上海海事大学管理学原理英文版PPTChapter 3
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管理学原理英文版 第三章课件FOM6CH03in
• Defining the organization’s objectives or goals 确定组织目标 • Establishing an overall strategy for achieving those goals制定全局战略以实现目标 • Developing a comprehensive hierarchy of plans to integrate and coordinate activities建立一个全 面的计划体系以整合和协调组织的工作
Fundamentals of Management
Sixth Edition
Robbins and DeCenzo
with contributions from Henry Moon CHAPTER
Part II: Planning
3
© 2008 Prentice Hall, Inc. All rights reserved.
© 2008 Prentice Hall, Inc. All rights reserved. 3– 6
The Bottom Line: Does Planning Improve Organizational Performance?底线：计划工作是否 改善了组织的绩效？
• Formal planning means higher profits, higher return on assets, and other positive financial results.正式规划一般 会产生的结果：更高的5
Criticisms Of Formal Planning对正规计划的批评
• Planning may create rigidity.计划也许导致僵化 • Plans can’t be developed for a dynamic environment.计划难以在一个动态的环境中制定 • Formal plans can’t replace intuition and creativity. 正式计划不能代替直觉和创造性
Fundamentals of Management
Sixth Edition
Robbins and DeCenzo
with contributions from Henry Moon CHAPTER
Part II: Planning
3
© 2008 Prentice Hall, Inc. All rights reserved.
© 2008 Prentice Hall, Inc. All rights reserved. 3– 6
The Bottom Line: Does Planning Improve Organizational Performance?底线：计划工作是否 改善了组织的绩效？
• Formal planning means higher profits, higher return on assets, and other positive financial results.正式规划一般 会产生的结果：更高的5
Criticisms Of Formal Planning对正规计划的批评
• Planning may create rigidity.计划也许导致僵化 • Plans can’t be developed for a dynamic environment.计划难以在一个动态的环境中制定 • Formal plans can’t replace intuition and creativity. 正式计划不能代替直觉和创造性
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(英文版全套课件)
• Malcolm Baldrige National Quality Award established by the U.S. Congress in 1987 • ISO 9000, pioneered by the Europeans • European Quality Award given by the European Foundation
Arguments Against Social Involvement
• • • • • • • Violation of profit maximization Dilution of purpose Costs Too much power Lack of skills Lack of accountability Lack of universal support
• France
– Le Plan and the Cadre
• Germany
– Authority and Codetermination
• Korea
– Chaebol and Inhwa
Japanese Management
• Lifetime Employment • Seniority System • Decision Making in Japan
Chapter 2. Management and Society: The External Environment, Social Responsibility, and Ethics
The Organization and Its External Environment
Arguments for Social Involvement
Definition of Whistle-Blowing
Arguments Against Social Involvement
• • • • • • • Violation of profit maximization Dilution of purpose Costs Too much power Lack of skills Lack of accountability Lack of universal support
• France
– Le Plan and the Cadre
• Germany
– Authority and Codetermination
• Korea
– Chaebol and Inhwa
Japanese Management
• Lifetime Employment • Seniority System • Decision Making in Japan
Chapter 2. Management and Society: The External Environment, Social Responsibility, and Ethics
The Organization and Its External Environment
Arguments for Social Involvement
Definition of Whistle-Blowing
管理学原理英文版最新版教学课件第3章
A person with a parochial attitude cannot succeed in today’s world.
Globe Findings
Global Leadership and Organizational Behavior Effectiveness (GLOBE)
Globe: Dimensions of Cultural Difference
Fundamentals of Management
Tenth Edition
Chapter 3 Integrative Managerial
Issues
Learning Objectives
3.1 Explain globalization and its impact on organizations.
Globalization and Its Impact
Global village: • a boundaryless world where goods and services are
produced and marketed worldwide.
What Does It Mean to Be "Global"?
