Mgmt-罗宾斯教材 《管理学》(双语)-Course intro
Mgmt-罗宾斯教材 《管理学》(双语)-Course intro
Read exdendedly after class
Mid-term assessment : Presentation – Enterprise introduction
Group work, present a all around introduction of one company of your choice
Eleventh edition
STEPHEN P. ROBBINS
MARY COULTER
Course Introduction
© 2007 Prentice Hall, Inc. All rights reserved.
PowerPoint Presentation by Charlie Cook The University of West Alabama
Other reading materials:
1. 周三多，陈传明，鲁明泓,管理学-原理与方法（第五版）, 复 旦大学出版社，2011
4
Teaching method
• Lecture (Bilingual)
PPT
• Interaction
Ask Ask Ask
5
Assessment method
Why do we study this course?
• Your expectation
© 2007 Prentice Hall, Inc. All rights reserved.
Course purpose
The foundation of Management
罗宾斯管理学英文版课件
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.
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。
罗宾斯《管理学》原版讲义
Copyright © 2005 Prentice Hall; Inc All rights reserved
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Organizational Culture
Copyright © 2005 Prentice Hall; Inc All rights reserved
2
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter
The Organization’s Culture cont’d
❖ Values; symbols; rituals; myths; and practices
➢ Implications:
❖ Culture is a perception ❖ Culture is shared ❖ Culture is descriptive
Copyright © 2005 Prentice Hall; Inc All rights reserved
➢ The ability of managers to affect outes is influenced and constrained by external factors
❖ The economy; customers; governmental policies; petitors; industry conditions; technology; and the actions of previous managers
罗宾斯《管理学》原版讲义03
v Vision and mission
Ø Past practices of the organization
v The way things have been done
Ø The behavior of top management
• Continuation of the Organizational Culture
culture. • Discuss the actions managers can take to make their
cultures more customer-responsive. • Define workplace spirituality.
罗宾斯《管理学》原版讲义03
L E A R N I N G O U T L I N E (cont’d)
• Discuss the impact of a strong culture on organizations and managers.
• Explain the source of an organization’s culture. • Describe how an organization’s culture continues. • Explain how culture is transmitted to employees. • Describe how culture affects managers. • Describe how managers can create a culture that
Ø Managers symbolize control and influence through their action
战略管理(罗宾斯管理学第版讲义全集-英文版)资料
• Discuss the implications of dynamic and uncertain environments on organizational strategy.
• Explain the rule of three and its significance to strategic management.
strategy. • Describe two renewal strategies.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–3
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.
• Discuss what studies of the effectiveness of strategic management have shown.
The Strategic Management Process
• List six steps in the strategic management process.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–4
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.
(英文)罗宾斯管理学考研笔记1-19章
Management(9td Edition)罗宾斯《管理学》英文笔记（1-13）Chapter 1 introduction to management and organization1.Managers1)Managers coordinate and oversee the work of other people to accomplish organizational goals.Non-managerial employees work directly on a job or task and have no one reporting to them.2)Classifying managers:Top managers are managers at or near the upper levels of the organization who are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization.Middle managers are those between the lowest and top levels of the organization who manage the work of first-line managers.First-line managers are those at the lowest level of management who manage the work of non-managerial employees and typically are directly or indirectly involved with producing the organization’s products or servicing the organization’s customers.2.ManagementManagement i nvolves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.Efficiency means doing things right or getting the most output from the least amount of inputs.Effectiveness means doing the right things, or completing activities so that organizational goals are attained.3.Management functionsPlanning involves defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.Organizing involves arrange and structure work to accomplish organizational goals.Leading involves working with and through people to accomplish organizational goals.Controlling involves monitoring, comparing, and correcting work performance.4.Management roles(Henry Mintzberg’s managerial roles)1)Interpersonal roles involve people and other duties that are ceremonial and symbolic in nature.2)Information roles involve collecting, receiving, and disseminating information.5.Management skills(Robert L. Katz)Technical skills are the job-specific knowledge and techniques needed to proficiently perform work tasks.These skills are more important for first-line managers.Human skills refer to the ability to work well with other people both individually and in a group.These skills are equally important for all managers.Conceptual skills refer to the ability to think and to conceptualize about abstract and complex situations.These skills are more important for top managers.6.The changes in manager’s job:1)Changing technology (digitization)Impact: shifting organizational boundariesVirtual workplacesMore mobile workforceFlexible work arrangementEmpowered employees2)Changing security threatsImpact: risk arrangementWork life-personal life balanceRestructured workplaceDiscrimination concernsGlobalization concernsEmployee assistance3)Increased emphasis on organizational and managerial issuesImpact: redefined valuesRebuilding trustIncreased accountability4)Increased competitivenessImpact: customer service(Customer service is important because without them, most organizations would cease to exist. And employeeattitudes and behaviors play a big role in customer satisfaction.)Innovation(Innovation is important for organizations to be competitive.)GlobalizationEfficiency/productivityanizationCharacteristics of organization: a distinctive purpose, composed of people, and a deliberate structure.Today’s organizations are more open, flexible, and responsive to changes than organizations once were. Why study managementIt’s important to study management for three reasons: (1) the universality of management, (2) the reality of work, and (3) the rewards and challenges of being a manager.(1)The universality of management refers to the fact that managers are needed in all types and sizes oforganizations, at all organizational levels and work areas, and in all global locations.(2)The reality of work—that is you will either manage or be managed.(3)Rewards:Create a work environment in which organizational members can work to the best of their ability.Have opportunities to think creatively and use imagination.Help others find meaning and fulfillment in wok.Support, coach, and nurture others, etc.Challenges:Do hard workMay have more clerical than managerial dutiesHave to deal with a variety of personalitiesOften have to make do with limited resources, etc.Chapter 7 Foundations of Planning1.PlanningPlanning involves defining organization’s goals, establishing an overall strategy for achieving those goals, and developing plans to integrate and coordinate work activities.In formal planning, specific goals covering a specific time period are written and shared with organizational members, and specific plans exist for achieving these goals.In informal planning,goals are never written down or seldom talked with other organizational members.Informal planning also lacks continuity.2.The purpose of planning1)Providing direction to managers and non-managers alike.2)Reducing uncertainty.3)Minimizing waste and redundancy.4)Establishing goals or standards used in controlling.3.The relationship between planning and performanceFirst, generally speaking, formal planning is associated with positive financial results.Second, it’s more important to do a good job of planning and implementing the plans than to do more extensive plans.Next, in studies where formal planning didn’t lead to higher performance, external environment often was the culprit.Finally, the planning-performance relationship seems to be influenced by the planning time frame.4.Goals: Goals are desired outcomes.The types of goals: financial goals are related to the financial performance of the organization, while strategic goals are related to all areas of an organization performance.Stated goals are official statement of what an organization says—and what it wants its various stakeholders to believe–its goals are. Real goals are the goals that an organization actually pursues, and defined by the actions of its members.5.Plans: Plans are documents that outline how goals are going to be met.Types of plans: (breadth) strategic or operational(Time frame) long term or short term(Specificity) directional or specific(Frequency of use) single use or standingStrategic plans apply to an entire organization, while operational plans encompass a particular functional area.Long term plans are those with a time frame beyond three years. Short term plans are those coving one year or less.Specific plans are clear defined and leave no room for interpretation. Directional plans are flexible and set out general guidelines.A single-use plan is a one-time plan and designed to meet the needs of a unique situation. Standing plansare ongoing plans that provide guidance for activities perform repeatedly.6.Two approaches to setting goalsTraditional goal settingIn traditional goal setting, goals set by top manager flow down through the organization and become subgoals for each organization area.Means-ends chain is an integrated network of goals in which goals achieved at lower levels serve as the means for achieving the goals at the next level.Management by objectives (MBO)Management by objectives is a process of setting mutually agreed upon goals and using those goals to evaluate employee performance.7.Six characteristics of well-written goals:(1)written in terms of outcomes,(2)measurable and quantifiable,(3)clear as to a time frame,(4)challengingbut attainable,(5)written down,(6)communicated to all organizational members who need to know them.8.Five steps of setting goals:1)Review the organization’s mission2)Evaluate available resources3)Determining the goals individually or with input from others4)Write down the goals and communicate them to all who need to know them5)Review results and whether goals are being met.9.Three contingency factors in planning:the manager’s level in the organization, degree of environmentuncertainty, and the length of future commitments.10.Two approaches to planningTraditional approachIn traditional approach, plans are developed by top managers and flow down through other organization levels; this approach may use a formal planning department.MBOMBO approach involves more organizational members in the planning process.11.Criticisms of planning:1)Planning may create rigidity.2)Plans can’t be developed for a dynamic environment.3)Formal plans can’t replace intuition and creativity.4)Planning may focus managers’ attention on today’s competition, not on tomorrow’s survival.5)Formal plans reinforce success, which may lead to failure.6)Just planning isn't enough.These criticisms are valid if planning is rigid and inflexible.12.Effective planning in today’s dynamic environmentManagers should develop plans that are specific but flexible.It’s also important to make the organizational hierarchy flatter and allow lower organizational levels to set goals and develop plans.Chapter 8 Strategic Management1.Define strategic management, strategy, and business model.Strategic management is what managers do to develop an organization’s strategies.Strategies are the plans for how the organization will do whatever it’s in business to do, how it will compete successfully, and how it will attract and satisfy its customers in order to achieve its goals.A business model is how a company is going to make money.2.Give four reasons why strategic management is important.1)It makes a difference in how an organization performs.2)It’s important for helping managers cope with continually changing situations.3)Organizations are complex and diverse. Strategic management helps to coordinate and focus employees’efforts on what is important.4)It’s related to many decisions made by managers.3.The six steps in the strategic management process.The six steps are (1)identify the current mission, goals, and strategies; (2)do an external analysis; (3)do an internal analysis; (4)formulate strategies; (5)implement strategies; and (6)evaluate strategies.4.Define SWOT.The SWOT analysis is an analysis of an organization’s strengths, weaknesses, opportunities and threats. Strengths are any activities the organization does well or unique resources it has.Weaknesses are the activities organization doesn’t do well or the resources it needs but doesn’t have. Opportunities are positive trends in the external environment.Threats are negative trends.5.Define resources, capabilities, and core competencies.Resources are an organization’s assets that used to develop, manufacture, and deliver products to its customers. Capabilities are an organization’s skills and abilities in doing the work activities needed in its business.Core competencies are the major value-creating capabilities.Both resources and core competencies determine the organization’s competitive weapons.6.The three types of organization’s strategiesA corporate strategy specifies what business a company is in or wants to be in and what it wants to do with those businesses.A business/competitive strategy is a strategy for how an organization will compete in its business.Functional strategies are the strategies used by an organization’s various functional departments to support the organization’s competitive strategy.7.Corporate strategies.