企业管讲义理管理学 英文
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management企业管理类英文版课件(48)
Figure 5.1 Hierarchical Structure
Process Perspective
Keeps the big picture in view. Focuses on work being done to create optimal value for
the business. Process is defined as an interrelated, sequential set of activities and tasks that turns inputs into outputs, and includes the following:
Six Sigma
Six Sigma asserts that – Continuous efforts to achieve stable and predictable process results are of vital importance to business success. Manufacturing and business processes have characteristics that can be measured, analyzed, improved and controlled. Achieving sustained quality improvement requires commitment from the entire organization, particularly from top-level management. It seeks to eliminate defects from any process.
Definition
Self-contained functional units such as marketing, operations, finance, and so on Functional Optimizes on functional goals, which might be a suboptimal organizational goal. Highlighting and developing core competencies; Functional efficiencies
management 企业管理类英文版PPT课件 (57)
16-15
The Downside of Bureaucratic Control
A control system cannot be effective without consideration
of how people will react to it Three types of responses Rigid bureaucratic behavior occurs when control systems prompt employees to stay out of trouble by following the rules rather than doing the right thing Tactical behavior leads to ineffective behavior because employees try to beat the system Resistance to control occurs because Control systems uncover mistakes, threaten job security and status, and decrease autonomy Control systems can change expertise and power structures Control systems can change the social structure of an organization Control systems may be seen as an invasion of privacy
16-6
Control Problems
16-7
Bureaucratic Control Systems: The Control Cycle
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4
Deciding on Systems Projects
System Service Request (SSR)
A standard form for requesting or proposing systems development work within an organization
11
FIGURE 3-6
The project workbook for the Purchase Fulfillment System project contains nine key documents in both hard-copy and electronic form.
12
PM Phase 2: Project Planning
✓ Describe the skills required to be an effective project manager.
✓ List and describe the skills and activities of a project manager during project initiation, project planning, project execution, and project closedown.
Spreadsheet software is good for this.
19
PM Phase 3: Project Execution
Plans created in prior phases are put into action.
Actions
Execute baseline project plan Monitor progress against baseline plan Manage changes in baseline plan Maintain project workbook Communicate project status
Deciding on Systems Projects
System Service Request (SSR)
A standard form for requesting or proposing systems development work within an organization
11
FIGURE 3-6
The project workbook for the Purchase Fulfillment System project contains nine key documents in both hard-copy and electronic form.
12
PM Phase 2: Project Planning
✓ Describe the skills required to be an effective project manager.
✓ List and describe the skills and activities of a project manager during project initiation, project planning, project execution, and project closedown.
Spreadsheet software is good for this.
19
PM Phase 3: Project Execution
Plans created in prior phases are put into action.
Actions
Execute baseline project plan Monitor progress against baseline plan Manage changes in baseline plan Maintain project workbook Communicate project status
management 企业管理类英文版PPT课件 (55)
2 Key Issues
President Roosevelt told the conference: "The economic health of every country is a proper matter of concern to all its neighbors, near and distant."
–
– –
How Bretton Woods reshaped the world
In the summer of 1944, delegates from 44 countries met in the midst of World War II to reshape the world's international financial system. The location of the meeting - The Mount Washington Hotel in rural Bretton Woods, New Hampshire – was to ensure that the delegates would have no distractions and no pressure from lobbyists or congress, as they worked on their plans for post-war reconstruction.
–
International Finance Extras (Time Permitting)
Participation Ranking (Section 2)
4) Nethra Muralidharan, Elena Ponomareva 3) Andrew Buks, Bernadette Almeda, Sweta Joshi 2) Madhu Varshi
management 企业管理类英文版PPT课件 (45)
Audit committees must have at least one financial expert CEOs and CFOs certify and are held responsible for
financial representations
Whistle-blowers are afforded protection Code of ethics disclosure
16
Shareholder Activism
Shareholder activism
Shareholder resolutions
Shareholder lawsuits
17
Investor Relations
Information filed at regular and frequent intervals that contains information that might affect investment decisions
14
Figure 4-3
Board Member Liability
Holds that courts should not challenge board members who act in good faith, making informed decisions that reflect the company’s best interests.
10
Improving Corporate Governance
Sarbanes-Oxley Act of 2002 (SOX)
Limits the nonauditing services an auditor can provide Requires auditing firms to rotate the auditors working with
management企业管理类英文版课件3
KLS Consulting LLC
Why This Topic?
US Congress Responds
KLS Consulting LLC
Why This Topic?
Corporate Outcry Begins
“The first-year implementation of new requirements for public companies’ internal control over financial reporting (ICFR) proved more burdensome and costly than expected, resulting in an outcry from corporate America.”
