罗宾斯管理学第九版课件9ero(1)
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笔记_管理学_罗宾斯_第九版09
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笔记_管理学_罗宾斯_第九版全
第Ⅱ篇定义管理者的领域
第三章组织文化与环境：约束力量
三、环境
3、组织及其环境：
①一个组织是一个与其具体环境相互作用，相互依存的系统，并随时注意其一
般环境的潜在作用。
②具体环境供应商、顾客、竞争者、政府、压力集团。
③一般环境
㈠经济条件：利益、通胀率、可支配收入的变动、证券市场指数以及一般商业周期。
㈡政治条件：包括一个组织在其中经营的所在国的总体稳定性及政府首脑对工商企业的作用所持的具体态度。
㈢社会条件：管理当局必须使其经营适应所在社会变化中的社会预期
㈣技术条件
４、环境对管理时间的影响
环境的高度不确定性，限制了管理当局的选择及决定自身命运的自由．
补充：技术的变化要关心：1。
方向 2。
速度
笔记_管理学_罗宾斯_第九版09。
管理学 斯蒂芬 罗宾斯 第九版 英文课件
Early Advocates Hawthorne Studies
Industrial Revolution
© Prentice Hall, 2002
2-3
Historical Background Of Management
Organizations Have Existed for Thousands of Years
FAYOL’S 14 PRINCIPLES OF MANAGEMENT
© Prentice Hall, 2002
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行政组织理论
这是由德国人（Max·Weber）韦伯创立 的，标志就是1947年出版的《社会与经 济组织理论》韦伯认为等级、权威和行 政制是一切社会组织的基础。权威可分 为三类：一是理性--合法权；二是传统权 ；三是个人崇拜权。只有理性----合法权 才能作为行政组织体系的基础
© Prentice Hall, 2002
2-4
古典管理理论
科学管理理论 这是由美国人（Frederick·W. Taylor）
泰罗及其追随者所创立，标志是1911 年出版的《科学管理原理》，泰罗被 誉为“科学管理之父”。
Scientific Management
F.W. Taylor - Principles of Scientific Management
– changed the dominant view that employees were no different from any other machines
© Prentice Hall, 2002
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1．工人是社会人而不是经济人。以前的管理把人假 设为经济人，认为金钱是刺激积极性的唯一动力； 霍桑实验证明人是社会人，是复杂的人际关系中的 成员。因此要调动人的积极性，还必须从社会、心 理等方面努力。 2．生产效率的提高，主要取决于职工的工作态度， 以及和周围人的关系。以前的管理认为生产效率主 要受工作方法和工作条件的制约，霍桑实验证明工 作效率主要取决于工作的积极性、取决于职工的家 庭及社会、生活和组织中的人与人之间的关系。因 此提高生产率的主要途径是提高职工的满足度。 3．组织中存在着“非正式的组织”。以前的管理只 注意组织的机构、职权化分、规章制度等，霍桑实 验发现除了正式团体之外，还存在着非正式团体， 这种无形的组织有它特殊的感情和倾向，左右成员 的行为，对生产率的提高有着重要的影响。因此， 管理者要充分认识到非正式组织的作用。
管理学,罗宾斯,9版,英文Robbins_fom9_ppt(1)-精品文档
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Wireless Communication
People don’t need to be physically at the office to communicate, collaborate, and share information with managers and colleagues.
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13-17
Networked Communication Applications (cont.)
•Electronic Data interchange (EDI) •Teleconference and videoconference meetings •Organizational intranet •Organizational extranet •Internet-based voice/video communication
Decoding: Translating a received message.
Feedback: Checking to see how successfully a message has been transferred.
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13-8
Written vs. Verbal Communication
Advantages •Tangible/verifiable •Permanent record •Stored for later reference •Well-thought out Drawbacks: •Time consuming •Doesn’t lend itself to feedback like oral communication
管理学,罗宾斯,9版,英文Robbins_fom9_ppt03
2021/5/11
3-9
Hofstede’s Framework
2021/gs
Global Leadership and Organizational Behavior Effectiveness (GLOBE)
2021/5/11
3-11
GLOBE: 9 Dimensions of Cultural
3-30
Types of Diversity
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Adapting to a Changing Workforce
• Work-life balance programs • Contingent workforce • Generational differences
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3.1 Explain globalization and its impact on organizations.
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Globalization and its Impact
Global village a boundaryless world where goods and services are produced and marketed worldwide.