How Do Organizations Go Global?obal
Source: Robbins, Stephen P., Coulter, Mary, Management, 13th Ed., © 2016, p. 106. Reprinted and electronically reproduced by permission of Pearson Education, Inc., New York, NY
Globe Findings
Global Leadership and Organizational Behavior Effectiveness (GLOBE)
Globe: Dimensions of Cultural Difference
Fundamentals of Management
Tenth Edition
Chapter 3 Integrative Managerial
Issues
Learning Objectives
3.1 Explain globalization and its impact on organizations.
Globalization and Its Impact
Global village: • a boundaryless world where goods and services are
produced and marketed worldwide.
What Does It Mean to Be "Global"?
How Do Organizations Go Global?obal
Source: Robbins, Stephen P., Coulter, Mary, Management, 13th Ed., © 2016, p. 106. Reprinted and electronically reproduced by permission of Pearson Education, Inc., New York, NY
管理学原理PPT management Chapter3 test
1.The belief that "discrimination is wrong" is a value statement. Such an opinion is the ________component of an attitude.a.behaviouralb.reactivec.affectived.cognitive2.The degree to which a person identifies with his or her job, actively participates in it, and considers hisor her performance important to self-worth is:a.job involvementb.job satisfactionanisational commitmentd.job stabilityanisational commitment:a.has three separate dimensionsb.is an attitudec.has a positive but modest relationship to job productivityd.is all of the above4.Job satisfaction is best described as:a. a valueb.an attitude.c.behaviourd.none of the above5.a.b.c.Happy workers are generally productive workers.d.More complex jobs are correlated with higher job satisfaction.6.Maria is dissatisfied with the way that her manager treats her. She has quit her job and found a newposition with another firm. She has expressed her dissatisfaction through:a.exitb.neglectc.loyaltyd.voice7.Mrs Jonas believes strongly that everyone has an obligation to protect the environment. Mrs Jonas worksfor a hog farm in North Carolina and she has just discovered that hog waste is being released into the river.Mrs Jonas comes to you for an explanation of why she is so uncomfortable. To explain, you wouldprobably use the theory of:a.Max Weberb.Leon Festingerc.Abraham Maslowd.Robert House8.In organisations, attitudes are important because they affect job behaviour.a.Trueb.False9.The correlation between perceived organisational support and affective commitment is very strong.a.Trueb.False10.Your supervisor is trying to assess the degree to which those working for her are satisfied with their jobs.You are trying to gather information from your peers that might help her in her aim to improve jobsatisfaction.Your supervisor is likely to find an exceptionally strong relationship between absenteeism and job satisfaction.a.Trueb.False。