(growth, stability, renew)The three types:With a growth strategy, an organization expands the number of markets served or products offered either through current or new businesses.The types of growth strategies include concentration, vertical integration (backward and forward), horizontal integration, and diversification (related and unrelated).With a stability strategy, an organization continues to do what it is currently doing.A renew strategy address organizational weaknesses that are leading to performance decline.The two types of renew strategies are retrenchment and turnaround strategies. A retrenchment strategy is a short-run renew strategy used for minor performance problems. While a turnaround strategy is used when an organization’s problems are more serious.BCG matrixBCG matrix is a strategy tool that guides resources allocation decisions on the basis of a business’s market share and its industry’s anticipated growth rate.The four categories of the BCG matrix are cash cows, stars, question marks, and dogs.8.Business/competitive strategiesThe role of competitive advantage:An organization’s competitive advantage is what sets it apart, its distinctive edge. A company’s competitive advantage becomes the basis of choosing an appropriate business or competitive strategy.Porter’s five forces modelPorter’s five forces model assesses the five competitive forces that dictate the rules of competition in an industry: (1) threat of new entrants, (2) threat of substitutes, (3) bargaining power of buyers, (4) bargaining power of suppliers, and (5) rivalry.Porter’s three competitive strategiesWith a cost leadership strategy, an organization competes on the basis of having the lowest cost in its industry. With a differentiation strategy, an organization competes on the basis of having unique products that are widely valued by customers.With a focus strategy, an organization competes in a narrow segment, with either a cost advantage or a differentiation advantage.9.Explain why strategic flexibility is important.Strategic flexibility is the ability to recognize major external changes, to quickly commit resources, and to recognize when a strategic decision isn’t working.It is important because managers often face highly uncertain environments.10.Explain e-business strategies.Managers can use e-business strategies to reduce costs, to differentiate their firm’s products and services, or to target (focus on) specific customer groups or to lower costs by standardizing certain office functions.Another important e-business strategy is the clicks-and-bricks strategy, which combines online and traditional stand-alone locations.11.How to become more customer oriented.Strategies managers can use to become more customer oriented include:1)Giving customers what they want2)Communicating effectively with customers3)Cultivating a culture that emphasizes customer service.12.How to become more innovativeStrategies managers can use to become more innovative include:1)Deciding their organization’s innovative emphasis(basic scientific research, product development, or processdevelopment)2)Deciding its innovation timing(first mover or follower)Chapter 10 organizational structure and design1.Six key elements in organizational design.1)Work specialization2)Departmentalization3)Chain of command4)Span of control5)Centralization and decentralization6)Formalization2.Work specializationTraditional view: work specialization is a way to divide work activities to separate job tasks.Contemporary view: work specialization is an important organizing mechanism, but it can lead to problems when carried to extremes.3.DepartmentalizationHow jobs are grouped together is called departmentalization.The five forms of departmentalization:1)Functional departmentalization—groups jobs according to function2)Product departmentalization—groups jobs by product line3)Geographical departmentalization—groups jobs by geographical region4)Process departmentalization—groups jobs on product or customer flow5)Customer departmentalization—groups jobs on specific and unique customers4.Chain of commandChain of command is the line of authority extending from upper organizational levels to the lowest levels, which clarifies who reports to whom.Authority refers to the rights inherent in a managerial position to tell people what to do and to expect themto do it.Responsibility is the obligation or expectation to perform assigned duties.Unity of command is a managerial principle that each person should report to only one manager.Traditional view: the chain of command and its companion concepts—authority, responsibility, and unity of command—were viewed as important ways of maintaining control in organizations.Contemporary view: they’re less relevant in today’s organizations.5.Span of controlSpan of control is the number of employees a manager can effectively and efficiently manage.Traditional view: managers should directly supervise no more than five or six employees.Contemporary view: the span of control depends on the skills and abilities of the manager and the employees and on the characteristics of the work being done.6.Centralization and decentralizationCentralization is the degree to which decision making is concentrated at upper levels of the organization.Decentralization is the degree to which lower-level employees provide input or actually make decisions.(Centralization—decentralization is a structure decision about who make decision—upper-level managers or lower-level employees.)More centralization1)Environment is stable.2)Lower-level managers are not as capable or experienced at making decisions as upper-level managers.3)Lower-level managers do not want a say in decisions.4)Decisions are relatively minor.5)The organization is facing a crisis or the risk of company failure.6)Company is large.7)Effective implementation of company strategies depends on managers retaining say over what happens.More decentralization1)Environment is complex, uncertain.2)Lower-managers are capable and experienced at making decisions.3)Lower-managers want a voice in decisions.4)Decisions are significant.5)Corporate culture is open to allowing managers a say in what happens.6)Company is geographically dispersed.7)Effective implementation of company strategies depends on managers having involvement and flexibilityto make decisions.7.FormalizationFormalization refers to how standardized an organization’s jobs are and the extent to which employee behavior is guided by rules and procedures.Today’s view: although formalization is necessary for consistency and control, many organizations today rely less on it to guide and regulate employee behavior.8.Contrast mechanistic and organic organizations.A mechanistic organization is a rigid and tightly controlled structure. An organic organization is a highly adaptive and flexible structure.Mechanistic organicHigh specialization cross-functional teamsRigid departmentalization cross-hierarchical teamsClear chain of command free flow of informationNarrow spans of control wide spans of controlCentralization decentralizationHigh formalization low formalization9.The contingency factors that affect organizational design:1)StrategyAn organizational structure should support its strategy. If the strategy changes, the structure should also change.2)SizeAn organizational size can affect its structure up to a certain point.Once an organization reaches a certain size (usually around 2000 employees), it’s fairly mechanistic.3)Technology (Woodward’s findings)An organizational technology can also affect its structure.An organic structure is most effective with unit production and process production technology. A mechanistic structure is most effective with mass production technology.(Unit production refers to the production of items in units or small batches. Mass production refers to the production of items in large batches. Process production refers to the production of items in continual process.)4)Environmental uncertaintyIn stable and simple environments, mechanistic designs can be more effective.The greater the uncertainty, the more it needs the flexibility of an organic design.10.Contrast the three traditional organizational designs.A simple structure is one with low departmentalization, wide spans of control, authority centralized in a single person, and little formalization.Strengths: Fast; flexible; inexpensive to maintain; clear accountability.Weaknesses: Not appropriate as organization grows; reliance on one person is risky.A functional structure is an organizational design that groups similar or related occupational specialists together. Strengths: Cost-saving advantages from specialization (economies of scale, minimal duplication of people and equipment); employees are grouped with others who have similar tasks.Weaknesses: Pursuit of organizational goals can cause managers to lose sight of what’s best for the overall organization; functional specialists become insulated and have little understanding of what other units are doing.A divisional structure is made up of separate business units or divisions.Strengths: Focus on results—division managers are responsible for what happens to their products or service. Weaknesses: Duplication of activities and resources increase cost and reduce efficiency.11.Describe the contemporary organizational design.Team structureIn a team structure, the entire organization is made up of work teams.Advantages: Employees are more involvement and empowered. Reduced barriers among functional areas. Disadvantages: No clear chain of command. Pressure on teams to perform.Matrix and project structureMatrix is structure that assign specialists from different functional areas to work on projects but who return to their areas when project is completed.Project is a structure in which employees continuously work on projects. As one project is completed, employees move on to the next project.Advantages: Fluid and flexible design that can respond to environmental changes. Faster decision making.Disadvantages: Complexity of assigning people to projects. Task and personality conflicts.Boundaryless organizationBoundaryless organization is a structure that not defined by or limited to the horizontal, vertical, or external boundaries.Advantages: High flexible and responsive. Utilizes talent wherever it’s found.Disadvantages: Lack of control. Communication difficulties.Two types—virtual and networkA virtual organization consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects.A network organization uses its own employees to do some work activities and uses networks of outside suppliers to provide other product components or work processes.12.Three organizational design challenges today.1)Keeping employees connected.2)Building a learning organization.A leaning organization is one that has developed the capacity to continuously learn, adapt, and change.3)Managing global structure issues.Chapter 11 managers and communication1.Define communication,interpersonal communication, and organizational communication. Communication is the transfer and understanding of meaning.Interpersonal communication is communication between two or more people.Organizational communication is all the patterns, networks, and systems of communication within an organization.2.The functions of communication: (control, motivate, emotional expression, information)1)Controlling employee behavior.2)Motivating employees.3)Providing a release for emotional expression of feelings and fulfillment social needs.4)Providing information.munication processThere are seven elements in the communication process. (sender, message, encoding, channel, decoding ,receiver) First, there is a sender who has a message. A message is a purpose to be conveyed. Encoding is converting a message into symbols. A channel is the medium a message travels along. Decoding is when the receiver translates a sender’s message. Finally, there’s feedback.4.The criteria to evaluate various communication methods:Feedback, complexity capacity, breadth potential, confidentiality, encoding ease, decoding ease, time-space constraint, cost, interpersonal warmth, formality, scannability, time of consumption.5.List the communication methods.Communication methods include face-to-face communication, telephone communication, group meetings, formal presentation, memos, faxes, traditional mail, e-mail, voice mail, employee publications, bulletin boards, other company publications, audio-and videotapes, hotlines, computer conferences, teleconferences, andvideoconferences.Nonverbal communication is communication transmitted without words. The best-known types are body language and verbal intonation6.The barriers to effective interpersonal communication:Barriers:1)Filtering2)Emotions3)Information overload4)Defensiveness5)Language6)National cultureWays to overcome:1)Using feedback2)Simplifying language3)Listening actively4)Constraining emotions5)Watching for nonverbal clues7.Contrast formal and informal communicationFormal communication refers to communication that takes place within prescribed organizational work arrangements.Informal communication is not defined by an organization’s structure hierarchy.8.Direction of communication flow: downward, upward, lateral, diagonal.