lesson2 management theories and history

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英文讲义，《管理学》，1-4章，斯蒂芬

英⽂讲义，《管理学》，1-4章，斯蒂芬•P•罗宾斯，中国⼈民⼤学出版社说明：1、此资料为《管理学》课程的全部英⽂讲义资料。

2、资料来源于罗宾斯的教材，仅⽤于教学，请勿另作它⽤侵犯作者版权。

3、因博客有上传字数限制，分成⼏篇上传，请注意章节序号。

Chapter 1 introduction to management and organizationsWho Are Managers?• ManagerØ Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.Classifying Managers• First-line ManagersØ Are at the lowest level of management and manage the work of non-managerial employees.• Middle ManagersØ Manage the work of first-line managers.• Top ManagersØ Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.What Is Management?• Managerial ConcernsØ Efficiencyv “Doing things right”– Getting the most output for the least inputsØ Effectivenessv “Doing the right things”– Attaining organizational goalsWhat Do Managers Do?• Functional ApproachØ Planningv Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activitiesØ Organizingv Arranging work to accomplish organizational goalsØ Leadingv Working with and through people to accomplish goals.Ø Controllingv Monitoring, comparing, and correcting the work• Management Roles ApproachØ Interpersonal rolesv Figurehead, leader, liaisonØ Informational rolesv Monitor, disseminator, spokespersonØ Decisional rolesv Disturbance handler, resource allocator, negotiator• Skills ApproachØ Technical skillsv Knowledge and proficiency in a specific fieldØ Human skillsv The ability to work well with other peopleØ Conceptual skillsv The ability to think and conceptualize about abstract and complex situations concerning the organization How The Manager’s Job Is Changing• The Increasing Importance of CustomersØ Customers: the reason that organizations existv Managing customer relationships is the responsibility of all managers and employees.v Consistent high quality customer service is essential for survival.• InnovationØ Doing things differently, exploring new territory, and taking risksv Managers should encourage employees to be aware of and act on opportunities for innovation.What Is An Organization?• An Organization DefinedØ A deliberate arrangement of people to accomplish some specific purpose• Common Characteristics of OrganizationsØ Have a distinct purpose (goal)Ø Composed of peopleØ Have a deliberate structureWhy Study Management?• The Value of Studying ManagementØ The universality of managementv Good management is needed in all organizations.Ø The reality of workv Employees either manage or are managed.Ø Rewards and challenges of being a managerv Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. v Successful managers receive significant monetary rewards for their efforts.Chapter 2 management yesterday and todayHistorical Background of Management• Ancient ManagementØ Egypt (pyramids) and China (Great Wall)Ø Venetians (floating warship assembly lines)• Adam SmithØ Published “The Wealth of Nations” in 1776v Advocated the division of labor (job specialization) to increase the productivity of workers• Industrial RevolutionØ Substituted machine power for human laborØ Created large organizations in need of managementMajor Approaches to Management• Scientific Management• General Administrative Theory• Quantitative Management• Organizational Behavior• Systems Approach• Contingency ApproachScientific Management• Fredrick Winslow TaylorØ The “father” of scientific managementØ Published Principles of Scientific Management (1911)v The theory of scientific management:– Using scientific methods to define the “one best way” for a job to be done• Putting the right person on the job with the correct tools and equipment• Having a standardized method of doing the job• Providing an economic incentive to the worker• Frank and Lillian GilbrethØ Focused on increasing worker productivity through the reduction of wasted motionØ Developed the microchronometer to time worker motions and optimize performance.• How Do Today’s Managers Use Scientific Management?Ø Use time and motion studies to increase productivityØ Hire the best qualified employeesØ Design incentive systems based on outputGeneral Administrative Theorists• Henri FayolØ Believed that the practice of management was distinct from other organizational functionsØ Developed fourteen principles of management that applied to all organizational situations• Max WeberØ Developed a theory of authority based on an ideal type of organization (bureaucracy)v Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism. Quantitative Approach to Management• Quantitative ApproachØ Also called operations research or management scienceØ Evolved from mathematical and statistical methods developed to solve WWII military logistics and quality control problemsØ Focuses on improving managerial decision making by applying:v Statistics, optimization models, information models, and computer simulationsUnderstanding Organizational Behavior• Organizational Behavior (OB)Ø The study of the actions of people at work; people are the most important asset of an organization• Early OB AdvocatesØ Robert OwenØ Hugo MunsterbergØ Mary Parker FollettØ Chester BarnardThe Hawthorne Studies• A series of productivity experiments conducted at Western Electric from 1927 to 1932.• Experimental findingsØ Productivity unexpectedly increased under imposed adverse working conditions.Ø The effect of incentive plans was less than expected.• Research conclusionØ Social norms, group standards and attitudes more strongly influence individual output and work behavior than domonetary incentives.The Systems Approach• System DefinedØ A set of interrelated and interdependent parts arranged in a manner that produces a unified whole.• Basic Types of SystemsØ Closed systemsv Are not influenced by and do not interact with their environment (all system input and output is internal)Ø Open systemsv Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environmentsImplications of the Systems Approach• Coordination of the organization’s parts is essential for proper functioning of the entire organization.• Decisions and actions taken in one area of the organization will have an effect in other areas of the organization.• Organizations are not self-contained and, therefore, must adapt to changes in their external environment.The Contingency Approach• Contingency Approach DefinedØ Also sometimes called the situational approach.Ø There is no one universally applicable set of management principles (rules) by which to manage organizations.Ø Organizations are individually different, face different situations (contingency variables), and require different ways of managing.Current Trends and Issues• Globalization• Ethics• Workforce Diversity• Entrepreneurship• E-business• Knowledge Management• Learning Organizations• Quality Management• Globalization• Management in international organizations• Political and cultural challenges of operating in a global market• Ethics• Increased emphasis on ethics education in college curriculums• Increased creation and use of codes of ethics by businesses• Workforce Diversity• Increasing heterogeneity in the workforce• More gender, minority, ethnic, and other forms of diversity in employees• Aging workforce• Older employees who work longer and not retire• The cost of public and private benefits for older workers will increase• Increased demand for products and services related to aging• Entrepreneurship Defined• The process whereby an individual or group of individuals use organized efforts to create value and grow by fulfilling wants and needs through innovation and uniqueness.• Entrepreneurship process• Pursuit of opportunities• Innovation in products, services, or business methods• Desire for continual growth of the organization• E-Business (Electronic Business)• The work preformed by an organization using electronic linkages to its key constituencies• E-commerce: the sales and marketing component of an e-business• Categories of E-Businesses• E-business enhanced organization• E-business enabled organization• Total e-business organization• Knowledge Management• The cultivation of a learning culture where organizational members systematically gather and share knowledge with others in order to achieve better performance.• Learning Organization• An organization that has developed the capacity to continuously learn, adapt, and change.• Quality Management• A philosophy of management driven by continual improvement in the quality of work processes and responding to customer needs and expectations• Inspired by the total quality management (TQM) ideas of Deming and Juran• Quality is not directly related to cost.Chapter 3 organizational culture and the environment : the constraintsThe Manager: Omnipotent or Symbolic?• Omnipotent View of ManagementØ Managers are directly responsible for an organization’s success or failure.Ø The quality of the organization is determined by the quality of its managers.Ø Managers are held most accountablefor an organization’s performanceyet it is difficult to attributegood or poor performancedirectly to their influenceon the organization.• Symbolic View of ManagementØ Much of an organization’s success or failure is due to external forces outside of managers’ control.Ø The ability of managers to affect outcomes is influenced and constrained by external factors.• The economy, customers, governmental policies, competitors, industry conditions,technology, and the actions ofprevious managersØ Managers symbolize control andinfluence through their actionThe Organization’s Culture• Organizational CultureØ A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.Ø “The way we do things around here.”v Values, symbols, rituals, myths, and practicesØ Implications:v Culture is a perception.v Culture is shared.v Culture is descriptiveStrong versus Weak Cultures• Strong CulturesØ Are cultures in which key values are deeply held and widely held.Ø Have a strong influence on organizational members.• Factors Influencing the Strength of CultureØ Size of the organizationØ Age of the organizationØ Rate of employee turnoverØ Strength of the original cultureØ Clarity of cultural values and beliefsBenefits of a Strong Culture• Creates a stronger employee commitment to the organization.• Aids in the recruitment and socialization of new employees.• Fosters higher organizationalperformance by instilling andpromoting employee initiativeOrganizational Culture• Sources of Organizational CultureØ The organization’s founderv Vision and missionØ Past practices of the organizationv The way things have been doneØ The behavior of top management• Continuation of the Organizational CultureØ Recruitment of like-minded employees who “fit.”Ø Socialization of new employees to help them adapt to the cultureHow Employees Learn Culture• StoriesØ Narratives of significant events or actions of people that convey the spirit of the organization • RitualsØ Repetitive sequences of activities that express and reinforce the values of the organization • Material SymbolsØ Physical assets distinguishing the organization• LanguageØ Acronyms and jargon of terms, phrases, and word meanings specific to an organization How Culture Affects Managers• Cultural Constraints on ManagersØ Whatever managerial actions the organization recognizes as proper or improper on its behalf Ø Whatever organizational activities the organization values and encouragesØ The overall strength or weakness of the organizational cultureSimple rule for getting ahead in an organization:Find out what the organization rewards and do those things.Organization Culture Issues• Creating an Ethical CultureØ High in risk toleranceØ Low to moderate aggressivenessØ Focus on means as well as outcomes• Creating an Innovative CultureØ Challenge and involvementØ FreedomØ Trust and opennessØ Idea timeØ Playfulness/humorØ Conflict resolutionØ DebatesØ Risk-taking• Creating a Customer-Responsive CultureØ Hiring the right type of employees (ones with a strong interest in serving customers)Ø Having few rigid rules, procedures, and regulationsØ Using widespread empowerment of employeesØ Having good listening skills in relating to customers’ messagesØ Providing role clarity to employees to reduce ambiguity and conflict and increase job satisfactionØ Having conscientious, caring employees willing to take initiativeSpirituality and Organizational Culture• Workplace SpiritualityØ The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.• Characteristics of a Spiritual OrganizationØ Strong sense of purposeØ Focus on individual developmentØ Trust and opennessØ Employee empowermentØ Toleration of employees’ expressionBenefits of Spirituality• Improved employee productivity• Reduction of employee turnover• Stronger organizational performance• Increased creativity• Increased employee satisfaction• Increased team performance• Increased organizational performanceDefining the External Environment• External EnvironmentØ The forces and institutions outside the organization that potentially can affect the organization’s performance.• Components of the External EnvironmentØ Specific environment: external forces that have a direct and immediate impact on the organization.Ø General environment: broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the organization.How the Environment Affects Managers• Environmental UncertaintyØ The extent to which managers have knowledge of and are able to predict change their organization’s external environment is affected by:v Complexity of the environment: the number of components in an organization’s external environment.v Degree of change in environmental components: how dynamic or stable the external environment is. Stakeholder Relationships• StakeholdersØ Any constituencies in the organization’s external environment that are affected by the organization’s decisions and actions• Why Manage Stakeholder Relationships?Ø It can lead to improved organizational performance.Ø It’s the “right” thing to do given the interdependence of the organization and its external stakeholders. Managing Stakeholder Relationships1. Identify the organization’s external stakeholders.2. Determine the particular interests and concerns of the external stakeholders.3. Decide how critical each external stakeholder is to the organization.4. Determine how to manage each individual external stakeholder relationship.Chapter 4 managing in a global environmentManaging in a Global Environment• ChallengesØ Coping with the sudden appearance of new competitorsØ Acknowledging cultural, political, and economic differencesØ Dealing with increased uncertainty, fear, and anxietyØ Adapting to changes in the global environmentØ Avoiding parochialismAdopting a Global Perspective• Ethnocentric AttitudeØ The parochialistic belief that the best work approaches and practices are those of the home country.• Polycentric AttitudeØ The view that the managers in the host country know the best work approaches and practices for running their business.• Geocentric AttitudeØ A world-oriented view that focuses on using the best approaches and people from around the globe.Regional Trading Agreements• The European Union (EU)Ø A unified economic and trade entityv Belgium, Denmark, France, Greece, Ireland, Italy, Luxembourg, the Netherlands, Portugal, Spain, the United Kingdom, Germany, Austria, Finland, and SwedenØ Economic and monetary union (Euro)• North American Free Trade Agreement (NAFTA)Ø Eliminated barriers to free trade (tariffs, import licensing requirements, and customs user fees)v United States, Canada, and Mexico• Free Trade Area of the Americas• Southern Cone Common Market (Mercosur)• Association of Southeast Asian Nations (ASEAN)Ø Trading alliance of 10 Southeast Asian nations• African UnionThe World Trade Organization (WTO)• Evolved from the General Agreement on Tariffs and Trade (GATT) in 1995.• Functions as the only global organization dealing with the rules of trade among nations.• Has 145 member nations.• Monitors and promotes world trade.Different Types of Global Organizations• Multinational Corporation (MNC)Ø A firm which maintains operations in multiple countries but manages the operations from a base in the home country.• Transnational Corporation (TNC)Ø A firm that maintains operations in several countries but decentralizes management to the local country.• Borderless OrganizationØ A firm that has eliminated structural divisions that impose artificial geographic barriers and is organized along business lines.How Organizations Go Global• Three Stages of GlobalizationØ Stage Iv Exporting products for sale overseas and importing products from overseas to sell in the home country.Ø Stage IIv Committing to directly sell home-country products in overseas markets or contracting for products to be manufactured overseas and sold in the home country.Ø Stage IIIv Licensing manufacturing and franchising services to foreign firms to use the brand name, technology, or product specifications developed by the firm.Other Forms of Globalization• Strategic AlliancesØ Partnerships between and organization and a foreign company in which both share resources and knowledge in developing new products or building new production facilities.• Joint VentureØ A specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purpose.Managing in A Global Environment• The Legal EnvironmentØ Stability or instability of legal and political systemsv Legal procedures are established and followedv Fair and honest elections held on a regular basisØ Differences in the laws of various nationsv Effects on business activitiesv Effects on delivery of products and servicesThe Economic Environment• Economic SystemsØ Market economyv An economy in which resources are primarily owned and controlled by the private sector.Ø Command economyv An economy in which all economic decisions are planned by a central government.• Monetary and Financial FactorsØ Currency exchange ratesØ Inflation ratesØ Diverse tax policiesThe Cultural Environment• National CultureØ Is the values and attitudes shared by individuals from a specific country that shape their behavior and their beliefs about what is important.Ø May have more influence on an organization than the organization culture.Hofstede’s Framework for Assessing Cultures• Individualism versus Collectivism• Power Distance• Uncertainty Avoidance• Quantity versus Quality of Life• Long-term versus Short-term OrientationØ Individualism: the degree to which people in a country prefer to act as individuals.Ø Collectivism: a social framework in whichThe GLOBE (Global Leadership and Organizational Behavior Effectiveness) Framework for Assessing Cultures• Assertiveness• Future orientation• Gender differentiation • Uncertainty avoidance • Power distance• Individualism/collectivism • In-group collectivism • Performance orientation • Humane orientation。