《管理学》(Management)(英文大纲)模板.pptx
communication Organizational communication Understanding information technology
2019-7-12
谢谢欣赏
13
Part 4 Organizing(Cont’d)
Chapter 12 Human Resource Management
2019-7-12
谢谢欣赏
16
Part 5 Leading(Cont’d)
Chapter 15 Understanding Groups and Teams
Understanding group behavior Turning group into effective teams Developing and managing effective teams
2019-7-12
谢谢欣赏
17
Part 5 Leading(Cont’d)
Chapter 16 Motivating Employees
What is motivation? Early theories of motivation Contemporary theories of motivation Current issues in motivation From theory to practice: Suggestions for
The importance of strategic management The strategic management process Types of organizational strategies
2019-7-12
谢谢欣赏
10
Part 3 Planning(Cont’d)
2019-7-12
谢谢欣赏
13
Part 4 Organizing(Cont’d)
Chapter 12 Human Resource Management
2019-7-12
谢谢欣赏
16
Part 5 Leading(Cont’d)
Chapter 15 Understanding Groups and Teams
Understanding group behavior Turning group into effective teams Developing and managing effective teams
2019-7-12
谢谢欣赏
17
Part 5 Leading(Cont’d)
Chapter 16 Motivating Employees
What is motivation? Early theories of motivation Contemporary theories of motivation Current issues in motivation From theory to practice: Suggestions for
The importance of strategic management The strategic management process Types of organizational strategies
2019-7-12
谢谢欣赏
10
Part 3 Planning(Cont’d)
《管理学原理》第三部分-精品文档223页
• 社会学的观点把领导职责看作是一种提供 便利的活动。例如，领导者可以确立目标 与协调下属们在组织中的冲突，并通过这 些活动来施加影响。
• 目标的确立可以为下属提供必要的方向。 • 目标也将影响下属之间相互作用的格局。 • 但认为领导者总是可以确定目标和解决矛
盾则是错误的。领导者将促进下属的活动 的设想是正确的。
特别值得一提的是，这种权力包括组织成员对职位力的 接受和认可。法定性权力需要有权部门的任命，如果没有给 任命，虽然告诉你要负责这个部门，但是你的这种奖赏性的 权力和强制性的权力就会大打折扣（名不正、言不顺）。
2、个人权力 （Personal Power）
（1）专家权（Expert Power）
专家性权力：即因具备知识而产生的影响力，专家往 往通过自己特殊领域的专长来影响他人，这种权利源于信 息和专业特长。
安排员工去做自己更感兴趣的工作，或者给员工更好的 工作环境等等，这些都属于奖赏性权力的范围。
强制性权力与奖赏性权力相对。如果你能剥夺他人的有价 值的东西或给他造成不良的影响，那么你对他就拥有了强 制性权力。如果你能带给他人某种积极的利益或帮助他免 于消极的影响，那么你对他就拥有了奖赏性权力。
奖赏性权力不一定要成为领导者才具有。如：有时作
古希腊哲学家苏格拉底曾经这样描述过具有知识的人 所产生的影响力：“无论在什么情况下，人么总是愿意服 从那些他们认为最棒的人。”所以，当人得病的时候，他 们最容易服从医生，在轮船上则服从领航员，这些人都是 他们各自领域里最有技能的人。
1、一个最清楚知道应该做什么的人，往往最容易获得其他 人的服从。
2、人们往往听从在某一领域中拥有丰富知识人士的忠告。 3、专家之所以受人尊重，是因为他们拥有专门的知识，他
3、领导理论的流派
• 目标的确立可以为下属提供必要的方向。 • 目标也将影响下属之间相互作用的格局。 • 但认为领导者总是可以确定目标和解决矛
盾则是错误的。领导者将促进下属的活动 的设想是正确的。
特别值得一提的是，这种权力包括组织成员对职位力的 接受和认可。法定性权力需要有权部门的任命，如果没有给 任命，虽然告诉你要负责这个部门，但是你的这种奖赏性的 权力和强制性的权力就会大打折扣（名不正、言不顺）。
2、个人权力 （Personal Power）
（1）专家权（Expert Power）
专家性权力：即因具备知识而产生的影响力，专家往 往通过自己特殊领域的专长来影响他人，这种权利源于信 息和专业特长。
安排员工去做自己更感兴趣的工作，或者给员工更好的 工作环境等等，这些都属于奖赏性权力的范围。
强制性权力与奖赏性权力相对。如果你能剥夺他人的有价 值的东西或给他造成不良的影响，那么你对他就拥有了强 制性权力。如果你能带给他人某种积极的利益或帮助他免 于消极的影响，那么你对他就拥有了奖赏性权力。
奖赏性权力不一定要成为领导者才具有。如：有时作