(Diagonal communication is communication that crosses both work areas and organizational levels.)9.Three types of communication networks:In a chain network, communication flows according to the chain of command, both downward and upward.In a wheel network, communication flows between a clear identifiable and strong leader and others in a work team.In an all-channel network, communication flows freely among all members in a work team.10.Discuss how managers should handle the grapevine.Managers should manage the grapevine as an important information network. They can minimize the negative consequences of rumors by communicating with employees more openly, fully, and honestly.11.How technology affects managerial communication.Technology has radically changed the way organizational members communicate.1)It has significantly improved a manager’s ability to monitor performance.2)It has allowed employees to have more complete information to make faster decisions.3)It has provided employees more opportunities to collaborate and share information.4)It has made it possible for people to be fully accessible, anytime, anywhere.12.How information technology affects organization.IT affects organizations by affecting the way that organizational members communicate, share information, and do their work.munication issues in today’s organizations.The two main challenges of managing communication in an internet world are (1) legal and security issues and (2) lack of personal interaction.Organization can manage knowledge by making it easier for employees to communicate and share theirknowledge so that they can learn from each other ways to do their work more effectively and efficiently. One way is building online information databases that employees can access. Another way is creating communities of practice.Communicating with customers is an important managerial issue because what communication takes place and how it takes place can significantly affect a customer’s satisfaction with the service and the likelihood of being a repeat customer.Political correctness affects communications in that it sometimes restricts communication clarity. But managers must be sensitive to how their choice of words might offend others.Chapter 12 managing human resources1.Why is HRM importantHRM is important for three reasons:1)It can be a significant source of competitive advantage.2)It is an important part of organizational strategies.3)The way organizations treat their employees has been found to significantly affect organizationalperformance.2.The HRM processEight steps: (1) human resource planning; (2) recruitment and decruitment; (3) selection; (4) orientation; (5) training; (6) performance management; (7) compensation and benefits; (8) career development.The environmental factors that most directly affect the HRM process: labor unions, governmental laws and regulations, and demographic trends.3.Define job analysis, job description, and job specification.Job analysis is an assessment that defines jobs and the behaviors necessary to perform them.Job description is a written statement that describes a job—typically content, environment, and conditions of employment.Job specification is a written statement that specifies the minimum qualification that a person must possess to successfully perform a given job.4.Recruiting sources:1)Internet2)Employee referrals3)Company web site4)College recruiting5)Professional recruiting organizations5.Decruitment options:1)Firing2)Layoffs3)Attrition4)Reduced workweeks5)Early retirement6)Job sharing6.Selection tools。
罗宾斯《管理学》内容概要,中英文对照
罗宾斯《管理学》内容概要,中英⽂对照罗宾斯《管理学》内容概要第⼀篇导论1章管理者和管理1、组织组织(organization)的定义：对完成特定使命的⼈们的系统性安排组织的层次：操作者(operatives)和管理者(基层、中层、⾼层)2、管理者和管理管理者(managers)的定义：指挥别⼈活动的⼈管理(management)的定义：同别⼈⼀起或者通过别⼈使活动完成得更有效的过程。
管理追求效率(efficiency)和效果(effectiveness)管理职能(management functions)：计划(planning)、组织(organizing)、领导(leading)、控制(controlling)管理者⾓⾊(management roles)：⼈际关系⾓⾊(interpersonal roles)、信息⾓⾊(information roles)、决策⾓⾊(decision roles)成功的管理者和有效的管理者并不等同，在活动时间上，有效的管理者花费了⼤量的时间⽤于沟通，⽽⽹络联系（社交等）占据了成功的管理者很⼤部分时间。
管理者在不同的组织中进⾏着不同的⼯作。
组织的国别、组织的类型、组织的规模以及管理者在组织中的不同层次决定了管理者的⾓⾊扮演、⼯作内容以及职能和作⽤。
2章管理的演进1、20世纪以前的管理：亚当·斯密的劳动分⼯理论(division of labor)产业⾰命(industrial revolution)2、多样化时期（20世纪）：科学管理(scientific management)：弗雷德⾥克·泰勒⼀般⾏政管理理论(general administrative theory)：亨利·法约尔(principles of management)、马克斯·韦伯(bureaucracy)⼈⼒资源⽅法(human resources approach)：权威的接受观点(acceptance view of authority)，霍桑研究，⼈际关系运动(卡内基、马斯洛)，⾏为科学理论家(behavioral science theorists)定量⽅法(quantitative approach)3、近年来的趋势（20世纪后期）：趋向⼀体化过程⽅法(process approach)系统⽅法(systems approach)：封闭系统和开放系统(closed systems)权变⽅法(contingency approach)：⼀般性的权变变量包括组织规模、任务技术的例常性、环境的不确定性、个⼈差异4、当前的趋势和问题（21世纪）：变化中的管理实践全球化(globalization)⼯作⼈员多样化(work force diversity)道德(morality)激励创新(innovations)和变⾰(changes)全⾯质量管理(total quality management, TQM)：由顾客需要和期望驱动的管理哲学授权(delegation)⼯作⼈员的两极化(bi-modal work force)3章组织⽂化与环境：管理的约束⼒量1、组织组织⽂化(organizational culture)被⽤来指共有的价值体系。
罗宾斯《管理学》全书
罗宾斯《管理学》全书简介《管理学》是由美国管理学泰斗彼得·F·罗宾斯所著。
该书是管理学领域的经典之作，被广泛用于全球各个高等教育机构的管理学课程中。
本书全面系统地介绍了管理学的基本理论、概念和技能，涵盖了管理的不同层面，包括个人、团队和组织等。
通过对管理学的综合阐述，该书为读者提供了管理学的全面知识体系，帮助读者在实践中不断提升管理能力。
本书结构《管理学》全书共分为16章，每一章都涵盖了具体的管理学主题。
以下是每一章的简要介绍：第1章管理和管理学本章介绍了管理的定义、历史及其重要性，并阐述了管理学作为一门学科的发展。
同时，还介绍了管理学的主要元素和研究方法。
第2章管理的环境本章介绍了管理的内外部环境对组织的影响，并分析了管理者在不同环境中面临的挑战和机遇。
第3章组织文化和环境本章探讨了组织文化和环境对组织绩效和员工行为的影响，并介绍了如何塑造和管理良好的组织文化。
第4章以果断为基础的管理本章介绍了果断决策对管理的重要性，以及如何培养果断决策的能力。
第5章个人特质和情商本章讨论了个人特质和情商对管理者的重要性，并介绍了如何发展和应用这些个人特质。
第6章领导本章介绍了领导的概念和领导者的职责，并探讨了不同领导风格和领导力发展的方法。
第7章团队和团队工作本章探讨了团队的重要性和团队工作的优势，并介绍了建设高效团队的关键要素。
第8章沟通和冲突解决本章介绍了沟通的重要性和有效沟通的技巧，以及冲突解决的方法和策略。
第9章决策和问题解决本章讲解了决策和问题解决的过程，并介绍了不同的决策方法和问题解决技巧。
第10章组织结构和设计本章介绍了组织结构和设计的基本原则，并探讨了不同类型的组织结构和其优劣势。
第11章控制和管理本章讨论了控制和管理的概念，并介绍了不同的控制方法和管理手段。
第12章组织变革和创新本章探讨了组织变革和创新的重要性，并介绍了有效实施组织变革和促进创新的方法。
第13章国际和跨文化管理本章介绍了国际和跨文化管理的挑战和机遇，并探讨了如何有效管理多元化的工作团队。
罗宾斯管理学双语教学讲稿3
ThreeOrganizational Culture and the Environment The Constraints 1. INTRODUCTION.Managers must be aware that organizational culture and organizational environments will influence both the way an organization is managed as well as its effectiveness. In this chapter, both organizational culture and organizational environment are explored in order to understand the complexities involved with each.2.THE MANAGER: OMNIPOTENT OR SYMBOLIC?Two positions on the role that managers play in an organization’s su ccess or failure have been proposed.The omnipotent view of management says that managers are directly responsible for the success or failure of an organization. This view of managers as omnipotent is consistent with the stereotypical picture of the take-charge executive who can overcome any obstacle in carrying out the organization’s objectives. When organizations perform poorly, someone must be held accountable. Ac cording to this view, that “someone” has been management.The symbolic view of management takes the view that much of an organization’s success or failure is due to external forces outside managers’ control. 1.What managers do affect greatly are symbolic outcomes.2. Organizational results are influenced by factors outside the control of managers: economy, market changes, governmental policies, competitors’ actions, the state of the particular industry, the control of proprietary technology, and decisions made by previous manager in the organization. 3. The manager’s role is seen as creating meaning out of randomness, confusion, and ambiguity. 4. According to the symbolic view, the actual part that management plays in the success or failure of an organization is minimal.Reality suggests a synthesis. In reality, managers are neither helpless nor all powerful. Instead, it’s more logical to look at the manager operating within constraints imposed by the organization’s culture and environment. (See Exhibit 3.1.)3.THE ORGANIZATION’S CULTURE.Just as individuals have a personality, so, too, do organizations. We refer to an organiza tion’s personality as its culture.A. Organizational culture is a system of shared meaning and beliefswithin an organization that determines, in large degree, how employeesact. This definition implies:1. Individuals perceive the organizational culture on the basis ofwhat they see, hear, or experience within the organization2. Organizational culture is shared by individuals within theorganization.anizational culture is a descriptive term. It describes rather thanevaluates.4. Seven dimensions of an organization’s culture have beenproposed (see Exhibit3.2):a. Innovation and risk taking (the degree to whichemployees are encouraged to be innovative and takerisks)b. Attention to detail (the degree to which employees areexpected to exhibit precision, analysis, and attention todetail)c. Outcome orientation (the degree to which managersfocus on results or outcomes rather than on thetechniques and processes used to achieve thoseoutcomes)d. People orientation (the degree to which managementdecisions take into consideration the effect on peoplewithin the organization)e. Team orientation (the degree to which work activitiesare organized around teams rather than individuals)f. Aggressiveness (the degree to which people areaggressive and competitive rather than easygoing andcooperative)g. Stability (the degree to which organizational activitiesemphasize maintaining the status quo in contrast togrowth)5. Exhibit 3.3describes how the cultural dimensions can becombined to create significantly different organizations.B. Strong vs. Weak Cultures.1.Strong cultures are possessed by those organizations in whichthe key values are intensely held and widely shared.2. Whether an organization’s cultur e is strong, weak, or somewherein between will depend on organizational factors such as size,age, employee turnover rate, and intensity of original culture.3. A culture will have increasing impact on what managers do as itbecomes stronger.4. Most orga nizations have moderate to strong cultures. There’shigh agreement on what’s important, what defines “good”employee behavior, and so forth.5. Studies of organizational culture have shown various results.One found that employees in firms with strong cultures weremore committed to their firm than employees in firms with weakcultures. Organizations with strong cultures also used theirrecruitment efforts and socialization practices to build employeecommitment. And an increasing body of research suggests thatstrong cultures are associated with high organizationalperformance.C.The original source of an organization’s culture is usually a reflection of thevision or mission of the organization’s founders. It results from the interaction between the foun ders’ biases and assumptions and what the first employees subsequently learned from their own experiences.D. How an Organization’s Culture Continues.1.Once a culture is in place, practices help maintain it.2.Hiring practices reflect the culture in terms of fit.3.Actions of top executives.4.Employees adapt to an organization’s culture throughsocialization—where new employees learn the organization’sway of doing things.5.Exhibit 3.4summarizes how an organization’s culture isestablished and maintained.E. How Employees Learn Culture.1.Culture is transmitted principally through stories, rituals,material symbols, and language.2. Organizational stories are one way that employees learn theculture. These stories typically involve a narrative of significantevents or people.3. Rituals are repetitive sequences of activities that express andreinforce the key values of the organization, what goals are mostimportant, which people are important, and which areexpendable.4. The use of material symbols is another way in which employeeslearn the culture, learn the degree of equality desired by topmanagement, and find out who is important and the kinds ofbehavior that are expected and appropriate.5. Finally, language is often used to identify members of a culture.Learning this language indicates members’ willingness to acceptand preserve the culture. This special lingo acts as a commondenominator that unites members of a given culture.F.How Culture Affects Managers. Because the organizational cultureestablishes constraints on what managers can and cannot do, it’s particularly relevant.1. The link between corporate values and managerial behavior isfairly straightforward.2. The culture conveys to managers what is appropriate behavior.3. A n organization’s culture, particularly a strong one, constrains amanager’s decision-making options in all managerial functions.