管理学基础双语课件第二章

© 2008 Prentice Hall, Inc. All rights reserved.
2–9
Globalization’s Effect On Managers
• Parochialism
➢ A narrow focus in which one sees things solely through one’s own view and from one’s own perspective
➢ Until the late nineteenth century, all economies were agrarian.
• Industrialization
➢ From the late 1800s until the 1960s, most developed countries moved from agrarian societies to industrial societies.
Investigation of Leadership and National Culture
➢ Assertiveness ➢ Future orientation ➢ Gender differentiation
➢ Confirms and extends Hofstede’s work on national cultural dimensions and leadership.
Customers get what business chooses to give them
© 2008 Prentice Hall, Inc. All rights reserved.
New Economy
National borders are nearly meaningless in defining an organization’s operating boundaries Technology changes in the way information is created, stored, used, and shared have made it more accessible Job opportunities are for knowledge workers

《管理学(全英)》-课程教学大纲

《管理学》（全英）课程教学大纲一、课程基本信息课程代码：16004703课程名称：管理学（全英）英文名称：Management课程类别：专业必修课学时：48学分：3适用对象: 金融实验班本科生考核方式：考试先修课程：微观经济学，金融学二、课程简介中文简介：管理学是经济、金融类专业的专业基础课程和核心课程，是一门系统的研究管理过程的普遍规律、基本原理和一般方法的科学。