KLS Consulting LLC
SEC Interpretive Guidance
SOX-Like (Japan, Canada, EU)
Specific Areas (PCI-DSS, AML, etc.)
Financial Institution Risk Personal Information
Mgt (Basel II, etc.)
(FTC, HIPAA, GLBA,
COPPA, EUD, etc.)
KLS Consulting LLC
SEC Interpretive Guidance
For Issuer Management
Guidance Regarding Management’s Report on Internal Control Over Financial Reporting
Effective Date: June 27, 2007 /rules/interp/2007/33-8810.pdf
management 企业管理类英文版PPT课件 (8)
1–9
–
–
–
Copyright © 2006 Thomson Business and Economics. All rights reserved.
Copyright © 2006 Thomson Business and Ecoห้องสมุดไป่ตู้omics. All rights reserved.
1–10
The Systems Relationship among the Management Functions
Features of This Book’s Three-Pronged Approach
• Features That Present Important Concepts
–
– – – – –
•
Features That Help You Apply What You Learn
– – – – – – –
– Human, financial, physical, and informational
• Performance
– Means of evaluating how effectively and efficiently managers use resources to achieve objectives. – Today often means “How” as well as “What”
Management Skills
– – –
• “Systems Thinking” & “Critical Thinking”
•
The Ghiselli Study(6 Traits of Manager Success – Inverse Order)
–
–
–
Copyright © 2006 Thomson Business and Economics. All rights reserved.
Copyright © 2006 Thomson Business and Ecoห้องสมุดไป่ตู้omics. All rights reserved.
1–10
The Systems Relationship among the Management Functions
Features of This Book’s Three-Pronged Approach
• Features That Present Important Concepts
–
– – – – –
•
Features That Help You Apply What You Learn
– – – – – – –
– Human, financial, physical, and informational
• Performance
– Means of evaluating how effectively and efficiently managers use resources to achieve objectives. – Today often means “How” as well as “What”
Management Skills
– – –
• “Systems Thinking” & “Critical Thinking”
•
The Ghiselli Study(6 Traits of Manager Success – Inverse Order)
企业管理 英语作文
企业管理英语作文Enterprise Management。
Enterprise management is an important aspect of running a business. It involves organizing and overseeing all aspects of a company's operations, including finance, marketing, production, and human resources. Effective enterprise management is crucial for the success of any business, regardless of its size or industry.One of the key elements of enterprise management is strategic planning. This involves setting goals and objectives for the company, and developing a plan to achieve them. Strategic planning takes into account the company's strengths and weaknesses, as well asopportunities and threats in the external environment.Another important aspect of enterprise management is financial management. This involves managing the company's finances, including budgeting, accounting, and financialreporting. Financial management is essential for ensuring that the company is profitable and sustainable over the long term.Marketing is also a crucial component of enterprise management. This involves promoting the company's products or services to potential customers, and developing strategies to attract and retain customers. Effective marketing is essential for building brand awareness and driving sales.Production management is another important aspect of enterprise management. This involves managing the production process, including procurement, manufacturing, and distribution. Effective production management is essential for ensuring that the company's products are of high quality, and that they are delivered to customers on time and at a reasonable cost.Finally, human resource management is crucial for enterprise management. This involves managing the company's workforce, including recruitment, training, and performancemanagement. Effective human resource management isessential for ensuring that the company has the rightpeople in the right roles, and that they are motivated and engaged in their work.In conclusion, enterprise management is a complex and multifaceted discipline that requires a range of skills and knowledge. Effective enterprise management is essential for the success of any business, and requires careful planning, financial management, marketing, production management, and human resource management. By implementing these strategies, companies can improve their competitiveness, profitability, and sustainability over the long term.。
management 企业管理类英文版PPT课件 (18)
CHAPTER 23 – Working Capital Management – General Issues
23 - 9
Working Capital Management
Exhaustion of Liquid Resources
•
Firms can „run out‟ of liquid financial resources in a number of ways:
5
3,000 2,500 2,250 375 -125 125 0 600 -600
6
3,500 3,000 2,625 375 0 0 0 700 -700
CHAPTER 23 – Working Capital Management – General Issues
23 - 11
An Integrated Approach to Net Working Capital Management
CHAPTER 23 – Working Capital Management – General Issues
23 - 7
Good Working Capital Management
• Characterized by:
1. The maintenance of optimal cash balances 2. The investment of any excess liquid funds in marketable securities that provide the best return possible, considering any liquidity or default-risk constraints 3. Proper management of accounts receivable 4. An efficient inventory management system 5. Maintaining an appropriate level of short-term financing, in the least expensive and most flexible manner possible.
management 企业管理类英文版PPT课件 (8)
Management Roles
• Role
– A set of expectations of how one will behave in a given situation.