• Morality • Values • Personality • Experience • Organization’s culture • Issue being faced
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Encouraging Ethical Behavior
• Code of ethics • Ethical leadership • Ethics training
罗宾斯管理学第九版课件9erobbinsppt01
solutions • Selecting critical information from masses of
data • Understanding of business uses of technology • Understanding of organization’s business model
罗宾斯管理学第九版课件 9erobbinsppt01
罗宾斯管理学第九版课件 9erobbinsppt01
Exhibit 1–5 Skills Needed at Different Management Levels
罗宾斯管理学第九版课件 9erobbinsppt01
Exhibit 1–6 Conceptual Skills
• Using information to solve business problems • Identifying of opportunities for innovation • Recognizing problem areas and implementing
• Explain how managers differ from non-managerial employees.
• Describe how to classify managers in organizations.
What Is Management?
• Define management. • Explain why efficiency and effectiveness are important to
subordinates • Listening and asking questions • Presentation skills; spoken format • Presentation skills; written and/or graphic
data • Understanding of business uses of technology • Understanding of organization’s business model
罗宾斯管理学第九版课件 9erobbinsppt01
罗宾斯管理学第九版课件 9erobbinsppt01
Exhibit 1–5 Skills Needed at Different Management Levels
罗宾斯管理学第九版课件 9erobbinsppt01
Exhibit 1–6 Conceptual Skills
• Using information to solve business problems • Identifying of opportunities for innovation • Recognizing problem areas and implementing
• Explain how managers differ from non-managerial employees.
• Describe how to classify managers in organizations.
What Is Management?
• Define management. • Explain why efficiency and effectiveness are important to
subordinates • Listening and asking questions • Presentation skills; spoken format • Presentation skills; written and/or graphic
斯蒂芬·P·罗宾斯第九版《管理学》讲义DOC
斯蒂芬·P·罗宾斯《管理学》笔记第Ⅰ篇绪论第一章管理者与组织导论一、谁是管理者（1）管理者：组织中指挥他人活动的人，他们拥有各种头衔。
（2）操作者：非管理人员，他们直接从事某项工作或任务，不具有监督别人工作的责任。
（3）组织：指一种有人们组成的，具有明确的和系统性结构的实体。
（4）管理者分类：基层管理者中层管理者高层管理者。
二、什么是管理和管理者做什么１、管理的定义：（1）管理：同别人一起或通过别人使活动完成得更有效的过程。
这一过程体现在计划、组织、领导和控制的职能成基本活动中。
（2）效率：只输入与输出关系，涉及使完成活动的职员最小化。
（方法）效果：与活动的完成，即与目标的实现相联系。
（结果）两者关系：管理不仅关系到使活动达到目标，而且要做得尽可能有效率。
低水平管理绝大多数是由于无效率和无效果，或者是通过牺牲效率来取得效果。
２、管理的职能：（1）计划：确定目标，制定目标，制定战略，以及开发分计划以协调活动。
（2）组织：决定需要做什么，怎么做，由谁去做。
（3）领导：指导和激励所有参与者以及解决冲突。
（4）控制：对活动进行监控以确保其按计划完成。
３、管理者角色（亨利·明茨伯格）：（1）管理者角色：特定的管理行为范畴①涉及人际关系：挂名首脑、领导者、联络者②涉及信息传递：监听者、传播者、发言人③涉及决策制定：企业家、混沌驾御者、谈判者（2）管理者角色与传统管理职能理论的关系：①职能方法仍然代表着将管理者的工作概念化的最有效方法。
②管理者角色实质上与四种职能是一致的。
４、有效的管理者与成功的管理者（弗雷德·卢森斯）①成功的管理者（提升最快的管理者）强调网络关系活动；而有效的管理者（绩效最佳的管理者）强调沟通。
②两者关系的意义：这个结果指出社交和政治技巧对于在组织中晋升是重要的［从传统管理、沟通、人力资源管理、网络联系活动者］随着层次的晋升，从事更多计划、组织、控制、而从事更少领导。
罗宾斯管理学第九版课件9erobbins03
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 of previous managers
The quality of the organization is determined by the quality of its managers.
Managers are held accountable for an organization’s performance yet it is difficult to attribute good or poor performance directly to their influence on the organization.
© 2007 Prentice Hall, Inc. All rights reserved. *
3–11
Benefits of a Strong Culture
• Creates a stronger employee commitment to the organization.