本课程详细讲解了计划、组织、领导与控制等管理职能的客观规律和实施方法。

三、课程性质与教学目的本课程的任务是使学生能够系统的掌握管理学的知识体系，能综合运用管理学的基本理论和方法，并分析和解决管理中的实际问题，为后续专业课程的学习奠定管理学基础。

本课程介绍了管理学的四大职能，包括计划、组织、领导和控制。

在计划篇中，组织学生进行案例分析讨论，了解我国一些知名的成功企业是如何运筹帷幄的制定各项竞争战略，在国际上获得市场领先地位，树立学生的民族自豪感。

同事通过各种决策方法以及战略管理的讲解，不仅帮助学生理解如何在实践中更好的管理企业，也帮助学生学习如何给自己的学生生涯做计划，如何为未来的职业生涯做准备。

让学生学会从身边的小事开始养成做计划的好习惯，不浪费在校的宝贵时光。

在领导篇，通过介绍和讲解管理者如何激励员工，帮助学生学习与人交往的方法，提升交际能力，完善世界观和价值观。

在控制篇，通过案例的讨论，让学生掌握对比现实和计划的偏差来修正路线的方法，更好的掌控自己的人生。

通过本课程的学习，不仅学习到管理企业的能力，也学习到管理自己人生的方法。

This course’s target is to enable students to master the management’s knowledge system, to apply basic theories and methods, to analyze and solve practical problems in management and lay a good management foundation for follow-up study of major disciplines.This course introduces four management functions including planning, organizing, leading and controlling. In terms of planning, we ask students to do case study based on how do successful company make their strategics plan and gain the leading position in the world. This will enhance student’s sense of national pride. Meanwhile, by learning of decision making methods and strategic management, students will not only understand how to manage a company in practical life, but alsolearn how to make a plan for themselves in college and how to prepare themselves for their future career. We help students to start making plans from their daily life and not waster the treasure time in school. In terms of leading, by learning how to motivate employees, students learn how to communicate with other people. We help students to enhance their social skills and improve their world view and value view. In terms of controlling, by doing case study, students learn how to compare the reality to the plan and make adjustments in time to control their own life. By learning this course, students not only learning how to manage a company , but also learn how to manage their life.四、教学内容及要求Chapter 1Management and OrganizationsOverall Objective: the goal here is to know1. Understand why managers are important to organizations2. Understand who managers are and where they work3. Understand the functions, roles, and skills of managersContents:1. Why are Managers Important?2. Who Are Managers2.1 Classifying Managers2.2 Where Do Managers Work?3. What Do Managers Do?3.1 Effectiveness and Efficiency3.2 Management Functions3.3 Management Roles3.4 Skills Managers NeedPractice and Thinking:Do the homework on the textbook and review the “terms to know”.The homework for this chapter is to find your most appreciate Chinese manager and explain why you choose him or her. This homework conduct students to focus on Chinese companies and discover excellent Chinese managers. By learning the characteristic of these creative and brave managers, students want to be successful in the future more.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 2 History of managementOverall Objective: the goal here is to know1. Understand some early management examples2. Understand the various theories in the classical approach3. Understand the development and uses of the behavioral approach4. Understand the quantitative approach5. Understand the various theories in the contemporary approachContents:1. Classical approach1.1 Scientific management1.2 General administrative theory2. Behavioral approach3. Quantitative approach4. Contemporary approach4.1 System theory4.2 Contingency approach5. Case studyPractice and Thinking:Do the homework on the textbook and review the “terms to know”.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 3 Understand management context:constrains and challengesOverall Objective: the goal here is to know1. Understand the actions of managers according to the omnipotent and symbolic views2. Understand the constraints and challenges facing managers in today’s external environment3. Understand the characteristics and importance of organizational culture4. Understand current issues in organizational cultureContents:1. The Manager: Omnipotent or Symbolic?2. The External Environment: Constraints and Challenges2.1 The economic environment2.2 How the external environment affects managers2.3 Assessing environmental uncertainty3. What Is Organizational Culture?3.1 Benefits of a Strong Culture3.2 Where Does Culture Come From?3.3 How Do Employees Learn Culture?3.4 How Does Culture Affect Managers?Practice and Thinking:Do the homework on the textbook and review the “terms to know”.This chapter we discuss organizational culture and we use cases lika Alibaba, Huawei and Haier to show what kinds of obstacles a company might run into and how does the organizational curlture help the companies pass those difficult times. Though these case studies, students learn how to face and deal with dilemmas in their life with a positive and objective attitude.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 7Managers as decision makersOverall Objective: the goal here is to know1. Understand the eight steps in the decision-making process2. Understand the four ways managers make decisions3. Understand decisions and decision-making conditions4. Understand different decision-making styles and discuss how biases affect decision making5. Understand effective decision-making techniquesContents:1. The Decision Making Process1.1 Identifying a Problem1.2 Identifying Decision Criteria1.3 Allocating Weights to the Criteria1.4 Developing Alternatives1.5 Analyzing Alternatives1.6 Selecting an Alternative1.7 Implementing the Alternative1.8 Evaluating Decision Effectiveness1.9 Scene simulation---- Survive in desert2. Different types of decision making2.1 Rational Decision-Making2.2 Bounded Rational Decision-Making2.3 Intuitive Decision-Making3. Types of decisions3.1 Programmed Decision3.2 Non-programmed Decision4. Decision-Making Situations4.1 Certainty4.2 Risk4.3 Decisions Under Uncertainty5 Decision-Making Styles6 Decision-Making Biases and ErrorsPractice and Thinking:Do the homework on the textbook and review the “terms to know”.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 8 Foundations of PlanningOverall Objective: the goal here is to know1. Understand the nature and purpose of planning2. Understand the types of goals organizations might have and the plans they use3. Understand approaches to goal-setting and planning4. Understand contemporary issues in planningContents:1. What Is Planning?1.1 Why Do Managers Plan?1.2 Planning and Performance1.3 Elements of Planning2. Types of Goals3. Types of Plans3.1 Breath3.2 Time Frame3.3 Specificity3.4 Frequency of Use4. Goal-setting4.1 Traditional Goal Setting4.2 Management By Objectives4.3 Steps in Goal Setting5. Contingency Factors in Planning5.1 Manager’s level in the organization5.2 Degree of environmental uncertainty5.3 Length of future commitments6. Approaches to Planning7. Case StudyPractice and Thinking:Do the homework on the textbook and review the “terms to know”.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 9 Strategic ManagementOverall Objective: the goal here is to know1. Understand strategic management and explain why it’s important2. Understand what managers do during the six steps of the strategic management process3. Understand the three types of corporate strategies4. Understand competitive advantage and the competitive strategies organizations use to get it5. Understand current strategic management issuesContents:1. What Is Strategic Management?2. Strategic Management Process2.1 Identifying the organization’s current mission, goals, and strategies2.2 Doing an external analysis2.3 Doing an internal analysis2.4 Formulating strategies2.5 Implementing strategies2.6 Evaluating results3. Corporate Strategies3.1 Growth strategy3.2 Stability strategy3.3 Renewal strategy3.4 BCG Matrix4. Competitive strategies4.1 Competitive advantage4.2 Five Forces ModelPractice and Thinking:Do the homework on the textbook and review the “terms to know”.This chapter we discuss case of Huawei. In 2019’s China-United States trade war, face the trade ban of chips, Huawei’s Haisi start to show itself and their domestically developed chips become useful. This shows that Huawei has taken precautions many yeas ago and has made a strategic plan to cope with the chip shortage in the future. By learning and discussing this case, we enhance students’ senses of national pride and ambitions to make contribution to the country.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 10 Basic Organizational DesignOverall Objective: the goal here is to know1. Understand six key elements in organizational design2. Understand mechanistic and organic structures3. Understand the contingency factors that favor either the mechanistic model or the organic model of organizational design4. Understand traditional organizational designsContents:1. Designing Organizational Structure2. Organizational Design2.1 Work specialization2.2 Case study2.3 Departmentalization2.4 Chain of command2.5 Case study2.6 Span of control2.7 Case study2.8 Centralization and decentralization2.9 Case study2.10 Formalization3. Mechanistic Vs Organic Organization3.1 Mechanistic Organization3.2 Organic Organization4. Contingency Factors5. Some Organizational Designs5.1 Divisional structure5.2 Matrix Structure5.3 Project StructurePractice and Thinking:Do the homework on the textbook and review the “terms to know”.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 16 Motivating EmployeesOverall Objective: the goal here is to know1. Understand motivation2. Understand early theories of motivation3. Understand contemporary theories of motivation4. Understand current issues in motivationContents:1. What is Motivation？1.1 Definition1.2 Case Study1.3 Motivation Process2. Early Theories of Motivation2.1 Maslow’s Hierarchy of Needs2.2 McGregor’s Theories X and Y2.3 Herzberg’s Two-Factor Theory2.4 McClelland’s Three Needs Theory3. Contemporary Theories of Motivation3.1 Reinforcement Theory3.2 Equity Theory3.3 Expectancy TheoryPractice and Thinking:Do the homework on the textbook and review the “terms to know”.This chapter we discuss Haidilao. Haidilao pays a lot of attentions on employee motivation. Besides regular material motivation, Haidilao gives great responsibilities to employees, so that the employees can act their potential creativeness and leading ability. And that’s one of the reason why Haidilao’s employee work with great passion and provide nice service to the customers. By discussing this case, students can understand that further cooperation and success is based on mutual respect of each other.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 18 Introduction to ControllingOverall Objective: the goal here is to know1. Understand the nature and importance of control2. Understand the three steps in the control process3. Understand how organizational performance is measured4. Understand tools used to measure organizational performance5. Understand contemporary issues in controlContents:1. What Is Control？1.1 Why Is Control Important？2. What Do Managers Control？2.1 Performance control2.2 Financial control2.3 Operating control2.4 Information control2.5 Performance control3. Types of Control3.1 Feed forward control3.2 Concurrent control3.3 Feedback control3.4 Case Study 13.5 Case Study 24. The Control Process4.1. Case studyPractice and Thinking:Do the homework on the textbook and review the “terms to know”. Teaching Methods:Classroom lecture, multimedia teaching and case study五、各教学环节学时分配六、课程考核Grading Policy: Your grade for the course will be calculated as follows: Regular Homework and Class Participation 40%Final Exam 60%七、推荐教材和教学参考资源《Management》12th edition By Steven P. Robinson & Mary Coulter。

