《管理学专业英语教程(第4版)》教学课件—lesson4 What is Strategy
管理学英文版-PPT课件
Globalization Ethnocentrism parochialism
Right or Rowing
企业已经缴纳教育附加税，因而没有义 务再资助办学。 援助灾民是企业的社会责任，因此，每 一个企业都必须进行赈灾活动。 在香烟外盒写上“吸烟有害健康”是毫 无意义的，因此是没有必要的。 既然政府的规定是50%，宝洁公司就没有 必要承诺100%的使用再循环包装纸。
Fundamentals of management
管理学原理
Chapter 1
manager and management
第一章
管理者与管理
Discussion 讨论
1961年，日本松下公司的山田电器厂遇 到了一个开关质量难题。实际上，这个 开关的装配操作很简单：从装有许多弹 簧的盒内每次取出两个装入开关，再装 上按钮。让山田厂长困惑的是，无论采 取什么质量管理方法，都不能使工人避 免偶尔忘记装入弹簧。 你能帮助山田厂长解决这个难题吗？
地区协调员
全球汽车 配件部
全球 工业部
全球仪器 产品部
全球原料 采购部
全球卡车 配件部
全球矩阵结构
国际执行委员会 业务领域 变压器 运输 德国 挪威 阿根廷/巴西 西班牙/葡萄牙
生产
当地公司
微软的组织结构
董事长/首席架构师：比尔•盖茨 CEO/总裁：史蒂夫•鲍尔默 营运和 后勤部 产品部门 全球销售、市场 和服务部 亚洲销售、市场 和服务部 亚洲产品 部门 微软在 中国的 机构 微软中国研究 开发中心
新闻发布，通报事项
Decisional 决策
Entrepreneur
企业家
制定战略，控制执行过程
管理学原理英文版最新版教学课件第4章
Learning Objective 4.1
• Describe the decision-making process.
How Do Managers Make Decisions?
Exhibit 4-1 How Do Managers Make Decisions?
Identifying a Decision Problem
Rational Model
Rational decision making” • choices that are consistent and value-maximizing within
specified constraints. Rationality is not a very realistic approach.
48 6
30
5 25 7
21
8
8
212
Implementing the Decision
Decision implementation: • putting a decision into action.
Evaluating the Decision
Appraising the outcome of the decision • Was the problem resolved?
Fundamentals of Management
Tenth Edition
Chapter 4 Foundations of Decision Making
Learning Objectives
4.1 Describe the decision-making process.
4.2 Explain the three approaches managers can use to make decisions.
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。
工商管理专业英语Unit4-What
• 第一，组织中的大部份工作可以毫不夸张地说是由群体完 成的，无论是短期工作队或是在组织表格中标明的正式工 作群体。
a
22
Glossary
• predict [pri‘dikt]
• v. 预言、预报、预知、预测 • e.g. We are therefore interested in predicting and explaining the
a
16
Glossary
• subset [‘sʌbset]
• n. 子集
• e.g. These organizational behaviors are important because they
represent a subset of people-related operative goals which help
due to lack of patronage, it ceases to be an organization.
• 然而，如果你最喜欢的饭店或酒馆由于缺少客人光顾而关 门，那么它就不再是一个组织了。
a
5
Glossary
• impact [‘impækt,im’pækt]
• n. 影响、冲击力 • v. 冲击、撞击、产生影响 • e.g. Particular technologies have an important impact on the
Unit 4 What is Organization behavior?
