管理学原理英文版最新版教学课件HM
for planning, organizing, leading, and controlling.
Classical Approaches: Scientific Management
Frederick W. Taylor described scientific management as a method of scientifically finding the:
• Provided new insights into individual and group behavior at work
• Concluded that group pressures can significantly impact individual productivity
Behavioral Approaches 1930s – 1950s
one best way to do a job
Classical Approaches: General Administrative Theory
General administrative theory
what constituted good management
• Henri Fayol identified five management functions and 14 principles of management
• Max Weber: bureaucracy, an ideal rational form of organization
Exhibit HM-1 Fayol’s Fourteen Principles of Management
• Division of work • Authority • Discipline • Unity of command • Unity of direction • Subordination of individual
total quality management (TQM)
Contemporary Approaches: Systems Approach
Exhibit HM-2 Organization as an Open System
Contemporary Approaches: Contingency Approach
interests to the general interest • Remuneration
• Centralization • Scalar chain • Order • Equity • Stability of tenure personnel • Initiative • Esprit de corps
Behavioral Approaches 1960s – Today
Organizational Behavior (OB)
The Quantitative Approach
• Used quantitative techniques to improve decision making
• W. Edwards Deming and Joseph M. Juran:
Behavioral Approach
Early management writers included:
• Robert Owen, who was concerned about deplorable working conditions.
• Hugo Munsterberg, a pioneer in the field of ustrial psychology.
• Mary Parker Follett, who recognized that organizations could be viewed from both individual and group behavior perspectives.
The Hawthorne Studies
Studies conducted at the Hawthorne Works of the Western Electric Company:
Fundamentals of Management
Tenth Edition
Chapter HM A Brief History of Management’s
Roots
Early Management
• Management has been practiced for thousands of years. • Organized projects were directed by people responsible
Classical Approaches: Scientific Management
Frederick W. Taylor described scientific management as a method of scientifically finding the:
• Provided new insights into individual and group behavior at work
• Concluded that group pressures can significantly impact individual productivity
Behavioral Approaches 1930s – 1950s
one best way to do a job
Classical Approaches: General Administrative Theory
General administrative theory
what constituted good management
• Henri Fayol identified five management functions and 14 principles of management
• Max Weber: bureaucracy, an ideal rational form of organization
Exhibit HM-1 Fayol’s Fourteen Principles of Management
• Division of work • Authority • Discipline • Unity of command • Unity of direction • Subordination of individual
total quality management (TQM)
Contemporary Approaches: Systems Approach
Exhibit HM-2 Organization as an Open System
Contemporary Approaches: Contingency Approach
interests to the general interest • Remuneration
• Centralization • Scalar chain • Order • Equity • Stability of tenure personnel • Initiative • Esprit de corps
Behavioral Approaches 1960s – Today
Organizational Behavior (OB)
The Quantitative Approach
• Used quantitative techniques to improve decision making
• W. Edwards Deming and Joseph M. Juran:
Behavioral Approach
Early management writers included:
• Robert Owen, who was concerned about deplorable working conditions.
• Hugo Munsterberg, a pioneer in the field of ustrial psychology.
• Mary Parker Follett, who recognized that organizations could be viewed from both individual and group behavior perspectives.
The Hawthorne Studies
Studies conducted at the Hawthorne Works of the Western Electric Company:
Fundamentals of Management
Tenth Edition
Chapter HM A Brief History of Management’s
Roots
Early Management
• Management has been practiced for thousands of years. • Organized projects were directed by people responsible
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管理学原理英文版 第三章课件FOM6CH03in
• Defining the organization’s objectives or goals 确定组织目标 • Establishing an overall strategy for achieving those goals制定全局战略以实现目标 • Developing a comprehensive hierarchy of plans to integrate and coordinate activities建立一个全 面的计划体系以整合和协调组织的工作
Fundamentals of Management
Sixth Edition
Robbins and DeCenzo
with contributions from Henry Moon CHAPTER
Part II: Planning
3
© 2008 Prentice Hall, Inc. All rights reserved.
© 2008 Prentice Hall, Inc. All rights reserved. 3– 6
The Bottom Line: Does Planning Improve Organizational Performance?底线：计划工作是否 改善了组织的绩效？
• Formal planning means higher profits, higher return on assets, and other positive financial results.正式规划一般 会产生的结果：更高的5
Criticisms Of Formal Planning对正规计划的批评
• Planning may create rigidity.计划也许导致僵化 • Plans can’t be developed for a dynamic environment.计划难以在一个动态的环境中制定 • Formal plans can’t replace intuition and creativity. 正式计划不能代替直觉和创造性
Fundamentals of Management
Sixth Edition
Robbins and DeCenzo
with contributions from Henry Moon CHAPTER
Part II: Planning
3
© 2008 Prentice Hall, Inc. All rights reserved.