(See Exhibit3.5.)4.CURRENT ORGANIZATIONAL CULTURE ISSUES FACING MANAGERS.Four current cultural issues managers should consider:A.Creating an Ethical Culture. (See Exhibit3.6 for suggestions on howmanagers can create a more ethical culture).1. Content and strength of an organization’s culture influence itsethical climate and ethical behavior of its members.2. Strong organizational culture will exert more influence onemployees than a weak one.3. An organizational culture most likely to shape high ethicalstandards is one that’s big in risk tolerance, low to moderate inaggressiveness, and focuses on means as well as outcomes.B.Creating an Innovative Culture1. What does an innovative culture look like? Swedish researcherGoran Ekvall provides these characteristics:a. Challenge and involvementb. Freedomc. Trust and opennessd. Idea timee. Playfulness/humorf. Conflict resolutiong. Debatesh. Risk-takingB.Creating a Customer-Responsive Culture1. What does a customer-responsive culture look like? Research showsthe following six characteristics that are routinely present: (seeExhibit3.7for managerial actions to make their cultures morecustomer responsive).a. Type of employeeb. Few rigid rules, procedures, and regulationsc. Widespread use of empowermentd. Good listening skillse. Role clarityf.Employees who are conscientious in desire to pleasecustomersB.Spirituality and Organizational Culture1. Workplace spirituality is the recognition that people have an innerlife that nourishes and is nourished by meaningful work that takesplace in the context of community.2. Five cultural characteristics evident in spiritual organizationsa. Strong sense of purposesb. Focus on individual developmentc. Trust and opennessd. Employee empowermente. Toleration of employee expression5. THE ENVIRONMENT.The impact of the external environment on a m anager’s actions and behaviors cannot be overemphasized. There are forces in the environment that play a major role in shaping man agers’ endeavors.A. The environment is defined as outside institutions and forces outsidethe organization that potentially affect an organization’s performance.1. The specific environment is that part of the environment thatincludes the constituencies that are directly relevant to theachievement of an organiza tion’s goals.a. The specific environment is unique and changes withconditions.b. It also varies depending on the niche the organizationserves with respect to the range of products or services itoffers and the markets it serves.c. The main constituencies include customers, suppliers,competitors, and pressure groups.1) Suppliers include firms that provide materialsand equipment as well as providers of financialand labor inputs. Managers seek to ensure asteady flow of the needed materials, equipment,financial, and labor inputs at the lowest possibleprice.2) Customers are the reasons that organizationsexist, as they absorb the outputs. They obviouslyrepresent potential uncertainty, particularly iftheir tastes and desires change.3) Competitors cannot be ignored. They’re animportant environmental force to monitor andrespond to. Most organizations have one ormore competitors.4) Pressure groups also cannot be ignored bymanagers. Changes in social and politicalmovements influence the power that thesepressure groups have on organizations.2. The general environment includes the broad economic,political/legal, sociocultural, demographic, technological, andglobal conditions.a. Economic conditions include interest rates, inflationrates, changes in disposable income, stock marketfluctuations, and the general business cycle, amongother things.b. Political/legal conditions include the general politicalstability of countries in which an organization doesbusiness and the specific attitudes that elected officialshave toward business. Federal, state, and localgovernments can influence what organizations can andcannot do (See Exhibit3.9for a listing of significantlegislation affecting businesses.)c. Sociocultural conditions include the changingexpectations of society. Societal values, customs, andtastes can change, and managers must be aware of thesechanges.d. Demographic conditions, including physicalcharacteristics of a population, such as gender, age, levelof education, geographic location, income and familycomposition, can change, and managers must adapt tothese changes.e. Technological conditions include the changes that areoccurring in technology.f. Global factors include global competitors and globalconsumer markets.B. How the Environment Affects Managers.Environments are not all the same. They differ in the amount of environmental uncertainty, which is defined as the degree of change and complexity in an organi zation’s environment. (See Exhibit3.10.)1. Degree of change is measured as dynamic or complex. If thecomponents in an organization’s environment change frequently,it’s a dynamic environ ment. If change is minimal, theenvironment is called a stable one.2. The other dimension of uncertainty relates to the degree ofenvironmental complexity, which is defined as the number ofcomponents in an organiza tion’s environment and the extent ofan organization’s knowledge about its environmentalcomponents.3. If the number of components is minimal and there’s minimalneed for sophisticated knowledge, the environment is classifiedas simple. If there are a number of components, they are notsimilar, and there is a high need for sophisticated knowledge, theenvironment is complex.4. Because uncertainty is a threat to organizational effectiveness,managers try to minimize itC. The more obvious and secure an organization’s relationships becomewith external stakeholders, the more influence managers will have overorganizational controls.1. Stakeholders are any constituencies in the organization’sexternal environment that are affected by, or have a vestedinterest in, the organization’s de cisions and actions. (SeeExhibit3.11 for an identification of some of the most commonones.)2. Stakeholder relationship management is important for tworeasons:a. It can lead to improved predictability of environmentalchanges, more successful innovation, greater degrees oftrust, and greater organizational flexibility to reduce theimpact of change.b. It is the “right” thing to do, because organizations aredependent on external stakeholders as sources of inputsand outlets for outputs and should be considered whenmaking and implementing decisions.3. Stakeholder relationships are managed using four steps:a. Identify external stakeholdersb. Determine the specific interests of each stakeholdergroupc. Decide how critical these interests are to theorganizationd. Determine what specific approach managers should useto manage each relationship based on criticalness ofstakeholder and environmental uncertainty.1. Refer to Exhibit 3.3. How would a first-line manager’s job differ in these twoorganizations? How about a top-level manager’s job?In Organization A, there’s strong attention to detail and little innovation and risk taking. Teamwork would not be encouraged, and employees would be viewed asa means to an end. Strict controls would be placed on workers, and taskachievement would be most important. The supervisor would not have much latitude and would do things “by the book.”In Organization B, innovation and risk taking are highly encouraged.The supervisor would have more autonomy in how to achieve goals. Employees would be given the opportunity to provide input, and a team approach is used.People are viewed as important contributors. T he supervisor’s job would be more like that of a coach, encourager, and facilitator.2. Describe an effective culture for (a) a relatively stable environment and (b) adynamic environment. Explain your choices.An effective culture for a relatively stable environment would likely emphasize outcomes such as quality and productivity and have strong attention to detail. It wouldn’t need to have high levels of innovation and risk taking or aggressiveness.On the other hand, an effective culture for a dynamic environment would likely emphasize aggressiveness, innovation and risk taking, and team orientation. To stay on top of the continual environmental changes, this organization’s culture would need to celebrate work behaviors that kept the organization on top.3. Classrooms have cultures. Describe your class culture using the sevendimensions of organizational culture. Does the culture constrain your instructor? How?Answers to this question will vary. Have students look at the seven dimensions of organizational culture described in the text and rate them from high to low for the class. One point you might want to explore is what role the instructor plays in establishing the culture of the classroom. Then, relate this to what role a manager might play in establishing the culture of an organization or organizational unit.4. Can culture be a liability to an organization? Explain.A culture in which the organization exits (or the organization’s culture) could bea liability in extreme cases. In a global environment one can see where thiscould have an impact. For example, if the society (and organizational cultures) discriminates against certain ethnic groups or on the basis of gender or engages in exploitation of workers, this could create a backlash from consumers in other nations (see for example Reebok and Nike’s troubles regarding manufacturing in emerging nations).5. Why is it important for managers to understand the external forces that areacting on them and their organization?The external environment consists of many factors that have an impact on the organization. Political and legal factors (government regulations), demographics (that can affect labor supply), technological improvements, and other factors directly affect the management of the organization including planning and decision-making.6.“Businesses are built on relationships.” What do you think this statementmeans? What are the implications for managing the external environment?Organizations depend on their environment and their stakeholders as a source of inputs and a recipient of outputs. Good relationships can lead to organizationaloutcomes such as improved predictability of environmental changes, more successful innovations, greater degrees of trust among stakeholders, and greater flexibility in order to act to reduce the impact of change. Also, relationship management and the maintaining of good relationships have been proven by many researchers to have an effect on organizational performance. The high-performing companies tend to consider the interests of all major stakeholder groups as they make decisions.7.What would be the drawbacks to managing stakeholder?The term boundary spanner refers to the fact that managers must span (bridge) the boundary between the organization and its environment. When managers are being boundary spanners, or are utilizing stakeholder management or stakeholder partnering, the boundaries of the organization are going to become more flexible and permeable. This could lead to or ganizational information being “leaked” or known outside of the organization. And, in addition, these relationship management techniques all require mangers’ time, which can be a very limited commodity to begin with.。
罗宾斯管理学双语教学讲稿10