• Management Role Categories (Mintzberg)
– Interpersonal
• Figurehead, leader, and liaison
Copyright © 2006 Thomson Business and Economics. All rights reserved. 1–6
What Does It Take to Be a Successful Manager?
• • Management Qualities (Survey of Execs.)
Planning
Management Functions
Controlling
Organizing
Management Skills
Leading
Exhibit 1–3
Copyright © 2006 Thomson Business and Economics. All rights reserved. 1–11
• Announcements:
– Sign In on Attendance Sheet • Waiting List see Instructor for “Add” Codes – Homework Due – any Problems? • Web Q – Microsoft Case & Course Expectations – Textbook Problems?
Features of This Book’s Three-Pronged Approach
management 企业管理类英文版PPT课件 (32)
Introduction
What is an Operating System
An operating system is: A collection of software components that • Provides useful abstractions and • Manages resources to • Support application programs, and • Provide an interface for users and programs
Web Search
• Google uses thousands of machines to
– Provide search results – Run Page-Rank algorithm
•
Issues
– – – – – Connecting large number of machines Distributed file system (GFS) Indexing Programming model Scaling up when current system reaches limits
Provide distribution transparency
Middleware
An overview of • DOS (Distributed Operating Systems) • NOS (Network Operating Systems) • Middleware
Transparency in a Distributed System
Definition of a Distributed System (2)
Figure 1-1. A distributed system organized as middleware. The middleware layer extends over multiple machines, and offers each application the same interface.
What is an Operating System
An operating system is: A collection of software components that • Provides useful abstractions and • Manages resources to • Support application programs, and • Provide an interface for users and programs
Web Search
• Google uses thousands of machines to
– Provide search results – Run Page-Rank algorithm
•
Issues
– – – – – Connecting large number of machines Distributed file system (GFS) Indexing Programming model Scaling up when current system reaches limits
Provide distribution transparency
Middleware
An overview of • DOS (Distributed Operating Systems) • NOS (Network Operating Systems) • Middleware
Transparency in a Distributed System
Definition of a Distributed System (2)
Figure 1-1. A distributed system organized as middleware. The middleware layer extends over multiple machines, and offers each application the same interface.
management企业管理类英文版ppt课件
Application-level IT Risk Assessment
ISACA Denver Chapter Meeting February 21, 2008
Kerry L. Shackelford KLS Consulting LLC
Outline
Why this topic? SEC interpretive guidance ABC’s implementation approach Design of the ITRA model Model walk-through / Q&A
Roundtable Feedback (04/13/05)
PCAOB & SEC Approve AS2 (03/09/04 & 06/17/04)
PCAOB Policy Statement (05/16/05)
KLS Consulting LLC
Why This Topic?
Corporate Outcry Begins
“The first-year implementation of new requirements for public companies’ internal control over financial reporting (ICFR) proved more burdensome and costly than expected, resulting in an outcry from corporate America.”
Integrate their audits Tailor audit plans to their client’s risks Use a top-down approach Use the work of others Communicate directly and timely with clients
ISACA Denver Chapter Meeting February 21, 2008
Kerry L. Shackelford KLS Consulting LLC
Outline
Why this topic? SEC interpretive guidance ABC’s implementation approach Design of the ITRA model Model walk-through / Q&A
Roundtable Feedback (04/13/05)
PCAOB & SEC Approve AS2 (03/09/04 & 06/17/04)
PCAOB Policy Statement (05/16/05)
KLS Consulting LLC
Why This Topic?
Corporate Outcry Begins
“The first-year implementation of new requirements for public companies’ internal control over financial reporting (ICFR) proved more burdensome and costly than expected, resulting in an outcry from corporate America.”
Integrate their audits Tailor audit plans to their client’s risks Use a top-down approach Use the work of others Communicate directly and timely with clients
企业培训管理知识(英文版)(ppt 107页)
Train-the-Trainer
T3-010
1
Train-the-Trainer
How To Use This Courseware
To view this course online:
• Internet Explorer: A scroll bar is provided for navigation. Do not use the back button in the browser or it will take you back to the start of the course. To best view the course, right-click the first slide and choose Full Screen.
• Netscape: The course will open up in PowerPoint. Choose View > Slide Show or press F5 to start the course.
To view the Speaker Notes:
• Right-click the slide and choose Speaker Notes.
Date
3
Train-the-Trainer
Course Mission Statement
This course provides an overview of concepts encountered within a training environment and instructs the trainee on techniques and skills required for being an effective trainer and facilitator within the classroom.