古希腊哲学家苏格拉底曾经这样描述过具有知识的人 所产生的影响力：“无论在什么情况下，人么总是愿意服 从那些他们认为最棒的人。”所以，当人得病的时候，他 们最容易服从医生，在轮船上则服从领航员，这些人都是 他们各自领域里最有技能的人。
1、一个最清楚知道应该做什么的人，往往最容易获得其他 人的服从。
2、人们往往听从在某一领域中拥有丰富知识人士的忠告。 3、专家之所以受人尊重，是因为他们拥有专门的知识，他
3、领导理论的流派
上海海事大学ppt课件
轮机工程
航海技术
热能与动力工程
商 船 学 院
ppt课件 18
上海海事大学交通运输学院是全国最早创建交通运输管理类专 业的院系之一。现设管理系、国际航运系、法律系、海商法研究中 心、数字物流实验中心。 交通运输学院现有交通运输规划与管理、交通运输工程、国 际法学、民商法学、经济法学5个硕士点，拥有交通运输规划与管理 博士学位授予权。
ppt课件
经济学 国际经济与贸易 金融学
20
物流工程学院由机械工程系、工业工程系、电气自动化系、和机械 工程设计研究所、电力传动与控制研究所、港口集装箱技术发展研究所 组成。物流工程学院现拥有1个博士后流动站，1个博士点，7个硕士点， 7个本科专业，可向海外招收留学生。港口机械电子工程、港航电力传 动与控制工程、物流管理与工程学科是上海市重点学科。物流工程专业、 机械设计制造及其自动化专业属上海市高校教育高地重点建设项目。
24日语英语翻译方向英语航运方向外国语学院海洋环境与海洋环境与海洋环境与海洋环境与安全工程安全工程学院学院船舶与海洋工程环境工程安全工程海洋环境与工程学院现有4个本科专业环境工程安全工程港口航道与海岸工程船舶与海洋工程学院目前下设环境工程教研室安全工程教研室港航工程教研室和船舶工程教研室具备相关的基础和专业实验室并拥有上海市现代造船设计制造技术公共实训基地
计划扩招
为适应学校发展，以及考虑到市场的需要，今年学校本科 计划扩招450名，在全校41个本科专业中进行调整。
新生奖学金
学校于2007年起设置了“新生奖学金”，目的在于鼓励广 大优秀考生报考我校，对于高分考入我校的学生，按照标准 给予不同等级的“新生奖学金”，其中最高等级达四万元。
ppt课件 16
商船学院 Merchant Marine College 交通运输学院 College of Transport and Communications 经济管理学院 College of Economics&Management 物流工程学院 Logistics Engineering College 信息工程学院 Information Engineering College 外国语学院 College of Foreigh Languages 海洋环境与工程学院
《管理学原理》英语教学课件CHAPTER3-The Foundations of Planning
Compare strategic and tactical plans Compare directional and specific plans
2019/4/14
郭志文 2001 Copyright
2
Learning Objectives-2
Discuss Management by Objectives
Entrepreneurs
• Personal Rewards • Long-Term Goals • Direct Involvement • Moderate • Acceptance
• Time Orientation
• Activity • Risk Propensity • View of Failure/Errors
Reward goal attainment
The Downside of Objectives
Quality of Products Individual Effort Potential Improvement Quantity of Products
Team Focus
Continuous Improvement
Unique Situations Ongoing Operations
What Is Management by Objectives?
Organizational Objectives Divisional Objectives Departmental Objectives Individual Objectives
Outline the strategic management process
Describe the four grand strategies
2019/4/14
郭志文 2001 Copyright
2
Learning Objectives-2
Discuss Management by Objectives
Entrepreneurs
• Personal Rewards • Long-Term Goals • Direct Involvement • Moderate • Acceptance
• Time Orientation
• Activity • Risk Propensity • View of Failure/Errors
Reward goal attainment
The Downside of Objectives
Quality of Products Individual Effort Potential Improvement Quantity of Products
Team Focus
Continuous Improvement
Unique Situations Ongoing Operations
What Is Management by Objectives?
Organizational Objectives Divisional Objectives Departmental Objectives Individual Objectives
Outline the strategic management process
Describe the four grand strategies
管理学英文版PPT
• Explain Mintzberg’s managerial roles. • Tell how a manager’s include reflection and action.
