copyright © 2019 Pearson Education, Inc. Publishing as Prentice Hall
关注生 产环节 的管理
重视市 场销售 的管理
偏向资 产运营 的管理
强调以发挥人 的潜力为主的 人力资源管理
1. The Importance of Human Resource Management (HRM)
• As a significant source of competitive advantage
• To improve organizational performance
High performance work practices lead to both high individual and high organizational performance.
Copyright © 2019 Pearson Education, Inc. Publishing as Prentice Hall
Copyright © 2019 Pearson Education, Inc. Publishing as Prentice Hall
10–4
Learning Outcomes
Follow this Learning Outline as you read and study this chapter.
• Describe how organizations are dealing with work-life balance issues.
管理学(斯蒂芬·P.罗宾斯)(11版中文)ppt课件
所谓创新，就是观察到的事物与别人不同， 构想出来的事物与别人不同。创新视角就 是用不同的视角去观察寻常的事物和现象， 使得事物显示出某些不寻常的性质。
四、管理者工作是如何变化的
变化的技术、变化的社会期望 更激烈的竞争、更大的安全威胁 三种必须认真应对的变化： 顾客对管理者工作的重要性 创新对管理者工作的重要性 可持续性对管理者工作的重要性 sustainability: meeting the needs of people today
四、定量方法（管理科学理论）
数学和统计方法 全面质量管理
五、当代方法（管理理论）
过程方法 系统方法 权变方法
六、现代管理实践的发展
管理内涵进一步拓展 管理组织更加多样化发展 管理方法日渐科学 管理手段更加自动化 管理实践更加丰富化 管理的责任更加宽泛化
管理（企业）的简要回顾
而使其变得对组织更加有利。 顾客 供应商 竞争者 压力集团
环境对管理者的影响
环境的不确定性； 组织环境的变化程度 组织环境的复杂程度 利益相关群体
环境就是通过这两方面对管理者产生影响。
全球环境中的管理
谁是所有者 不同的全球观 理解全球环境 全球化经营 在全球环境中进行管理
率有详细的论述。）
二、古典方法（管理理论）
弗里德里克·泰罗（美）：科学管理理论 亨利·法约尔（法）：一般管理理论 马克斯·韦伯（德）：科层组织理论
这三种理论之间有什么共同点？
三、行为方法（科学理论）
早期的行为科学研究：芒斯特伯格、霍桑 试验
人际关系运动：马斯洛、麦克雷戈、赫茨 伯格
行为科学：关于个体行为的研究、关于群 体行为的研究、关于领导行为的研究。
七、 当前的趋势和问题
--管理学罗宾斯9版英文
decision making takes place at upper levels of the organization
Decentralization
lower-level managers provide input or actually make decisions
Copyright © 2015 Pearson Education, Inc.
6-6
Types of Authority Relationships
Copyright © 2015 Pearson Education, Inc.
6-7
Line and Staff Authority
Copyright © 2015 Pearson Education, Inc.
6-8
Unity of Command
6-16
Models of Organizational Design
Copyright © 2015 Pearson Education, Inc.
6-17
Strategy and Structure
6-12
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,
Copyright © 2015 Pearson Education, Inc.
6-10
Power Versus Authority
Copyright © 2015 Pearson Education, Inc.
Decentralization
lower-level managers provide input or actually make decisions
Copyright © 2015 Pearson Education, Inc.
6-6
Types of Authority Relationships
Copyright © 2015 Pearson Education, Inc.
6-7
Line and Staff Authority
Copyright © 2015 Pearson Education, Inc.
6-8
Unity of Command
6-16
Models of Organizational Design
Copyright © 2015 Pearson Education, Inc.
6-17
Strategy and Structure
6-12
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,
Copyright © 2015 Pearson Education, Inc.
6-10
Power Versus Authority
Copyright © 2015 Pearson Education, Inc.
管理学 英文版
Size of the organization Age of the organization Rate of employee turnover Strength of the original culture Clarity of cultural values and beliefs
• The Manager: Omnipotent or Symbolic
• Contrast the action of manager according to the omnipotent and symbolic views. • Explain the parameters of managerial discretion.
