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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.
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Management Roles Approach
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1-19
Which Approach Takes the Prize?
Functions ☑
1. Four Functions Approach 2. Management Roles Approach 3. Skills and Competencies
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Four Functions Approach
•Planning •Organizing •Leading •Controlling
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1-32
Integrating economic, environmental, and social opportunities into business strategies
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1-30
Managers Matter!
Employee productivity, loyalty, and engagement hinge on employee\manager relationship

管理学,罗宾斯,9版,英文Robbins_fom9_ppt(1)-精品文档

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13-18
Wireless Communication
People don’t need to be physically at the office to communicate, collaborate, and share information with managers and colleagues.
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13-17
Networked Communication Applications (cont.)
•Electronic Data interchange (EDI) •Teleconference and videoconference meetings •Organizational intranet •Organizational extranet •Internet-based voice/video communication
Decoding: Translating a received message.
Feedback: Checking to see how successfully a message has been transferred.
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13-8
Written vs. Verbal Communication
Advantages •Tangible/verifiable •Permanent record •Stored for later reference •Well-thought out Drawbacks: •Time consuming •Doesn’t lend itself to feedback like oral communication

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Major Job Attitudes
• • • • Job satisfaction Job involvement Psychological empowerment Organizational commitment
Affective commitment Continuance commitment Normative commitment
1. 2. 3. 4. Positive reinforcement Negative reinforcement Punishment Extinction
2-15
Schedules of reinforcement
• Continuous – reinforces behavior each and every time it is demonstrated • Intermittent
1. 2. 3. 4. 5. 6. Explain the relationship between ability and job performance. Contrast the three components of an attitude. Discuss similarities and differences between job satisfaction and the other job attitudes discussed. Discuss the causes and consequences of job satisfaction. Understand how to shape the behavior of others. Distinguish among the four schedules of reinforcement.

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。

管理学,罗宾斯,9版,英文Robbinsfom90935页PPT

Copyright © 2015 Pearson Education, Inc.
1-1
Learning Outcomes (cont.)
• Describe perception and the factors that influence it.
• Discuss learning theories and their relevance in shaping behavior.
1-8
Understanding Attitudes
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1-9
9.3 Describe different personality theories.
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1-16
Understanding Personality
1. Job-person compatibility 2. Understanding different approaches to
work 3. Being a better manager
• Job satisfaction • Job involvement • Organizational commitment • Employee engagement
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1-7
Attitudes and Consistency
Cognitive dissonance: Any incompatibility or inconsistency between attitudes or between behavior and attitudes.

管理学,罗宾斯,9版,英文Robbinsfom908-精品文档31页

1. Uncertainty 2. Habit 3. Concern over
personal loss 4. Belief change is not
in organization’s best interests
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1-14
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8-5
Internal Factors
• Strategy • Composition of workforce • Employee attitudes
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8-24
Innovation Process
1. Perception 2. Incubation 3. Inspiration 4. Innovation
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8-25
Encouraging Innovation
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8-8
Calm Waters Change
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8-9
White-Water Rapids Change
Leading a company in change, in an industry in change.
8-26
Structural Variables and Innovation

管理学9erobbins_PPT09 - r

Learning Outcomes
Follow this Learning Outline as you read and study this chapter. 9.1 Defining Organizational Structure
• Discuss the traditional and contemporary views of work specialization, chain of command, and span of control. • Describe each of the five forms of departmentalization. • Differentiate, authority, responsibility, and unity of command. • Explain how centralization – decentralization and formalization are used in organizational design.
9.3 Common Organizational Designs
• Contrast the three traditional organizational designs. • Describe the contemporary organizational designs. • Discuss the organizational design challenges facing managers today.
Exhibit 9–1 Purposes of Organizing 9– • Divides work to be done into specific jobs and departments. • Assigns tasks and responsibilities associated with individual jobs. • Coordinates diverse organizational tasks. • Clusters jobs into units. • Establishes relationships among individuals, groups, and departments. • Establishes formal lines of authority. • Allocates and deploys organizational resources.

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• Stimulating Innovation and Change • Coping with “Temporariness” • Helping employees balance work-life conflicts • Improving ethical behavior
1-12
Three Levels of OB Analysis
1-9
Diversity Implications
Managers have to shift their philosophy from treating everyone alike to recognizing differences and responding to those differences in ways that ensure employee retention and greater productivity while, at the same time, not discriminating.
Examining relationships Attempting to attribute causes and effects Basing conclusions on scientific evidence
1-5
Contributing Disciplines to the OB Field
1-8
Managing Diversity
Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms of gender, age, race, ethnicity, and sexual orientation

罗宾斯管理学第九版课件9erobbins_ppt01

➢ Human skills
❖ The ability to work well with other people
➢ Conceptual skills
❖ The ability to think and conceptualize about abstract and complex situations concerning the organization
Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (), October 30, 2002.
• Explain the universality of management concept. • Discuss why an understanding of management is
important. • Describe the rewards and challenges of being a manager.
1–11
What Do Managers Do? (cont’d)
• Management Roles Approach (Mintzberg)
➢ Interpersonal roles
❖ Figurehead, leader, liaison
➢ Informational roles
❖ Monitor, disseminator, spokesperson
• Middle Managers
➢ Individuals who manage the work of first-line managers.