© 2008 Prentice Hall, Inc. All rights reserved. 3– 6
The Bottom Line: Does Planning Improve Organizational Performance?底线：计划工作是否 改善了组织的绩效？
• Formal planning means higher profits, higher return on assets, and other positive financial results.正式规划一般 会产生的结果：更高的5
Criticisms Of Formal Planning对正规计划的批评
• Planning may create rigidity.计划也许导致僵化 • Plans can’t be developed for a dynamic environment.计划难以在一个动态的环境中制定 • Formal plans can’t replace intuition and creativity. 正式计划不能代替直觉和创造性
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
管理学原理英文课件(武汉理工大学)3-1Cap6 Basic Organization
Staff authority is used to support, assist, and advise the holders of line authority. Whether a manager’s function is classified as line or staff depends on the organization’s objectives.
12
Centralization Versus Decentralization
Centralization is a function of how much decisionmaking authority is pushed down to lower levels in an organization; the more centralized an organization is, the higher is the level at which decisions are made. Decentralization refers to the pushing down of decision-making authority to lowest levels of an organization. Centralization-decentralization is not an either-or concept. It’s a degree phenomenon.
High
Work Specialization
resident
President
Executive Vice President
Vice
Vice
Vice
Vice
Vice
President President President President President
12
Centralization Versus Decentralization
Centralization is a function of how much decisionmaking authority is pushed down to lower levels in an organization; the more centralized an organization is, the higher is the level at which decisions are made. Decentralization refers to the pushing down of decision-making authority to lowest levels of an organization. Centralization-decentralization is not an either-or concept. It’s a degree phenomenon.
High
Work Specialization
resident
President
Executive Vice President
Vice
Vice
Vice
Vice
Vice
President President President President President
管理学原理英文课件(武汉理工大学)5-1Cap12 Control
3
Compare actual
performance with standard
Is standard being attained?
No
Yes Do nothing
Measure
Objectives Standard
actual
performance
Is variance acceptable?
control systems in which employee behaviors
are regulated by the shared values, norms,
traditions, rituals, beliefs, and other aspects of
the organization’s culture.
8
Do nothing Correct the actual performance
Immediate corrective action Basic corrective action
Revise the standard
9
Input
Processes
Output
Feedforward control
Anticipates problems
Concurrent control
Corrects problems as they happen
Feedback Control Corrects problems
after they occur
Exhibit 12-3 Types of Control
10
13
Qualities of an effective control system
chapter 01 Managers and Managing 《管理学》(双语)课程课件
– Taking action to increase performance as required. – The outcome of control is the ability to measure
performance accurately and regulate efficiency and effectiveness.
anizing
Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals.
Organizational Structure
Three steps in the planning process – Deciding which goals to pursue – Deciding what courses of action to adopt – Deciding how to allocate resources
14
16
4. Controlling
Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance.
– Monitoring individuals, departments, and the organization to determine if desired performance standards have been reached.
Challenges for Management in a Global Environment
performance accurately and regulate efficiency and effectiveness.
anizing
Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals.
Organizational Structure
Three steps in the planning process – Deciding which goals to pursue – Deciding what courses of action to adopt – Deciding how to allocate resources
14
16
4. Controlling
Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance.
– Monitoring individuals, departments, and the organization to determine if desired performance standards have been reached.
Challenges for Management in a Global Environment
管理学英文版.ppt
重大意外，危机动乱的处理
Resource allocator 资源分配者
调度、安排、授权处理人财物
Negotiator 谈判者
2019-8-14
与合感作谢你者的、观赏竞争者、工会的谈判 8
解决变化中的难题
激励制度往往会发生效能递减趋势，特别是在环境发 生迅速变化的今天更是这样。在某一企业中，以前的 激励不能发生有效的作用了，于是，试行了申报激励 的制度。一位会计向企业申报了奖励：他将在1993年 12月实施，而在1994年2月发生支付的一项款记入了 1993年12月的账上，为企业减少了300多万元的增值税 支出。因而申请企业按规定奖给他30万元。于是，企 业领导层对此申报产生了争论，到底该不该奖励？
你能帮助山田厂长解决这个难题吗？
2019-8-14
感谢你的观赏
3
Answering 答案
日本管理专家新江滋生建议稍稍改变一 下操作程序：
每次从弹簧盒里取出两个弹簧放进一个 小盘内，再从小盘中取出弹簧装入开关， 若装配后盘内留有弹簧，工人便能立即 意识到发生漏装，予以纠正。
质量保证了，效率却下降了，你认为值 得吗？
20
testing
Describe the culture different between Yunnan and Guangdong, and the effect to manager’s behavior (at least 1000 words in English)
2019-8-14
质量问题仅仅是管理 能够解决的吗？
2019-8-14
感谢你的观赏
19
Downsizing and Flexibility
管理学原理(英文版)第一章课件FOM6CH
© 2008 Prentice Hall, Inc. All rights reserved.
1– 3
Who Are Managers And Where Do They Work?
• Organization组织
A systematic arrangement of people brought
Individuals in an organization who direct the
activities of others.
© 2008 Prentice Hall, Inc. All rights reserved.
1– 6
EXHIBIT 1–2
Organizational Levels
1– 5
People Differences
• Operatives作业人员
People who work directly on a job or task and have
no responsibility for overseeing the work of others.
• Managers管理员
Fundamentals of Management
Sixth Edition
Robbins and DeCenzo
with contributions from Henry Moon CHAPTER
Part I: Introduction
1
© 2008 Prentice Hall, Inc. All rights reserved.
Managers and Management
PowerPoint Presentation by Charlie Cook The University of West Alabama