© 2007 Prentice Hall, Inc. All rights reserved.
3–14
How Employees Learn Culture
• Stories
Narratives of significant events or actions of people that convey the spirit of the organization
• The Organization’s Culture
• Describe the seven dimensions of organizational culture. • Discuss the impact of a strong culture on organizations and managers. • Explain the source of an organization’s culture. • Describe how culture is transmitted to employees. • Describe how culture affects managers.
• The Manager: Omnipotent or Symbolic
• Contrast the action of manager according to the omnipotent and symbolic views. • Explain the parameters of managerial discretion.
© 2007 Prentice Hall, Inc. All rights reserved.
3–14
How Employees Learn Culture
• Stories
Narratives of significant events or actions of people that convey the spirit of the organization
• The Organization’s Culture
• Describe the seven dimensions of organizational culture. • Discuss the impact of a strong culture on organizations and managers. • Explain the source of an organization’s culture. • Describe how culture is transmitted to employees. • Describe how culture affects managers.
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.
管理学基础(英)robbins_mgmt11_ppt02_GE
2. Determine the particular interests and concerns of external stakeholders.
3. Decide how critical each external stakeholder is to the organization.
4. Determine how to manage each individual external stakeholder relationship.
• Rituals - Sequences of activities that express and reinforce the important values and goals of the organization
Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter
2-17
Exhibit 2-7: Strong vs. Weak Cultures
• Components of the External Environment
– Specific environment: External forces that have a direct and immediate impact on the organization
– General environment: Broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the organization
3. Decide how critical each external stakeholder is to the organization.
4. Determine how to manage each individual external stakeholder relationship.
• Rituals - Sequences of activities that express and reinforce the important values and goals of the organization
Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter
2-17
Exhibit 2-7: Strong vs. Weak Cultures
• Components of the External Environment
– Specific environment: External forces that have a direct and immediate impact on the organization
– General environment: Broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the organization
斯蒂芬_P_罗宾斯第九版《管理学》讲义.pdf
斯蒂芬·P·罗宾斯《管理学》笔记第Ⅰ篇绪论第一章管理者与组织导论一、谁是管理者（1）管理者：组织中指挥他人活动的人，他们拥有各种头衔。
（2）操作者：非管理人员，他们直接从事某项工作或任务，不具有监督别人工作的责任。
（3）组织：指一种有人们组成的，具有明确的和系统性结构的实体。
（4）管理者分类：基层管理者中层管理者高层管理者。
二、什么是管理和管理者做什么１、管理的定义：（1）管理：同别人一起或通过别人使活动完成得更有效的过程。
这一过程体现在计划、组织、领导和控制的职能成基本活动中。
（2）效率：只输入与输出关系，涉及使完成活动的职员最小化。
（方法）效果：与活动的完成，即与目标的实现相联系。
（结果）两者关系：管理不仅关系到使活动达到目标，而且要做得尽可能有效率。
低水平管理绝大多数是由于无效率和无效果，或者是通过牺牲效率来取得效果。
２、管理的职能：（1）计划：确定目标，制定目标，制定战略，以及开发分计划以协调活动。
（2）组织：决定需要做什么，怎么做，由谁去做。
（3）领导：指导和激励所有参与者以及解决冲突。
（4）控制：对活动进行监控以确保其按计划完成。
３、管理者角色（亨利·明茨伯格）：（1）管理者角色：特定的管理行为范畴①涉及人际关系：挂名首脑、领导者、联络者②涉及信息传递：监听者、传播者、发言人③涉及决策制定：企业家、混沌驾御者、谈判者（2）管理者角色与传统管理职能理论的关系：①职能方法仍然代表着将管理者的工作概念化的最有效方法。
②管理者角色实质上与四种职能是一致的。
４、有效的管理者与成功的管理者（弗雷德·卢森斯）①成功的管理者（提升最快的管理者）强调网络关系活动；而有效的管理者（绩效最佳的管理者）强调沟通。
②两者关系的意义：这个结果指出社交和政治技巧对于在组织中晋升是重要的［从传统管理、沟通、人力资源管理、网络联系活动者］随着层次的晋升，从事更多计划、组织、控制、而从事更少领导。