ManagersandManagement
管理学英语ppt课件ppt课件
Risk control
Analyze potential risks, develop response measures, and ensure organizational safety.
Feedback and improvement
Collect feedback information, continuously improve management methods and processes.
Managerial Skills
Strategic vision
With a broad vision and the ability to plan for the long term.
Decision making ability
Scientifically analyze problems and make decisive decisions.
Communication and coordination skills
Good at communication and able to coordinate the interests of all parties.
Leadership
Unleash team potential and lead the team to grow together.
Establish an effective information communication mechanism to ensure the accuracy and timeliness of information transmission.
Leading
Motivation and Communication
管理用英语怎么说
管理用英语怎么说管理，是指管理主体组织并利用其各个要素(人、财、物、信息和时空)，借助管理手段，完成该组织目标的过程。
那么你知道管理用英语怎么说吗?下面来学习一下吧。
管理英语说法1：manage管理英语说法2：supervise管理英语说法3：administrate管理的相关短语：供应链管理 Supply Chain Management ; SCM ; mySAP SCM ; Supply Chain目标管理Management by objectives ; MBO ; quota management ; MBO-Management By Objective资产管理 Asset Management ; EAM ; TealPoint ; ITAM工程管理 engineering management ; Project Management ; MSc Engineering Management ; MEM公共管理Public management ; Public Administration ; institution arrangement ; Master of Public Administration 系统管理System management ; System Administration ; System Admin ; Administration资源管理Resource Management ; Resources ; Managing Resources ; Enterprise Resource Management管理系统Management System ; PMS ; the management system management system ; Administrative System 财富管理Wealth management ; Private wealth ; Private wealth advisor ; Private wealth management管理的英语例句：1. The unemployed executives include former sales managers, directors and accountants.被解雇的管理人员包括前销售经理、主管和会计。
管理学原理第一章练习题及答案
Chapter One: Managers and ManagementMultiple Choice Questions1. When we classify managers according by their level in the organization theyare described as _______.a. functional, staff and line managersb. top managers, middle managers and supervisorsc. high level and lower level managersd. general managers and administrative managers2. Conceptual skills relate to a manager’s ability toa. take a strategic view of how the parts of the organization function.b. solve detailed problems in groups.c. correctly evaluate organizational problems.d. understand and interact effectively with others in the organization.3. The ability to build networks and power bases that increase one’s power in theorganization is referred to as _____.a. influence skillb. political skillc. controllingd. strategic skill4. A manager is someone whoa. actually performs the service or produces the product.b. works anonymously behind the scenes.c. sets the goals of the organization.d. supervises the work of others.5. Which of the following skills is most important for top managers (CEO’s)?a. Interpersonalb. Technicalc. Functionald. Conceptual6. A manager who has a reputation for being open and honest and understandshow to motivate employees and customers is said to have good ________ skills.a. salesb. politicalc. Interpersonald. technical7. Annie’s Pies produces cakes and pies that come in 207 different flavors thatare shipped across the USA. Each week, 3 or 4 new flavors are added. Annie’s produces high quality cakes and pies using the best ingredients, it wastes little, and few employees work overtime because the business operatesa. effectively.b. reliably.c. efficiently.d. flexibly.8. Doing a job in a way that achieves results without wasting any resources isreferred to as being ______.a. effective.b. efficientc. conservatived. Both a and b.9. The importance of managerial roles varies depending on the _____.a. manager’s salaryb. manager’s acceptance by the employeesc. size of the organizationd. length of time the manager has worked in the organization10. According to Mintzberg, which management category includes the roles offigurehead, leader, and liaison?aa. interpersonalb. informationalc. decisionald. planning11. Which of the following roles is categorized as a decisional role?a. Monitorb. Disseminatorc. Resource allocatord. Leader12. An organization must contain all except which of the following characteristics?a. purposeb. peoplec. structured. product13. An organization is commonly considered aa. systematic arrangement of people to sell goods or services.b. s tructural grouping of people to accomplish a set of objectives.c. structural grouping of managers and subordinates who are attempting toincrease profits.d. systematic grouping of people to establish procedures, rules, andregulations.14. Operatives can BEST be described asa. Those who actually do the tasks of an organization.b. Those who work anonymously behind the scenes.c. Manual laborers.d. Those who supervise others.15. The managers who work most closely with the operatives are known asa. top management.b. middle management.c. first-line managers.d. operative managers.16. The level of management that translates the goals of the organization intospecific plans that lower-level managers can perform is known asa. top management.b. middle management.c. first-line managers.d. operative managers.17. _____ are responsible for making decisions about the direction of theorganization and establishing policies that affect all organizational members.a. Operativesb. Top managersc. Middle managersd. First-line supervisors18. Performing the task right and considering the relationship between inputs andoutputs isa. effectiveness.b. goal attainment.c. efficiency.d. a management characteristic.19. If you get more output for a given input, you havea. decreased effectiveness.b. increased effectiveness.c. decreased efficiency.d. increased efficiency.20. In an organization, _____ translate(s) into goal attainment.a. effectivenessb. efficiencyc. resource minimizationd. managerial functions21. If a college cuts the cost of an education by using mostly part-time faculty andat the same time fails to adequately educate its students, it can be said to be doing the wrong things well. In other words, the college isa. efficient and effective.b. efficient but not effective.c. effective but not efficient.d. neither efficient nor effective.22. Tim's Tire Shop is concerned only with using the least amount of labor possibleas it repairs/replaces the tires of its customers. Its primary goal isa. effectiveness.b. goal attainment.c. efficiency.d. management characteristics.23. All of the following are included in the four components of the managementprocess excepta. planning.b. organizing.c. leading.d. delegating.24. Mintzberg grouped the ten managerial roles into three primary headings. Whichof the following is not one of these headings?a. interpersonal relationshipsb. transfer of informationc. planningd. decision making25. As managers move up the organization, they do lessa. leadingb. controllingc. planningd. organizing26. Which of the following roles is most important for managers in small firms?a. disseminatorb. leaderc. spokespersond. figurehead27. Katz developed four critical skills that managers must possess. Which of thefollowing is not one of those four skills?a. conceptualb. interpersonalc. technicald. connection28. Angelo is well known for his skills in using the advanced programming softwareof the engineering field. In fact, it was his specialized knowledge that led to his promotion as manager. Which managerial skill is Angelo demonstrating?a. conceptualb. interpersonalc. technicald. political29. Nancy’s strength as a manager lies in her ability to work with people. She isable to work with, motivate, and lead others easily. Nancy is demonstrating which managerial skill?a. conceptualb. interpersonalc. technicald. political30. Which of the following is not true about operatives?a. They have no responsibility for overseeing the work of others.b. They work directly on a job or task.c. They have no more than four employees who report directly to them.d. A person on an assembly line could be described as an operative.31. The managerial concept that focuses on task completion isa. efficiency.b. of little concern for first-line managers.c. mostly the job of top managers.d. effectiveness.32. Which one of the following best demonstrates the concept of efficientmanagement?a. Getting activities completed.b. Maximizing output.c. Maintaining output with fewer resources.d. Increasing output and input.33. When a manager fails to complete the department's tasks but has used theresources sparingly and wisely, the results are said to bea. efficient and effective.b. efficient and ineffective.c. inefficient and effective.d. inefficient and ineffective.34. The planning function of management includesa. directing the activities of others.b. monitoring an organization's performance.c. comparing actual results with plans.d. establishing an organization's goals.35. The organizing function of management includesa. how tasks are to be grouped.b. conflict resolution among subordinates.c. comparison of actual results with a budget.d. definition of an organization's goals.36. The activities of motivating employees, directing others, selecting the mosteffective communication channels, and resolving conflicts refer to which management function?a. planning.b. organizing.c. leading.d. controlling.37. When a famous speaker, Such as the President of the United States, addressesa college graduating class, he or she is exhibiting Mintzberg's role ofa. liaison.b. disturbance handler.c. disseminator.d. figurehead.38. Concerning Mintzberg's managerial roles, which of the following statements isMOST accurate?a. Managers perform essentially different roles in different types oforganizations.b. Managers perform essentially different roles at different levels of anorganization.c. The emphasis managers give the various roles differs with variousorganizational levels.d. Roles of figurehead, disseminator, and liaison seem to be most appropriatefor first-line managers.39. Which of the following statements is LEAST correct?a. Regardless of the organizational level, managers perform essentially thesame functions.b. Most managerial functions are the same throughout the world.c. Small or large organizations perform essentially the same functions.d. The entrepreneurial role is more prevalent in small organizations than inlarge ones.40. Management is BEST described as the process ofa. personally completing tasks in an efficient manner.b. efficiently completing tasks with the help of others.c. using scarce resources to minimize output.d. organizing activities over a long period of time.。
《管理会计》课件全英文Acct_ch1_ManAcct_(Feb_25)
1. Externally focused 2. Must follow externally imposed rules 3. Objective financial information
1 -23
Types of Information
For management accounting, the The restrictions imposed on financial accounting tend to financial or nonfinancial produce objectivebe much more information may and verifiable financial information. subjective in nature.
