教学课件 管理学专业英语教程(第二版)
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管理学专业英语教程(第二版)-Unit 8 Operations Management
attention to the often different impacts of economic and social
FudpaLonOliGcOies on women and men
4. Affirming that a world connected by technology and trade must also be connected by
Operations managers
Managing some, or all, of the resources
FudaLnOnagement
❖One of the three core functions
The marketing (including sales) function
FudaLnOGO
The operations
function
The product/
service develop-
ment function
What is Operations Management
? Routine aspects
of business
Forefront of business challenges
Operations management
管理学专业英语教程（精编版） （第二版）
LOGO
Outlines
1
What is Operations Management
2 Globalization and Operations Decisions
3
Corporate Social Responsibility
1. Acknowledging shared responsibilities for addressing global challenges and affirming
FudpaLonOliGcOies on women and men
4. Affirming that a world connected by technology and trade must also be connected by
Operations managers
Managing some, or all, of the resources
FudaLnOnagement
❖One of the three core functions
The marketing (including sales) function
FudaLnOGO
The operations
function
The product/
service develop-
ment function
What is Operations Management
? Routine aspects
of business
Forefront of business challenges
Operations management
管理学专业英语教程（精编版） （第二版）
LOGO
Outlines
1
What is Operations Management
2 Globalization and Operations Decisions
3
Corporate Social Responsibility
1. Acknowledging shared responsibilities for addressing global challenges and affirming
管理学专业英语教程(第二版)-Unit 11 Big Data_The Managment Revolution
❖ Personalization marketing By exploiting big data from multiple sources, firms can deliver personalized product/service recommendations, coupons, and other promotional offers.
IBM added veracity as a fourth dimension, which represents the unreliability and uncertainty latent in data sources.
An integrated view of Big Data
FudaLnOGO
❖ Better Pricing Harnessing big data collected from customer interactions allows firms to price appropriately and reap the rewards.
❖ Cost Reduction Big data analytics leads to better demand forecasts, more efficient routing with visualization and real-time tracking during shipments, and highly optimized distribution network management.
Introduction
We define ‘Big Data’ as a capability that allows companies to extract value from large volumes of data, Like any capability, it requires investment in technologies, processes and
IBM added veracity as a fourth dimension, which represents the unreliability and uncertainty latent in data sources.
An integrated view of Big Data
FudaLnOGO
❖ Better Pricing Harnessing big data collected from customer interactions allows firms to price appropriately and reap the rewards.
❖ Cost Reduction Big data analytics leads to better demand forecasts, more efficient routing with visualization and real-time tracking during shipments, and highly optimized distribution network management.
Introduction
We define ‘Big Data’ as a capability that allows companies to extract value from large volumes of data, Like any capability, it requires investment in technologies, processes and
2管理学(双语)课件
2
Learning Outcomes (cont’d) ’
6. Summarize the essential roles performed by managers. 7. Discuss whether the manager’s job is generic. 8. Describe the four general skills necessary for becoming a successful manager. 9. Describe the value of studying management. 10. Identify the relevance of popular humanities and social science courses to management practices.
– A management structure in which internal arrangements that impose artificial geographic barriers are broken down
Global Competition
• Multinational corporations (MNCs)
A Global Marketplace
• Global village
– The concept of a boundaryless world; the production and marketing of goods and services worldwide.
• Borderless organization
• Strategic alliances
– A domestic firm and a foreign firm share the cost of developing products or building production facilities in a foreign country.
Learning Outcomes (cont’d) ’
6. Summarize the essential roles performed by managers. 7. Discuss whether the manager’s job is generic. 8. Describe the four general skills necessary for becoming a successful manager. 9. Describe the value of studying management. 10. Identify the relevance of popular humanities and social science courses to management practices.
– A management structure in which internal arrangements that impose artificial geographic barriers are broken down
Global Competition
• Multinational corporations (MNCs)
A Global Marketplace
• Global village
– The concept of a boundaryless world; the production and marketing of goods and services worldwide.
• Borderless organization
• Strategic alliances
– A domestic firm and a foreign firm share the cost of developing products or building production facilities in a foreign country.
管理学专业英语教程(第二版)-Unit 6 The Leader's Guide to Corporate Culture_v2
orientation toward people interactions and coordination will fall on a spectrum from highly independent to highly interdependent.
