Managing Services and Appli讲义cations ppt课件
职业经理人-罗宾斯管理学原版讲义03 精品
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
3–9
Strong versus Weak Cultures
• Strong Cultures
➢ Are cultures in which key values are deeply held and widely held.
culture. • Discuss the actions managers can take to make their
cultures more customer-responsive. • Define workplace spirituality.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
dimensions. • Define stake holders. • Identify the most common organizational stakeholders. • Explain why stakeholder relationship management is
important.
The Manager: Omnipotent or Symbolic
• Define the omnipotent and symbolic views of management.
• Contrast the action of manager according to the omnipotent and symbolic views.
3–4
L E A R N I N G O U T L I N E (cont’d)
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。
Astro Infrastructure Premier Services 产品说明书
MAXIMIZE PERFORMANCE AND CHANGEToday’s mission-critical systems are a set of complex, sophisticated IT-interdependent technologies. The need of the hour is to simplify management and gain visibility into a heterogeneous system, while improving operational constantly updated with minimal business disruption is key to remain future-proof.You’re in the business of saving lives, and downtime is not an option. “Always-on, always-secure system” is an imperative but becomes increasingly attacks, manual configuration problems and outdated software. With highly responsive, resilient, always available and secure systems you can ensure optimal business operations.a cost. Increasing cost pressure, technology investments and continuous investment in personnel training to keep IT skills abreast with the latest technologies continues to put relentless strain on existing resources. 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Plus, our service centers are certified to comply withISO9001, ensuring the highest quality repairs.ENHANCED PREVENTIVE MAINTENANCEInfrastructure preventive maintenance includes alignment and testing of key network components, regularly scheduled maintenance of network equipment along with software and firmware updates to ensure that the system is up-to-date.NETWORK MONITORING AND INCIDENT MANAGEMENTOur 24/7/365 remote network monitoring and incident management keeps a watch over your network and monitors weather, political, national and local events so that we can help you respond to any emergencies. Monitoring is based on standard network performance thresholds, using automated alerts to enable faster issue resolution. Best-in-class tools analyze and correlate network events for intelligent NETWORK UPGRADESWe bring a comprehensive approach to system technology refresh, including hardware, software and implementation services. Asnew system releases become available, we work with you to upgrade software or hardware or both pertaining to base stations, site controllers, comparators, routers, LAN switches, servers, dispatch consoles, logging equipment, network management terminals, network security devices such as firewalls and intrusion detection sensors, and more – on-site or remotely.RISK ASSESSMENTOur expert consultants provide a structured approach to identify, assess and manage cyber risks across your IT infrastructure. We have developed a systematic and reproducible risk managementscorecard of actionable mitigation steps. Risk owners and decision makers receive carefully calculated and factual appreciation of applicable risk factors.SECURITY PATCHINGIn line with industry standards, we identify the need or gaps around system patches. All hardware and software assets, network and communication flows and dependencies areidentified, mapped, classified and managed according to criticality. 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You can access this information – including site, notification and dispatch configuration details – through our Service Configuration Portal (SCP) Lite tool.incident triaging and resolution, allowing us to proactively communicate on incident closure and provide detailed case history.SOLUTION BRIEF ASTRO INFRASTRUCTURE PREMIER SERVICESMotorola Solutions, Inc. 500 West Monroe Street, Chicago, Il 60661 U.S.A. MOTOROLA, MOTO, MOTOROLA SOLUTIONS and the Stylized M Logo are trademarks or registered trademarks of Motorola Trademark Holdings, LLC and are used under license. All other trademarks are the property of their respective owners. © 2020 Motorola Solutions, Inc. All r ights reserved. 05-2022For more information, please visit/infrastructureservicesGET VISIBILITY INTO YOUR SYSTEMMyView Portal provides technical support details on your open cases and repairs, available software updates and recent orders. You can view proactive notifications on upcoming events, and secure messages between you and your Motorola Solutions contact. With a friendly user interface you can get access to graphical reports showing your current and historical data for network availability, coverage, capacity, security and network monitoring cases, average resolution time for all cases and more. 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罗宾斯《管理学》原版讲义
Copyright © 2005 Prentice Hall; Inc All rights reserved
11
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
Datacard ID Works Enterprise身份证软件说明说明书