Continued
1 -3
Objectives
5. Describe the role of management accountants in an organization. 6. Explain the importance of ethical behavior for managers and management accountants. 7. List three forms of certification available to management accountants.
1 -12
Management Process
The Management Process is defined by the following activities: Planning Controlling Decision Making
Decision making is the process of choosing among competing alternatives.
管理学,罗宾斯,版,英文Robbinsfom
1-26
Why Are Customers Important?
Consistent, high-quality customer service is essential to survival
Copyright © 2015 Pearson Education, Inc.
1-27
Why Is Innovation Important?
1-19
Which Approach Takes the Prize?
Functions ☑
Roles
☐
Copyright © 2015 Pearson Education, Inc.
1-20
What Skills Do Managers Need?
Conceptual Skills
Interpersonal Skills
1-22
Why Study Management?
We all have a vested interest in improving how organizations are managed.
Copyright © 2015 Pearson Education, Inc.
1-23
Why Study Management? (cont.)
1-6
Copyright © 2015 Pearson Education, Inc.
1-7
What Titles Do Managers Have?
Top Managers • Make decisions about the direction of an organization
Middle Managers • Manage other managers
跨文化管理 Cross Cultural Management 英语作文
Cross Cultural Management >Cross-Cultural Management Essay:Cross-cultural management is the administration’s study to understand the influence of societal culture on managers and management practice and individual managers’ research and the organization’s cultural orientations. There are different length essays on cross-cultural management to guide you in exams, speeches and class projects. I hope you find them useful.Long and Short Essays on Cross-Cultural Management for Students and Kids in EnglishWe provide children and students with essay samples on a long essay of 500 words and a short essay of 150 words on the topic “Cross-Cultural Management” for reference.Short Essay on Cross-Cultural Management 150 Words in EnglishShort Essay on Cross-Cultural Management is usually given to classes 1, 2, 3, 4, 5, and 6.As the word suggests, Cross-cultural is studying the difference among people of different nations, backgrounds and ethnicities and the need to bridge the gap between them. According to the business terms, it means to build a gap in other culture employees at work. Globalization has taken over big and some small business houses, Cross-cultural management has become of vital importance.Studies show that employees taught to understand different cultures to have no trouble caused due to different backgrounds. The need to study and implement cross-culturalmanagement in business houses is due to the workforce’s diversity. As the market’s horizons are increasing the organizations to attain success and create goodwill in customer’s and employees’ eyes, they need to change management.The new age demands cross-cultural management. The various techniques followed are group activities, formal training about the culture difference, regular interaction with the employees—a defined set of rules and instructions to motivate the employees in the diversified environment. A team leader mustwork very hard and understand the employees to achieve the diversified firm to progress. The most significant benefit of a cross-cultural firm is the increase in the employees’ crea tivity and innovation and the products and ideas generated.Long Essay on Cross-Cultural Management 500 Words in EnglishLong Essay on Cross-Cultural Management is usually given to classes 7, 8, 9, and 10.Cross-cultural management is the management of the cross-culture differences among businesspeople of different nations and backgrounds. Cross-cultural training has improved an individual‘s relationships with host nationals and adjusts more rapidly to the new culture. The organization’s primary purpose of implementing cross-cultural management at all employees’ levels is to design a feasible organization structure and management mechanism.The crisis faced by a firm in implementing cross-cultural management are:1. The communication: The team leader’s problem is to explain different cultured people about each other and get them on the samepage. Teamwork needs all the employees to understand each other. Some cultures have various forms of working. Different cultured people should understand the environment outside the area of work. Sometimes to get to know each other, a brief understanding of culture is required as some cultures do not like small talks like Germans but straight business talks.2. Information Gaps: Everybody should have set goals and objectives clear to them. Helps in building confidence among the employees and avoids confusion. If the rules and regulations areclear, then no overlapping of tasks and hostility arises. Every work culture has a different pattern and speed of working, but the firm is fixed about how to communicate, then fewer chances of conflicts occur.3. Workstyle: All work cultures have different styles of work. Some prefer individual over group contribution while some are vice versa. If the team members understand the or ganisation’s work ethics and respect each other’s working style, achieving the desired results becomes more comfortable.4. Influences: Tensions can arise if two or three people in the same team with the same ideologies work in the same team. It is better to avoid such conflicts as regular team motivating, and other group activities initiated. Team members should be encouraged to spend time together to create trust and understanding amongst themselves. Team and group dynamics harmony is a must for progress.5. Motivation factors: As the firm has taken a step towards diversification. Similarly, they need to bring out unique and individual motivation factors for the diversified teams’ employees. Aunified motivational method used for the entire organization should not in diversified group perks and benefits motivate the employees better. Some individuals show better work spirits if appreciated individually, while some show better work skills if recognized as a group.ConclusionA unique opportunity is to manage a multi-cultured organization; the firms following it has created a brand image in international and national markets. Goodwill precedes the firm with a diverse culture, Creating creativity and innovations by the team’s employees. Asdifferent types of people will bring variety in the thought and beliefs of work, so monotonous or similarity is not a part of the group. The modern way to progress for a firm with multi-cultured talent is to tap it carefully and not miss out on the opportunity. Mostly a clear understanding and developing a straightforward way of communication is only needed to attain the common goals of progress.Cross-Cultural management 800 words in EnglishIntroductionCross-cultural management is the study in which people with different backgrounds and cultures work in the same firm. People with diversified cultures work together in harmony in an organization. There are various aspects to the concept as it is not easy to manage multicultural people.How to Manage a cross-cultural team programStatistically, a cross-cultural team performs 35% more efficient than a standard group. But to derive their best potential and tap on the best resources, the common link needs to be understood. Some managements are scared totake the risk of culturally diverse teams to hamper the industry’s outcome.Some ways to help in cross-cultural management among team membersTry to understand each member individually understand each member’s potential; it is essential to understand their skills and strengths individually before working with them. It will benefit you to steer the group better, but tapping a resource beneficial for the whole group is possible.1. Adopt flexibility: Two major areas in this sector are scheduling and decision making. Different cultures give importance to different values some are flexible, and some are linear time construct on finishing a project.2. Encourage communication: For greater efficiency; every member needs to voice their opinion. To not let any negative emotions build up as under pressure and not appreciated, members dominated by other team members or the management; it is vital to have an open conversation line. Ensure each members participation during the meeting, each andeveryone should be freely able to give the opinions.3. Motivate team-building activities: To build any relationship; it is essential to spend time together. The leader could plan special activities like happy hours, lunch, outings, team birthday parties and pantry chit chat. Communication should be encouraged during the downtime of the employee to help build stronger ties.4. Listen actively: It is essential to communicate and listen with an open mind and not form opinions based on prejudice in the office’s culture. Suppose a general notion is thereregarding a particular section’s performance in the office or the branch in another country. In that case, a good leader should try to understand that place’s work culture before forming an opinion.5. Structure of rules: It is vital to have a structured set of rules for team members to perform best to their ability. In a culturally diversified group, it becomes furthermore essential to have uniformity of norms to achieve success. While forming those rules, the cultural difference should be kept in mind.6. Resolve conflict immediately: A team leader should act as the cultural bridge between its team members and resolve any hostility directly. Waiting for long before resolving minor issues can end up into more significant issues. A team leader should be prompt in taking the decision and solving any problems.7. Create a cross-cultural awareness program: To understand different cultures of the people working together and the customers for whom the management is working. A general awareness program should be organised,including general greetings, business etiquettes and dining custom.Importance of Cross-Cultural ManagementA progressive organization to understand the need of the employees and the environment is working in diversity beliefs. As said by, Fred Luthans, ‘Diversity is the presence of