❖Response to change – some cultures
relies on plans and sets goals and consequences for filing to do so.
incorporates adaptive elements that can scan and analyze the external environment.
Results
It is defined by strength, decisiveness, and boldness. Work environments are competitive places…
Purpose
It is characterized by exploration, expansiveness, and creativity. Work environments are inventive and openminded places...
It is expressed through fun and excitement. Work environment s are lighthearted places…
----by authors
FudaLnOGO
Strategy vs. Culture
Strategy
offers a formal logic for the company’s goals and orients people around them.
❖Response to change – some cultures
relies on plans and sets goals and consequences for filing to do so.
incorporates adaptive elements that can scan and analyze the external environment.
Results
It is defined by strength, decisiveness, and boldness. Work environments are competitive places…
Purpose
It is characterized by exploration, expansiveness, and creativity. Work environments are inventive and openminded places...
It is expressed through fun and excitement. Work environment s are lighthearted places…
----by authors
FudaLnOGO
Strategy vs. Culture
Strategy
offers a formal logic for the company’s goals and orients people around them.
管理学专业英语教程(第二版)-Unit 7 Characteristics of Management Science
Characteristics of Management Science
管理学专业英语教程（精编版） （第二版）
LOGO
Outlines
1 Some Observations on the Discipline
2
A Business asof Beliefs
How men would act under a given set of circumstances
How men can then be manipulated to achieve a certain result then mechanistic systems could be built of much larger scope, and they would make sense.
Broadly with business activities
By abstracting from people as subjects only those characteristics that are ascribable to "things."
Someone do not accept the difference
4
Uncertainty in Business
5 Opportunities in Management Science
FudaLnOGO
Some Observations on the Discipline
Management Science
Be different than the physical sciences
Avoid
▪ the need for effective means for conveying
管理学专业英语教程（精编版） （第二版）
LOGO
Outlines
1 Some Observations on the Discipline
2
A Business asof Beliefs
How men would act under a given set of circumstances
How men can then be manipulated to achieve a certain result then mechanistic systems could be built of much larger scope, and they would make sense.
Broadly with business activities
By abstracting from people as subjects only those characteristics that are ascribable to "things."
Someone do not accept the difference
4
Uncertainty in Business
5 Opportunities in Management Science
FudaLnOGO
Some Observations on the Discipline
Management Science
Be different than the physical sciences
Avoid
▪ the need for effective means for conveying
管理专业英语完整版PPT培训课件
Scientific management: This theory emphasizes the use of scientific methods to improve work efficiency and productivity It emphasizes the standardization of work processes, the use of time and motion studies, and the development of job descriptions and instructions
Analysis
目录
• Improvement of Management Professional English Application Ability
• Summary and Outlook
目录
01
Introduction
Training objectives and significance
Organization development
Organization development is a management approach that emphasizes changes and development in organizations It uses a variety of techniques to help organizations improve their performance, including team building, training, and reconstruction
Overview of Training Content
Management related English documents
管理学专业英语教程(第二版)-Unit 4 Building the horizontal dimensions of organzitations
A Law Office
Dept for corporate clients Dept for individual clients
FudaLnOGO
Horizontal Dimension
3 Geographic departmentalization
Coca-Cola in 1990s
Western Dept. Midwestern Dept. Eastern Dept. Southern Dept.
FudaLnOGO
Horizontal Dimension
4 Process departmentalization
Cast Dept. Inspect Dept.
Pack Dept. Ship Dept.
FudaLnOGO
Horizontal Dimension
2 Departmentalization ❖New Trends:
FudaLnOGO
Horizontal Dimension
1 functional departmentalization
Engineering Dept.
Purchasing Dept.
A Manufacturing
Plant
Accounting Dept.
FudaLnOGO
HR Dept.
Manufacturing Dept.
2
Departmentalization
2
The Vertical Dimension
1
Unity of Command
2 Authority-respoຫໍສະໝຸດ sibility equation
FudaLnOGO
管理学专业英语教程(第二版)-Unit 10 Financial Engineering
FudaLnOGO
description analysis engineFinance has passed through all of these stages arriving, finally, during the 1980s, at the engineering stage
Financial Engineering Defined
“the development and creative application of financial technology
to solve financial problems and to exploit financial opportunities.”