行政管理第二章(国际management经典教程英文原版)

Observed that firms manufactured in one of two different ways: - Craft-style—each worker did all steps. - Production—each worker specialized in one step.
6. Subordination of individual interest to general interest. The interest of one individual or group should not take precedence over the interest of the enterprise as a whole.
3) Select workers whose skills match the rules.
4) Establish fair levels of performance and pay a premium for higher performance. Workers should benefit from higher output
› Hierarchy of authority. Office or positions are organized in a hierarchy of authority resulting in a chain of command.
› Formal selection. All employees are selected on the basis of technical qualifications through formal examinations or by education or training.

_Lesson_02_The_Evolution_of_Management

Statistics, optimization models（最优化算法）, （最优化算法） information models, & computer simulations (电脑模仿）电脑模仿）电脑模仿
16
Organizational Behavior
Organizational Behavior (OB) 组织行为
Lesson 2
The Evolution of Management 管理的发展
1
References: Stephen Robbins / Mary Coulter; Chapter 2, Stephen Robbins / David DeCenzo; Chapter 1
Lesson Outline
7
Development of Major Management Theories
Exhibit 2.1
8
Scientific Management
Fredrick Winslow Taylor
The “father” of scientific management Published Principles of Scientific Management (1911)
9
Taylor’s Pig-Iron Experiment
Shovel Load Daily average output (Tons)
• 92 lbs • 38 lbs • 34 lbs • 21 lbs • 16 lbs
10
• 12.5 • 25.0 • 30.0 • 48.0 • 25.0
Wage increase: $1.15 to $1.85 per day

《管理学英语》参考译文Unit 2

Unite 2. Significance of Management管理的重要性Read the following questions first, which will help you understand the text below better, and then answer the questions after reading the text carefully.先看看下面的问题，这些问题将有助于你更好地理解后面的课文，仔细地读完课文后再回答这些问题。

1. How do you understand the sentence "This interdependence, and the prominent role of organizations in our lives, highlights the importance of management."?你怎么理解这句话：组织的杰出作用和组织之间的相互依赖性突出了管理的重要性。

2. Why do you think management is important for an organization? Please describe the reason in great detail.为什么你认为管理对一个组织是重要的？请详细地描述一下原因。

3. What is the essence of management theory in your viewpoint?你的观点中，管理理论的本质是什么？Simply speaking, management is what managers do. But in order to understand the definition of management, that statement seems too simple. To our great surprise, the variety of approaches to management analysis, the amount of research, and the great number of differing views have resulted in much confusion as to what management is, what management theory and science is, and how managerial events should be analyzed. As a matter of fact, Harold Koontz many years ago called this situation "the management jungle". Though new approaches have developed and older approaches have taken on some new meanings with some new words attached, the developments of management science and theory still have the characteristics of a jungle. Thus in this passage we want to discuss Importance of Management, Definition of Management, and Major functions of Management respectively.简单地说，管理就是管理者所做的事情。

学术英语（社科）Unit2二单元原文及翻译

学术英语（社科）Unit2二单元原文及翻译UNIT 2 Economist1.Every field of study has its own language and its own way of thinking. Mathematicians talk about axioms, integrals, and vector spaces. Psychologists talk about ego, id, and cognitive dissonance. Lawyers talk about venue, torts, and promissory estoppel.每个研究领域都有它自己的语言和思考方式。

数学家谈论定理、积分以及向量空间。

心理学家谈论自我、本能、以及认知的不一致性。

律师谈论犯罪地点、侵权行为以及约定的禁止翻供。

2.Economics is no different. Supply, demand, elasticity, comparative advantage, consumer surplus, deadweight loss—these terms are part of the economist’s language. In the coming chapters, you will encounter many new terms and some familiar words that economists use in specialized ways. At first, this new language may seem needlessly arcane. But, as you will see, its value lies in its ability to provide you a new and useful way of thinking about the world in which you live.经济学家也一样。

《综合英语 2》课程教学大纲

《综合英语 2》课程教学大纲课程名称：综合英语 2/Comprehensive English 2课程类型：专业基础课课程性质：必修/学位课适用专业：英语专业(商务方向)、对外汉语专业学时数：96 其中，实验/上机学时：0学分数：6 考核方式：闭卷笔试预修课程：高中英语教学参考书：杨立民编.现代大学英语 2.外语教学与研究出版社.出版时间：2011杨立民编.现代大学英语 2 教师用书.外语教学与研究出版社.出版时间：2011开课单位：外国语学院英语系课程简介:《综合英语》课程是为我院英语系学生在基础阶段（一、二年级）所开设的一门最为重要的必修课程，在专业英语一、二年级共开设 4 个学期，使用普通高等教育“十一五”国家级规划教材，即：《现代大学英语》（第 1-4 册）。

该课程的教学对象为本科一二年级学生。

总学时 360，总学分 22.5。

该课程是一门综合技能课，主要通过语言基础训练与篇章讲解分析以及大量的交际实践练习，使学生逐步提高语篇阅读理解能力，了解英语各种文体的表达方式和特点，扩大词汇量和熟悉英语常用句型，具备基本的口头交际能力与笔头表达能力。