members of different ages, genders, ethnic groups and educational background s in the organization.” There are people from different backgrounds in an organisation but with a common goal to achieve success, which is achieved only by cross-cultural management.1. Globalization: As more and more firms are reaching out to different countries. To understand the need of the employees working and the work environment in which the management has to work. It is vital to diversify the stream of employees in the firm to achieve success.2. Meet the competition: Diversity in the firm helps to meet the competition as the competitive market increases daily to cover higher skies and complete the match. Different people needed in the firm’s structure.3. Creativity at its best: People with same backgrounds tend to have similar ideas and relate to a problem similarly. In a diverse environment, people with different backgrounds come up with other ideas as they react differently in the same domain. The difference in the organization’s cultural climate leads to creativity development when people of different backgrounds get a healthy environment to work and respect each other. A place which encourages freedom of speech it nurtures creativity and innovation.4. Diverse market reaches: A company with a diverse environment can reach out to the better market of customers base and the needs of the everchanging market. Studies have shown that companies with diverse workforce end in higher production and better market grip. A brand image built because of the cross-cultural environment of the organization.Cross-Cultural Management ConclusionCross-cultural management is the need of all progressive organizations. An organization can maintain and achieve a diverse workforce by friendly policies like flextime, telecommuting, jobsharing, part-time job, and special care unit for small babies. However, it is not an easy job to train mindsets which have developed. To create a friendly environment among the vast cultural differences requires a set of rules and regulations following cultural differences in mind.a multicultural organization, a tolerant climate is needed.。
管理学原理(双语)各章课后作业题答题要点
2013 “Fundamentals of Management”Referential answers for assignmentsChapter1: Managers and ManagementQ4 Is your course instructor a manager? Discuss in terms of both planning, organizing, leading, and controlling. Also discuss using Mintzberg’s managerial roles approach.Answer– A college instructor is both an individual contributor and a manager. Planning (defines class goals, establishes plans for achieving goals, and develops lesson plans), organizing(execution and class participation), leading(motivating students, direct the activities of others, select the most effective communication channel, resolve conflicts) , controlling(grading).Mintzberg’s managerial role s: Interpersonal roles: the roles of leader and liaison. Informational roles: monitor and disseminator. Decisional roles: disturbance handler and resource allocator.Q7 Why are managers important to organizations?Answer–Managers are individuals in an organization who direct and oversee the activities of others. Managers perform managerial activities that ensure to achieve organizational goals effectively and efficiently. Providing details about management levels. (Please refer to page 5-6)Q9 An article by Gary Hamel in the February 2009 issue of Harvard Business Review addresses how management must be reinvented to be more relevant to today’s world? Get a copy of that article. Choose one of the 25 grand challenges identified. Discuss what it is and what it means for the way that organizations are managed.Answer–The 25 grand challenges include: ensure management serves a higher purpose, reduce fear and increase trust, reinvent the means of control, redefine the work of leadership, expand and exploit diversity, etc. Choose one of them and discuss. Chapter3: Foundations of Decision MakingQ1 Why is decision making often described as the essence of a manager’s job? Answer– Decision making is a process of responding to a problem by searching for and selecting a solution or course of action that will create value for organisational stakeholders. Everything that a manager does in term of planning, organizing, leading and controlling involves decision making. Managers in organizations also are called decision makers.Q3 “Because managers have software tools to use, they should be able to m akemore rational decisions.” Do you agree or disagree with this statement? Why? Answer– Disagree. Decision making is a complex process which needs information, skills, experiences and creativity. Software tools will allow managers easily gather information and analyze it, but it is doubtful software tools can make managers more rational, as software tools do not make decisions.Rational decision making means making logical and consistent choices to maximize value. Rational decision making must satisfy several assumptions. However, the reality is full of uncertainty and risk. Managers’decision making still will not be perfectly rational by using software tools.Q4Is there a difference between wrong decisions and bad decisions? Why do good managers sometimes make wrong decisions? Bad decisions? How might managers improve their decision making skills?Answer– Wrong decisions can not help to achieve organizational goals, bad decisions do help to achieve goals but may not maximize value or solve problems in a large expense. In addition to uncertainty and risk, time pressure, incomplete information in today’s environment and limited capacity make managers often use intuition to make decisions, so good managers sometimes also make wrong or bad decisions. Managers can improve decision making skills by focus on what is more important, logic and consistency, gathering relevant information, blending subjective and objective thinking with analysis and remaining flexible, etc.Chapter4: Foundations of PlanningQ2 Describe in detail the six-step strategic management process.Answer–The six-step strategic management process involves: Identify the organization’s current mission, goals, and strategies; External analysis (identify opportunities and threats); Internal analysis (identify strengths and weaknesses); Formulate strategies, implement strategies and evaluate results. (Please refer to page 87-89 )Q5 Under what circumstances do you believe MBO would be the most useful? Discuss.Answer–MBO is a process of setting mutually agreed-upon goals and using those goals to evaluate employee performance. MBO makes objectives operational by cascading them down through the organization.Under circumstances where employee commitment is important, where concrete goals help a company directs its efforts, when there is a need coordination and communication in a company, etc.Q9 Do a personal SWOT analysis. Assess your personal strengths and weaknesses (skills, talents, abilities). What are you good at? What are you not so good at? What do you enjoy doing? Not enjoy doing? Then, identify career opportunities and threats by researching job prospects in the industry you’reinterested in. Look at trends and projections. You might want to check out the information the Bureau of Labor Statistics provides on job prospects. Once you have all this information, write a specific career action plan. Outline five-year career goals and what you need to do to achieve those goals.Answer–SWOT analysis is an a nalysis of an organization’s strengths, weaknesses, opportunities, and threats in order to identify a strategic niche that the organization can exploit. The answer will vary based on students. (Please refer to page 88-89) Chapter5: Organizational Structure and CultureQ2 Can an organizati on’s structure be changed quickly? Why or why not? Should it be changed quickly? Why or why not?Answer– Yes, an organization’s structure can be changed quickly. However, t he speed of changing an organization’s structure depends on its size. A small organi zation can change its structure more rapidly than a large organization. But a large organization can change its structure and does in response to the changing environment and strategy. Whether an organization’s structure should be changed quickly or not de pends on the organization’s strategy, the environment and the form of technology it uses.Q5 Researchers are now saying that efforts to simplify work tasks actually gave negative results for both companies and their employees. Do you agree? Why or why not?Answer–Facing today’s competitive environment, managers need to consider how to allocate limited resources and group activities to achieve organizational goals. Make the right person do the right task. Simplify work tasks can have positive results for companies and employees. For example, work specialization makes efficient use of the diversity of skills that employees hold.Q8 Pick two companies that you interact with frequently (as an employee or as a customer) and assess their culture according to the culture dimensions shown in exhibit5-13.Answer–The answer will vary based on the companies students choose. Culture dimensions include: attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, stability, innovation and risk taking.Chapter8 : Motivating and Rewarding EmployeesQ1 Most of us have to work for a living, and a job is a central part of our lives. So why do managers have to worry so much about employee motivation issues? Answer– Motivation refer s to the process by which a person’s efforts are energized, directed, and sustained toward attaining a goal. Even though most of us have to work and therefore need a job, managers still have to worry about employee motivation issues. Employees are not always willing to put effort to do their job well. Employeecan work for different rewards: money, recognition, achievement, affiliation, power and so on. Motivation can lead to higher productivity, improve employee satisfaction, reduce the high cost of employee turnover and maintaining the competitive edge. Motivation plays a critical role in achieving organizational goals.Q3 What role would money play in (a)the hierarchy of needs theory, (b)two-factor