a
1
Glossary
• beast [bi:st]
• n. 兽、畜生、凶残的人
管理英语4教学大纲上课讲义
《管理英语4》课程教学大纲为指导全国开放大学管理类专业（本科）开设的《管理英语4》课程建设与教学工作，根据开放大学利用现代信息技术手段进行教学的特点和成人学生群体学习的实际需求，特制订本大纲。
大纲的各项规定可作为教材编写、教学安排、教学质量检查与评估、教学资源建设、教学支持服务的依据。
第一部分大纲说明一、课程性质和任务1.课程性质《管理英语4》是为国家开放大学管理类专业（专科起点本科）开设的公共英语课程；计3学分，54学时，开设一学期，建议第二学期开设。
本课程将英语学习与与行政管理、公共事业管理、教育管理、工商管理、农村行政管理等专业的职场活动相结合，以真实的语言素材为载体创设职场情景，在进行英语语言基础知识和基本技能训练的同时，培养学生在职场情景下使用英语进行交流的能力。
2.课程任务通过《管理英语4》课程的学习，学生应能掌握一定英语语言基础知识和基本技能，具有一定的读、听、说、写能力；同时，了解管理活动中最基本的英语词语及表达方式，能在涉及与行政管理、公共事业管理、教育管理、工商管理、农村行政管理等专业的职场活动中进行基本交流；并为今后职场英语应用能力的进一步提高奠定基础。
3.教学对象《管理英语4》课程的教学对象为国家开放大学管理类的行政管理、公共事业管理、教育管理、工商管理、农村行政管理等专业的成人学生和具有同等英语水平的业余学习者。
4.课程的衔接《管理英语》(4) 为英语基础段最后一门课程。
学有余力的学生可以继续选学跟专业、职业更加密切相关的专门用途性质的英语课程。
二、课程教学基本要求《管理英语4》课程在加强学生的英语语言基础知识和基本技能训练的同时，使学生接触并了解与职业相关的基本知识，培养学生在管理事务活动中使用英语进行交际的实际能力。
本课程不同维度的基本要求如下：1.语言基础知识●在词汇认知方面，应能认知4,000个左右的词汇（含前期认知的3,200个左右）及其常见短语或固定搭配，以及一定量的职场相关词汇和短语；●在词汇掌握方面，应能熟练使用其中的2,600个左右词汇（含前期掌握的2,100个左右）及其常见短语或固定搭配，以及一定量的职场相关词汇和短语；●在语法知识方面，应能掌握基础语法知识（见教材细目表）；●在功能意念方面，应能掌握常见功能意念（见教材细目表）及其惯用表达方法等。
H016e管理学四版-
P. 14
圖4-3 生產導向之規劃程序
P. 15
圖4-4 行銷導向之規劃程序
而近年來，企業受到動態且複雜的環境之衝擊，更是重視 顧客導向(Consumer Oriented)的規劃方式。從最開始的 界定企業範圍，並不是從產品思考，因為此種思考方式注 重所賣的產品及所服務的市埸，模糊了企業的功能 ── 滿 足顧客需求功能。因此，一個顧客導向的規劃方式是經過 以下三個階段，如圖4-5所示。
選擇最佳之決策。近年來有所謂的決策支援系統
(Decision Support Systems, DSS)，更可使規劃工作更 有效益。
P. 19
（三）注重規劃的整體性 一般人以為規劃只是訂出計畫(Plan)即可。近年來，已將 規劃的工作擴充至執行與評估之層面。規劃已不僅僅是訂 定計畫而已，而是包括執行這個計畫的方案(Program)以
CHAPTER
04
規劃機能
4-1 規劃之意義 4-2 規劃之類型與趨勢 4-3 策略規劃 4-4 目標管理
習 題
4-1 規劃之意義
規劃 (Planning) 就是設定目標及擬定達成目標之行動 方案的過程因此，規劃包括了兩個階段的工作：
1. 設定目標：即預定完成什麼？也就是找「What」的解答。 2. 擬定方案：即要如何去做？也就是找「How」的解答。
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圖4-5 顧客導向之規劃程序
P. 17
1. Who：即先探究客戶群是誰？ 2. What：再研究顧客的需要是什麼？ 3. How：最後才擬定如何發展能力去滿足他們的需要。
P. 18
（二）數量方法及電子計算機工具之使用 目前的趨勢，企業在進行規劃工作時，當利用到一些數量 方法，如：線性規劃、競賽理論、動態規劃等。再加上電 子計算機的大量使用，使得企業能及時獲得正確的資訊，
《管理学专业英语教程(第4版)》教学课件—lesson4 What is Strategy
❖ Cost is generated by performing activities, and cost advantage arises from performing particular activities more efficiently than competitors.
Others
to customers
charge higher average unit prices
A company can
outperform
rivals
Both greater value &
lower cost
LOGO
Operational Effectiveness
❖ Ultimately, all differences between companies in cost or price derive from the hundreds of activities (e.g. the right chart)
ahead of rivals.
LOGO
Background Introduction
❖ Positioning---once the heart of strategy---is rejected as too static for today’s dynamic markets and changing technologies.
《管理学专业英语教程(第4版)》教学课件—lesson13 The Seven Principles Of Supply Chain Management
Channel-wide S&OP can detect early warning signals of demand and takes into account vendor and carrier Fcuadpaanbilities, capacity, and constraints
Principle 1
❖Segment customers based on the service needs of distinct groups and adapt the supply chain to serve these segments profitably.
Principle 1
❖ Unsuccessful efforts:
▪ functionally defined and narrowly focused
▪ lack sustaining infrastructure ▪ uncoordinated change
activity erupts
Summary
Distill seven fundamental principles of supply chain management.