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Organizing Issues
• Contrast the six different forms of legal organization. • Describe the organizational design issues that entrepreneurs face.
• Discuss the unique human resource management issues entrepreneurs face.
• Small Business
A firm that is independently owned, operated, and financed; has fewer than 100 employees; doesn’t necessarily engage in new or innovative practices, and has relatively little impact on its industry.
• Describe what an innovation-supportive culture looks like.
© 2007 Prentice Hall, Inc. All rights reserved.
A–4
L E A R N I N G O U T L I N E (cont’d)
Use this Learning Outline as you read and study this chapter.
Starting the Venture
Managing the Venture
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A–9

管理学,罗宾斯,9版,英文Robbins_fom9_ppt

15-17
Employees and Human Resources
• Flexible job design • Effective hiring process • Ongoing training
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15-18
Obstacles to Value Chain Management
1. Technology 2. Quality initiatives 3. Project management
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15-23
Quality Control
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Improving Productivity
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15-6
Deming: Improving Mangers’ Productivity
The truly effective organization will increase productivity by successfully integrating people into the overall operations system.
Service firms produce nonphysical outputs in the form of services, such as medical and transportation services
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管理学,罗宾斯,9版,英文Robbinsfom906

• Discuss the design challenges faced by today’s organizations.
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6.1 Describe six key elements in organizational design.
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Size and Structure
Organic
Less than 2,000 employees can be organic.
Mechanistic
More than 2,000 employees makes forces organizations to become more mechanistic.
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6-10
Power Versus Authority
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6-11
Sources of Power
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6-27
Matrix and Project Structures
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6-28
Project Structure
A structure in which employees continuously work on projects.
6-26

管理学,罗宾斯,9版,英文Robbins_fom9_ppt03

2021/5/11
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Hofstede’s Framework
2021/gs
Global Leadership and Organizational Behavior Effectiveness (GLOBE)
2021/5/11
3-11
GLOBE: 9 Dimensions of Cultural
3-30
Types of Diversity
2021/5/11
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Adapting to a Changing Workforce
• Work-life balance programs • Contingent workforce • Generational differences
2021/5/11
2021/5/11
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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.
• Morality • Values • Personality • Experience • Organization’s culture • Issue being faced
2021/5/11
3-24
Encouraging Ethical Behavior
• Code of ethics • Ethical leadership • Ethics training

管理学,罗宾斯,9版,英文Robbinsfom903

• Using financial sources and resources outside home country.
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3-6
Types of Global Organizations
MNC (multinational corporation)
• Code of ethics • Ethical leadership • Ethics training
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3-24
Ethical Leadership
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3-29
Types of Diversity
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3-30
Adapting to a Changing Workforce
• Work-life balance programs • Contingent workforce • Generational differences
A company’s ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies.
3Chapter Integrative Managerial Issues

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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. • Describe Katz’s three essential managerial skills and how the importance of these skills changes depending on managerial level. • Discuss the changes that are impacting managers’ jobs.
Human skills

Conceptual skills

© 2007 Prentice Hall, Inc. All rights reserved.
1–14
Exhibit 1–5 Skills Needed at Different Management Levels
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Knowledge and proficiency in a specific field The ability to work well with other people The ability to think and conceptualize about abstract and complex situations concerning the organization
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1–17
Exhibit 1–6 Effectiveness Skills
• Contributing to corporate mission/departmental objec
thoughtful thinking
• Action
practical doing
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1–13
What Do Managers Do? (cont’d)
• Skills Approach
Technical skills
1–15
Exhibit 1–6 Conceptual Skills
• Using information to solve business problems • Identifying of opportunities for innovation • Recognizing problem areas and implementing solutions
Why Study Management?
• Explain the universality of management concept. • Discuss why an understanding of management is important. • Describe the rewards and challenges of being a manager.
1–12
What Managers Actually Do (Mintzberg)
• Interaction
with others with the organization with the external context of the organization
• Reflection
ninth edition
STEPHEN P. ROBBINS
MARY COULTER
Chapter
1
© 2007 Prentice Hall, Inc. All rights reserved.
Introduction to Management and Organizations
PowerPoint Presentation by Charlie Cook The University of West Alabama
• Multitasking: working at multiple tasks in parallel
• Negotiating skills
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.
Informational roles

Monitor, disseminator, spokesperson
Disturbance handler, resource allocator, negotiator
Decisional roles

© 2007 Prentice Hall, Inc. All rights reserved.
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
Who Are Managers?
• Explain how managers differ from non-managerial employees. • Describe how to classify managers in organizations.
• Presentation skills; spoken format
• Presentation skills; written and/or graphic formats
Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (), October 30, 2002.
• Middle Managers
Individuals who manage the work of first-line managers.
• Top Managers
Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
1–9
What Do Managers Do?
• Functional Approach
Planning Organizing Leading
Controlling
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1–10
Exhibit 1–3 Management Functions
• Selecting critical information from masses of data
• Understanding of business uses of technology
• Understanding of organization’s business model
Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (), October 30, 2002.
Effectiveness

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1–8
Exhibit 1–2 Effectiveness and Efficiency in Management
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• Managerial Concerns
Efficiency

“Doing things right” – Getting the most output for the least inputs “Doing the right things” – Attaining organizational goals
© 2007 Prentice Hall, Inc. All rights reserved.
1–4
Who Are Managers?
• Manager
Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.
• Explain why customer service and innovation are important to the manager’s job.
© 2007 Prentice Hall, Inc. All rights reserved.