TenOrganizational Structure and Design1. INTRODUCTION.Organizational structure can play an important role in an organization’s success.The process of organizing—the second management function—is how an organization’s structure is created.2. DEFINING ORGANIZATIONAL STRUCTURE.Managers are seeking structural designs that will best support and allow employees to effectively and efficiently do their work.A. Before we look at the elements of organizational structure and design,we need to define some important terms.1. Organizing is the process of creating an organization’sstructure. That process has several purposes, as shown in Exhibit10.1.2. An organizational structure is the formal arrangement of jobswithin an organization.3. Organizational design is the process of developing or changingan organization’s structure. It involves decisions about six keyelements: work specialization, departmentalization, chain ofcommand, span of control, centralization/decentralization, andformalization. We need to take a closer look at each of thesestructural elements.B. Work specialization is the degree to which tasks in an organization aredivided into separate jobs. Most managers today see work specializationas an important organizing mechanism but not as a source of ever-increasing productivity.C. Once work tasks have been defined, they must be grouped together insome way through a process called departmentalization—the basis onwhich jobs are grouped in order to accomplish organizational goals.There are five major ways to departmentalize. (Exhibit 10.2)1. Functional departmentalization is grouping jobs by functionsperformed.2. Product departmentalization is grouping jobs by product line.3. Geographical departmentalization is grouping jobs on thebasis of territory or geography.4. Process departmentalization is grouping jobs on the basis ofproduct or customer flow.5. Customer departmentalization is grouping jobs on the basis ofcommon customers.6. Two popular trends in departmentalization include:a. Customer departmentalization continues to be a highlypopular approach because it allows better monitoring ofcustomers’ needs and responding to those changes inneeds.b. Cross-functional teams, a hybrid grouping ofindividuals who are experts in various specialties (orfunctions) and who work together, are being used alongwith traditional departmental arrangements.D. The chain of command is the continuous line of authority that extendsfrom the upper organizational levels to the lowest levels and clarifies who reports to whom. Three related concepts include authority,responsibility, and unity of command.1. Authority is the right inherent in a managerial position to tellpeople what to do and to expect them to do it.2. Responsibility is the obligation or expectation to perform.3. Unity of command is the classical management principle that asubordinate should have one and only one superior to whom heor she is directly responsible; that is, a person should report toonly one manager.E. The concept of span of control refers to the number of subordinates amanager can supervise effectively and efficiently.1. The span of control concept is important because it determineshow many levels and managers an organization will have. (SeeExhibit 10.3 for an example.)2. What determines the “ideal” span of control? Contingencyfactors such as the skills and abilities of the manager and theemployees, the characteristics of the work being done, similarityof employee tasks, the complexity of those tasks, the physicalproximity of subordinates, the degree to which standardizedprocedures are in place, the sophistication of the organization’sinformation system, the strength of the organization’s culture,and the preferred style of the manager will influence the idealnumber of subordinates.3. The trend in recent years has been toward larger spans ofcontrol.F. The concepts of centralization and decentralization address who, where,and how decisions are made in organizations.1. Centralization is the degree to which decision-making isconcentrated at a single point in the organization, usually in theupper levels of the organization.2. Decentralization is the handing down of decision-makingauthority to lower levels in an organization.3. The trend is toward decentralizing decision making in order tomake organizations more flexible and responsive.4. Employee empowerment is another term for increaseddecentralization and is the increasing of the decision-makingdiscretion of employees.5. A number of factors will influence the amount of centralizationor decentralization an organization uses. (See Exhibit 10.4.) G. Formalization refers to the degree to which jobs within an organizationare standardized and the extent to which employee behavior is guided by rules and procedures.1. In a highly formalized organization, employees have littlediscretion, and there’s a high level of consistent and uniformoutput. Formalized organizations have explicit job descriptions,lots of organizational rules, and clearly defined procedures.2. In a less-formalized organization, employees have a lot offreedom and can exercise discretion in the way they do theirwork.3. Standardization not only eliminates the possibility thatemployees will engage in alternative behaviors, it even removesthe need for employees to consider alternatives.4. The degree of formalization can vary widely betweenorganizations and even within organizations.3. ORGANIZATIONAL DESIGN DECISIONS.Organizations don’t have the same structures. Even companies of similar size do not necessarily have similar structures.A. Mechanistic and Organic organizational forms. (See Exhibit 10.5.)1. A mechanistic organization is an organizational structure that’scharacterized by high specialization, rigid departmentalization,narrow spans of control, high formalization, a limitedinformation network, and little participation in decision-makingby low-level employees.2. An organic organization is a structure that’s highly adaptiveand flexible with little work specialization, minimalformalization, and little direct supervision of employees.3. When is each design favored? It “depends” on the contingencyvariables.B. Contingency factors—appropriate structure depends on four contingencyvariables:1. Strategy and structure.One of the contingency variables that influences organizationaldesign is the organization’s strategy.a. Alfred Chandler did the original work on the strategy-structure relationship. His finding that structurefollowed strategy pointed out that as organizationschanged their strategies, they had to change theirstructure to support that strategy.b. Most current strategy-structure frameworks tend tofocus on three strategy dimensions:1) Innovation—needs the flexibility and free flowof information of the organic organization2) Cost minimization—needs the efficiency,stability, and tight controls of the mechanisticorganization3) Imitation—which uses characteristics of bothmechanistic and organic2. Size and structure.There’s conside rable historical evidence that an organization’ssize significantly affects its structure. Larger organizations tendto have more specialization, departmentalization, centralization,and formalization although the size-structure relationship is notlinear.3. Technology also has been shown to affect an organization’schoice of structure.a. Every organization uses some form of technology totransform inputs into outputs.b. Joan Woodward’s study of structure and technologyfound that organizations adapted to their technology.She found that three distinct technologies had increasinglevels of complexity and sophistication.1) Unit production is the production of items inunits or small batches.2) Mass production is large-batch manufacturing.3) Process production is continuous-processproduction.c. Woodward found in her study of these three groups thatdistinct relationships existed between thesetechnologies, the subsequent structure of theorganization, and the effectiveness of the organization.Exhibit 10.6 provides a summary of these findings.4. Environmental uncertainty and structure.The final contingency factor that has been shown to affectorganizational structure is environmental uncertainty. One wayto manage environmental uncertainty is through adjustments inthe organization’s structure. The more uncertain theenvironment, the more flexible and responsive the organizationmay need to be.4. COMMON ORGANIZATIONAL DESIGNS.A. Traditional organizational designs.We now need to look at various organizational designs that you mightsee in today’s organizations. Exhibit 10.8 summarizes the strengths andweaknesses of each of these designs.1. A simple structure is an organizational design with lowdepartmentalization, wide spans of control, authority centralizedin a single person, and little formalization.a. Its strengths are its flexibility, speed, and low cost tomaintain.b. Its major drawback is that it’s most effective in smallorganizations.2. As an organization grows, the structure tends to become morespecialized and formalized. When contingency factors favor abureaucratic or mechanistic design, one of two options is likelyto be used.3. One option expands functional departmentalization into thefunctional structure,which is an organizational design thatgroups similar or related occupational specialties together.4. The other option is the divisional structure,which is anorganizational structure made up of autonomous, self-containedunits.B. Contemporary organizational designs.However, many of today’s organizations are finding that the traditionalhierarchical organizational designs aren’t appropriate for theincreasingly dynamic and complex environments they face.1. Team structures.One of the newer concepts in organizational design is the teamstructure, which is an organizational structure made up of workgroups or teams that performs the organization’s work.2. Matrix and project structures.Another variation in organizational arrangements is based on thefact that many o f today’s organizations deal with work activitiesof different time requirements and magnitude.a. One of these arrangements is the matrix organizationthat assigns specialists from different functionaldepartments to work on one or more projects being ledby project managers. (See Exhibit 10.9.)b. Another of these designs is the project structure, whichis a structure in which employees are permanentlyassigned to projects.3. The Boundaryless Organization.Another approach to organizational design is the boundarylessorganization, which describes an organization whose design isnot defined by, or limited to, the horizontal, vertical, or externalboundaries imposed by a predefined structure.4. A virtual organization is one that consists of a smallcore of full time employees and that temporarily hiresoutside specialists to work on opportunities that arise5 A network organization is a small coreorganizationthat outsources major business functions.6 A modular organization is a manufacturingorganization that uses outside suppliers to provideproduct components that are then assembled into finalproducts.7. The Learning Organization.Finally, some organizations have adopted an organizationalphilosophy of a learning organization—an organization thathas developed the continuous capacity to adapt and changebecause all members take an active role in identifying andresolving work-related issues. Exhibit 10.10 shows thecharacteristics of a learning organization.1. Can an organization’s structure be changed quickly? Why or why not?The speed of changing an organization’s structure depends on its size. A small organization could change its structure much more rapidly than a large one. But even a large organization can change its structure and often does in response to changing environmental conditions and changing strategies.2. Would you rather work in a mechanistic or an organic organization? Why?Students’ answers to this will vary. You’ll find that many students prefer the structure provided by a mechanistic organization whereas others would hate that type of rigidity. Just a reminder that the Online Self-Assessment Library Scale #39, “What Type of Organization Structure Do I Prefer?” addresses whether or not students would like to work in a bureaucracy (a mechanistic organization).You might want to use (or reuse) it in answering this question or as a follow-up to this question.3. What types of skills would a manager need to effectively work in a projectstructure? In a boundaryless organization? In a learning organization?In all of these types of organizations, flexibility and adaptability would be critical. In the project structure, conflict management skills might be particularly useful. In a boundaryless organization, the ability to deal with people at all levels and in all areas of the organization might be useful. Finally, in a learning organization, a person would need the ability to communicate both by listening and by speaking because sharing information is important.4. The boundaryless organization has the potential to create a major shift in ourliving and working patterns. Do you agree or disagree? Explain.Students’ responses to this are likely to vary. This might be an interesting question to set up as a debate. Have students break into teams and assign the teams one side or the other. Give them a chance to come up with their arguments, and then let them present their information.5. With the availability of advanced information technology that allows anorganization’s work to be done anywhere at any time, is organizing still an important managerial function? Why or why not?Although an organization’s work may be done anywhere at any t ime, organizing is still an important managerial function because the work still has to be divided, grouped, and coordinated. And that’s what organizing involves.。
罗宾斯管理学英文版13章
Contemporary Issues in Managing Change
Explain why changing organizational culture is so difficult and how managers can do it. Describe employee stress and how managers can help employees deal with stress. Discuss what it takes to make change happen successfully.