theory, (c)equity theory, (d)expectancy theory, and (e)motivating employees with a high aAch?Answer– (a) Money might be a security need, providing shelter, food, and clothing, or it could be a self-esteem need in giving the individual a sense of self-worth. (b) Money is a hygiene factor. (c) Money becomes a measure of fairness—Is my raise, salary appropriate to my position? (d) Money is relevant only to the degree the individual perceives that the monetary reward is appropriate for the amount of effort put forth. (e) Money could be seen as a way to measure success.Q6 Many job design experts who have studied the changing nature of work say that people do their best work when they are motivated by a sense of purpose rather than by the pursuit of money. Do you agree? Explain your position? What are the implications for managers?Answer–The answer will vary. Employees come to organizations with different needs, skills, abilities and interests. Employees need to cooperate with others in today’s diversit y and competitive environment. People do not work only for money, such as professional and technical employees, whose chief reward is the work itself. Employee can work for other rewards: recognition, achievement, affiliation or power. Managers should focus more on the sense of purpose and look at different types of rewards that help motivate employees.Chapter9: Leadership and TrustQ2 What would a manager need to know to use Fiedler’s contingenc y model? Be specific.Answer–The Fiedler’s contingency model proposed effective group performance depends on the pro per match between the leader’s style of interaction and the degree to which the situation gives control and influence to the leader. He isolated three situational criteria—leader-member relations, task structure, and position power—that can be manipulated to create the proper match with the behavioral orientation of the leader. Fiedler argued that leadership style is innate to a person—you can’t change your style. It is necessary to match the leader with the situation based on three situational criteria. (Please refer to page 247-249)Q5 Do you think trust evolves out of an individual’s personal characteristics or out of specific situations? Explain.Answer– Both, trust is in a person given certain circumstances. Some individuals are always trusted regardless of circumstances; others can be trusted to respond inpredictable ways in different circumstances.Q6 Do followers make a difference in whether a leader is effective? Discuss. Answer–Yes,t he ability to influence others outside of one’s own author ity and to perform beyond expectations are essential to high performing organizations and are characteristic of leaders. Leaders have followers. Followers make significant contribution to leaders’effectiveness. Successful leadership is contingent on the f ollower’s level of readiness. “R eadiness” refers to the extent that people have the ability and the willingness to accomplish a specific task. Regardless of what the leader does, effectiveness depends on the actions of his or her followers.Chapter10: Communication and Interpersonal SkillsQ1 Which type of communication do you think is most effective in a work setting? Why?Answer– Each communication method has its own benefits and drawbacks. No one method is appropriate in all circumstances. Justify your choice based on the advantages of communication type that you choose. (Please refer to page 270-272)Q3 Which do you think is more important for a manager: speaking accurately or listening actively? Why?Answer–The answer will vary. Students may think listening actively is more important. Actively listening refers to listening for full meaning without making premature judgments or interpretations, demands total concentration. Correct information can not be returned to employees if managers have not listened actively and correctly heard the information request. Students also can make argument that it is more important for the manager to speak accurately to begin with.Q5 Is information technology helping managers be more efficient and effective? Explain your answer.Answer- Yes, information technology is helping managers to be more efficient and effective. It can improve a manager’s ability to manager employees’ performance. It can allow employees to have more completed information to make decisions. It has provided employees more opportunities to collaborate and share information. Chapter11: Foundations of ControlQ3 How are planning and control linked? Is the control function linked to the organizing and leading functions of management? Explain?Answer–The control process assumes that standards of performance already exist. They are created in the planning function. Objectives are the standards against which progress is measured and compared. An effective control system ensures that activities are co mpleted in ways that lead to the attainment of the organization’s goals. So control is linked to all functions of management, not just organizing and leading.Q7 “Every individual employee in an organization plays a role in controlling work activities.” D o you agree with this statement, or do you think control is something that only managers are responsible for? Explain.Answer– Controlling is the management function involving the process of monitoring activities to ensure that they are being accomplished as planned and correcting any significant deviations. Managers play extremely important role in controlling, however, every individual employee also play a role in control work activities. Both managers and individual employee must make sure activities are completed in ways that lead to the attainment of the organization’s goals.Q8 How could use the concept of control in your personal life? Be specific.(Think in term of feedforward, concurrent, and feedback controls as well as specific controls for the different aspects of our life-school, family relationships ,friends, hobbies, etc.)Answer–The answer will vary. Feedforward control takes place in advance of the actual activity. Concurrent control takes place while an activity is in progress. Feedback control takes place after the action.。
国际商务管理英语习题答案
Key to the ExercisesUnit 1 Management and Managers管理和管理人员Part 1 ReadingText 1Pre-reading questions:1. M anagement is the organizational process that includes strategic planning, setting objectives, managingresources, deploying the human and financial assets needed to achieve objectives, and measuring results.Management also includes recording and storing facts and information for later use or for others within the organization.2. M anagement operates through various functions, often classifi ed as planning, organizing, staffi ng, directing andcontrolling.Text 2(1) D (2) F (3) B (4) A (5) CPart 2 ListeningI.Management1. Definition of management: Management is the process of working with and through others to achieve organizational objectives.2. Management skills: (1)Technical skills, (2)Human and communication skills, and Conceptual and(3)decision-making skills.3. Management functions: (4)Planning, (5)Organizing, (6)Leading, and (7)Controlling4. Management roles: (8)Interpersonal roles, (9)Information roles, and (10)Decisional roles.II.The Role of the Financial ManagerThe fi nancial manager acts as an intermediary between the fi rm’s operations and (1)capital markets, where the fi rm’s securities are traded. It was his job to trace the fl ow of cash from investors to the fi rm and back to investors again. First of all, he must understand how capital markets work. For example, suppose a fi rm chooses to fi nance a major expansion program by (2)issuing bonds. The fi nancial manager should have considered the term of the issue and concluded that it was fairly priced. And he should also have asked whether the fi rm’s stockholders would be made better or worse off by the extra debt standing between them and the fi rm’s (3)real assets. He should understand how corporate borrowing affects the value of the fi rm’s shares. The investment decision cannot be separated from capital markets either. A fi rm, which acts in its (4)stockholders’ interest, should accept those investments that increase the value of their stake in the fi rm. But that requires a theory of how (5)common stocks are valued.The fi nancial manager has to cope with (6)time and uncertainty. Firms often have the opportunity to invest inprojects which cannot pay their way in the short run and which expose therisk. The investment, if undertaken, may have to befi rm cannot walk away from such choices — someone has to decide whether the opportunity is worth more than it costs and whether the additionalMost of the time we assume that thethe fi rm. But thousands of people are involved in a large company. Each attends to his or her personal interests as wellPart 5 ExercisesI. Answer the following questions.略II. Tell whether the following statements are true or false.1. F2. F3. T4. T5. F6. TIII. Fill in the blanks with the appropriate form of the given words.1. rational2. empowering3. motivating4. Delegation5. micro-manage6. strategicIV. Fill in each blank with the most appropriate word given below in its right form.1. supervisor2. accountable3. diagnose4. administrator5. deploy6. rational7. empower8. delegation9. innovation 10. feasible11. in effect 12. hierarchy 13. discharge 14. fi nancial 15. executeV. Translate the following paragraph into Chinese.管理就像投资，它的目标是使资源得到最好的利用，增加最大的价值，取得最好的收益。
武汉理工大学：管理学原理 教学课件(英文)Chapter 1 Manager and management
Organization
All organizations develop a systematic structure that defines and limits the behavior of its members.
People
Structure
Chapter 1 Manager and Management
Chapter 1 Manager and Management
What’s the organization Who are managers? What is management? What do managers do? What skills should successful managers possess?
What’s the organization? Definition: An organization is a systematic arrangement of people brought together to accomplish some specific purpose.
Three common characteristics of the organization purpose
What’s the organization Who are managers? What is management? What do managers do? What skills should successful managers possess?