• Aids in the recruitment and socialization of new employees.
Organization A
High Low Low Low Low High Low
Organization B
Low High High High High Low High
The economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managers
The quality of the organization is determined by the quality of its managers.
Managers are held accountable for an organization’s performance yet it is difficult to attribute good or poor performance directly to their influence on the organization.
© 2007 Prentice Hall, Inc. All rights reserved. *
3–11
Benefits of a Strong Culture
• Creates a stronger employee commitment to the organization.
• Aids in the recruitment and socialization of new employees.
Organization A
High Low Low Low Low High Low
Organization B
Low High High High High Low High
管理学,罗宾斯,9版,英文Robbins_fom9_ppt
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Employees and Human Resources
• Flexible job design • Effective hiring process • Ongoing training
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15-18
Obstacles to Value Chain Management
1. Technology 2. Quality initiatives 3. Project management
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Quality Control
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Improving Productivity
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Deming: Improving Mangers’ Productivity
The truly effective organization will increase productivity by successfully integrating people into the overall operations system.
Service firms produce nonphysical outputs in the form of services, such as medical and transportation services
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管理学罗宾斯9版中文认识群体和管理工作团队课件
管理学罗宾斯9版中文认识群体和管理工 作团队
1-20
团队过程
与团队效能相关的团队过程变量： •共同的目标 •具体的团队目标 •团队效能 •可处理的冲突Байду номын сангаас1.最小化的群体懈怠
管理学罗宾斯9版中文认识群体和管理工 作团队
1-21
团队行为塑造
• 成员甄选是关键 • 员工培训
管理学罗宾斯9版中文认识群体和管理工 作团队
学习目标
• 10.1 定义群体和描述群体发展的阶段 • 10.2 描述群体行为的主要概念 • 10.3 讨论群体如何发展为有效的团队 • 10.4 讨论管理团队的当代专题
管理学罗宾斯9版中文认识群体和管理工 作团队
1-1
10.1 定义群体和描述 群体发展的阶段
管理学罗宾斯9版中文认识群体和管理工 作团队
管理学罗宾斯9版中文认识群体和管理工 作团队
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管理学罗宾斯9版中文认识群体和管理工 作团队
1-26
全球化团队：团队过程
• 沟通问题 • 管理冲突 • 虚拟团队
管理学罗宾斯9版中文认识群体和管理工 作团队
1-27
什么时候不需要运用团队模式
三项检测： •工作由多于一个人去做可以得到更好的绩效吗 ？ •工作可以为团队成员创造一个共同的目标或一 系列的目标，并超越个体目标的总和吗？ 1.任务之间的相互依赖程度？
团队有效性
过程
• 共同的目标
• 具体的目标
• 团队功效
• 冲突程度
• 群体懈怠
管理学罗宾斯9版中文认识群体和管理工 作团队
1-17
团队构成
管理学罗宾斯9版中文认识群体和管理工 作团队
1-18
团队构成
精编罗宾斯管理学第九版课件9erobbins03资料
to the culture
© 2007 Prentice Hall, Inc. All rights reserved.
3–13
Exhibit 3–4 Strong versus Weak Organizational CultHall, Inc. All rights reserved.
• Current Organizational Cultural Issues Facing Managers
• Describe the characteristics of an ethical culture, an innovative culture, and a customer-responsive culture.
relationships.
© 2007 Prentice Hall, Inc. All rights reserved.
3–4
The Manager: Omnipotent or Symbolic?
• Omnipotent View of Management
Managers are directly responsible for an organization’s success or failure.
• The Organization’s Culture
• Describe the seven dimensions of organizational culture. • Discuss the impact of a strong culture on organizations
and managers. • Explain the source of an organization’s culture. • Describe how culture is transmitted to employees. • Describe how culture affects managers.
© 2007 Prentice Hall, Inc. All rights reserved.
3–13
Exhibit 3–4 Strong versus Weak Organizational CultHall, Inc. All rights reserved.
• Current Organizational Cultural Issues Facing Managers
• Describe the characteristics of an ethical culture, an innovative culture, and a customer-responsive culture.
relationships.
© 2007 Prentice Hall, Inc. All rights reserved.
3–4
The Manager: Omnipotent or Symbolic?
• Omnipotent View of Management
Managers are directly responsible for an organization’s success or failure.