Technological
Adopting new equipment or operating methods that displace old skills and require new ones
Automation
Replacing certain tasks done by people with machines
Copyright 2005 Prentice Hall, Inc. All rights reserved.
13–8
Types Leabharlann f ChangeStructural
Changing the organization’s structure or its structural components
Why People Resist Change?
The ambiguity and uncertainty that change introduces The comfort of old habits A concern over personal loss of status, money, authority, friendships, and personal convenience The perception that change is incompatible with the goals and interest of the organization
罗宾斯管理学双语教学讲稿11.doc
11 Managerial Communication and InformationTechnology1. INTRODUCTION.Communication between managers and employees provides the information necessary to get work done effectively and efficiently in organizations. In this chapter, basic concepts in communications will be presented including: the interpersonal communication process, methods of communicating, barriers to effective communications and ways to overcome these barriers, communication flow and communication networks, and contemporary issues and challenges associated with electronic communications and information technology.2. UNDERSTANDING MANAGERIAL COMMUNICATION.The importance of effective communication can’t be overemphasized because everything a manager does involves communicating.A. What Is Communication?Communication is the transfer and understanding of meaning.1. If no information or ideas have been conveyed or transferred,communication hasn’t taken place.2. For communication to be successful, the meaning must beimparted and understood.3. Good communication does not require agreement with themessage, just a clear understanding of the message.4. Communication encompasses both interpersonalcommunication(between two or more people) andorganizational communication (all the patterns, networks, andsystem of communication within an organization).B. Functions of Communication: Serves four major functions.1. Control2. Motivation3. Emotional Expression4. Information3. INTERPERSONAL COMMUNICATION.A. Interpersonal Communication Process Elements.Exhibit11.1illustrates the seven elements of the communicationprocess: the communication source, the message, encoding, the channel,decoding, the receiver, and feedback. Note that the entire process issusceptible to noise—disturbances that interfere with the transmission,receipt, or feedback of a message.1. A sender initiates a message by encoding a thought. Fourconditions influence the effectiveness of that encoded messages:skills, attitudes, and knowledge of the sender, and thesociocultural system.2. The message is the actual physical product encoded by thesource. It can be the written document, the oral speech, and eventhe gestures and facial expressions we use.3. The message can be affected by the symbols used to transfermeaning, the content of the message itself, and the selecting andarranging of both the symbols and the content.a. Noise can distort the communication process in any ofthese areas.4. The channel chosen to communicate the message also has thepotential to be affected by noise.a. Managers need to recognize that certain channels aremore appropriate for certain messages.b. A manager might want to use multiple channels—thisdecreases the potential for distortion.5. The receiver is the individual to whom the message is directed.a. The receiver must decode the message.b. Decoding accuracy is limited by the skills, attitudes,knowledge of the receiver, and sociocultural system.6. The feedback loop is the final link in the communicationprocess.a. Feedback provides a check on whether understandinghas been achieved.b. Because feedback can be transmitted along the sametypes of channels as the original message, it faces thesame potential for distortion.B. Methods of Communicating Interpersonally.1. Exhibit11.2provides a comparison of the variouscommunication methods.2. Nonverbal Communication is communication transmittedwithout words. The best-known types of nonverbalcommunication are body language and verbal intonation.a. Body language refers to gestures, facial expressions,and other body movements that convey meaning.b. Verbal intonation refers to the emphasis someone givesto words or phrases that convey meaning.C. Barriers to Effective Interpersonal Communication.1.Filtering is the deliberate manipulation of information to makeit appear more favorable to the receiver.a. As information is communicated up through theorganizational levels, it’s condensed and synthesized,and those doing the condensing filter communicationthrough their personal interests and perceptions of whatis important.b. The more that organizational cultural rewards emphasizestyle and appearance, the more that managers will bemotivated to filter communications in their favor.2. Emotions influence how a receiver interprets a message when itis received. It’s best to avoid reacting to a message when thereceiver is upset because he/she is not likely to be thinkingclearly3. Information overload happens when the information we haveto work with exceeds our processing—such as 600 waiting e-mail messages in the in box.a. Receivers tend to select out, ignore, pass over, or forgetinformation when they have too much information.b. Or, receivers may put off further processing until theoverload situation is over—still ineffectivecommunication.4. Defensiveness—engaging in behaviors such as verballyattacking others, making sarcastic remarks, being overlyjudgmental, and questioning others’ motives—happens whenpeople feel that they’re being threatene d.5. Language—words means different things to different people.a. Age, education, and cultural background can influencelanguage use and definition given to wordsb. Jargon is specialized terminology or technical languagethat members of a group use to communicate amongthemselves.6. National culture can affect the way a manager chooses tocommunicate.D. Overcoming the Barriers to Effective Interpersonal Communication.1. Use feedback. This feedback can be verbal or nonverbal.2. Simplify language.3. Listen actively.a. Listening is an active search for meaning, whereashearing is passive.b. Active listening is listening for full meaning withoutmaking premature judgments or interpretations, anddemands total concentration.c. Active listening is enhanced by developing empathywith the sender—placing yourself in the sender’sposition.d.Exhibit11.4 lists other specific behaviors that activee.Listeners demonstrate.4. Constrain emotions. The simplest answer is for a manager torefrain from communicating until he/she has regainedcomposure.5. Watch nonverbal cues—actions speak louder than words.4. ORGANIZATIONAL COMMUNICATION.A. Formal versus Informal Communication.1. Formal communication refers to communication that followsthe official chain of command or is part of the communicationrequired to do one’s job.2. Informal communication is organizational communication thatis not defined by the organization’s structural hierarchy.a. Informal communication systems permit employees tosatisfy their needs for social interaction.b. Informal communication systems can improve anorganization’s performance by creating alternative, andfrequently faster and more efficient, channels ofcommunication.B. Direction of Communication Flow.1. Downward communication—flows from a manager toemployees and is used to inform, direct, coordinate, and evaluateemployees.2. Upward communication flows from employees to managersa. Upward communication can be used in order to keepmanagers aware of how employees feel about their jobs,their coworkers, and the organization in general.b. The organizational culture influences the extent ofupward communication. A climate of trust, respect, andparticipative decision-making will encourageconsiderable upward communication. A highlymechanistic and authoritarian environment will severelylimit upward communication in both style and content.3. Lateral communication takes place among employees on thesame organizational level.4. Diagonal communication is communication that cuts acrossboth work areas and organizational levels.a. The increased use of e-mail facilitates diagonalcommunications.b. Diagonal communication has the potential to createproblems if employees don’t keep their managersinformed.C. Organizational Communication Networks.1. Types of Communication Networks. Exhibit11.4illustratesthree common communication networks.a. The chain network represents communication flowingaccording to the formal chain of command, bothdownward and upward.b. The wheel network represents communication flowingbetween a clearly identifiable and strong leader andothers in a work group or team. The leader serves as thehub through which all communication passes.c. The all-channel network represents communicationflowing freely among all members of a work team.2. The grapevine is the informal organizational communicationnetwork.a. The grapevine is active in almost every organization.One survey reported that 75 percent of employees hearabout matters first through rumors on the grapevine.b. The grapevine can act as both a filter and a feedbackmechanism.5. UNDERSTANDING INFORMATION TECHNOLOGY.A. How Technology Affects Managerial Communication.Two developments in information technology seem to be having themost significant impact on current managerial communication:networked computer systems and wireless capabilities.1. Networked computer systems are computers linked togetherthrough compatible hardware and software, creating anorganizational network.a. E-mail is the instantaneous transmission of writtenmessages on computers that are linked together. It is fastand cheap and can be used to send the same message tonumerous people at the same time.b. Instant messaging (IM) is interactive real-timecommunication that takes place among computer userswho are logged onto the computer network at the sametime.c. Voice-mail systems digitize spoken messages, transmitthem over the network, and store the messages on diskfor the receiver to retrieve later.d. Fax machines allow the transmission of documentscontaining both text and graphics over ordinarytelephone lines.e. Electronic data interchange (EDI) is a way fororganizations to exchange standard business transactiondocuments, such as invoices or purchase orders, usingdirect computer-to-computer networks.f. Teleconferencing allows a group of people to confersimultaneously using telephone or e-mail groupcommunications software.g. Videoconferencing involves teleconferencing membersto see each other over video screen.h. Intranet systems are organizational communicationnetworks that use Internet technology and are accessibleonly by organizational employees.i. Extranet systems are organizational communicationnetworks that use Internet technology and allowauthorized users inside the organization to communicatewith certain outsiders such as customers and vendors.2. Wireless Capabilities. Wireless communication depends onsignals sent through air or space without any physicalconnection using things such as microwave signals, satellites,radio waves and radio antennas, or infrared light rays.B. How Information Technology Affects Organizations.1. Communication and the exchange of information amongorganizational members are no longer constrained by geographyor time.2. However, managers must not forget to address the psychologicaldrawbacks such as the cost of an employee being constantlyaccessible, pressure to “check in” even during off hours, and theseparation of work lives and personal lives.6. COMMUNICATION ISSUES IN TODAY’S ORGANIZATIONS.Effectively communicating means being connected to any of theorganization’s stakeholders.A. Managing Internet Gripe Sites.Rather than be defensive, managers should view them as a source ofinformation.B.Managing the Organization’s Knowledge Resources.Managers need to make it easy for employees to communicate and sharetheir knowledge so than can learn from each other.1.Create online information databases.2.Create communities of practice, which are groups of peoplewho share a concern, a set of problems, or a passion about a topand who increase their knowledge about the topic by interactingon an on-going basis.C. The Role of Communication in Customer Service.What communication takes place and how it takes place can have asignificant impact