Managers & operative employees
Organizaபைடு நூலகம்ional Level
Responsibility
英文管理学原理重点整理-introduction部分
Chapter 1 Managers and Management1.Who Are Managers? Where Do They Work?anization: A deliberate arrangement of people brought together to accomplish aspecific purpose.Common Characteristics of Organizations:-Distinct purpose-People working together-A deliberate systematic structure1.2.How Are Managers Different from Non-managerial Employees?•Non-managerial Employees-People who work directly on a job or task and have no responsibility for overseeing the work of others.-Examples, associates, team members•Managers-Individuals in organizations who direct the activities of others.1.3.What Titles Do Managers Have?•Top Managers-Responsible for making decisions about the direction of the organization.-Examples; President, Chief Executive Officer, Vice-President•Middle Managers-Manage the activities of other managers.-Examples; District Manager, Division Manager•First-line Managers-Responsible for directing non-managerial employees-Examples; Supervisor, Team Leader-2.What Is Management?2.1. Management: The process of getting things done effectively and efficiently, withand through people2.2. Effectiveness: “Doing the right things”, doing those tasks that help an organizationreach its goals2.3. Efficiency: Concerned with the means, efficient use of resources like people, money,and equipment3.What Do Managers Do?3.1.Four Management Functions （重要）•Planning — Defining the organizational purpose and ways to achieve it•Organizing — Arranging and structuring work to accomplish organizational goals •Leading — Directing the work activities of others•Controlling — Monitoring, comparing, and correcting work performance3.2.What Roles Do Managers Play? (10)3.3.What Skills Do Managers Need? (4)•Conceptual Skills — Used to analyze complex situations•Interpersonal Skills — Used to communicate, motivate, mentor and delegate•Technical Skills — Based on specialized knowledge required for work•Political Skills — Used to build a power base and establish connections3.4. Is the Manager’s Job Universal?•Level in the Organization — Top level managers do more planning than supervisors •Profit vs. Nonprofit — Management performance is measured on different objectives•Size of the Organization – Small businesses require an emphasis in the management role of spokesperson•National Borders – These concepts work best in English-speaking countries and may need to be modified in other global environmentsChapter 2 Managers and ManagementFactors Controlling organizational environment1.External environment1.1. General environment（PEST）•The general environment refers to the non-specific elements of an organization’ssurrounding that might affect the organization indirectly.1.1.1. Political environment: The political or legal environment refers to thegovernment laws, regulations, policies and activities which are designed toinfluence organizations indirectly and set boundaries on what they can or cannotdo.1.1.2. Economic environment: Economic environment includes the impact ofeconomic factors like interest rates, inflation, monetary & fiscal policy, taxes,wage rates, GDP, etc.1.1.3. Social environment: There are some important socio-cultural factors thatorganizations must analyze.1.1.4. Technological environment: Technological environment refers to the changesin technology that affect the way that organizations operate and the services theyprovide.1.2. Task environment1.2.1.owners: Owners expect managers to watch over their interests and provide areturn on investments.1.2.2.suppliers: Suppliers are the people or organizations who provide the rawmaterial that a particular organization use to produce their output. A supplier’spricing strategy affects the revenue the organization earns.1.2.3.costumers: Customers are the final purchasers of a good or service, or absorbsthe organizational output. Studies or analyses of the expectations of the targetedcustomer base helps organizations deliver.bor: Labor market includes the people available for hire. Qualities, skills andknowledge possessed by the employees affect the performance of an organization to a great extent.petitors: Competitors present challenges as they vie for customers in amarketplace with similar products or services. The management of anorganization should be prepared to respond to the competitor policies.1.2.6.pressure groups: It is also necessary for organizations to identify specialinterest groups that attempt to influence it.1.3.Incremental Vs discontinuous change1.3.1.Incremental change – Changes that do not alter the basic nature of competitionin the task environment1.3.2.Discontinuous change – Changes that fundamentally transforms the nature ofcompetition in the task environment1.3.3.Punctuated Equilibrium – A view of industry evolution asserting that longperiods of equilibrium are punctuated by periods of rapid change when industrystructure is revolutionized by innovation1.4.Environmental UncertaintyThe environment is not only constantly changing, the nature of change is frequentlydifficult to predictManagement tries to deal with this by:•Collecting Information–Marketing Research–Competitive Intelligence•Exerting control2.Internal Environmentanization of the firm2.1.1.Defining Culture and Its Impact•(重要)Organizational culture is the shared values, principles, traditions, and waysof doing things that influence the way organizational members act•Important because it influences what a manager can and cannot do and what isencouraged or discouraged by the organization•Organizational culture isn’t concerned with whether members like it.•Employees describe the culture in similar terms despite their diversity.2.1.2.How Does Culture Affect What Employees Do?•A strong culture reflects employee acceptance of, and commitment to, theorganization’s key values.•The stronger the culture, the more it affects employee and manager actions.•A strong culture preempts the need for formal rules and regulations.2.1.3.Managerial Decisions Affected by Culture (in the Exhibit)2.1.4.Where Does Corporate Culture Come From? •Founder or early leader•Influential individual or work group•Policies, vision, or strategies•Traditions, supervisory practices,employee attitudes•The peer pressures that exist•Organizational politics•Relationships with stakeholders•Company’s approach to people management2.1.5.dimensions of culture2.2.Employees•human capital, mainly at knowledge, skills & capabilities 2.3.ResourcesTangible resources – physical assetsIntangible resources – non-physical assetsChapter 3 Globalization1.Globalization1.1.What Is Globalization and How Does It Affect Organizations?•Global Village — The concept of a boundaryless world where goods and services are produced and marketed worldwide•Multinational Corporation (MNC) — Any type of international company thatmaintains operations in multiple countries.•Multidomestic Corporation — An MNC that decentralizes management and otherdecisions to the local country where it’s doing business.•Global Corporation — An MNC that centralizes management and other decisions in the home country•Transnational (Borderless) Organization — A structural arrangement for globalorganizations that eliminates artificial geographical barriers1.2.How Do Organizations Go Global?•Global Sourcing — Purchasing materials or labor from around the world wherever it is cheapest•Exporting — Making products domestically and selling them abroad•Importing — Acquiring products made abroad and selling them domestically•Licensing — An agreement primarily used by manufacturing businesses in which an organization gives another the right, for a fee, to make or sell its products, using itstechnology or product specifications•Franchising — An agreement primarily used by service businesses in which anorganization gives another organization the right, for a fee, to use importing its name and operating method•Global Strategic Alliance — A partnership between an organization and a foreigncompany partner(s) in which resources and knowledge are shared in developing new products or building production facilities•Joint Venture — A specific type of strategic alliance in which the partners agree toform a separate, independent organization for some business purposes•Foreign Subsidiary — A direct investment in a foreign country that involves setting up a separate and independent facility or office (wholly-owned subsidiaries vs jointventures2.Global Environment2.1.What Do Managers Need to Know?•Parochialism — A narrow focus in which managers see things only through theirown eyes and from their own perspective•All countries have different values, morals, customs, political and economic systems, and laws, all of which can affect how a business is managed•Ethnocentrism is the notion that people in one’s own company, culture, or country know best how to do things.2.2.Hofstede’s Framework (在中文书P58)Studied differences in culture and found that managers and employees vary on five value dimensions of national culture:•Power Distance•Individualism vs. Collectivism•Achievement vs. Nurturing•Uncertainty Avoidance•Long-term vs. Short-term OrientationPower Distance Index•Measures the tolerance of social inequality, that is, power inequality between superiors and subordinates within a social system.–High PDI cultures tend to be hierarchical, with members citing social roles, manipulation, and inheritance as sources of power and social status.–Low PDI cultures tend to value equality and cite knowledge and achievement as sources of power.Individualism/Collectivism Index•Refers to the preference for behavior that promotes one’s self-interest–High IDV cultures reflect an “I” mentality and tend to reward and accept individual initiative–Low IDV cultures reflect a “we” mentality and generally subjugate the individual to the groupUncertainty Avoidance Index•Measures the tolerance of uncertainty and ambiguity among members of a society–High UAI cultures are highly intolerant of ambiguity, experience anxiety and stress, are concerned with security and rule following, and accord a high level of authority to rules as a means of avoiding risk.–Low UAI cultures are associated with a low level of anxiety and stress, a tolerance of deviance and dissent, and a willingness to take risks.Long-term vs. Short-term Orientation•Long-term orientation, which is the degree to which people look to the future and value thrift and persistence•short-term orientation, which is the degree to which people value the past and present and emphasizes respect for tradition and fulfilling social obligations.2.3.GLOBE Findings (Global Leadership and Organizational Behavior Effectiveness)•An ongoing cross-cultural investigation of leadership and national culture•Identified nine dimensions on which national cultures differ•Confirm that Hofstede’s dimensions are still valid, and extend his research rather than replace it3.What Does Society Expect from Organizations and Managers?Green Management•When managers recognize and consider the impact of their organization and itspractices on the natural environment•The idea of being environmentally friendly or green affects many aspects of business3.1.How Can Organizations Demonstrate Socially Responsible Actions?•Social Responsibility — A business firm’s intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society•Social Obligation — When a business firm engages in social actions because of itsobligation to meet certain economic and legal responsibilities•Social Responsiveness — When a business firm engages in social actions in response to some popular social needStakeholders are any constituencies in an organization’s environment that are affected by the decisions and actions of that organization.3.2.How Can Organizations Demonstrate Socially Responsible Actions?•Ethics — Commonly refers to a set of rules or principles that defines right and wrong conduct•Code of Ethics — A formal document that states an organization’s primary valuesand the ethical rules it expects managers and nonmanagerial employees to follow。
罗宾斯管理学原理英文版第10版PPT (1)[32页]
![罗宾斯管理学原理英文版第10版PPT (1)[32页]](https://img.taocdn.com/s3/m/bbe15120f90f76c660371a02.png)
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Learning Objective 1.1
Tell who managers are and where they work.