• The Organization’s Culture
• Describe the seven dimensions of organizational culture. • Discuss the impact of a strong culture on organizations
and managers. • Explain the source of an organization’s culture. • Describe how culture is transmitted to employees. • Describe how culture affects managers.
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• The Organization’s Culture
• Describe the seven dimensions of organizational culture. • Discuss the impact of a strong culture on organizations
and managers. • Explain the source of an organization’s culture. • Describe how culture is transmitted to employees. • Describ© e20h0o7 wPrenctuicletuHarlel, affects man3a–2gers.
• The ability of managers to affect outcomes is influenced and constrained by e xternal factors.
• The economy, customers, governmental policies, competitors, industry co nditions, technology, and the actions of previous managers
Inc. All rights reserve
d.
The Manager: Omnipotent or
Symbolic?
• Omnipotent View of Management
• Managers are directly responsible for an organization’s success or failure.
© 2007 Prentice Hall,
3–5
Inc. All rights reserve
d.
The Manager: Omnipotent or
Symbolic?
• Symbolic View of Management
• Much of an organization’s success or failure is due to external forces outside of managers’ control.
• The quality of the organization is determined by the quality of its managers.
• Managers are held accountable for an organization’s performance yet it is difficult to attribute good or poor performance directly to their influence on the organization.
• Describe the characteristics of a spiritual organization.
© 2007 Prentice Hall,
3–3
Inc. All rights reserve
d.
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.
Inc. All rights reserve d.
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.
• Current Organizational Cultural Issues Facing Ma nagers
• Identify the most common organizational stakeholders.
• Explain the four steps in managing external stakeholder relationships.
© 2007 Prentice Hall,
3–4
Chapter Organizational Cultu
3 re and Environment: The Constraints
© 2007 Prentice Hall, Inc. All rights reserved.
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
• The Manager: Omnipotent or Symbolic
• Contrast the action of manager according to the omnipo tent and symbolic views.
• Explain the parameters of managerial discretion.
• Managers symbolize control and influence through their action.
© 2007 Prentice Hall,
• Describe the characteristics of an ethical culture, an inno vative culture, and a customer-responsive culture.
• Discuss why workplace spirituality seems to be an impor tant concern.
• The Environment (cont’d)
• Describe the components of the specific and general en vironments.
• Discuss the two dimensions of environmental uncertaint y.
• Describe the seven dimensions of organizational culture. • Discuss the impact of a strong culture on organizations
and managers. • Explain the source of an organization’s culture. • Describe how culture is transmitted to employees. • Describ© e20h0o7 wPrenctuicletuHarlel, affects man3a–2gers.
• The ability of managers to affect outcomes is influenced and constrained by e xternal factors.
• The economy, customers, governmental policies, competitors, industry co nditions, technology, and the actions of previous managers
Inc. All rights reserve
d.
The Manager: Omnipotent or
Symbolic?
• Omnipotent View of Management
• Managers are directly responsible for an organization’s success or failure.
© 2007 Prentice Hall,
3–5
Inc. All rights reserve
d.
The Manager: Omnipotent or
Symbolic?
• Symbolic View of Management
• Much of an organization’s success or failure is due to external forces outside of managers’ control.
• The quality of the organization is determined by the quality of its managers.
• Managers are held accountable for an organization’s performance yet it is difficult to attribute good or poor performance directly to their influence on the organization.
• Describe the characteristics of a spiritual organization.
© 2007 Prentice Hall,
3–3
Inc. All rights reserve
d.
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.
Inc. All rights reserve d.
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.
• Current Organizational Cultural Issues Facing Ma nagers
• Identify the most common organizational stakeholders.
• Explain the four steps in managing external stakeholder relationships.
© 2007 Prentice Hall,
3–4
Chapter Organizational Cultu
3 re and Environment: The Constraints
© 2007 Prentice Hall, Inc. All rights reserved.
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
• The Manager: Omnipotent or Symbolic
• Contrast the action of manager according to the omnipo tent and symbolic views.
• Explain the parameters of managerial discretion.
• Managers symbolize control and influence through their action.
© 2007 Prentice Hall,
• Describe the characteristics of an ethical culture, an inno vative culture, and a customer-responsive culture.
• Discuss why workplace spirituality seems to be an impor tant concern.
• The Environment (cont’d)
• Describe the components of the specific and general en vironments.
• Discuss the two dimensions of environmental uncertaint y.