on customer satisfaction.1. The quality of their interpersonal interaction between the contactemployee and the customer has an impact on customersatisfaction.2. “Politically Correct” Communication.We must be sensitive to others’ feelings. Be careful on how we selectcertain words that can stereotype, intimidate, and insult.a. Words are a primary means of communicating. Politicalcorrectness can reduce our options for conveying messagesclearly. This represents a significant challenge.1. Why isn’t effective communication synonymous with agreement?A message can be clearly understood, but not agreed with. As long as themessage is clearly understood, effective communication has happened.2. Which do you think is more important for the manager: speaking accurately orlistening actively? Why?Students’ reactions may vary. However, they need to make a strong case for their specific opinion. Many will think that listening actively is more important because correct information cannot be returned to the employees or supervisor if the manager has not listened actively and correctly heard the information request. Others will make the argument that it’s more important for the m anager to speak accurately to begin with.3. “Ineffective communication is the fault of the sender.” Do you agree or disagreewith this statement? DiscussStudent responses to this question will vary. In fact, this would be an excellent question to set up as a debate with half of the class supporting the sender and the other half supporting the receiver.4. How might managers use the grapevine for their benefit?Managers can stay on top of issues that concern employees and, in turn, can use the grapevine to disseminate important information.5. Is information technology helping managers be more effective and efficient?Explain your answer.Yes, information technology is helping managers be more effective and efficient. It has significantly improved a manager’s ability to monitor individual or team performance, it has allowed employees to have more complete information to make faster decisions, and it has provided employees more opportunities to collaborate and share information. It has also made it possible for people in organizations to be fully accessible, any time, regardless of where they are.。
罗宾斯管理学双语教学讲稿1
罗宾斯管理学双语教学讲稿1one1. INTRODUCTION.The concept of management and managers is introduced in this chapter. Five questions are addressed:A. Who are managers?B. What is management?C. What do managers do?D. What is an organization, and how is the concept of an organization changing?E. Why study management?2. WHO ARE MANAGERS?The changing nature of organizations and work has blurred the clear lines of distinction between managers and non-managerial employees. Many workers’ jobs now include managerial activities. Definitions used in the past no longer work.How do we define a manager? A manager is an organizational member who works with and through other people by coordinating their work activities in order to accomplish organizational goals. However, keep in mind that managers may have other work duties not related to integrating the work of others.Managers can be classified by their level in the organization, particularly for traditionally structured organizations (those shaped like a pyramid). (See Exhibit 1.1)First-line managers are the lowest level of management. They’re often called supervisors.Middle managers include all levels of management between the first-line level and the top level of the organization.Top managers include managers at or near the top of the organization who are responsible for making organization wide decisions and establishing the plans and goals that affect the entire organization.3. WHAT IS MANAGEMENT?Management refers to the process of coordinating and integrating work activitie s so that they’re completed efficiently and effectively with and through other people.The process refers to the ongoing functions or primary activities engaged in by managers.Coordinating others’ work activities is what distinguishes a manager’s job from a non-managerial one.Efficiency is getting the most output from the least amount of inputs, the goal of which is to minimize resource costs. (See Exhibit 1.2.)Effectiveness is completing activities so that organizational goals are attained; often descr ibed as “doing the right things.” (See Exhibit 1.2.)4. WHAT DO MANAGERS DO?No two managers’ jobs are alike. But management writers and researchers have developed some specific categorization schemes to describe what managers do. We’re going to look a t five categorization schemes: functions and processes, roles, skills, managing systems, and situational analysis.A. M anagement Functions and Processes. Henri Fayol, a French industrialist from the early part of the 1900s, proposed that managers perform five management functions: POCCC (plan, organize, command, coordinate, control).These functions still provide the basis around which popular management textbooks are organized, but the functions havebeen condensed to four. (See Exhibit 1.3.)a. Planning involves the process of defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.b. Organizing is the process of determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.c. Leading includes motivating subordinates, influencing individuals or teams as they work, selecting the most effective communication channel, or dealing in any way with employee behavior issues.d. Controlling is monitoring activities to ensure that they are being accomplished, comparing performance with previously set goals, and correcting any significant deviations.The reality of managing isn’t quite as simplistic as these des criptions imply. It’s more realistic to describe managers’ functions from the perspective of a process.The management process is the set of ongoing decisions and work activities in which managers engage as they plan,B. M anagement Roles. In the late 1960s, Henry Mintzberg conducted a precise study of managers at work. He concluded that managers perform 10 different, but highly interrelated roles.1. Management roles refer to specific categories of managerial behavior. (See Exhibit 1.4.)a. Interpersonal roles included figurehead, leadership, and liaison activities.b. Informational roles included monitoring, disseminating, and spokesperson activities.c. Decisional roles included those of entrepreneur, disturbance handler, resource allocator, and negotiator.2. Follow-up studies of Mintzberg’s role categories in different types of organizations and at different managerial levels within organizations have generally supported the notion that managers perform similar roles. However, the more traditional functions have not been invalidated. In fact, the functional approach still represents the most useful way of classifying the manager’s job.C. M anagement Skills. Managers need certain skills to perform the varied duties and activities associated with being a manager.1. Robert L. Katz found through his research in the early 1970s that managers need three essential skills or competencies. (See Exhibit 1.5.)a. Technical skills are skills that include knowledge of and proficiency in a certain specialized field.b. Human skills include the ability to work well with other people both individually and in a group.c. Conceptual skills include the ability to think and to conceptualize(形成概念) about abstract and complex situations, to see the organization as a whole, and to understand the relationships among the various subunits, and to visualize how the organization fits into its broader environment.2. There are 21 skill-building modules found at the back of the textbook. These skills reflect a broad cross section of the managerial activities that are important elements of the four management functions. (See Exhibit 1.6.)D.How the Manager’s Job is Changing. Significant changes both within and beyond the organization have had a measurable impact on management.1. Events of 9/11, corporate ethics scandals, global economicand political uncertainties, and technological advancements need to be discussed.2. While most managers will not have to manage under such terrible conditions such as 9/11, the fact is that how managers manage is changing.E. Two changes that appear to be having a significant impact on managers’ jobs:1. Importance of Customers to the Manager’s Job2. Importance of Innova tion to the Manager’s Job.5. WHAT IS AN ORGANIZATION?Organizations need managers. An organization is a deliberate arrangementof people to accomplish some specific purpose.A. O rganizations share three common characteristics: (1) each has a distinct purpose; (2) each is composed of people; and (3) each develops some deliberate structure so members can do their work. (See Exhibit 1.9.)Although these three characteristics are important to defining what an organization is, the concept of an organization is changing. Exhibit 1.10 lists someof the important differences between the traditional organization and the new organization. Some of these differences include: flexible work arrangements, employee work teams, open communication systems and supplier alliances. Organizations are becoming more open, flexible, and responsive to changes. Organizations are changing because the world around them has changed and is continuing to change. These societal, economic, global, and technological changes have created an environment in which successful organizations must embrace new ways of getting their work done.6. WHY STUDY MANAGEMENT?Management is important in our society today. The importance of studying management can be explained by looking at the universality of management, the reality of work, and the rewards and challenges or being a manager.A. The Universality of Management—the certainty that management isneeded in all types and sizes of organizations, at all organizational levels, and in all organizational work areas, regardless of where they’re located.1.We interact with organizations every day of our lives. Everyproduct we use and every action we take is provided or affectedby organizations. These organizations require managers.Organizations that are well managed develop a loyal customerbase, grow, and prosper.2.By studying management, students will be able to recognize goodmanagement and encourage it, as well as to recognize poor management and work to get it corrected.B. The Reality of Work—after graduating, you will either manage orbe managed. A course in management provides insights into theway your boss behaves and the internal working of organizations.You don’t have to aspire to be a manager to gain somethingvaluable from a course in management.C. Rewards and Challenges of Being a Manager (see Exhibit1.12).1. Challengesa. Managers may find it difficult to effectively blendthe knowledge, skills, ambitions, and experiences ofa diverse group of employees.b. A manager’s success typically is dependent onothers’ work performance.2. Rewardsa. Managers get to create a work environment inwhich organizational members can do their work tothe best of their ability and help the organizationachieve its goals.b. Receiving recognition and status in the organizationin the organization and the community, playing arole in influencing organizational outcomes, andreceiving appropriate compensation.c. Satisfaction from knowing that efforts, skills, andabilities are needed by the organization.1. Is your college instructor a manager? Discuss in terms managerial functions,managerial roles, and skills.A college instructor would generally not fall within the definition of a managerwhen utilizing managerial functions. This is predominantly due to the relationship between instructors and students. Students are not employees but, more appropriately, clients. In fact, in some cases, an instructor may have little say about the course content or how it is to be taught. In these instances, the instructor clearly makes few decisions. Regardless, collegeinstructors, in their position as teacher (in contrast to a position such as department head) are not managers.In terms of managerial roles, college instructors are perhaps involved in some ways in the interpersonal, informational, and decisional roles. For example,a college instructor could be seen as a liaison (interpersonal role), a monitor anddisseminator (both informational roles), and a disturbance handler and negotiator (both decisional roles).Looking at managerial skills, college instructors obviously need a lot of technical skills—in this case, knowledge about the latest research and conceptual developments in a particular discipline. They also need significant human skills as they deal with their students. To a limited extent, the instructor might need to utilize conceptual skills as courses are planned or as departmental curriculums are debated.2.