Supplier's price ↑
Inventory ↑
Principle 5 ❖Fundamental prerequisite
Maintenance
Repair
Operating supplies
Direct materials
《管理学英语》参考译文Unit 4
Unit 4 Organizational Design and Culture组织设计与组织文化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. What is your personal understanding of an organization你对组织的个人理解是什么2. Are there any conflicts between a formal and an informal organization正式组织和非正式组织之间存在冲突或矛盾吗3. Which type of organization is more commonplace in modern society, the formal or informal one在现代社会中，哪一种类型的组织更司空见惯（普遍）是正式组织还是非正式组织Organization is a word many people use loosely. Some would say it includes all the behaviors of all participants. Others would equate it with the total system of social and cultural relationships. Still others refer to an enterprise, such as the United States Steel Corporation or the Department of Defense, as an organization. But for most practicing managers, the term organization implies a formalized intentional structure of roles or positions.组织是很多人不精确使用的一个词。
管理学专业英语第四版上lesson4 What is Strategy
Background Introduction
❖ Positioning---once the heart of strategy---is rejected as too static for today’s dynamic markets and changing technologies.
❖ According to the new dogma, rivals can quickly copy any market position, and competitive advantage is, at best, temporary.
❖ Some barriers to competition are falling as regulation eases and markets become global.
planar productivity frontier
three-dimensional productivity frontier
Productivity Frontier
❖ The productivity frontier is constantly shifting outward as new technologies and management approaches are developed and as new inputs become available.
❖ Companies have properly invested energy in becoming leaner and more nimble.
Barriers
Copy Globalization
market position
《管理学专业英语教程(第4版)》教学课件—lesson1 Modern management movement
100% of the shareholders in 3 European countries and majorities in other European countries. Low fees for calls made outside the home country）voice usage. Earning rate of primary business too high
5 Japanese style management approach
6
Excellence approach
LOGO
Outlines ——framework of the modern management movement
1
Classical theory
2
Behavioral theory
LOGO
Contingency Approach
Three Principle Sets
Agreement exists between organizations and their internal and external environments, and between the management system and its various components.
LOGO
Process Approach
Process approach proposed by Fayol
Defining goals establishing strategy, and developing plans to coordinate activities
Planning
Determining what needs to be done, how it will be done, and who is to do it
《管理学专业英语教程(第4版)》教学课件—lesson6 Meeting the Challenge of Corporate Entrepreneurship
Balancing Acts
What should companies
avoid?
• either-or approaches to corporate entrepreneurship because they place the old and new cultures in conflict with each other
Why Traditional Responses Fail
Diffused Responsibility Fizzles out
In an organization where every executive shares responsibility for new-business
creation
Meeting the Challenge of Corporate Entrepreneurship
管理学专业英语教程（第四版）
The Business Challenge of The Day
Two challenges to meet
1.They must become Janus-like, looking in two directions at once, with one face focused
Challenge1
• new businesses require innovation, innovation requires fresh ideas, and fresh ideas require
Challenge2 mavericks.
• the poor fit between new businesses and old Challenge3 systems
管理学专业英语教程第四版下课件Unit8TotalKnowledgeManagement
*We will see barriers to effective risk management in knowledge management in text (2)
too often companies▪ Explicit knowledge is easier to see；tacit
The One-Sided Knowledge Project
Stephen Denning‘s point： •most of our real knowledge is tacit • the communication between individuals is a fundamental KM principle •“in the end [it] provides a vehicle for conveying unseen tacit knowledge.”
The language of risk
1. Experts will face considerable difficulties in communicating without recourse to jargon.
2. Conflict continues and may escalate, rather than developing into what has been termed cooperative discourse
Reaching for Knowledge
checked a reference of some kind——explicit knowledge
need help?
ask someone for help——tacit knowledge
《管理学专业英语教程(第4版)》教学课件—lesson16 Big Data_The Managment Revolution
gimensions of Big Data
What are the key difference between “Big Data and “analytics”?
Volume refers to the amount of data an organization or an individual collects and/or generates.
❖ The three edges of the integrated view of big data represent three dimensions of big data: volume, velocity, and variety.
❖ Inside the triangle are the five dimensions of big data that are affected by the growth of the three triangular dimensions: veracity, variability, complexity, decay, and value.
Big Data: The Management Revolution
管理学专业英语教程（第四版）
LOGO
Outlines
1
Introduction
2 Dimensions of Big Data
3 Five Management Challenges
LOGO
Introduction
We define ‘Big Data’ as a capability that allows companies to extract value from large volumes of data, Like any capability, it requires investment in technologies, processes and
管理专业英语4
Chapter 2 Management
• Section 1 What Is Management
• Managee through others.” • ------ Mary Parker Follet •
•
In other words, the manager coordinates （协调）the work of others to accomplish goals that might not be achievable by an individual. • Thus management will be defined as the application of planning, organizing, directing and controlling functions in the most efficient manner possible to accomplish meaningful organizational objectives.