通过本门课程帮助学生打好坚实的语言知识基础，培养和提高学生综合运用英语的能力，促进学生学习策略的形成、发展和完善。

本门课程对学生知识、能力和素质的培养目标:1.进一步扩大学生词汇量, 加深学生对各项语法知识的理解2.大量阅读,培养学生阅读速度及技巧,并提高学生对文章的理解鉴赏能力3.通过课内外实践培养学生的语言输出能力Unit One Another School Year---What For? (6 学时)教学目的与要求：1.Dictation2.Grammar3.Oral Practice4.Vocabulary5.Reading Skill6.Writing教学重点与难点：1.Grammar Usagenguage Communication3.Vocabulary Extension教学内容：Part One Background information & Warm-up activities (1 学时) Part Two Text Analysis, grammar and vocabulary (3 学时) Part Three Oral practice and exercises (2 学时)Unit Two Say Yes (6 学时)教学目的与要求：1.Dictation2.Grammar3.Oral Practice4.Vocabulary5.Reading Skill6.Writing教学重点与难点：1.Grammar Usagenguage Communication3.Vocabulary Extension教学内容：Part One Background information & Warm-up activities (1 学时) Part Two Text Analysis, grammar and vocabulary (3 学时) Part Three Oral practice and exercises (2 学时)Unit Three The Rite of Spring (6 学时)教学目的与要求：1.Dictation2.Grammar3.Oral Practice4.Vocabulary5.Reading Skill6.Writing教学重点与难点：1.Grammar Usagenguage Communication3.Vocabulary Extension教学内容：Part One Background information & Warm-up activities (1 学时) Part Two Text Analysis, grammar and vocabulary (3 学时) Part Three Oral practice and exercises (2 学时)Unit Four The Man in The Water (6 学时) 教学目的与要求：1.Dictation2.Grammar3.Oral Practice4.Vocabulary5.Reading Skill6.Writing教学重点与难点：1.Grammar Usagenguage Communication3.Vocabulary Extension教学内容：Part One Background information & Warm-up activities (1 学时) Part Two Text Analysis, grammar and vocabulary (3 学时) Part Three Oral practice and exercises (2 学时)Unit Five Quick Fix Society (6 学时)教学目的与要求：1.Dictation2.Grammar3.Oral Practice4.Vocabulary5.Reading Skill6.Writing教学重点与难点：1.Grammar Usagenguage Communication3.Vocabulary Extension教学内容：Part One Background information & Warm-up activities (1 学时) Part Two Text Analysis, grammar and vocabulary (3 学时) Part Three Oral practice and exercises (2 学时)Unit Six Wisdom of Bearwood (6 学时)教学目的与要求：1.Dictation2.Grammar3.Oral Practice4.Vocabulary5.Reading Skill6.Writing教学重点与难点：1.Grammar Usagenguage Communication3.Vocabulary Extension教学内容：Part One Background information & Warm-up activities (1 学时) Part Two Text Analysis, grammar and vocabulary (3 学时) Part Three Oral practice and exercises (2 学时)Unit Seven Inter-Lesson (I)（6 学时）教学目的和要求1.Vocabulary2.Grammar3.Reading4.Translation5.Writing教学重点和难点1.Grammar Usagenguage Communication3.Vocabulary Extension教学内容Part One Word-Formation (1 学时)Part Two Cloze (1 学时)Part Three Translation (1 学时)Part Four Proofreading (1 学时)Part Five Reading Comprehension (2 学时)Unit Eight The Man In Asbestos (6 学时)教学目的与要求：2.Grammar3.Oral Practice4.Vocabulary5.Reading Skill6.Writing教学重点与难点：1.Grammar Usagenguage Communication3.Vocabulary Extension教学内容：Part One Background information & Warm-up activities (1 学时)Part Two Text Analysis, grammar and vocabulary (3 学时)Part Three Oral practice and exercises (2 学时)Unit Nine Confessions of a Miseducated Man (6 学时) 教学目的与要求：1.Dictation2.Grammar3.Oral Practice4.Vocabulary5.Reading Skill6.Writing教学重点与难点：1.Grammar Usagenguage Communication3.Vocabulary Extension教学内容：Part One Background information & Warm-up activities (1 学时)Part Two Text Analysis, grammar and vocabulary (3 学时)Part Three Oral practice and exercises (2 学时)Unit Ten Pompeii (6 学时)教学目的与要求：1.Dictation2.Grammar3.Oral Practice5.Reading Skill6.Writing教学重点与难点：1.Grammar Usagenguage Communication3.Vocabulary Extension教学内容：Part One Background information & Warm-up activities (1 学时)Part Two Text Analysis, grammar and vocabulary (3 学时)Part Three Oral practice and exercises (2 学时)Unit Eleven Button, Button (6 学时)教学目的与要求：1.Dictation2.Grammar3.Oral Practice4.Vocabulary5.Reading Skill6.Writing教学重点与难点：1.Grammar Usagenguage Communication3.Vocabulary Extension教学内容：Part One Background information & Warm-up activities (1 学时)Part Two Text Analysis, grammar and vocabulary (3 学时)Part Three Oral practice and exercises (2 学时)Unit Twelve A Fundamental Technique in Handling People(6 学时) 教学目的与要求：1.Dictation2.Grammar3.Oral Practice4.Vocabulary5.Reading Skill6.Writing教学重点与难点：1.Grammar Usagenguage Communication3.Vocabulary Extension教学内容：Part One Background information & Warm-up activities (1 学时) Part Two Text Analysis, grammar and vocabulary (3 学时) Part Three Oral practice and exercises (2 学时)Unit Thirteen Mr. Imagination (6 学时)教学目的与要求：1.Dictation2.Grammar3.Oral Practice4.Vocabulary5.Reading Skill6.Writing教学重点与难点：1.Grammar Usagenguage Communication3.Vocabulary Extension教学内容：Part One Background information & Warm-up activities (1 学时) Part Two Text Analysis, grammar and vocabulary (3 学时) Part Three Oral practice and exercises (2 学时)Unit Fourteen Inter-Lesson (II)（6 学时）教学目的和要求1.Vocabulary2.Grammar3.Reading4.Translation5.Writing教学重点和难点1.Grammar Usagenguage Communication3.Vocabulary Extension教学内容Part One Word-Formation (1 学时)Part Two Cloze (1 学时)Part Three Translation (1 学时)Part Four Proofreading (1 学时)Part Five Reading Comprehension (2 学时)Unit Fifteen Obama’s Victory Speech (6 学时) 教学目的与要求：1.Dictation2.Grammar3.Oral Practice4.Vocabulary5.Reading Skill6.Writing教学重点与难点：1.Grammar Usagenguage Communication3.Vocabulary Extension教学内容：Part One Background information & Warm-up activities (1 学时) Part Two Text Analysis, grammar and vocabulary (3 学时) Part Three Oral practice and exercises (2 学时)Unit Sixteen the oyster and the pearl (6 学时) 教学目的与要求：1.Dictation2.Grammar3.Oral Practice4.Vocabulary5.Reading Skill6.Writing教学重点与难点：1.Grammar Usagenguage Communication3.Vocabulary Extension教学内容：Part One Background information & Warm-up activities (1 学时) Part Two Text Analysis, grammar and vocabulary (3 学时) Part Three Oral practice and exercises (2 学时)。

管理学Chapter2

12.5 $1.15 per day 9.2
Long tons loaded per day Wages Labor costs

Shoveling Experiment
Before
§ per ton
§ per ton
After
Number of workers
Worker output per day Wages per man Labor costs
Scientific Management

An approach that involves using the scientific method to determine the “one best way” for a job to be done.
Frederick W. Taylor
Quantitative Approach To Management
Toward Understanding Organizational Behavior The Systems Approach The Contingency Approach Current Trends And Issues
division
The
of labor
breakdown of jobs into narrow and repetitive tasks.
Industrial Revolution

The substitution of machine power for human power, which made it more economical to manufacture goods in factories rather than at home.

大学英语综合教程2课文原文

大学英语综合教程2课文原文大学英语综合教程2课文原文是一个关于"学习与时间管理"的文章。

以下是该课文的原文内容：Time Management and Studyby John SmithTime management skills are essential for academic success in college. Students often struggle to balance their academic commitments with their personal lives and find it difficult to prioritize their tasks effectively. However, with proper time management techniques, students can ensure they make the most of their time and achieve their goals.One important aspect of time management is creating a schedule. By allocating specific time slots for each task, students can ensure they have enough time for studying, attending classes, and engaging in extracurricular activities. Creating a schedule also helps students to visualize how their time is being used and identify areas where they may be wasting time or procrastinating. Prioritizing tasks is another crucial skill for effective time management. Students should identify which tasks are most important or urgent and focus on completing those first. This allows them to stay on top of their workload and avoid feeling overwhelmed. By tackling tasks in a systematic manner, students can work efficiently and make steady progress.Another effective time management technique is setting realisticgoals. Students should break down larger tasks into smaller, more manageable ones. This allows them to stay motivated and make steady progress towards their goals. By celebrating small achievements along the way, students can maintain a positive mindset and stay motivated.In addition, students should also learn to eliminate distractions from their study environments. This could mean turning off their phones or finding a quiet space away from noise and distractions. By creating a conducive study environment, students can focus better on their tasks and make the most of their study time.Lastly, taking breaks is crucial for effective time management. While it may seem counterintuitive, regular breaks actually improve productivity. By giving their minds a chance to rest and recharge, students can maintain focus and concentration for longer periods of time. It is important, however, for students to keep their breaks short and not let them become a distraction.In conclusion, time management is a critical skill for college students. By creating a schedule, prioritizing tasks, setting goals, eliminating distractions, and taking regular breaks, students can make the most of their time and achieve academic success. Learning effective time management techniques is not only essential for college, but also for developing lifelong skills that will benefit students in their future careers.。