FudaLnOGO
The Evolution of Financial Engineering
swept along by innovation
FudaLnOGO
change
The Evolution of Financial Engineering
In 1952 In the 1960s
Harry Markowitz
FudaLnOGO
Information Technology is Critical
hardware and software, data transmission
❖ Financial engineering brings together these disparate pieces of technology to formulate and implement creative solutions to seemingly intractable problems
FudaLnOGO
description analysis engineFinance has passed through all of these stages arriving, finally, during the 1980s, at the engineering stage
Financial Engineering Defined
“the development and creative application of financial technology
to solve financial problems and to exploit financial opportunities.”
FudaLnOGO
The Evolution of Financial Engineering
swept along by innovation
FudaLnOGO
change
The Evolution of Financial Engineering
In 1952 In the 1960s
Harry Markowitz
FudaLnOGO
Information Technology is Critical
hardware and software, data transmission
❖ Financial engineering brings together these disparate pieces of technology to formulate and implement creative solutions to seemingly intractable problems
FudaLnOGO
管理学专业英语教程(第二版)-Unit 9 The Seven Principles Of Supply Chain Management
Complex
The actual products
FudaLnOGO
Principle 2
❖One paper company’s example:
▪ the whole improvement achieved is greater than the sum of its parts.
❖ Unsuccessful effots:▪ functionally defined and narrowly focused
▪ lack sustaining infrastructure ▪ uncoordinated change
not mean tailoring for the sake of tailoring.
FudaLnOGO
Principle 1
❖Customer needs and preferences do not tell the whole story
The service packages must turn a profit. Only by understanding their costs at the activity level and using that understanding to strengthen fiscal control can companies profitably deliver value to customers.
4
Principle 3
8
Principle 7
FudaLnOGO
Supply Chain Management in Today
❖Managers find themselves assigned the role of the rope in a very real tug of war.
The actual products
FudaLnOGO
Principle 2
❖One paper company’s example:
▪ the whole improvement achieved is greater than the sum of its parts.
❖ Unsuccessful effots:▪ functionally defined and narrowly focused
▪ lack sustaining infrastructure ▪ uncoordinated change
not mean tailoring for the sake of tailoring.
FudaLnOGO
Principle 1
❖Customer needs and preferences do not tell the whole story
The service packages must turn a profit. Only by understanding their costs at the activity level and using that understanding to strengthen fiscal control can companies profitably deliver value to customers.
4
Principle 3
8
Principle 7
FudaLnOGO
Supply Chain Management in Today
❖Managers find themselves assigned the role of the rope in a very real tug of war.
管理学专业英语教程精编版第二版课件Unit2WhatisStrategy
❖ Similarly, differentiation arises from both the choice of activities and how they are performed. Activities, then, are the basic units of competitive advantage.
Background Introduction
For almost two decades, managers have been learning to play by a new set of rules:
❖ Companies must be flexible to respond rapidly to competitive and market changes.
Training employees
❖ Overall advantage or disadvantage results from all a company’s activities, not only a few.
Create
Overall advantage
Or disadvantage
Deliver
Produce Sell
Operational Effectiveness
❖ Differences in OE among companies are pervasive
❖ Such differences in OE are an important source of differences in profitability among competitors because they directly affect relative cost positions and levels of differentiation.
管理学原理英文版课件Chapter 2 The Management Environment
◦ Serve customers better, enhance production, provide better information, etc.
E-Organizations
• E-commerce (sales side of electronic business): any computer transaction that occurs when data are processed and transmitted over the internet
Entrepreneurship – the process of starting a business venture, organizing the necessary resources, and assuming the risks and rewards
Important Themes:
Public Expectations
Arguments for and against social responsibility by businesses must be
considered by manaibility = a firm’s obligation, beyond what is required by the law and economics, to pursue long-term goals that benefit society
advantages ◦ Starting the venture ◦ Managing the venture
Managing the Workforce
Downsizing – create more efficient operations through extensive layoffs
E-Organizations
• E-commerce (sales side of electronic business): any computer transaction that occurs when data are processed and transmitted over the internet
Entrepreneurship – the process of starting a business venture, organizing the necessary resources, and assuming the risks and rewards
Important Themes:
Public Expectations
Arguments for and against social responsibility by businesses must be
considered by manaibility = a firm’s obligation, beyond what is required by the law and economics, to pursue long-term goals that benefit society
advantages ◦ Starting the venture ◦ Managing the venture
Managing the Workforce
Downsizing – create more efficient operations through extensive layoffs
专业英语(第二版)ppt 3
Tools & Equipment
2,650 Accounts Payable
300
Truck
15,000 Total Liabilities
$ 13,300
Owners' Equity:
Capital Stock
8,000
Total
$ 21,300 Total
$ 21,300
On May 25, ABC Lawns pays JJ’s $75 as a partial settlement of its accounts receivable.