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Learning Objective 1.2
Define management.
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
1.1 Tell who managers are and where they work. 1.2 Define management. 1.3 Describe what managers do. 1.4 Explain why it’s important to study management. 1.5 Describe the factors that are reshaping and redefining
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Exhibit 1-3 Efficiency and Effectiveness
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
管理用英语怎么说
管理用英语怎么说管理，是指管理主体组织并利用其各个要素(人、财、物、信息和时空)，借助管理手段，完成该组织目标的过程。
那么你知道管理用英语怎么说吗?下面来学习一下吧。
管理英语说法1：manage管理英语说法2：supervise管理英语说法3：administrate管理的相关短语：供应链管理Supply Chain Management ; SCM ; mySAP SCM ; Supply Chain目标管理Management by objectives ; MBO ; quota management ; MBO-Management By Objective资产管理Asset Management ; EAM ; TealPoint ; ITAM工程管理engineering management ; Project Management ; MSc Engineering Management ; MEM 公共管理Public management ; Public Administration ; institution arrangement ; Master of Public Administration系统管理System management ; System Administration ; System Admin ; Administration资源管理Resource Management ; Resources ; Managing Resources ; Enterprise Resource Management管理系统Management System ; PMS ; the management system management system ; Administrative System 财富管理Wealth management ; Private wealth ; Private wealth advisor ; Private wealth management管理的英语例句：1. The unemployed executives include former sales managers, directors and accountants.被解雇的管理人员包括前销售经理、主管和会计。
introduction-to-management
Human skills
is the ability to work with people; it is cooperative effort; it is teamwork; it is the creation of an environment in which people feel secure and free to express their opinions.The ability to work well with other people
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. • Explain why customer service and innovation are important to the manager’s job.
Chapterຫໍສະໝຸດ 1Introduction :Manager and Management
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
章后练习题Chapter 1
Chapter 1: Managers and ManagementⅠTrue or False Questions (Mark “T” for true sentence and “F” for false sentence).1.All organizations have a structure that in some ways serves to define and limit thebehavior of members of the organization.2.In order to be considered a manager, an individual must direct or oversee thework of others.3.Supervisors and team leaders may both be considered first-line managers.4.Effectiveness refers to the attainment of the organization's goals.5.Managers who are effective at meeting organizational goals always act efficiently.6.In Mintzberg's view, the roles of figurehead, leader, and liaison are allinterpersonal roles.7. A typical first-level manager spends more of his or her time leading thanplanning.8.All managers devote at least some of their time to planning.9. A manager in a large business generally will spend more of her time as aspokesperson and entrepreneur than her counterpart in a small business.10.Technical skills involve a manager's ability to think logically and effectivelyabout abstract situations.ⅡMultiple Choice Questions (Choose the only one correct answer for each question).1.An organization is ________ .A) the physical location where people workB) a group of individuals focused on profit-making for their shareholdersC) a deliberate arrangement of people to accomplish some specific purposeD) any collection of people who all perform similar tasks2.The work of a manager ________ .A) involves only high-level tasks that require a sophisticated skill setB) is strictly limited to overseeing and monitoring the work of othersC) may involve performing tasks that are not related to overseeing othersD) does not involve interaction with nonmanagerial employees3.Which is an important job responsibility for a middle manager?A) performing tasks that are not related to long-term goalsB) helping top managers define goalsC) translating goals defined by top managers into actionD) defining the organization’s long-term goals4.Another term for efficiency is ________ .A) doing things at the right timeB) making sure things get doneC) doing things rightD) doing the right things5.Which of the following might be an example of increased efficiency inmanufacturing?A) cutting the price of the productB) increasing sales of the productC) cutting the amount of labor required to make the productD) increasing advertising for the product6.Today, the basic management functions are considered to be ________ .A) planning, coordinating, leading, and monitoringB) planning, organizing, leading, and controllingC) commanding, organizing, leading, and decision makingD) planning, organizing, leading, and motivating7.The controlling management function is largely a matter of ________ .A) determining what needs to be doneB) resolving conflictsC) enforcing rules for employeesD) monitoring to see that tasks are accomplished8.________ developed a categorization scheme for defining what managers do,consisting of 10 different but highly interrelated roles.A) Henri FayolB) Robert L. KatzC) Henry FordD) Henry Mintzberg9.Giving a speech at an organization banquet would fall into which Mintzbergcategory?A) entrepreneurialB) informationalC) decisionalD) interpersonal10.A finance manager who reads the Wall Street Journal on a regular basis would beperforming which role?A) disseminatorB) leaderC) liaisonD) monitor11.Which of the following is NOT an example of a decisional role according toMintzberg?A) spokespersonB) entrepreneurC) resource allocatorD) disturbance handler12.The role of ________ is more important for managers of small organizations thanfor managers working in large corporations.A) resource allocatorB) entrepreneurC) spokespersonD) disseminator13.Unlike the manager of a small business, the most important concerns of amanager in a large organization are focused ________ .A) on planning ways to improve organizational structureB) externally, particularly on entrepreneurial tasksC) on setting goalsD) internally, particularly on the allocation of resources14.According to Katz, the four critical managerial skills can be classified as________ .A) interpersonal, political, empirical, and technicalB) technical, interpersonal, political, and controllingC) technical, political, conceptual, and empiricalD) technical, political, interpersonal, and conceptual15.Under which category would you classify skill in motivating subordinates?A) technical skillsB) conceptual skillsC) political skillsD) interpersonal skills。
(EHS)工厂安全、健康与环境管理实务训练——英文
Training for Factory Environment, Health and Safety (EHS) Management Practices （EHS）工厂安全、健康与环境管理实务训练英文版学员对象Trainee objects运营总监/经理、厂长、生产经理/主管、技术/工程经理、安全教育培训主管、经理;安全主管、经理及相关部门的工程师及管理人员等。
Directors/managers of operations, factory directors, production managers/supervisors, technical/engineering managers, safety education training supervisors and managers; safety supervisors, managers, and engineers and management personnel of relevant departments.EHS管理的内涵再认识Recognition for the Connotation of EHS Management理解EHS管理Understand the EHS managementEHS（环境、健康和安全）的含义Significance of EHS (environment, health and safety)制造型企业EHS的管理趋势EHS management trends of manufacturing enterprises解析世界500强企业的管理的方式Analysis for management modes of the world's top 500 enterprisesEHS管理关联的理论指引Theoretical guidance associated with the EHS management现代安全生产系统理论Theory of modern safety production system马斯洛需求层次理论Maslow's Hierarchy of Needs Theory事故致因理论和海因里希事故理论Accident-Causing Theory and Heinrich's Domino Theory (theory of accidents)职业安全健康费用模型Occupational safety and health cost model企业EHS管理者的角色认知与定位Role cognition and positioning of EHS managers of enterprises专职主任、经理的职责Responsibilities of full-time director and manager领导与部门管理的职责Responsibilities of leadership and departmental managementEHS的管理艺术和特点Managerial art and characteristics of EHS主题、活动，有心栽花与无心插柳Themes and activities: mindedly growing flowers and unintentionally planting willow文化、氛围，草色遥看近却无Culture and atmosphere: the green grass seems remote, but disappears if walking nearerEHS法律框架及法律法规体系特点Characteristics of EHS legal framework and the legal system环境法Environmental Law大气、水、固体废物、噪声、放射性污染、清洁生产与循环经济Air, water, solid waste, noise, radioactive pollution, clean production and recycling economy职业安全卫生法Occupational Safety and Health Act劳动保护、工伤保险及劳工补偿、职业病、SOPLabor protection, employment injury insurance and workers compensation, occupational disease, SOP灾害与紧急管理法Disaster and Emergency Management Act自然灾害（雷、洪、震、旱、疫）、紧急状态法、紧急管理机制、消防法Natural Disasters (thunder, flood, earthquake, drought, pestilence), Emergency Law, Emergency Management Mechanism, Fire Prevention Law安全生产法Production Safety Law安全生产保障、人员的权利和义务、监督管理、应急救援与调查处理Safety protection, rights and obligations of personnel, supervision and management, emergency rescue and investigation and disposal管理的法律责任与风险控制Legal liabilities and risk control of management管理职责、行政责任、民事责任和刑事责任Management responsibilities, administrative responsibilities, civil liabilities and criminal liabilities风险控制Risk control案例：狼性 PK 人性Case: Wolf VS human运用管理职能有效推进EHSTo Promote EHS Effectively with Management Functions人际关系管理的基准点Benchmark of interpersonal relationship management合情、合理、合法管理与领导支持Fair, reasonable, lawful management and leadership support分散风险与转移矛盾焦点Dispersing Risk and transfer the focus of conflict违章作业与落实制度Illegal operations and implementation systemEHS管理体系EHS management system方针、宗旨Policy and tenet目标、计划Objective and plan文件、制度、流程Document, system, processEHS管理体系结构、职责Structure and responsibility of EHS management systemEHS体系审核、评价、改进与认证Audit, evaluation, improvement and certification of EHS system管理技术与技能创新Management techniques and skill innovation防错管理、标准化、确认制、高效会议、数码报告、举一反三、预防机制Mistake-proofing management, standardization, confirmation system, efficient meeting, digital report, infer the whole from a single instance, prevention mechanism人员的安全生产意识Staff consciousness