罗宾斯管理学PPT(英文9版)Management-4
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管理学-罗宾斯-9版-英文Robbinsfom901
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What Is Management?
The process of getting things done effectively and efficiently, with and through people.
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Management Roles Approach
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Which Approach Takes the Prize?
Functions ☑
1. Four Functions Approach 2. Management Roles Approach 3. Skills and Competencies
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Four Functions Approach
•Planning •Organizing •Leading •Controlling
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Integrating economic, environmental, and social opportunities into business strategies
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Managers Matter!
Employee productivity, loyalty, and engagement hinge on employee\manager relationship
管理学 斯蒂芬 罗宾斯 第九版 英文课件
Early Advocates Hawthorne Studies
Industrial Revolution
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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
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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
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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.
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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Decoding and Feedback
13 Chapter
Managing Communication and Information
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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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What is Entrepreneurship?
Entrepreneurship:
The process of starting new businesses, generally in response to opportunities.
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Business Plans
• Executive summary • Synopsis business plan • Summary business plan • Fully business plan • Operational business plan
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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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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)
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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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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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)
管理学,罗宾斯,9版,英文Robbins_fom9_ppt(1)-精品文档
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Wireless Communication
People don’t need to be physically at the office to communicate, collaborate, and share information with managers and colleagues.
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Networked Communication Applications (cont.)
•Electronic Data interchange (EDI) •Teleconference and videoconference meetings •Organizational intranet •Organizational extranet •Internet-based voice/video communication
Decoding: Translating a received message.
Feedback: Checking to see how successfully a message has been transferred.
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Written vs. Verbal Communication
Advantages •Tangible/verifiable •Permanent record •Stored for later reference •Well-thought out Drawbacks: •Time consuming •Doesn’t lend itself to feedback like oral communication
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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Learning Outcomes (cont.)
• Describe perception and the factors that influence it.
• Discuss learning theories and their relevance in shaping behavior.
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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.
管理学,罗宾斯,9版,英文Robbinsfom908-精品文档31页
1. Uncertainty 2. Habit 3. Concern over
personal loss 4. Belief change is not
in organization’s best interests
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Internal Factors
• Strategy • Composition of workforce • Employee attitudes
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Innovation Process
1. Perception 2. Incubation 3. Inspiration 4. Innovation
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Encouraging Innovation
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Calm Waters Change
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White-Water Rapids Change
Leading a company in change, in an industry in change.
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Structural Variables and Innovation
personal loss 4. Belief change is not
in organization’s best interests
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Internal Factors
• Strategy • Composition of workforce • Employee attitudes
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Innovation Process
1. Perception 2. Incubation 3. Inspiration 4. Innovation
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Encouraging Innovation
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Calm Waters Change
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White-Water Rapids Change
Leading a company in change, in an industry in change.
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Structural Variables and Innovation
罗宾斯管理学第九版课件9erobbins_ppt01
➢ Human skills
❖ The ability to work well with other people
➢ Conceptual skills
❖ The ability to think and conceptualize about abstract and complex situations concerning the organization
Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (), October 30, 2002.
• Explain the universality of management concept. • Discuss why an understanding of management is
important. • Describe the rewards and challenges of being a manager.
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What Do Managers Do? (cont’d)
• Management Roles Approach (Mintzberg)
➢ Interpersonal roles
❖ Figurehead, leader, liaison
➢ Informational roles
❖ Monitor, disseminator, spokesperson
• Middle Managers
➢ Individuals who manage the work of first-line managers.
❖ The ability to work well with other people
➢ Conceptual skills
❖ The ability to think and conceptualize about abstract and complex situations concerning the organization
Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (), October 30, 2002.
• Explain the universality of management concept. • Discuss why an understanding of management is
important. • Describe the rewards and challenges of being a manager.
1–11
What Do Managers Do? (cont’d)
• Management Roles Approach (Mintzberg)
➢ Interpersonal roles
❖ Figurehead, leader, liaison
➢ Informational roles
❖ Monitor, disseminator, spokesperson
• Middle Managers
➢ Individuals who manage the work of first-line managers.
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LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
What Your Global Perspective?
• Define parochialism. • Contrast ethnocentric, polycentric, and geocentric attitudes towards global business. • Explain why it’s important for managers to be sensitive to global differences
Understanding the Global Environment
• Describe the current status of the European Union. • Discuss the North American Free Trade Agreement and other regional trade alliances in Latin America. • Tell about the Association of Southeast Asian Nations.
© 2007 Prentice Hall, Inc. All rights reserved. 4–3
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.
Regional Trading Agreements
• The European Union (EU)
A unified economic and trade entity
Belgium, Denmark, France, Greece, Ireland, Italy, Luxembourg, the Netherlands, Portugal, Spain, the United Kingdom, Germany, Austria, Finland, and Sweden
United States, Canada, and Mexico
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Exhibit 4–3 European Union Countries
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Economic and monetary union (Euro)
• North American Free Trade Agreement (NAFTA)
Eliminated barriers to free trade (tariffs, import licensing requirements, and customs user fees)
• Global Company
• Polycentric Attitude
The view that the managers in the host country know the best work approaches and practices for running their business.
• Geocentric Attitude
• Monitors and promotes world trade.
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4–13
Different Types of International Organizations
• Multinational Corporation (MNC)
Managing in a Global Environment (cont’d)
• Explain how the global legal-political and economic environments affect managers. • Discuss Hofstede’s five dimensions for assessing cultures. • Explain the nine GLOBE dimensions for assessing cultures. • Discuss the challenges of doing business globally in today’s world.
4–7
Adopting a Global Perspective
• Ethnocentric Attitude
The parochialistic belief that the best work approaches and practices are those of the home country.
Understanding the Global Environment
• Explain the interdependence that globalization involves. • Discuss the role of the WTO.
Doing Business Globally
• Contrast multinational, multidomestic, global, transnational, and born global organizations. • Describe the different ways organizations can go international. • Define global sourcing, exporting, importing, licensing, and franchising. • Describe global strategic alliances, joint ventures, and foreign subsidiaries.
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The 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 149 member nations and 32 observer governments.
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What’s Your Global Perspective?
• Parochialism
Is viewing the world solely through its own eyes and perspectives. Is not recognizing that others have different ways of living and working. Is a significant obstacle for managers working in a global business world. Is falling into the trap of ignoring others’ values and customs and rigidly applying an attitude of “ours is better than theirs” to foreign cultures.
A world-oriented view that focuses on using the best approaches and people from around the globe.
© 2007 Prentice Hall, Inc. All rights reserved. 4–8
ninth edition
STEPHEN P. ROBBINS
MARY COULTER
Chapter
4
© 2007 Prentice Hall, Inc. All rights reserved.
Managing in a Global Environment
PowerPoint Presentation by Charlie Cook The University of West Alabama
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Exhibit 4–4 ASEAN Members
Source: Based on J. McClenahen and T. Clark, “ASEAN at Work,” IW. May 19, 1997, p. 42.
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4–10
Regional Trading Agreements (cont’d)
• U.S.-Central America Free Trade Agreement (CAFTA) • Free Trade Area of the Americas • Southern Cone Common Market (Mercosur) • Association of Southeast Asian Nations (ASEAN)
Maintains operations in multiple countries.
• Multidomestic Corporation
Is an MNC that decentralizes management and other decisions to the local country.