Cash
$ 3,500 Liabilities:
Tools & Equipment
2,500 Notes Payable
$ 13,000
Truck
15,000 Owners' Equity:
Capital Stock
8,000
Total
$ 21,000 Total
$ 21,000
On May 11, JJ’s purchased some repair parts for $300 on account.
JJ's Lawn Care Service
Balance Sheet
May 2, 2007
Assets
Owners' Equity
Cash
$ 5,500 Capital Stock
$
Tools & Equipment
2,500
8,000
Total
$ 8,000 Total
$ 8,000
On May 8, JJ’s purchased a $15,000 truck.
管理学专业英语教程(精编版)(第二版)课件Unit 1 Modern management move
FudaLnOGO
Contingency Approach
Three Principle Sets
Agreement exists between organizations and their internal and external environments, and between the management system and its various components.
FudaLnOGO
Process Approach
Process approach proposed by Fayol
Defining goals establishing strategy, and developing plans to coordinate activities
Planning
Modern Management Movement
管理学专业英语教程（精编版） （第二版）
Fudan University
LOGO
Outlines ——approaches to modern management
1
Process approach
2
System approach
3
Contingency approach
❖ “system”
connected parts joined to form a whole in which the coordinated and combined effect of the subsystems creates synergy
Internal behavior
people inside organizations perform their individual and group tasks
Contingency Approach
Three Principle Sets
Agreement exists between organizations and their internal and external environments, and between the management system and its various components.
FudaLnOGO
Process Approach
Process approach proposed by Fayol
Defining goals establishing strategy, and developing plans to coordinate activities
Planning
Modern Management Movement
管理学专业英语教程（精编版） （第二版）
Fudan University
LOGO
Outlines ——approaches to modern management
1
Process approach
2
System approach
3
Contingency approach
❖ “system”
connected parts joined to form a whole in which the coordinated and combined effect of the subsystems creates synergy
Internal behavior
people inside organizations perform their individual and group tasks
管理学原理英文版课件Chapter 2The Management Environment
Core employees
Customers
Pleasing customers
– This has gotten more and more difficult because consumers now have more and more choices
Attitude and Profit
5 Dimensions of National Culture:
– Power distance – Individual versus collective – Quantity versus quality of life – Uncertainty avoidance – Long versus short-term orientation
Organization’s Revenue/Profit
Customer Attitude
Employee Attitude
Responsiveness Culture
Key Variables
Employees – outgoing/friendly Freedom to meet customers’ requirements Empowering employees Listening skills
advantages – Starting the venture – Managing the venture
Managing Labor
Downsizing Rightsizing Outsourcing
Types of Workers
Contigent workers
– Part time employees – Temporary employees – Contract workers
Customers
Pleasing customers
– This has gotten more and more difficult because consumers now have more and more choices
Attitude and Profit
5 Dimensions of National Culture:
– Power distance – Individual versus collective – Quantity versus quality of life – Uncertainty avoidance – Long versus short-term orientation
Organization’s Revenue/Profit
Customer Attitude
Employee Attitude
Responsiveness Culture
Key Variables
Employees – outgoing/friendly Freedom to meet customers’ requirements Empowering employees Listening skills
advantages – Starting the venture – Managing the venture
Managing Labor
Downsizing Rightsizing Outsourcing
Types of Workers
Contigent workers
– Part time employees – Temporary employees – Contract workers
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Modern Management Movement
管理学专业英语教程（精编版） （第二版）
Fudan University
Outlines ——approaches to modern management
1
Process approach
2
System approach
3
Contingency approach
Achieving the organization ’s stated purposes
Controlling
Lead to
Fudan
System Approach
Two basic types —— focus on production and efficiency
※Closed system
chain of command
Employees=512
8
Managers( level 1-3)=73
formal hierarchy
64
512
System Approach
environment
system
environment
Open system
★ non-routine task performance
Organizing
Motivating, leading, and any other actions involved in dealing with people
Leading
Monitoring activities to ensure that they are accomplishe d as planned
★ interaction between staff and employees both vertically and horizontally
The organization takes resources (inputs) from the larger system (environment), and returns them to the environment in changed form (outputs)
Fudan
System Approach
organization
Distinct purpose
Deliberate structure
People
Closed system routine tasks
task specialization class specification
Fudan
1
Span of 8
2
Behavioral theory
3
Quantitative theory
4 systems and contingency management theory
Fudan
Process Approach
• Harod Koontz • Management jungle theory • Variances in the process approach
Internal behavior
people inside organizations perform their individual and group tasks
External behavior
integrates organizational transactions with other organizations and institutions
(Lawrence, Lorsch and Schein) • Contingency management stresses the need for appraisal and
analysis of the entire managerial environment within the organization. • Contingency approach promotes organizational effectiveness
not influenced by and do not interact with their environment e.g.