upon production safety动机与意识，行为与习惯，能力 PK 信誉，帮助与合作，本能与潜意识Motivation and consciousness, behavior and habits, ability VS credibility, assistance and cooperation, instinct and subconsciousness五项基本管理原则Five basic management principles主线、对错原则、是非点、工作导向The main line, right or wrong principle, right/wrong point, work orientation换位思考与心中的天平Change-place-reflect and balance in one's mind工作提高、改进的工具Tools for the improvement of workPDCA与SDCA、系统化、过程方法、ERP、8S、6SIGMA、IEPDCA and SDCA, systematic and process approach, ERP, 8S, 6SIGMA, IE国际标准与管理经验International standards and managerial experienceISO14000、OHSMS、SA8000、OHSA18000等国际标准，人权验厂，产品安全认证ISO14000, OHSMS, SA8000, OHSA18000 and other international standards, human rights factory inspection, product safety certification游戏：杰出经理人管理法则Game: management rules for outstanding managers环境（E）管理技法Environment (E) Management Techniques5S及现场改善与EHS管理5S, on-site improvement and EHS management大扫除、运动战与管理工具Spring-cleaning, sports mode and management tools物品与作业环境安全管理Safety management of goods and operating environment材料、半成品、成品的物质属性，容易引发事故的物品管理Properties of materials, semi-finished products and finished products, management of goods which are apt to cause accident环境保护Environmental protection公司的环保承诺、三废管理、许可证管理The company's environmental protection commitments, three wastes management, license management工业卫生管理Industrial hygiene management职业危害因素识别评估与健康危害因素控制Identification and evaluation of occupational hazards, and control of health hazards管理流程Management flow方框图、流程图、趋势图Block diagrams, flow charts, tendency charts作业环境、过程的安全隐患Potential safety hazards of operating environment and process电、力、热、光、声、磁、辐射、腐蚀、粉尘等Electricity, power, heat, light, sound, magnetic, radiation, corrosion, dust and so on健康（H）管理技法Health (H) Management Techniques劳动防护、保护Labor protection, protection产品毒害与健康管理要素Product toxicity and health management elements健康保障Health guarantee体检、工种分析与营养保健Physical examination, job analysis, nutrition and health care操作细节与安全生产Operational details and safe production职业病防治管理Prevention and management of occupational disease五、安全（S）管理技法V. Safety (S) Management Techniques三级安全管理Three-level safety management有效的生产安全管理措施Effective management measures in production safety消防、逃生演习，安全生产竞赛、标准化管理Management of fire prevention, escape maneuver, safe production competition and standardization消灭不安全的行为与习气Eliminate unsafe behaviors and habits猜测、滥用、敷衍、浮躁、差不多、浪费、呆滞Speculation, abuse, walk through, fickleness, almost, waste, sluggishness行为安全检查、监察、管理Conduct safety inspections, monitoring and management事故预防与处理，应急管理Accident prevention and treatment, and emergency response management仓储安全保障措施Storage safeguard measures案例：三种安全事故Case: three kinds of safety incidents六、EHS管理实务VI. EHS Management Practices人机工程管理应用Applications of human-machine engineering management机械防护、电气安全管理Mechanical protection, electrical safety management否定过去、成绩与陷阱，鹰的重生Negate the past, achievements and traps; the eagle rebirth设备安全管理Equipment safety management特种设备、压力容器与二次容器、搬运工具、运输器具Special equipments, pressure vessels and secondary containers, handling tools, transport equipment化学品安全管理Chemical safety managementMSDS、屏障、隔离、锁止MSDS, barriers, isolation, locking内部交通安全管理Safety management of internal traffic地沟、车间信道、道口、危险地段、自用车辆Trench, workshops channel, crossing, dangerous location, personal vehicles办公室的安全Office safety门禁、网络、档案、机密Access control, network, files and confidential information特殊场所安全管理Safety management of special places密闭车间、井下、高空、野外作业Closed workshop, underground, upper air and field work个人防护用品Personal protective articles游戏：寻找最佳方法Game: find the best way应急、预备管理与事故处理Emergency Response, Preparing Management and Accident Treatment企业的应急处理方案、计划Emergency response plans and programs of enterprises危害识别和风险评价、预备管理、事故管理、应急计划Hazard identification and risk evaluation, preparing management, incident management, contingency planning事故禀报与救援程序Accident reporting and rescuing procedures如何将事故损失降低到最小How to minimize the loss from accidents专项工作组、MFT与MRBSpecial working group, MFT and MRB有关善后、预后和改进措施的管理技法Management techniques related to the rehabilitation, prognosis and improvement 安全记录、备案、档案的制作方法与管理措施Production methods and management measures of safety records, recording and filing 案例：六个典型事故案例分析Case: analysis for six typical accident casesEHS与和谐管理EHS and Harmonious Management人本观念下的和谐Harmony under the people-oriented concept企业发展与可持续经营之本Basis of the enterprise development and sustainable operation努力与成绩Efforts and achievements自由问答、互动（Q&A)Free Questions & Answers, Interaction (Q & A)。
管理学原理(双语) 各章课后作业答题要点
2016 “Fundamentals of Management”Referential answers for assignmentsChapter 1: Managers and Management1What is an organization and why are managers important to an organization’s success?Answer:The definition of organization and three common characteristics of organizations. Managers perform managerial activities that ensure to achieve organizational goals effectively and efficiently. Providing details about Organizational Levels4 Is your course instructor a manager? Discuss in terms of planning,organizing, leading, and controlling. Also discuss using Mintzberg’s managerial roles approach.Answer:A course instructor is both an individual contributor and a manager.Planning (defines class goals, establishes plans for achieving them, and develops lesson plans), Organizing(execution and class participation), Leading(motivating students, direct the activities of others, select the most effective communication channel, or resolve conflicts) , Controlling(grading).Mintzberg’s managerial role: Interpersonal—the roles of leader and liaison.Informational—monitor and disseminator. Decisional—disturbance handler and resource allocator.8 Using current business periodicals, find five examples of managers you woulddescribe as master managers. Write a paper describing these individuals as managers and why you think they deserve this title.Answer: Depends on students’ reading after class.Chapter 3: Foundations of Decision Making1 Why is decision making often described as the essence of a manager’s job?Answer: Decision making is a process of responding to a problem by searching for and selecting a solution or course of action that will create value for organisational stakeholders. Everything that a manager does in term of planning, organizing, leading and controlling involves decision making. Managers in organizations also are called decision makers.5Describe a decision you’ve made that closely aligns with the assumptions of perfect rationality. Compare this with the process you used to select your college. Did you depart from the rational model in your college decision?Explain.Answer: The eight steps in the decision-making process. The assumptions of the rational decision-making model. The meaning of a satisficing decision. Providing examples.8 Find two examples each of procedures, rules, and policies. Bring yourexamples to class and be prepared to share them.Answer: Student responses will vary.Chapter 4: Foundations of Planning2 Describe in detail the six-step strategic management process.Answer:The six-step strategic management process involves: Identify the organization’s current mission, goals, and strategies; External analysis (identify opportunities and threats); Internal analysis (identify strengths and weaknesses);Formulate strategies, implement strategies and evaluate results.5 Under what circumstances do you believe MBO would be the most useful?Discuss.Answer: MBO is a process of setting mutually agreed-upon goals and using those goals to evaluate employee performance. MBO makes objectives operational by cascading them down through the organization.Under circumstances where employee commitment is important, where concrete goals help a company directs its efforts, when there is a need coordination and communication in a company, etc.6 Find examples in current business periodicals of each of Porter’s genericstrategies. Name the company, describe the strategy being used, and explain why it’s an example of that strategy. Be sure to cite your sources.Answer:consider the Porter’s suggestion of competitive strategy choosing. Chapter 5: Organizational Structure and Culture3 “An organization can have no structure.” Do you agree or disagree with thisstatement? Explain.Answer: A boundaryless or virtual organization is not without structure, structure is minimized but not eliminated. There is always some degree of reporting relations, some type of division of labor, some need for the management of processes, etc.5 Researchers are now saying that efforts to simplify work tasks actually havenegative results for both companies and their employees. Do you agree? Why or why not?Answer: Facing today’s competitive environment, managers need to consider how to allocate limited resources and group activities to achieve organizational goals.Make the right person do the right task. Simplify work tasks can have positive results for companies and employees. For example, work specialization makes efficient use of the diversity of skills that employees hold.7 Draw an organization chart of an organization with which you’re familiar(where you work, a student organization to which you belong, your college or university, etc.). Be very careful in showing the departments (or groups) and especially be careful to get the chain of command correct. Be prepared to share your chart with the class.Answer: Student answers will depend on the organization that they choose. Chapter 8 : Motivating and Rewarding Employees1 Most of us have to work for a living, and a job is a central part of our lives.So why do managers have to worry so much about employee motivation issues?Answer: Motivation refers to the process by which a person’s efforts are energized, directed, and sustained toward attaining a goal. Even though most of us have to work and therefore need a job, managers still have to worry about employee motivation issues. Employees are not