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The application lets you integrate production forms with ODBC-compliant, multiple-table databases. Enterprise Designer software also allows you to access ID information stored in a directory service via the Lightweight Directory Access Protocol (LDAP).• E nhanced operational productivity. Simple, powerful interfaces make it easy to captureimages, enter and retrieve data and print cards and reports.ID Works Enterprise identi fi cation software is ideal for end-to-end management of complex ID programs.SOLUTIONS AND SUPPORT FROM A PROVEN PROVIDEROnly Datacard Group offers the hardware, software, supplies and service required to manage secure centralized and instant card issuance. We understand the consumer demands, security risks and other unique needs of both issuance models. For 40 years, fi nancial card issuers around the world have trusted us to make card issuance fast, affordable and secure. The Datacard Secure Issuance Platform re fl ects this unmatched experience. You can also optimize your investment with our full line of professional services for planning, data migration, program start-up and ongoing technical support. We provide support in more than 120 countries.INTRO BASIC STANDARD ENTERPRISESOFTWARE SOFTWARE SOFTWARE SOFTWAREImage File Input • • • •Tru Photo Solutions• • • •TWAIN Capture / Video for Windows • • • •Microsoft Access Database • • • •Magnetic Stripes and Bar Codes •• • •Ghost Option for Photo Field• • •Text File Import / Export to Microsoft Access • • •Modular Packages for Card Design and Production • •ID Works Visitor Manager Software • •Tru Signature• •Multiple-Table ODBC Databases • •SDK Support• •Proximity Card Plug-in for Smart Cards • •SASI and Lifetouch Plug-ins•Datacard ID Works Identifi cation Software Compatability Feature SetDatacard, ID Works and Tru are registered trademarks, trademarks and/or service marks of DataCard Corporation in the United States and/or other countries. Microsoft, Active Directory, SQL Server, Windows and Windows Vista are trademarks or registered trademarks of Microsoft Corporation. Oracle and Oracle10g are registered trademarks of Oracle Corporation. IBM and DB2 are registered trademarks of IBM Corporation. Names and logos on sample cards are fi ctitious. Any similarity to actual names, trademarks or tradenames is coincidental.©2010-2013 DataCard Corporation. All rights reserved. Speci fi cations subject to change without notice.DS13-1104CORPORATE HEADQUARTERS 11111 Bren Road WestMinnetonka, Minnesota *****************Standard FeaturesF lexible card, report and production form design User-defi ned card size (CR50, CR80, Custom) Auto-create production form Shape drawing support Font sizing and colors M ultiple fi eld selection, alignment and formatting Copy card and report designs between projects Field types V ariable text (with masking); Static text (with word wrap option); Photo (with border, ghost or transparent background option); Date; Bar code (22 types,including PDF417 binary support); Magnetic stripe; Static and variable graphic (with ghost and transparent color options); Non-printable area; List; Composite; Print count; Auto sequence; Signature; Smart card; Binary fi eld; Event button; PDF417 binary bar code supportImage management I n-production image import and export (.BMP , .EPS, .JPG, .PCT, .PCX, .PNG, .PSD, .TGA, .TIF , .WMF) Image and signature storage as BLOBs or fi les Multiple images per record Crop and adjust existing photo B atch import/export photos and images from productionProduction and data management Data-driven productionSupports multiple-table databases Supports Software Developer’s Kit Proximity card plug-inSASI and Lifetouch plug-ins Auto-create M icrosoft ® Access 2000 databaseDatabase managementQuick, advanced and stored searches Retrieve records from “today” Retrieve records from “this week”Database supportOracle ® Oracle8i, Oracle9i and Oracle10g ®, Oracle 11g L DAP-compliant directory services (such as Microsoft ® Active Directory ®)Microsoft Access 2000, 2007, 2010 M icrosoft ® SQL Server ™ 2000, 2005, 2008, 2010 IB M ® DB2® Universal Server 7.1 and 8.1Help featuresOnline user’s guide Online helpHelp desk support Security featuresWizard for managing user account privileges USB hardware security key A pplication- or activity-level user security (per computer or system-wide) Login timeout featureRestrict project access by user Secure user audit trailEnhanced user password security E xpiration of password after user-defi ned number of daysCompatible with the extensive line of Datacard ® card printersImage capture options File inputDatacard ® Tru ™ Photo solutions TWAIN capture devicesVideo for Windows capture devices Datacard Tru Signature solution ID Works Visitor Manager solutionS ystem Requirements O perating system M icrosoft ® Windows ® 2000, XP , Vista ®, 7 (32-bit or 64-bit), or 8 (32-bit or 64-bit)Web browserInternet Explorer v6.0 or later Memory512 MB RAM 100 MB hard disk space for application (not including database)Color16-bit color (65,536 colors)(Cameras may require higher color)Resolution 800 x 600 screen resolution (1024 x 768 recommended)Peripherals CD-RO M drive Available USB portF or a complete list of software features and specifi cations, please visit /IDworks。
strategic management：A case study of Apple