Taylor’s scientific management, Weber’s bureaucratic theory, etc.
※ Open system
recognize and respond to their environment e.g.
பைடு நூலகம்
4 Strategic management approach
5 Japanese style management approach
6
Excellence approach
Fudan
Outlines ——framework of the modern management movement
1
Classical theory
human relations school, organizational development, etc.
Fudan
System Approach
• Von Bertalanffy
• “system”
connected parts joined to form a whole in which the coordinated and combined effect of the subsystems creates synergy
Fudan
Process Approach
Process approach proposed by Fayol
Defining goals establishing strategy, and developing plans to coordinate activities
Planning
Determining what needs to be done, how it will be done, and who is to do it
Fudan
★ prestige is externalized (reputation, knowledge)
Contingency Approach
• Simplistic principles are incomplete • Contingency approach is proposed by organizational theorists
管理学专业英语教程（精编版） （第二版）
Fudan University
Outlines ——approaches to modern management
1
Process approach
2
System approach
3
Contingency approach
Achieving the organization ’s stated purposes
Controlling
Lead to
Fudan
System Approach
Two basic types —— focus on production and efficiency
※Closed system
chain of command
Employees=512
8
Managers( level 1-3)=73
formal hierarchy
64
512
System Approach
environment
system
environment
Open system
★ non-routine task performance
Organizing
Motivating, leading, and any other actions involved in dealing with people
Leading
Monitoring activities to ensure that they are accomplishe d as planned
★ interaction between staff and employees both vertically and horizontally
The organization takes resources (inputs) from the larger system (environment), and returns them to the environment in changed form (outputs)
Fudan
System Approach
organization
Distinct purpose
Deliberate structure
People
Closed system routine tasks
task specialization class specification
Fudan
1
Span of 8
2
Behavioral theory
3
Quantitative theory
4 systems and contingency management theory
Fudan
Process Approach
• Harod Koontz • Management jungle theory • Variances in the process approach
Internal behavior
people inside organizations perform their individual and group tasks
External behavior
integrates organizational transactions with other organizations and institutions
(Lawrence, Lorsch and Schein) • Contingency management stresses the need for appraisal and
analysis of the entire managerial environment within the organization. • Contingency approach promotes organizational effectiveness
not influenced by and do not interact with their environment e.g.
Taylor’s scientific management, Weber’s bureaucratic theory, etc.
※ Open system
recognize and respond to their environment e.g.
பைடு நூலகம்
4 Strategic management approach
5 Japanese style management approach
6
Excellence approach
Fudan
Outlines ——framework of the modern management movement
1
Classical theory
human relations school, organizational development, etc.
Fudan
System Approach
• Von Bertalanffy
• “system”
connected parts joined to form a whole in which the coordinated and combined effect of the subsystems creates synergy
Fudan
Process Approach
Process approach proposed by Fayol
Defining goals establishing strategy, and developing plans to coordinate activities
Planning
Determining what needs to be done, how it will be done, and who is to do it
Fudan
★ prestige is externalized (reputation, knowledge)
Contingency Approach
• Simplistic principles are incomplete • Contingency approach is proposed by organizational theorists