always willing to put effort to do their job well. Employee can work for different rewards: money, recognition, achievement, affiliation, power and so on. Motivation can lead to higher productivity, improve employee satisfaction, reduce the high cost of employee turnover and maintaining the competitive edge. Motivation plays a critical role in achieving organizational goals.3 What role would money play in (a)the hierarchy of needs theory,(b)two-factor theory, (c)equity theory, (d)expectancy theory, and(e)motivating employees with a high aAch?Answer: (a) Money might be a security need, providing shelter, food, and clothing, or it could be a self-esteem need in giving the individual a sense of self-worth. (b) Money is a hygiene factor. (c) Money becomes a measure of fairness—Is my raise, salary appropriate to my position? (d) Money is relevant only to the degree the individual perceives that the monetary reward is appropriate for the amount of effort put forth. (e) Money could be seen as a way to measure success.6 Many job design experts who have studied the changing nature of work saythat people do their best work when they’re motivated by a sense of purpose rather than by the pursuit of money. Do you agree? Explain your position.What are the implications for managers?Answer: The answer will vary. Employees come to organizations with different needs, skills, abilities and interests. Employees need to cooperate with others in today’s diversity and competitive environment. People d o not work only for money, such as professional and technical employees, whose chief reward is the work itself. Employee can work for other rewards: recognition, achievement, affiliation or power. Managers should focus more on the sense of purpose and look at different types of rewards that help motivate employees.Chapter 9: Leadership and Trust1 Discuss the strengths and weaknesses of the trait theory of leadership.Answer: The trait theory of leadership is very easy to understand. But it ignores some more important factors such as situational factors to identify effective leadership.6 Do followers make a difference in whether a leader is effective? Discuss.Answer: Yes,the ability to influence others outside of one’s own authority and to perform beyond expectations are essential to high performing organizations and are characteristic of leaders. Leaders have followers. Followers make significant contribution to leaders’ effectiveness. Successful leadership is contingent on the follower’s level of readiness. “Readiness” refers to the extent that people have the ability and the willingness to accomplish a specific task. Regardless of what the leader does, effectiveness depends on the actions of his or her followers.7 Research how organizations can develop effective leaders and write a shortreport explaining your findings.Answer:From the early stages of recruiting to training and development, organizations need to identify future leaders early in their talent pool and then strategically integrate them in the succession plan. It is an imperative for organizations to maximize their human capital and consistently develop leaders at every level. Companies must cultivate leaders for successful organizations. Chapter 10: Communication and Interpersonal Skills1Which type of communication do you believe is most effective in a work setting? Why?Answer:Each communication method has its own benefits and drawbacks. No one method is appropriate in all circumstances. Justify your choice based on the advantages of communication type that you choose.4 “Ineffective communication is the fault of the sender.” Do you agree ordisagree with this statement? Discuss.Answer: refer to the process of communication.8 Research the characteristics of a good communicator. Write up your findingsin a bulleted list report. Be sure to cite your sources.Answer:Student answers will vary, although clarity, active listening, seeking feedback, etc. are all essential elements.Chapter 11: Foundations of Control2 Describe four methods managers can use to acquire information about actualwork performance.Answer: Personal observation, statistical reports, oral reports, and written reports.Providing details.3 How are planning and control linked? Is the control function linked to theorganizing and leading functions of management? Explain?Answer: The control process assumes that standards of performance already exist.They are created in the planning function. Objectives are the standards against which progress is measured and compared. An effective control system ensures that activities are completed in ways that lead to the attainment of the organization’s goals. So control is linked to all functions of management, no t just organizing and leading.6 Why do you think feedback control is the most popular type of control?Justify your response.Answer:Students’ responses will vary but might include things like: managers have experience with feedback, it’s natural to want to wait and see what outcomes are before making adjustments, the difficulty in establishing the information systems needed for feedforward control, etc.。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
Controlling
The controlling function of management requires 3 elements: 1. Established standards of performance. 2. Information that indicates deviations between actual performance and the established standards. 3. Action to correct performance that does not meet these standards.
Management As a Career
• We are emphasizing management in the internship experiences because we recognize that in today’s environment which is fast changing and competitive. We can contribute to successful organizations by providing students with a solid foundation of experience in thinking like a manager while they are learning about the organization. • Spend this internship semester thinking about the management theories and principles that can contribute positively to your organization. And also think about how you would manage each situation for a more positive outcome.Development
• High performance leading organizations are increasingly distinguished by 7 features: 1. Linking management development to business plans and strategies. 2. Being boundless, flat, nonhierarchical 3. Using global and cross cultural orientation 4. Individualizing learning that is focused within the context of organizational learning 5. Applying customized training aligned with corporate culture 6. Employing a career development focus 7. Focusing on the development of core competencies.
Organizing
• The organizing, leading, and controlling functions all come from planning. How? These functions carry out the planning decisions. • These plans may differ in focus from goals for the short or long term but as a whole these plans are the primary tools for preparing for and dealing with changes in the organization’s environment.
Organizing
Leading is the management process that integrates everything else a manger does. • Leadership is a difficult concept to define but means the ability to influence others to pursue a common goal. • Think about good leaders that you have known. Good leaders are typically driven by an overriding vision or mission.
Management Affects Everyone
• Our society depends on the goods and services provided by different types of organizations that individuals manage. All organizations are guided and directed by the decisions of one or more individuals who are commonly known as managers.
Management as a Process
What do statements like “ that is a well-managed company “ mean? They seem to imply that management is some type of work or set of activities and that these activities are performed quite well and sometimes not so well.
Definition of Management
• The management process is an integrated whole even though we may describe the process as a series of separate activities to understand the parts. • The model we are using identifies the management functions as planning, organizing, and controlling linked together by leading. • What does this mean? Planning determines what results the organization will achieve, organizing specifies how it will achieve the results, and controlling determines whether results are achieved and by using planning, organizing and controlling managers exercise leadership.
Managers and Management
HDCS 4393/4394 Internship Dr. Shirley Ezell
Managers and Management
• Managers in today’s market must update tools and principles on a continuous basis. Management development is increasingly global in outlook and places a high value on contributing to organizational effectiveness and competitive advantage. To be successful a manager must use and integrated approach, using a combination of tools and principles.
Management is also a Human Activity
• As a human activity management emphasizes the importance of employees with whom managers work and whom they manage in accomplishing an organization’s objectives. • In organizations, people are the most important asset. Successful managers understand this and recognize the need to establish a strong bond between the organization and the relationships of the manager and the people they manage.
Management as a Discipline
Classifying management as a discipline suggests that there is a body of knowledge that can be learned. (1) Management is a subject with principles, concepts, and theories. (2) A critical purpose of studying management is to learn how in the process of managing to apply principles, concepts, and theories of management and this is particularly emphasized throughout your internship experiences. (3) This internship semester you will assume the role of a manager even if this is not your current position. Why? To begin to think, analyze, and apply management theories, concepts and principles within your internship setting. It is never to early to start thinking like a manager.