罗宾斯管理学PPT(英文9版)Management-12

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管理学斯蒂芬罗宾斯第九版英文课件

Early Advocates Hawthorne Studies
Industrial Revolution
© Prentice Hall, 2002
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Historical Background Of Management
Organizations Have Existed for Thousands of Years
FAYOL’S 14 PRINCIPLES OF MANAGEMENT
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行政组织理论
这是由德国人（Max·Weber）韦伯创立的，标志就是1947年出版的《社会与经济组织理论》韦伯认为等级、权威和行政制是一切社会组织的基础。权威可分为三类：一是理性--合法权；二是传统权；三是个人崇拜权。只有理性----合法权才能作为行政组织体系的基础
© Prentice Hall, 2002
2-4
古典管理理论
科学管理理论这是由美国人（Frederick·W. Taylor）
泰罗及其追随者所创立，标志是1911 年出版的《科学管理原理》，泰罗被誉为“科学管理之父”。
Scientific Management
F.W. Taylor - Principles of Scientific Management
– changed the dominant view that employees were no different from any other machines
© Prentice Hall, 2002
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1．工人是社会人而不是经济人。以前的管理把人假设为经济人，认为金钱是刺激积极性的唯一动力；霍桑实验证明人是社会人，是复杂的人际关系中的成员。因此要调动人的积极性，还必须从社会、心理等方面努力。 2．生产效率的提高，主要取决于职工的工作态度，以及和周围人的关系。以前的管理认为生产效率主要受工作方法和工作条件的制约，霍桑实验证明工作效率主要取决于工作的积极性、取决于职工的家庭及社会、生活和组织中的人与人之间的关系。因此提高生产率的主要途径是提高职工的满足度。 3．组织中存在着“非正式的组织”。以前的管理只注意组织的机构、职权化分、规章制度等，霍桑实验发现除了正式团体之外，还存在着非正式团体，这种无形的组织有它特殊的感情和倾向，左右成员的行为，对生产率的提高有着重要的影响。因此，管理者要充分认识到非正式组织的作用。

罗宾斯管理学英文版课件

and complex situation.
first-line
middle
managers managers
conceptual skills
top mangers
human skills
technical skills
Skills Needed at Different Management Levels
proficiently perform specific tasks.
human skills
The ability to work well with other people individually and in a group
conceptual skills
The ability to think and to conceptualize about abstract
work of the first-line managers.
top managers
Managers at or near the top level of the organization who are responsible for making
organization-wide decisions and establishing the goals and plans that affect the entire organization.
Management
Coordinating and overseeing the work activities of others so that their activities are completed
efficiently and effectively.

管理学,罗宾斯,9版,英文Robbinsfom913-精品文档31页

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Communication Channels
• Formal channels • Informal channels
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1-7
Decoding and Feedback
13 Chapter
Managing Communication and Information
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1-23
Personal Interaction
Social media can minimize personal interaction.
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Knowledge Management
Cultivating a learning culture in which organizational members systematically gather knowledge and share it with others.
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Legal and Security Issues
• Electronic information is potentially admissible in court
• Sensitive, proprietary information at risk

管理学,罗宾斯,9版,英文Robbins_fom9_15b

EMChapter
Managing Entrepreneurial Ventures
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EM-1
What is Entrepreneurship?
Entrepreneurship:
The process of starting new businesses, generally in response to opportunities.
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EM-3
Business Plans
• Executive summary • Synopsis business plan • Summary business plan • Fully business plan • Operational business plan
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EM-4
Components of a Full Business Plan
• Executive summary • Analysis of opportunity • Analysis of the context • Description of the business • Financial data and projections • Supporting documentation
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EM-5
Legal Forms of Organization
1. Sole proprietorship 2. General partnership 3. Limited liability partnership (LLP) 4. C corporation 5. S corporation 6. Limited liability company (LLC)