• Describe Katz’s three essential managerial skills and how the importance of these skills changes depending on managerial level.
What Is Management?
• Define management. • Contrast efficiency and effectiveness. • Explain why efficiency and effectiveness are important to management.
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.
What Do Managers Do?
• Describe the four functions of management.
• Top Managers
Ø Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
What Is Management?
L E A R N I N G O U T L I N E (cont’d)
• Describe Katz’s three essential managerial skills and how the importance of these skills changes depending on managerial level.
What Is Management?
• Define management. • Contrast efficiency and effectiveness. • Explain why efficiency and effectiveness are important to management.
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.
What Do Managers Do?
• Describe the four functions of management.
• Top Managers
Ø Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
What Is Management?
L E A R N I N G O U T L I N E (cont’d)
管理学原理(英文版)第一章课件FOM6CH
© 2008 Prentice Hall, Inc. All rights reserved.
1– 3
Who Are Managers And Where Do They Work?
• Organization组织
A systematic arrangement of people brought
Individuals in an organization who direct the
activities of others.
© 2008 Prentice Hall, Inc. All rights reserved.
1– 6
EXHIBIT 1–2
Organizational Levels
1– 5
People Differences
• Operatives作业人员
People who work directly on a job or task and have
no responsibility for overseeing the work of others.
• Managers管理员
Fundamentals of Management
Sixth Edition
Robbins and DeCenzo
with contributions from Henry Moon CHAPTER
Part I: Introduction
1
© 2008 Prentice Hall, Inc. All rights reserved.
Managers and Management
PowerPoint Presentation by Charlie Cook The University of West Alabama
管理学英语ppt课件ppt课件ppt
03
02
01
Modern management theory emphasizes the importance of flexibility, innovation, and adaptability in the management of enterprises
It emphasizes the need to respond quickly and effectively to changes in the external environment
Purpose
To ensure the effective utilization of resources, improve organizational efficiency and effectiveness.
Steps
including setting goals, developing strategies, preparing budgets, and developing action plans.
Definition
Purpose
Methods
The main functions of management
04
要点三
Definition
The process of selecting an optimal course of action from several possible alternatives
要点一
要点二
Importance
Decision making is a critical skill for managers as it helps them navigate through challenges and opportunities, make informed choices, and achieve desired outcomes
管理学原理英文版最新版教学课件HM
for planning, organizing, leading, and controlling.
Classical Approaches: Scientific Management
Frederick W. Taylor described scientific management as a method of scientifically finding the:
• Provided new insights into individual and group behavior at work
• Concluded that group pressures can significantly impact individual productivity
Behavioral Approaches 1930s – 1950s
one best way to do a job
Classical Approaches: General Administrative Theory
General administrative theory
what constituted good management
• Henri Fayol identified five management functions and 14 principles of management
• Max Weber: bureaucracy, an ideal rational form of organization
Exhibit HM-1 Fayol’s Fourteen Principles of Management
• Division of work • Authority • Discipline • Unity of command • Unity of direction • Subordination of individual
Classical Approaches: Scientific Management
Frederick W. Taylor described scientific management as a method of scientifically finding the:
• Provided new insights into individual and group behavior at work
• Concluded that group pressures can significantly impact individual productivity
Behavioral Approaches 1930s – 1950s
one best way to do a job
Classical Approaches: General Administrative Theory
General administrative theory
what constituted good management
• Henri Fayol identified five management functions and 14 principles of management
• Max Weber: bureaucracy, an ideal rational form of organization
Exhibit HM-1 Fayol’s Fourteen Principles of Management
• Division of work • Authority • Discipline • Unity of command • Unity of direction • Subordination of individual
上海海事-供应链-第三章PPT课件
•11
The model assumes the following: Demand is constant at a rate of D items
per day Order quantities are fixed at Q items per
order A fixed setup cost ,k ,is incurred every
•2
Each of these needs its own inventory control mechanism. The difficulty in determining these mechanisms is that efficient production, distribution, and inventory control strategies and improve service levels must take into account the interactions of the various levels in the supply chain.