管理学双语课程中英文简介

《管理学》课程中英文简介Management课程代码：020013A Course Code：020013A课程名称：管理学Course Name：Management学时：48 Periods：48学分：3 Credits：3考核方式：考试Assessment：Examination先修课程：无Preparatory Courses：None管理学是经济、管理类专业的专业基础课程和核心课程，是一门系统地研究管理过程的普遍规律、基本原理和一般方法的科学。

本课程详细讲解了计划、组织、领导与控制等管理职能的客观规律和实施方法。

课程采用课堂教学、科研和实践活动一体化的教学方式，以课堂教学为主，科研和社会实践活动为辅，加强学生对管理学理论和知识的理解和认识，增强学生参与管理实践的意识。

本课程的任务是使学生能够系统地掌握管理学的知识体系，能综合运用管理学的基本理论和方法，并分析和解决管理中的实际问题，为后续专业课程的学习奠定管理学基础。

Management, the basic and core discipline of economics and management students, is a science which systematically studies the universal law, basic principles and general methods of the management process. This course teaches the objective laws and methods of the management functions in details, such as planning, organizing, leading and controlling etc. In order to strengthen the students‟ understanding of the management‟s theory and knowledge and enhance awareness of participating in the management practices, the course uses a teaching method including classroom teaching，researching and social practicing. Classroom teaching is the main part, while others are auxiliary. This course‟s target is to enable students to master the management‟s knowledge system, to apply basic theories and methods, to analyze and solve practical problems in management and lay a good management foundation for follow-up study of major disciplines.《管理学》（双语）课程中英文简介Management（double-language）课程代码：020023A Course Code：020023A课程名称：管理学（双语）Course Name：Management（double-language）学时：48 Periods：48学分：3 Credits：3考核方式：考试Assessment：Examination先修课程：经济学Preparatory Courses：Economics教学目标:本课程是工商管理专业(实验班)的学科基础课，它通过传授管理学的基本概念、基本理论和基本方法，使学生掌握管理的基本规律，具备管理者的基本素质和技能，为进一步学习专业管理课程和从事管理工作奠定基础。

大学英语教材二课文

大学英语教材二课文IntroductionIn this article, we will analyze and discuss the text presented in Lesson Two of the university English textbook. This lesson covers important aspects of language learning and provides insights into the challenges faced by English learners. Through a close examination of the lesson's content, readers will gain a deeper understanding of the English language and its nuances.Text AnalysisThe text in Lesson Two revolves around the theme of "Language and Communication". It explores various topics related to language acquisition, including the importance of context, cultural differences, and effective communication strategies. The author emphasizes the significance of understanding cultural context when learning a foreign language, as it greatly impacts communication and interpretation.The text further delves into the challenges faced by English learners, such as unfamiliar vocabulary, idiomatic expressions, and grammar rules. To overcome these obstacles, the author suggests adopting a holistic approach that incorporates both formal learning and immersive experiences. This approach enables learners to grasp the language in its natural context and improve their overall language proficiency.One key point discussed in the text is the influence of nonverbal communication. The author states that body language, facial expressions, and gestures play a significant role in conveying meaning and emotions.Understanding and effectively utilizing these nonverbal cues can enhance communication and bridge cultural gaps.The text concludes by highlighting the importance of continuous practice and perseverance in language learning. It emphasizes that mastering a language requires consistent effort and dedication. By engaging in meaningful conversations, reading extensively, and expanding vocabulary, learners can enhance their language skills and achieve fluency.ConclusionLesson Two of the university English textbook provides valuable insights into language learning and effective communication. By understanding the significance of cultural context, overcoming challenges, and utilizing nonverbal cues, English learners can improve their language skills and enhance communication. Continuous practice and perseverance are essential ingredients for success in language acquisition. Overall, this lesson serves as a valuable guide for students seeking to enhance their English language abilities.。

管理学理论------管理学的历史发展英文版课件

6
Major Approaches to Management
• • • • • • Scientific Management General Administrative Theory Quantitative Management Organizational Behavior Systems Approach Contingency Approach
7
Scientific Management 科学管理
• Fredrick Winslow Taylor 弗里德里克.泰罗
– The “father” of scientific management 科学管理之父
– Published Principles of Scientific Management (1911) 科学管理原理
8
Taylor’s Five Principles of Management
1. Develop a science for each element of an individual’s work, which will replace the old rule-of-thumb method. 2. Scientifically select and then train, teach, and develop the worker. 3. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed. 4. Divide work and responsibility almost equally between management and workers.