罗宾斯管理学英文第9版

管理学第一章管理与组织学习导览一、管理者是谁？It used to be sim ply defined that they were the organizational m em bers who told others what to do and how to do it, but it is not quite that sim ple anym ore. A m anager is som eone who coordinates or oversees the work of other people so that organizational goals can be accom plished. A m anager’s job is not about personal achievem ent, but about helping others do their work. That m ay m ean coordinating the work of a departm ental group, or supervising a single person. It could involve coordinating the work of a team com posed of people from several different departm ents or even people outside the organization, such as tem porary em ployees or em ployees who work for the organization’s suppliers. And m anagers m ay have other work duties not related to coordinating the work of others.解释管理者与非管理的雇员有什么不同？Nonm anagerial em ployees are those organizational m em bers who work directly on a job or task and have no one reporting to them.组织中的管理者如何分类？In traditionally structured organizations—whi ch are usually said to be shaped like a pyram id because there are m ore em ployees at lower organizational levels than at upper organizational levels, m anagers are often described as first-line, m iddle, or top, and m ay have various titles.(1) First-line m anages, the lowest level of m anagem ent, m anage the work of nonm anagerial em ployees who are typically involved with producing the organization’s products or serving the organization’s custom ers. They often have the title of supervisor, and are called shift m anagers, district m anagers, departm ent m anagers, offi ce m anagers, or even foreperson.(2) Middle m anagers include all levels of m anagem ent between the first level and the top level of the organization. These m anagers m anage the work of first-line m anagers and m ay have titles such as regional m anagers, project leader, plant m anager, or division m anager.(3) Top m anagers: m anagers at or near the upper levels of the organizational structure who are responsible for m aking organization-wide deci sions and establishing plans and goals that effect the entire organization. These individuals typically have ti tles such as executive vice-president, president, chief operating officer, chief executive offi cer, or chairperson.二、管理是什么？Managem ent involves coordinating and overseeing the work activities of others so that their activities can be com pleted efficiently and effecti vely.解释为什么对管理来说效率和效力是重要的。

管理学,罗宾斯,9版,英文Robbinsfom90935页PPT

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

罗宾斯管理学(英文9版)Management-12

• List eight activities necessary for staffing the organization and sustaining high employee performance.
• Discuss the environmental factors that most directly affect the HRM process.
© 2007 Prentice Hall, Inc. All rights reserved.
12–2
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
• As an important strategic tool
HRM helps establish an organization’s sustainable competitive advantage.
ninth edition
STEPHEN P. ROBBINS
MARY COULTER
Chapter
12
© 2007 Prentice Hall, Inc. All rights reserved.
Human Resource Management
PowerPoint Presentation by Charlie Cook The University of West Alabaof Human Resource Management (HRM)
• As a necessary part of the organizing function of management

罗宾斯《管理学》原版讲义PPT精选文档

• Organizational Citizenship Behavior (OCB)
➢ Discretionary behavior that is not a part of an employee’s formal job requirements, but which promotes the effective functioning of the organization.
8th edition Steven P. Robbins
Mary Coulter
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
14–3
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Perception
• Explain how an understanding of perception can help managers better understand individual behavior.
• Discuss how managers can shape behavior.
14–4
Understanding Individual Behavior
• Organizational Behavior (OB)
➢ The actions of people at work

罗宾斯管理学-12管理沟通与信息技术

二、人际沟通方法
口头沟通
谈话、报告、讨论、电话、小组会议、演讲等。谈话、报告、讨论、电话、小组会议、演讲等。亲切、反馈快、双向、效果好；弹性大、亲切、反馈快、双向、效果好；弹性大、事后难于查证圣迭戈医院）书面沟通（圣迭戈医院）合同、协议、通知、备忘录、告示板等。合同、协议、通知、备忘录、告示板等。正式、准确、权威性、便于保存、反复阅读。正式、准确、权威性、便于保存、反复阅读。
沟通网络：组织沟通信息的纵向和横向流动集合而成
的各种形态。的各种形态。沟通网络类型：链式、轮式、圆周式、沟通网络类型：链式、轮式、Y式、圆周式、全通道式
常用沟通网络
轮型 Y型链型
环型
全通道型
沟通网络和评价标准
标准速度链型中 Y型型中高中中交流网络轮盘型快高高低环型慢低无高全通道型快中无高
进行攻击、进行攻击、讽刺挖苦
同样的词汇，对不同的人，含义不同。年龄、语言：同样的词汇，对不同的人，含义不同。年龄、教育和文化背景会影响语言风格以及对词汇的界定。和文化背景会影响语言风格以及对词汇的界定。行话
民族文化
美国人：一开始就切入正题，涉及数字和细节问题，倾向美国人：一开始就切入正题，涉及数字和细节问题，直截了当、不拐弯抹角；直截了当、不拐弯抹角；日本人：以建立关系为主，谈及通则入手，日本人：以建立关系为主，谈及通则入手，将美国人上述行为视为攻击和冒犯。行为视为攻击和冒犯。
无线通信技术
智能手机、笔记本电脑、小型通信设备，智能手机、笔记本电脑、小型通信设备，员工不必使用办公桌上的电脑，就可以与其他人沟通。公桌上的电脑，就可以与其他人沟通。
当今组织中的沟通问题