Strategic ManagementCase Study: APPLEDiscussion Questions:1. What are key forces in the general and industry environments that affect Apple’schoice of strategy?2. What internal resources and assets does Apple have that may give it acompetitive advantage?3. What are Apple’s core competencies? How should Apple compete?4. What is Steve Jobs’ role in Apple’s strategic management1. General and Industry EnvironmentsPick up from the case only specific examples to include under general environment and Porter Five ForcesRegarding the general external environment, Apple must consider the political/legal, economic and global, sociocultural and demographic, and technological forces that might affect the ability of the firm to get its product to market and sustain sales.Demographic: Certainly the demographics had changed. Baby-boomers were getting older, while the youngest generation was much more “wired”.Sociocultural: Customers were growing increasingly sophisticated. They knew what they wanted and didn’t want to pay a lot for it, but could be seduced by a “sexy” design. Increasing globalization meant borders didn’t matter so much any more – American products did not have any particular edge. As long as products were high performance and high service, the customer didn’t know or care where they came from. Technological: Technology, especially the growth of the Internet, had created new opportunities for delivery of content and for promotion. Companies like Intel and Samsung were making many advances in memory and display technology. The pace and direction of change required considerable monitoring and possibly risk-taking. Political-Legal: Political-legal issues, especially the issues around copyrights, monitoring of content distribution (digital rights management), environmental waste, and the possibility of global trade monopolies. U.S. regulators from Federal Trade Commission, Securities and Exchange Commission continued scrutiny of trade and stockholder issues.General Observation:Based on the external environmental factor analysis, the consumer electronics business has many competitors trying to carve out a piece of the “profit” pie. However, Apple is the only one with a well-diversified product line - able to compete in many product categoriesUse the Value Chain Model to illustrate your answer:A sample value chain analysis is below:Value chain activity How does Apple create value for the customer?What challenges does Apple have in its valuechain?Primary:Inbound logistics (distributionfacilities, material controlsystems, warehouse layouts)Hard to access. Information not readily available.Operations (efficient work flow design, quality control systems) No evidence that this has ever been a weakness. Taken for granted, even assumed to be a strength.Outbound logistics (consolidation of goods, efficient scheduling, finished goods processing) Distribution efficiency hard to assess, but appears effective, except for certain product availability.Marketing and Sales (motivated sales people, innovative advertising & promotion, effective pricing, proper ID of customer segments & distribution channels) Multichannel distribution through Apple retail, third-party resellers, Internet, direct mail, word-of-mouth. Sales supported through creative advertising. Attention to design elements means it’s easy to recognize an Apple product. This is a major strength.Service (ability to solicit customer feedback & respond) Consistent quality guaranteed by long-time relationship with Mac users. Many blogs and Apple-related websites provide lots of commentary and feedback. Retail “experts” – Genius Bar – provide custom support.Secondary (or support):Procurement (win-win relationships with suppliers, reduced dependence on single supplier) Relying on multiple international partners for sourcing of some components allows for hedging against potential shortages. Negotiation and partnership with others such as Samsung creates barrier for competitors.Technology development (stateof the art hardware & software,innovative culture & qualifiedpersonnel)Absolutely one of Apple’s great strengths.Human resource management (effective recruitment, incentive & retention mechanisms) After major shake-ups in the 1990’s, and Jobs’ recent illness, current employees and management appear focused and effective.General Administration (effective planning systems to establish goals & strategies, access to capital, effective top management communication, relationships with diverse stakeholders) Jobs, and especially COO Tim Cook, seem to excel at this. Witness September 2008, in the midst of economic crisis, Apple had record year-end profits, $25 billion of cash, zero debt; and then over $10 billion quarterly revenue in January 2009.Also assess the resources based on VRIN framework (see below)Also use the Resource Based View approach?Explain the three key types of resources: tangible resources, intangible resources, and organizational capabilities.Also, determine whether the internal resources are valuable, rare, difficult to imitate, or difficult to substitute (VRIN) can help a firm sustain a competitive advantage.Tangible Resources:Financial: Financially sound. Possibility of cash reserves to fund more R&D. Physical: Hard to assess, but certainly historically adequate.Technological: Biggest asset here is Apple’s human resource – capable, motivated and highly technologically creative employees insure Apple will keep up with technology innovation.Organizational: Jobs strategy of focusing on the digital “lifestyle” opens up what may have been functional “silos” in other companies.Intangible Resources:Human: Job’s focus on innovation appears to continually revitalize the workforce.Innovation and