Lesson 02讲义

Lesson TwoText Management: Functions and SkillsNotesVocabularyComprehensionDiscussionExercisesTranslationWritingFurther ReadingCase Study of Southwest AirlinesTermsmanagement control systems organizational environmentProfileRobert DickensonReferencesText Management: functions and skillsTo establish and operate an effective organization, all managers perform several major functions or activities. These functions enable managers to create a positive work environment and to provide opportunities and incentives.The key management functions include✧planning,✧organizing and staffing,✧leading, and✧controlling.Each function is critical to the success of any manager and organization. Therefore, these functions are the foundation of management.Planning is➢analyzing a situation,➢determining the goals that will be pursued in the future, and➢deciding in advance the actions that will be taken to achieve these goals.Plans are developed✓for entire organizations,✓for specific work units, and✓for individual managers and workers.These plans may coverlong period of time (5, 10, or 20 years) ora short time horizon (days or weeks).They may be◆very general (e.g. to improve profits through new-product development) or◆very specific (e.g. to reduce product defects on the assembly line by 10 percent over thenext month through a system of employee incentives).In each case, however, managers are responsible for⏹gathering and analyzing the information on which plans are based,⏹setting the goals that will be achieved, and⏹deciding what needs to be done.Among large U.S. companies, General Electric (GE)has one of the most sophisticated approaches to planning. In the late 1960s, GE made a systematic approach to planning its highest priority. Analytical planning techniques provided a coherent set of goals and strategies. In subsequent years these techniques were modified to fit current needs, and GE still demonstrates record levels of financial performance. And even though GE “wrote the book” on modern planning practices and continues to be a leader in the area of planning, it is constantly evolving its approach to keep up with changing times.Although a good plan is important, a manager usually cannot do the job alone or without adequate resources. Furthermore, the people and tasks of the organization or work unit must be coordinated in a way that allows the firm to be efficient and effective.The second major management function, organizing and staffing, includes the efforts of managers●to assembleA.the human,B.financial,C.physical, andrmation resources needed to complete the job and●to group and coordinateA.employees,B.tasks, andC.resources for maximum success.When Dorothy Terrell of Digital Equipment Corporation was asked to manage the computer company’s high-density interconnect and multiple module operation, her organizing and staffing skills proved essential. Her challenge was to transform a high-tech, nonmanufacturing operation into a high-volume producer of endurance technology for high-end office products. Terrell was chosen for the job because she had a thorough knowledge of the company, had an extensive network of business and community contacts in the Boston area, and could, in her words, “pull technical minds together.” In three years, Terrell built the staff and plant mana gement team from 200 to 1,200. She is now producing quality products at competitive cost and controlling a budget of more than $300 million at the new facility.The leading function focuses on the manager’s efforts to stimulate high performance among employees.This activity involves✧directing,✧motivating, and✧communicating with employees,both as individuals and in groups.Managers are concerned with achieving individual and organizational goals. The previous three functions develop plans to reach those goals, assemble and organize the resources needed in their pursuit, and direct and motivate employees toward their realization. However, comprehensive plans, solid organizations, and outstanding leaders do not guarantee a sure road to success.As a result, the fourth function, controlling, emphasizes evaluation and change.When managers begin to implement their plans, they often find that things are not working out as planned. The controlling function involves monitoring the progress of the organization or the work unit toward goals and then, if necessary, taking corrective action. Successful organizations, both small and large, pay close attention to how they are doing. They also take fast action when problems arise.Fortune recently identified the 10 companies it considers to be the best managed. Among the top 10, some of these firms and the attitudes of their leaders are as follows.Wal-Mart CEO David Glass has a thorough knowledge of the business and a clear focus on its opportunities and hazards. He spends at least two full days every week visiting stores, asking clerks and customers for ideas and complaints. He modestly claims, “I’m nothing more than a represen tative of the collective efforts of our company’s 350,000 associates” (Wal-Mart’s term for employees).PepsiCo CEO Wayne Calloway spends about half his time on personnel matters. “I’m quite familiar with 650 people plus may be another 200 to 300… I figure that the team that has the best athletes will eventually win the Super Bowl if the coach doesn’t mess up too much.”General Electric CEO John Welch, Jr., is pushing for employee support and rapid transfer of ideas among divisions. He is so passionate about managing that he fidgets on the edge of his seat when he talks about. “I don’t ever read speeches. If I can’t w r ing it from my gut … I don’t know it.”The management functions are the cornerstones of a manager’s job. However, recognizing and understanding these functions do not ensure success. Managers need a variety of skills to execute these functions successfully.Skills are specific abilities that result from➢knowledge,➢information,➢practice, and➢aptitude.Although managers require many individual skills, we will group them into three general categories:➢technical skills,➢interpersonal and communication skills, and➢conceptual and decision skills.When the key management functions are performed by managers who have these critical management skills, the result is a positive, high-performance work environment.A technical skill is the ability to perform a specialized task that involves a certain method or process. Most people develop a set of technical skills to complete the activities that are part of their daily work lives.✧Musicians learn the basic techniques of playing an instrument.✧Factory workers develop the ability to operate equipment.✧Physicians master the procedures used during a physical examination.When you leave school, you will have a set of technical skills that will provide you with the opportunity to get an entry-level position in a business.➢Business administration majors will have the technical skills in accounting, finance, marketing, human resources management, quantitative methods, and information systems.➢Accounting majors will develop many of the basic skills needed to conduct an audit.➢Information systems majors will have the skills necessary to construct a computerized management information system.➢Marketing majors may know pricing, marketing research, and sales.The technical skills you learn in school will also help you as a manager. Your basic accounting and finance courses will develop the technical skills you need to understand and manage the financial resources of an organization. Similarly, your marketing courses will introduce the skills you need to target markets and sell your firm’s products. Although managers may rely less on their basic technical skills as they rise through an organization, these skill givethem the background for their new responsibilities, as well as an appreciation of the activities of others in the firm.Interpersonal and communication skills influence the manager’s ability to work well with people. In fact, these skills are often called the human or people skills. A study of senior executives showed that well over half of their time was spent interacting with people. Because managers must deal with others, they must develop their abilities to lead, motivate, and communicate effectively with those around them. The ability to get along with many diverse types of people and exchange information with them is vital for a successful management career. These skills are essential at all levels and in all parts of an organization.A recent Fortune article decried the lack of communication and other “people” skills among recent MBAs launching their management careers. It is vital not to minimize the importance of these skills in getting a job, keeping it, and performing well in it. As one expert commented, “In many, many companies, the reason a manager fails is not because he doesn’t have the technical skills. It’s because he doesn’t have the people skills.”Conceptual and decision skills involve the manager’s ability➢to recognize complex and dynamic issues,➢to examine the numerous and conflicting factors that influence these problems, and➢to resolve such situations for the benefit of the organization and everyone concerned.As managers rise through an organization, they must exercise their conceptual and decision skills with increasing frequency. They confront issues that involve all aspects of the organization, and they must consider a larger and more interrelated set of decision factors. Thus, decisions at higher levels have more profound effects on the organization.Senior executives use these skills when they consider the overall objectives and strategy of the firm, the interactions among different parts of the organization, and the role of the business in its external environment.A recent survey asked executive recruiters (headhunters) to list the characteristics they look for in a top prospect. The following is the profile or the key characteristics of the executive recruit who caught the headhunters’ attention:1.Strong leadership skills.2.An action orientation.3. A vision of where the firm is going.4.Excellent communication skills.5.Self-confidence.6.The ability to take risks.7.The ability to motivate.8.The ability to generate loyalty.9.High integrity.10.Team-building skills.11.Operations experience.12.International experience.Different managers emphasize different activities or exhibit different management styles. There are many reasons for these differences, including the managers’ training, personalities, and backgrounds. However, you will find that the organizational level at which the manager operates often influences the mixture of important functions and skills. Organizations, particularly large organizations have many levels. There are three types of managers at three different levels in virtually all organizations:✧strategic managers,✧tactical managers, and✧operational managers.Strategic managers are the senior executives of an organization and are responsible for its overall management. These managers have titles such as chair of the board, president, chief executive officer, and vice president. Typically they focus on long-term issues and emphasize the survival, growth, and general efficiency and effectiveness of the organization. In large organizations, strategic managers are concerned primarily with the interaction between the organization and its external environment. This interaction often requires managers to work extensively with outside individuals and organizations. Strategic managers also set the major goals and plans of the organization. In some organizations, especially smaller firms, they may play a role in the execution of these plans.Tactical managers are responsible for translating the general goals and plans developed by strategic managers into more specific objectives and activities. These decisions, known as tactics, involve both a shorter time horizon and the coordination of resources. Tactical managers are often called middle managers, because they are located between the strategic and operational managers.Operational managers are lower-level managers who supervise the operations of the organization. These managers often have titles such as supervisor or sales manager. They are directly involved with non-management employees, implementing the specific plans developed with tactical managers. This role is critical within the organization, because operational managers are the link between management and non-management personnel.Notes1.General Electric (GE) is one of the largest and most diversified industrial corporations inthe world. General Electric Company's products include major appliances; lighting products; industrial automation products; medical diagnostic imaging equipment; motors;electrical distribution and control equipment; locomotives; power generation and delivery products; nuclear power support services and fuel assemblies; commercial and military aircraft jet engines; and engineered materials. (refer to )2.Digital Equipment Corporation, a Fortune Global 100 company, is the largest supplier ofcomputing systems in the world. It designs, develops, manufactures, and markets hardware, software, solutions, and services, including industry-leading enterprise computing solutions, fault-tolerant business-critical solutions, and communications products, commercial