•17
Case:swimsuit production
•18
Case:swimsuit production
•19
•20
To summarize: The optimal order quantity is not necessarily
equal to forecast, or, average, demand As the order quantity increases, average profit
typically increases until the production quantity reaches a certain value, after which the average profit atarts decreasing
The model assumes the following: Demand is constant at a rate of D items
per day Order quantities are fixed at Q items per
order A fixed setup cost ,k ,is incurred every
•2
Each of these needs its own inventory control mechanism. The difficulty in determining these mechanisms is that efficient production, distribution, and inventory control strategies and improve service levels must take into account the interactions of the various levels in the supply chain.
•17
Case:swimsuit production
•18
Case:swimsuit production
•19
•20
To summarize: The optimal order quantity is not necessarily
equal to forecast, or, average, demand As the order quantity increases, average profit
typically increases until the production quantity reaches a certain value, after which the average profit atarts decreasing
【课件】-管理学-Management Week 3、4、5
Employees have little identification with culture
Little connection between shared values and behaviors
Creating an Innovation Culture Creating a Customer-Responsive Culture Spirituality and Organizational Culture
Google's corporate philosophy includes principles such as "you can make money without doing evil," "you can be serious without a suit," and "work should be challenging and the challenge should be fun.“
Type of job environment
Empowerment
Role clarity
Consistent desire to satisfy and delight customers
Suggestions for Managers
Hire people with personalities and attitudes consistent with customer service: friendly, attentive, enthusiastic, patient, good listening skills Design jobs so employees have as much control as possible to satisfy customers, without rigid rules and procedures Give service-contact employees the discretion to make day-today decisions on job-related activities Reduce uncertainty about what service-contact employees can and cannot do by continual training on product knowledge, listening, and other behavioral skills Clarify organization’s commitment to doing whatever it takes, even if it’s outside and employee’s normal job requirements.
Little connection between shared values and behaviors
Creating an Innovation Culture Creating a Customer-Responsive Culture Spirituality and Organizational Culture
Google's corporate philosophy includes principles such as "you can make money without doing evil," "you can be serious without a suit," and "work should be challenging and the challenge should be fun.“
Type of job environment
Empowerment
Role clarity
Consistent desire to satisfy and delight customers
Suggestions for Managers
Hire people with personalities and attitudes consistent with customer service: friendly, attentive, enthusiastic, patient, good listening skills Design jobs so employees have as much control as possible to satisfy customers, without rigid rules and procedures Give service-contact employees the discretion to make day-today decisions on job-related activities Reduce uncertainty about what service-contact employees can and cannot do by continual training on product knowledge, listening, and other behavioral skills Clarify organization’s commitment to doing whatever it takes, even if it’s outside and employee’s normal job requirements.
管理学英文课件 (3)
– Informal groups
• Groups that are independently formed to meet the social needs of their members.
13 - 3
EXHIBIT 13-1 EXAMPLES OF FORMAL WORK GROUPS
13 - 4
13 - 16
GROUP STRUCTURE (CONT.)
Group Processes – processes that go on
within a work group determines group performance and satisfaction. These include:
13 - 18
EXHIBIT 13-6 CREATIVE GROUP DECISION MAKING
13 - 19
CONFLICT MANAGEMENT
Conflict – perceived incompatible differences
that result in interference or opposition. • Traditional view of conflict – the view that all conflict is bad and must be avoided. • Human relations view of conflict – the view that conflict is a natural and inevitable outcome in any group.