T3-010
1
Train-the-Trainer
How To Use This Courseware
To view this course online:
• Internet Explorer: A scroll bar is provided for navigation. Do not use the back button in the browser or it will take you back to the start of the course. To best view the course, right-click the first slide and choose Full Screen.
• Netscape: The course will open up in PowerPoint. Choose View > Slide Show or press F5 to start the course.
To view the Speaker Notes:
• Right-click the slide and choose Speaker Notes.
Date
3
Train-the-Trainer
Course Mission Statement
This course provides an overview of concepts encountered within a training environment and instructs the trainee on techniques and skills required for being an effective trainer and facilitator within the classroom.
management企业管理类英文版课件3
ACTION: Interpretation.
KLS Consulting LLC
SEC Interpretive Guidance
Underlying Principles
Management should:
Evaluate whether it has implemented controls that adequately address the risk that a material misstatement of the financial statements would not be prevented or detected in a timely manner.
SOX-Like (Japan, Canada, EU)
Specific Areas (PCI-DSS, AML, etc.)
Financial Institution Risk Personal Information
Mgt (Basel II, etc.)
(FTC, HIPAA, GLBA,
COPPA, EUD, etc.)
Application-level IT Risk Assessment
ISACA Denver Chapter Meeting February 21, 2019
Kerry L. Shackelford KLS Consulting LLC
Outline
Why this topic? SEC interpretive guidance ABC’s implementation approach Design of the ITRA model Model walk-through / Q&A
Processes-SupportedCount
KLS Consulting LLC
SEC Interpretive Guidance
Underlying Principles
Management should:
Evaluate whether it has implemented controls that adequately address the risk that a material misstatement of the financial statements would not be prevented or detected in a timely manner.
SOX-Like (Japan, Canada, EU)
Specific Areas (PCI-DSS, AML, etc.)
Financial Institution Risk Personal Information
Mgt (Basel II, etc.)
(FTC, HIPAA, GLBA,
COPPA, EUD, etc.)
Application-level IT Risk Assessment
ISACA Denver Chapter Meeting February 21, 2019
Kerry L. Shackelford KLS Consulting LLC
Outline
Why this topic? SEC interpretive guidance ABC’s implementation approach Design of the ITRA model Model walk-through / Q&A
Processes-SupportedCount
management 企业管理类英文版PPT课件 (49)
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 6
Chapter 16: Control
CLASSROOM PERFORMANCE SYSTEM
The four management functions include all of the following except A) implementing B) organizing C) planning D) controlling
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 2
16.1 Managing for Productivity
WHAT IS PRODUCTIVITY?
Productivity is defined as outputs divided by inputs where: outputs are the goods and services produced, and inputs are labor, capital, materials, and energy Productivity is important because it determines whether a company will make a profit and affects a country’s standard of living Maintaining productivity depends on control
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 12
management企业管理类英文版课件
Source: “Second Anniversary: The Impact of Sarbanes-Oxley,” Institutional Shareholder Services,
management企业管理类英文版
KLS Consulting LL8C
Why This Topic?
Fix: Issuer (& Audit Firms)
App Server OS-VersionSupported
DB Server OS-VersionSupported Changes-Count Failures-Count Gaps-Security-Count Gaps-Changes-Count Gaps-QOSR-Count Gaps-Other-Count Production-Server-Count
management企业管理类英文版
KLS Consulting1L8LC
ITRA
APPL Risk Factors (1 of 2)
Vendor-Reputation Months-Post-OriginalImplementation-Date Months-Post-Major-ReleaseDate Version-Supported Users-Count Customization
management企业管理类英文版
KLS Consulting 1LL3C
management企业管理类英文版
KLS Consulting1L4LC
ITRA
Model Walk文版
KLS Consulting1L5LC
ITRA
Run Settings
management企业管理类英文版
management企业管理类英文版
KLS Consulting LL8C
Why This Topic?
Fix: Issuer (& Audit Firms)
App Server OS-VersionSupported
DB Server OS-VersionSupported Changes-Count Failures-Count Gaps-Security-Count Gaps-Changes-Count Gaps-QOSR-Count Gaps-Other-Count Production-Server-Count
management企业管理类英文版
KLS Consulting1L8LC
ITRA
APPL Risk Factors (1 of 2)
Vendor-Reputation Months-Post-OriginalImplementation-Date Months-Post-Major-ReleaseDate Version-Supported Users-Count Customization
management企业管理类英文版
KLS Consulting 1LL3C
management企业管理类英文版
KLS Consulting1L4LC
ITRA
Model Walk文版
KLS Consulting1L5LC
ITRA
Run Settings
management企业管理类英文版