desktop and portable products, and consumer PCs. Founded in 1957, the company employed more than 120,000 people worldwide at its peak in 1990 and earned more than $14 billion in revenue. It was bought by Compaq Computer Corporation in 1998. On September 4, 2001, Hewlett-Packard Company and Compaq Computer Corporation announced a definitive merger agreement to create an $87 billion global technology leader. The new HP will offer the industry's most complete set of IT products and services for both businesses and consumers, with a commitment to serving customers with open systems and architectures. The combined company will have #1 worldwide revenue positions in servers, access devices (PCs and handhelds), and imaging and printing, as well as leading revenue positions in IT services, storage, and management software. (refer to )3.module operation: Operation that use self-contained units designed to serve particularfunctions.4.Fortune: Fortune is an important monthly magazine published by Life-Time PublishingHouse, and well known for its published lists of the most important business companies in the world, such Fortune 500 or Global 500. (refer to )5.Wal-Mart Stores, Inc.: It is principally engaged in the operation of mass merchandisingstores, which serve customers primarily through the operation of three segments. The Wal-Mart Stores segment includes the Company's discount stores and Supercenters in the United States. The SAM'S Club segment includes the warehouse membership clubs in the United States. The International segment includes all operations in Argentina, Brazil, Canada, China, Germany, Korea, Mexico, Puerto Rico and the United Kingdom. (refer to )6.CEO: CEO, CFO, CIO, and CTO are abbreviations that respectively stand for: ChiefExecutive Officer, Chief Financial Officer, Chief Information Officer, and ChiefTechnology Officer. Modern corporations commonly use these terms to describe their top executives. The CEO (Chief Executive Officer) is often but not always also the President of a company. The CEO reports to the Chairman of the Board and board members. The CEO is usually the most important spokesperson for the company, the person who is responsible for quarterly results, and the best paid member of the company. The CFO (Chief Financial Officer) is sometimes also the company Treasurer and, in many companies, is seen as the second most important person in the company (since managing the quarterly results often depends on an understanding of how to keep the books). The CIO (Chief Information Officer), a relative newcomer to the ranks of the top executives in a corporation, is responsible for a company's internal information systems, and, especially with the arrival of the Internet, sometimes in charge of the company's e-business infrastructure. The CTO (Chief Technology Officer), an even newer arrival to the top executive ranks in many companies, is likely to be seen as the second or third most important person in any technology company. The CTO is responsible for research and development and possibly for new product plans.7.PepsiCo, Inc.: It is engaged in the snack food, soft drink and juice businesses. PepsiCo'soperations are conducted through Frito-Lay, Inc., Pepsi-Cola Company, and Tropicana Products, Inc. The Company's Frito-Lay snack food business units manufacture, market, sell and distribute a varied line of salty and sweet snack foods throughout the United States and Canada and in 118 countries outside the United States and Canada through company-owned facilities and affiliated companies. The Company's Pepsi-Cola soft drink business units manufacture, market and sell concentrates to be used in Pepsi-Cola Beverages. The Company's Tropicana Products business units manufacture, market, sell and distribute citrus juice products under trademarks as Tropicana Pure Premium, Tropicana Season's Best and Dole. (refer to )8.Super Bowl: American professional football championship. (refer to and )9.accounting: The bookkeeping methods involved in making a financial record of businesstransactions and in the preparation of statements concerning the assets, liabilities, and operating results of a business.10.finance: The science of management of money, banking, investments, credit and otherassets.11.marketing: The process of planning and executing the conception, pricing, promotion anddistribution of ideas, goods, and services to create exchanges that satisfy individual and organizational objectives. (as defined by American Marketing Association at )12.human resource management: The actions and decisions that affect the relationshipsbetween a company and its employees. Traditionally, human resources management was the responsibility of a clearly defined department, such as personnel, that was responsible for hiring, training, rewarding, and discharging employees. In recent years, this narrow definition of human resources management has undergone a radical change. It is now considered to be a major component of general management; in fact, human resources are now thought to be a vital corporate asset and are frequently referred to as social or intellectual capital. Just as there must be an external strategic plan for dealing with the environment, there must be an internal strategic plan for dealing with employees.13.management information systems (MIS): A centralized, usually computerized, systemdesigned to supply mangers with the necessary information to make decisions.Traditionally, the focus of MIS was to provide managers with accurate internal information, such as sales and inventory figures. These systems were designed to speed up business processes in order to contain costs and improve administrative efficiency. In recent years, however, MIS has become externally focused, shifting the flow of information to customers, distributors, and suppliers.14.audit: An exa mination of a company’s compliance with accounting standards and policies.There are four types of audits: financial, internal, management, and compliance. In a financial audit, an independent certified public accountant examines a company’s accounting records and procedures, and then gives an audit opinion. In an internal audit, an internal auditor investigates a company’s procedures to make certain that they meetcorporate policies. A management audit, as its name suggests, examines management’s efficiency. Finally, a compliance audit determines whether a company is following specific rules and regulations.15.pricing: Fixing or establishing of a price for, such arbitrary pricing, arm's length pricing,average cost pricing, basing point pricing, bond pricing, competitive pricing, contribution pricing, cost plus pricing, cost-based pricing, direct cost pricing, dual pricing, marginal-cost pricing, mark up pricing, multiple model pricing, psychological pricing, zone pricing16.MBA: The abbreviation of Master of Business Administration.17.headhunter: A person who tries to persuade someone to leave their job and take anotherjob which has better pay and more status.Vocabulary1.incentive n. Something, such as the fear of punishment or the expectation of reward, thatinduces action or motivates effort.2.pursue vt. To strive to gain or accomplish.3.defect n. An imperfection that causes inadequacy or failure; a shortcoming.4.sophisticated adj. Very complex or complicated.5.priority n. Precedence, especially established by order of importance or urgency.6.coherent adj. Marked by an orderly, logical, and aesthetically consistent relation of parts.7.coordinate vt. 1) To place in the same order, class, or rank. 2) To harmonize in a commonaction or effort:8.maximum n. The greatest quantity or degree reached or recorded; the upper limit ofvariation.9.interconnect adj. joined together10.high-end adj. Appealing to sophisticated and discerning customers.11.corrective adj. Tending or intended to correct12.hazard n. A chance of being injured or harmed; danger.13.mess up v. 1) To make disorderly or soiled; clutter or foul; 2) To botch; bungle.14.wring vt. To obtain or extract by applying force or pressure.15.fidget v. To behave or move nervously or restlessly.16.aptitude n. An inherent ability, as for learning; a talent. Quickness in learning andunderstanding; intelligence. The condition or quality of being suitable; appropriateness.17.dynamic adj. Characterized by continuous change, activity, or progress.18.decry vt. To condemn openly.19.recruit n. A new member of an organization or a body. vt. To supply with new membersor employees.20.profile n. A biographical essay presenting the subject's most noteworthy characteristicsand achievements.21.integrity n. Steadfast adherence to a strict moral or ethical code.Comprehension QuestionsDirections: Choose one best answer from the four choices according to the text.1.Which of the following is the correct combination of the four key management functions?A.Planning, organizing, staffing and leading.B.Planning, staffing, leading and controllingC.Planning, organizing and staffing, leading and controllingD.Planning, leading, staffing and controlling, and organizing2.Planning includes the following components except __________.A.analyzing the situationB.determining the goalsC.deciding the actionsD.achieving the goals3.High-end as in “high-end office products” means __________.plicated and sophisticatedB.high-tech and state of artC.highly priced and chargedD.appealing to sophisticated and discerning customers4.Which of the following statements is not correct according to the text?A.Planning is analyzing a situation, determining the goals that will be pursued inthe future, and deciding in advance the actions that will be taken to achieve thesegoals.anizing and staffing includes the efforts to assemble the human, financial,physical, and information resources needed to complete the job and to group andcoordinate employees, tasks, and resources for maximum success.C.Leading focuses on the manager’s efforts to stimulate high performance amon gemployees, involving directing, motivating, and communicating with employees,both as individuals and in groups.D.Controlling emphasizes evaluation and change, involving monitoring theprogress of the organization or the work unit toward goals and taking necessaryactions to control the progress.5.Which of the following is the best replacement for “associates” as in “… our company’s350,000 associates”?A. PartnersB. MembersC. FriendsD. Fellows6.Which of the following skills does not belong to the management skills mentioned in thetext?e computermunicate with othersC.Issue complaintsD.Make decisions7.Interpersonal and communication skills are often called human or people skills becausethese skills are _________.A.essential at all levels of an organizationB.vital to the successful management careerC.people-orientedD.business-centered8.Conceptual and decision skills include the manager’s following skills except ______.A.to recognize issuesB.to examine factorsC.to resolve problemsD.to benefit the company9.Prospect as in “… they look for in a top prospect” means ______.A. possibilityB. chanceC. potential customerD. candidate likely to succeed10.Which of the following is not mentioned in the key characteristics of the executive recruit?A. self-confidenceB. loyaltyC. integrityD. leadershipDiscussion Questions1.What are the characteristics of an effective manager?2.Define the important management functions. What are the relationships among thesefunctions?3.What management skills does an effective manager need? Explain each.4.Why are interpersonal and communication skills often called human or people skills?5.What are the similarities and differences among managers at different levels of theorganization?ment on Wal-Mart CEO David Gl ass’s remark that “I’m nothing more than arepresentative of the collective efforts of our company’s 350,000 associates.7.Why does Wal-Mart use associate for employee?ment on GE CEO John Welch’s remark that “I don’t ever read speeches. If I can’twring it from my gut… I don’t know it.”9.What are the important characteristics, qualities and abilities executives should have?What are the relationships among these characteristics?ExercisesTranslationDirections: Translate the following passages into Chinese.1.To be successful, an organization must have some managers who are also leaders. Is therea difference between a manager and a leader? In their book Leaders, Warren Bennis andBurt Nanus argue that managers spend most of their time mastering basic routines and deciding how to do things right. Leaders, in contrast, use vision and judgment to create and to do the right things. Great leaders communicate their visions to their employees and use power wisely to make their ideas a reality. They devote everything they have to their task, and they simply do not think about failure. As a manager of the future, you can and should be a leader.一个组织为了取得成功必须拥有一些具有领导才能的管理者。

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.
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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.
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4. Four Principles of Scientific Management
Principles to increase efficiency:
- Study the ways jobs are performed now and determine new ways to do them.
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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.