• Advantages of group decision-making
– More complete information and knowledge – A diversity of experience and perspectives – Increased acceptance of a solution
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The Industrial Life Cycle
BIRTH GROWTH SHAKEOUTMATURITY DECLINE
CUSTOMER DEMAND
TIME
1–14
The Industrial Life Cycle
BIRTH GROWTH SHAKEOUTMATURITY DECLINE
CUSTOMER DEMAND
1–9
Task Environment
The individuals and Suppliers groups that buy the goods and services that an organization produces. Forces yielding
Competitors
Opportunities and threats
Economic growth Unemployment rate Interest rate Inflation Taxes Wages
Poor economic conditions make the environment complex and manager’s jobs more difficulty
Organization
Task Environment is set of forces and conditions that originate with
suppliers, distributors, customers, and competitors.
1–5
Learning Objectives
Economies of scale are the cost advantages Task Environment with associated large operations. Economies of
scale Brand loyalty Competitors
Suppliers Create barrier to entry
TIME
1–19
CUSTOMER DEMAND
General Environment
General Environment
• Economic forces •Technological forces • Social-cultural forces • Demographic forces • Political and legal forces • Global forces •…… General Environment Task Environment
Distributors
Customers
• Number and types •Taste and need
1–10
Elements of Task Environment of Dell Computer Customers
• Individuals • Small companies • Large companies • Government agencies •Education institutions
The organization • Culture • Core competence • Structure • Resources • …… General Environment Task Environment Organization
Organizational Environment is set of forces and conditions outside the
particular organization’s goods and services.
Customers
1–12
Elements of Task Environment of Dell Computer Competitors • Apple Customers
• Individuals • Small companies • Large companies • Government agencies •Education institutions • COMPAQ • IBM •Sony •TOSHIBA
Customers
1–7
Elements of Task Environment of Dell Computer
Dell
Suppliers
• Microprocessor: Intel & AMD • Disk drives: Quantum & Seagate Technologies • Software: Microsoft, IBM, Oracle and America Online • Capital: Banks & Financial institutions •Labor: Education and train 1–8 institution
Competitors
Forces yielding Distributors Opportunities The individuals and and threats companies that provide an organization with input resources that it needs to produce goods and services.
Organizations that
competitors
Forces yielding produce goods and Distributors Opportunities services and threatssimilar to a
• Price Competition • Potential competitor •Barriers to entry
Managing The Organizational Environment
Learning Objectives
？ Organizational Environment ？ Task Environment ？ General Environment ？ How to reduce impact of Environment
Organization
Forces have profound impact on the firm. Managers usually cannot impact or control these.
1–20
Economic Forces
National economic and regional economic condition affect an organization.
Learning Objectives
？ Organizational Environment ？ Task Environment ？ General Environment ？ How to reduce impact of Environment
Organizational Environment
？ Organizational Environment ？ Task Environment ？ General Environment ？ How to reduce impact of Environment
Task Environment
Suppliers
• Searching for low – cost and reliable suppliers • Keep strong bargaining position
TIME
1–18
CUSTOMER DEMAND
The Industrial Life Cycle
BIRTH GROWTH SHAKEOUTMATURITY DECLINE
Final stage in the evolution of an industry Falling demand for the product Prices fall and , weaker firms leave the industry
Dell
Suppliers
• Microprocessor: Intel & AMD • Disk drives: Quantum & Seagate Technologies • Software: Microsoft, IBM, Oracle and America Online • Capital: Banks & Financial institutions •Labor: Education and train 1–13 institution
TIME
1–15
The Industrial Life Cycle
BIRTH GROWTH SHAKEOUTMATURITY DECLINE
CUSTOMER DEMAND
Rapid growth of customer demand More and more new organizations enter into the market, increasing the level of competition
Competitors
• Canon • Ricoh • Kodak • IBM
Dell
Suppliers
• Microprocessor: Intel & AMD • Disk drives: Quantum & Seagate Technologies • Software: Microsoft, IBM, Oracle and America Online • Capital: Banks & Financial institutions •Labor: Education and train 1–11 institution