“The manager’s most basic responsibility is to focus people toward performanceof work activities to achieve desired outcomes.” What’s your interpretatio n of this statement? Do you agree with this statement? Why or why not?The statement means that a manager’s job or responsibility is to coordinate and/or focus subordinates’ energies toward performance outcomes that will result in the achievement of organizational goals. By definition, management is the process of coordinating and integrating work activities so that they’re completed efficiently and effectively with and through other people. Therefore, yes, most managers and management scholars would agree with this statement.Coordinating others’ work activities is what distinguishes amanager’s job froma non-managerial one.3. Why do you think skills of job candidates have become so important toemployers? What are the implications for (a) managers, in general, and (b) you, personally?Skills of job candidates have become important to employers because of today’s demanding and dynamic workplace. Employees need to be willing to constantly upgrade their skills and take on extra work outside their own specific job area.The implication for managers of the increasing importance of employee skills is that the job of integrating and coordinating the work of others becomes more challenging. However, it also means that the people a manager manages may have more skills and can be more involved in designing ways to do their jobs effectively and efficiently. A final implication is that organizations will need to provide continual skills training to their employees so they can keep their skills upgraded.The personal implications that students cite are likely to vary. This would be a good time to introduce the skill-building modules that are found at the end of the textbook.4. Is there one best “style” of management? Why or why not?No, there’s probably not one single “best” style of management. Organizational situations vary and what works best in one organization may not necessarily work best in another. Point out to students that they’re going to see a variety of ma nagerial “styles” illustrated throughout the textbook in different boxes, examples, and cases. Each individual tends to develop his or her own preferred “style” of managing.5.What characteristics of new organizations appeal to you? Why? Which do not?Why?Exhibit1.10lists some of the important differences between the traditional organization and the new organization. Some of these differences include: flexible work arrangements, employee work teams, open communication systems and supplier alliances. Organizations are becoming more open, flexible, and responsive to changes. Students should reflect on these new elements and defend their selections.6. In today’s environment, which is more important to organizations—efficiency or effectiveness? Explain your choice.Both are integral to effective management. Management refers to the process of coordinating and integrating work activities so that they’re completed efficiently and effectively with and through other people.Efficiency is getting the most output from the least amount of inputs, the goal of which is to minimize resource costs. (See Exhibit 1.2.). Effectiveness is completing activities so that organizational goals are attained; often described as “doing the right things.”(See Exhibit1.2.)7.Can you th ink of situ ations where management doesn’t matter to organizations?Explain.No. The principle of the universality of management—the certainty that management is needed in all types and sizes of organizations, at all organizational levels, and in all orga nizational work areas, regardless of where they’re located—applies here.This exercise asks students, in small groups, to develop a list of characteristics that make individuals good managers. Then for each characteristic, the students are to identify which management function it falls under.Before the in-class group activity, have each student identify three managers they have worked with (this could be a current or previous boss, a family member they have watched closely, or even themselves in managerial roles). Then for each of the three managers, have the student identify a minimum of three characteristics that made the individual a good manager and at least one characteristic that needed changing. Then have the students identify the management function each good characteristic and each “bad” characteristic falls under. Have the students bring these lists to class to work with in a group.In the group setting, have the students compile a comprehensive list of “good” manager characteristics and a list of “bad” m anager characteristics. Also, have them identify the management function of each characteristic.When all of the group-compiled lists are completed, have the students make a prediction on what management function will be identified the most often and which function will be identified the least. Finally, going around the room, share group results, and see if management function predictions were correct.1. Keeping professionals excited about work that can be routine and standardized is a major challenge for Siegel. How could he use technical, human, and conceptualskills to maintain an environment that encourages innovation and professionalism in his CPA firm?Technical skills are skills that include knowledge of and proficiency in a certain specialized field. Accountants have thisskill set and Siegel would expect competence in his staff. Human skills that he employs demonstrate his commitment to open communication, innovation and creativity. The structure of the organization demonstrates the application of conceptual skills by designing an office that encourages communication and team skills while focusing on the mission of the firm to delight the customer. The office is arranged in a nomadic fashion without proprietary desks or other office equipment. This arrangement encourages staff to work together and to develop a team approach to attaining the firm’s goals as expressed in the mission.2.What management roles would Steven be playing as he (a) made a presentationto potential clients, (b) assessed the feasibility of adding a new consulting service, (c) kept employees focused on the company’s commitments to customers?The basic managerial roles are broadly classified as interpersonal, informational, and decisional. Making a presentation to a client would exemplify the informational managerial role that includes the role of spokesperson and disseminator of information. In terms of assessing the feasibility of adding a new consulting service, Steven would be engaged in decisional roles that revolve around making choices. Here he would be acting as perhaps entrepreneur and resource allocator. Keeping employees focused on the company’s commitments to customers would involve interpersonal roles where Steven would be acting as figurehead, leader and liaison.3. What can you tell about LLG’s emphasis on customer service and innovation?In what ways does the organization support its employees inservicing customers and in being innovative?It is clear that LLG is focused primarily on the customer. The mission of the firm, and the symbols used in the office (e.g. the giant wall-mounted abacus and the “Welcome Wall”) exemplify the firm’s commitment. There pledge to “delight” the customer, and to respond to customer’s within 24 hours demonstrates this commitment. Within the office, there are no telltale signs of what most people consider boring, dull CPA work. Everywhere you look in the company’s office you see versatility, comfort, and eccentricity. The open office design promotes opportunities for professionals to gather.4. Would LLG’s approach work for all CPA firms? Why or why not? What couldother managers learn from Steven Siegel?Each manager develops his or her own style. Not all CPA firms would necessarily benefit from LLG’s approach. This may depend on the type of customers, management, organizational design, and other factors. Other managers could learn the value and benefit of innovation and a strong emphasis on people as a key to organizational success.。
管理学(斯蒂芬 罗宾斯 第九版)英文课件(第二章)
– Industrial Revolution • substitution of machine power for human power • large organizations required formal management
– Describe the contributions of the general administrative theorists一般行政管理
– Summarize the quantitative approach定量方法 to management
– Describe the contributions of the early organizational behavior组织行为 advocates
© Prentice Hall, 2002
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EARLY ADVOCATES OF OB
© Prentice Hall, 2002ehavior (cont.)
Hawthorne Studies
– started in 1924 at Western Electric Company
– use of scientific methods to define the “one best way” for a job to be done
– perspective of improving the productivity and efficiency of manual workers
管理学双语课程中英文简介-首都经济贸易大学教务处
《管理学》课程中英文简介Management课程代码：020013A Course Code：020013A课程名称：管理学Course Name：Management学时：48 Periods：48学分：3 Credits：3考核方式：考试Assessment：Examination先修课程：无Preparatory Courses：None管理学是经济、管理类专业的专业基础课程和核心课程，是一门系统地研究管理过程的普遍规律、基本原理和一般方法的科学。
本课程详细讲解了计划、组织、领导与控制等管理职能的客观规律和实施方法。
课程采用课堂教学、科研和实践活动一体化的教学方式，以课堂教学为主，科研和社会实践活动为辅，加强学生对管理学理论和知识的理解和认识，增强学生参与管理实践的意识。
本课程的任务是使学生能够系统地掌握管理学的知识体系，能综合运用管理学的基本理论和方法，并分析和解决管理中的实际问题，为后续专业课程的学习奠定管理学基础。
Management, the basic and core discipline of economics and management students, is a science which systematically studies the universal law, basic principles and general methods of the management process. This course teaches the objective laws and methods of the management functions in details, such as planning, organizing, leading and controlling etc. In order to strengthen the students‟ understanding of the management‟s theory and knowledge and enhance awareness of participating in the management practices, the course uses a teaching method including classroom teaching，researching and social practicing. Classroom teaching is the main part, while others are auxiliary. This course‟s target is to enable students to master the management‟s knowledge system, to apply basic theories and methods, to analyze and solve practical problems in management and lay a good management foundation for follow-up study of major disciplines.《管理学》（双语）课程中英文简介Management（double-language）课程代码：020023A Course Code：020023A课程名称：管理学（双语）Course Name：Management（double-language）学时：48 Periods：48学分：3 Credits：3考核方式：考试Assessment：Examination先修课程：经济学Preparatory Courses：Economics教学目标:本课程是工商管理专业(实验班)的学科基础课，它通过传授管理学的基本概念、基本理论和基本方法，使学生掌握管理的基本规律，具备管理者的基本素质和技能，为进一步学习专业管理课程和从事管理工作奠定基础。
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Why do we study this course?
• Your expectation
© 2007 Prentice Hall, Inc. All rights reserved.
Course purpose
The foundation of Management
• What is management? • How to use the knowledge?
Business English
• Terminologies in the business world • General English skills
© 2007 Prentice Hall, Inc. All rights reserved.
Textbook
• Stephen P. Robbins, Mary Coulter 斯蒂芬P罗宾斯 玛丽库尔特, Management (11th Edition) 管理学（英文版 第11版）, Pearson清华大学出版社, 2013
Read textbook before class, have questions prepared
ቤተ መጻሕፍቲ ባይዱ
Read exdendedly after class
Mid-term assessment : Presentation – Enterprise introduction
Group work, present a all around introduction of one company of your choice
Eleventh edition
STEPHEN P. ROBBINS
MARY COULTER
Course Introduction
© 2007 Prentice Hall, Inc. All rights reserved.
PowerPoint Presentation by Charlie Cook The University of West Alabama
Other reading materials:
1. 周三多，陈传明，鲁明泓,管理学-原理与方法（第五版）, 复 旦大学出版社，2011
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Teaching method
• Lecture (Bilingual)
PPT
• Interaction
Ask Ask Ask
5
Assessment method
1. In-class work
Attendance Assignment Presentation Participation in class
30%
10% 20%
2. Mid-term assessment 3. Final exam
20% 50%
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Assessment method
• What you are required to do?