罗宾斯《管理学》 (12)

管理学03 III篇计划03 9章计划的工具和技术02 评价环境的技术在本书第8章中，我们详细地阐述了战略管理过程，在这一节中，我们想考察几种成熟的技术，它们能够帮助管理者应付评价组织的环境要求，这是战略管理过程中最具战略性的方面之一。

20年前，环境分析是一种非正式的尝试，全靠管理者的直觉判断。

今天，利用结构化技术，如环境扫描、预测和基准化技术，可以显著地提高一个管理者准确地分析环境的能力。

环境扫描玛丽·艾里特在马萨诸塞州经营一家玻璃公司，好投标18 000美元竞争一项修理教堂玷污的玻璃窗项目，她中了标但亏了本。

艾里特从这项失败中得到了一个有益的教训。

现在，她为每一个竞争者建立了一个文件，在贸易展览会上与他们交往，并且写信给竞争者，向他们友好地索取价格表和小册子。

无论小企业还是大企业的管理者都日益转向环境扫描(Environmental Scanning),以预测和解释环境的变化。

环境扫描是指浏览大量的信息以觉察正在出现的趋势和形成一套设想。

环境扫描的重要性最初是由人寿保险行业的企业在70年代末首先认识到的。

人寿保险公司发表，社会对其产品的需求正在下降，但是它们收到的所有关键的环境信号，都对人寿保险的销售非常有利。

经济和人口在持续增长，生育高峰年代出生的婴儿已经读完了中学，加入到劳动大军中，并且开始承担起家庭的责任。

人寿保险市场应当进一步扩展，但事实却相反。

人寿保险公司没能认识到的是美国家庭结构的基本变化。

代表着新保险的主要购买群体的年轻家庭，趋向于夫妇双方就业和越来越多的家庭不要孩子。

这类家庭对人寿保险的需求，远远小于那些家中只有一人就业，配偶在家照料孩子的家庭。

一个有着几十亿美元营业额的产业，也会忽视如此基本的社会变化，更说明了开发监视环境重大变化的技术的重要性。

环境扫描增长最快的领域之一是竞争者情报(Competitor inteligence)，它寻求竞争者的基本信息：谁是竞争者?他们正在做什么?他们正在做的事情对我们有什么影响?正如玛丽·艾里特得到的教训，竞争方面的准确情报，使得管理者能够预见竞争对手的行动而不仅仅是对其作出反应。

管理学,罗宾斯,9版,英文Robbins_fom9_ppt

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Value Chain
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15-11
Goals of Value Chain Management
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Quality Goals
1. ISO 9000 2. Six Sigma
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Project Management
The task of getting project activities done on time, within budget, and according to specifications.
Service firms produce nonphysical outputs in the form of services, such as medical and transportation services
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Employees and Human Resources
• Flexible job design • Effective hiring process • Ongoing training
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Obstacles to Value Chain Management

管理学,罗宾斯,9版,英文Robbinsfom908

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HR and Innovation
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8-30
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Symptoms of Stress
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Reducing Stress
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Employee Reactions to Change
Change often creates stress for employees!
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Change Often Creates Stress for Employees
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Structural Variables and Innovation
1. Organic structures 2. Abundant resources 3. High interunit communication 4. Minimal time pressure 5. Work and nonwork support
1. Uncertainty 2. Habit 3. Concern over
personal loss 4. Belief change is not
in organization’s best interests