• 3. Subunit Objectives
• The operations department of Scott Manufacturing Inc., is divided into three teams. Each team, which includes technicians, operations, and material-handling personnel, has an informal leader and a team nickname--Wildcat, Pirates, and Copperheads. These teams compete to be the most productive group in the department without sacrificing product quality. Each team sets objectives for specific quantities and quality, and it outlines a plan for achieving the objectives and a set of target dates. At Scott the subunit sets objectives; the organizational and departmental objectives described above are usually first set within the framework of a formal organization.
管理学(第四版)教学全套课件
cheapest way.
管理是一门怎样建立
强调：目标与艺术
目标,然后用最好的 方法经过他人的努力
来达到的艺术。
二、管理的含义及特征
2.现代经营管理之父 ── 法约尔（Henri Fayol）
To manage is to forecast and to plan , to organize , to command , to coordinate and to control.
4、小论文 (mini) Paper ——针对热点问题或 感兴趣的问题进行专题论述
课程学习目标
*讲授
*案例教学 *共享探讨 *角色扮演
“合作者”的配合
实现 教学目标
识记---概念与管理理论观点; 理解---管理实践; 分析---管理事例.
第一章 管理学导论
第一章 管理导论
第一节 管理概述 第二节 管理者 第三节 管理学概述
➢管理者的层次分类： 高层管理人员 基层管理人员 中层管理人员
决策层 执行层
操作层
高层管理者 中层管理者 基层管理者
二、管理者的角色(Roles of managers)
明茨伯格（Henry Mintzberg）的管 理角色理论（三方面10种角色）
人际角色
*代表人 *领导者 *联络者
信息角色
*监控者 *传播者 *发言人
1、概念技能：能综观全局，
洞察组织与环境要素间相互影 响和相互作用的关系的能力。
2、人际技能：与处理人事关
系有关的技能，即理解、激 励他人并与他人共事的能力。
3、技术技能：使用某一专业领
域内有关的程序、技术、知识 和方法完成组织任务的能力。
各级管理者的技能要求比例
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Operational Effectiveness
❖ Operational Effectiveness
(OE) and strategy are
both essential to superior
performance, which after
all, is the primary goal of
What Is Strategy?
管理学专业英语教程（第四版）
LOGOLeabharlann Outlines1
Background Introduction
2
Operational Effectiveness
3 4 5
LOGO
Productivity Frontier
Operation Effectiveness VS Strategic Positioning
Why?
❖ The root of the problem is the failure
to distinguish between operational
effectiveness and strategy.
Operational
Effectiveness
≠
Strategy
LOGO
Background Introduction
❖ They must benchmark continuously to achieve best practice. ❖ They must outsource aggressively to gain efficiencies. ❖ They must nurture a few core competencies in the race to stay
❖ Companies have properly invested energy in becoming leaner and more nimble.
Barriers
Copy Globalization
market position
LOGO
Background Introduction
❖ But those beliefs are dangerous halftruths, and they are leading more and more companies down the path of mutually destructive competition.
❖ In many industries, however, what some call hyper-competition is a selfinflicted wound, not the inevitable outcome of a changing paradigm of competition.
❖ According to the new dogma, rivals can quickly copy any market position, and competitive advantage is, at best, temporary.
❖ Some barriers to competition are falling as regulation eases and markets become global.
The probable answer： ❖ The quest for productivity, quality, and speed has spawned a
remarkable number of management tools and techniques: total quality management, benchmarking, time-based competition, outsourcing, partnering, reengineering, change management. ❖ Although the resulting operational improvements have often been dramatic, many companies have been frustrated by their inability to translate those gains into sustainable profitability. ❖ And bit by bit, almost imperceptibly, management tools have taken the place of strategy. As managers push to improve on all fronts, they move farther away from viable competitive positions.
ahead of rivals.
LOGO
Background Introduction
❖ Positioning---once the heart of strategy---is rejected as too static for today’s dynamic markets and changing technologies.
any enterprise. But they
work in very different ways.
greater efficiency
results in
lower average
unit costs
Create comparable
value at a lower cost
Strategy Rests on Unique Activities
Background Introduction
For almost two decades, managers have been learning to play by a new set of rules:
❖ Companies must be flexible to respond rapidly to competitive and market changes.