creativity: One of Apple’s major strengths.Reputation: This is one of Apple’s most significant strengths. The Apple brand is known world-wide.An important issue to focus on here is the importance of intangible resources like innovation and reputation. Especially in mature brands, sustaining reputation is essential. Look at resources that are controlled by Apple that might enable it to develop and implement value-creating strategies.Organizational CapabilitiesSpecific Competencies or Skills: Jobs’ initial focus on the design professional, and education consumer seems to have gotten Apple its loyal customer base. Apple’s additional skills include speed to market, brilliant design, creative marketing, and the ability to watch margins. This last highlights the importance of good operational skills, evident in COO Tim Cook.Capacity to combine resources: How to combine the above competencies to continue to revitalize and grow the brand depends on Apple’s ability to focus on performance and innovation, and leverage its intangible assets3. How should Apple compete? What are its core competencies?Core Competencies:Core competencies reflect the collective learning in organizations—how to coordinate diverse production skills, integrate multiple streams of technologies, and market diverse products and services to create value. Core competencies must create superior customer value; the different businesses must all have similar elements in the value chain that require similar skills; and these activities or skills must be difficult for competitors to imitate.Apple diversified through creating horizontal relationships in related businesses: all business units – computers, music, communication - related to Jobs’ vision of a digital lifestyle, one facilitated via integrated software and peripherals. See Spotlight 6.2 in Chapter 6 that highlights Apple’s core competency in software development. As Jobs said: “we could write all these different kinds ofsoftware and tweed it all together and make it work seamlessly. And you ask yourself: What other companies can do that? It’s a pretty short list.”Sharing activities means that value chain elements are shared across business units, so that two or more activities are done by one of the businesses. This allows for cost savings, but businesses need to make sure to keep control over quality and customer perception. Apple’s major sharing activity was its marketing and sales, which, as already discussed, was one of its strengths.The Apple case is a good example of vertical integration, and the role of entrepreneurship in maintaining the pace of innovation in the face of a volatile product life cycle industry. Apple’s strategy included significant focus on internal development (see R&D expenditures), but alsowell-planned strategic alliances (with Hynix, Intel, Micron Technology, Samsung, Toshiba) to acquire key components.4. What is Steve Jobs’ role in Apple’s strategic managementRefer to Chapter 11: Strategic Leadership: Excellence, Ethics & ChangeSee the concept of leadership, the process of transforming organizations from what they are to what the leader would have them become. This involves:•Setting a direction•Designing the organization•Nurturing a culture dedicated to excellence and ethical behaviorThrough Steve Jobs’ vision and the example he set for his firm, it seems likely he was able to nurture this culture. Witness the ten-year longevity of Apple’s executive team.He also went further to create a learning organization, one able to continue his ideas and ideals by encouraging all employees to use their intelligence and apply their imagination. See Exhibit 11.5. Jobs said: “we hire people who want to make the best things in the world.” Cook said Apple had “35,000 employees, all of whom are wicked smart.” Giving credit to the people who do the work is the mark of executives who encourage employees to use that intelligence in support of the firm’s goals.Refer to Chapter 12: Managing Innovation & Fostering Corporate Entrepreneurship –See the concept of innovation, the ability to use new knowledge to transform organizational processes or create commercially viable products and services using the latest technology, experimentation, creative insights, and information from competitors.For instance: There are “five disciplines” for creating what customers want:•Identify important customer needs•Create solutions that fill those needs•Build innovation teams•Empower "innovation champions" who keep the effort on track•Align the entire enterprise around creating value for customersApple appeared to be able to do all of the above, especially the last one.Referring back to Steve Jobs’ statement about innovation, one of the most important things he wanted Apple to do was to be “always thinking about new markets”, but with a discipline that made sure Apple didn’t “get on the wrong track or try to do too much.” Jobs was very clear about the need for discipline, and continuous learning. It’s likely that these questions were uppermost in his mind, especially about what might be learned it something didn’t work. The new move to create a tablet device (see the Case Updates) is rumored to be a result of Jobs’ memory of the Newton tablet, which didn’t work out in 1998, but what could be learned from that failure?The challenges of innovation involve:•Choosing when and how to continue to innovate•The pace of future innovation•Whether or not to collaborate with innovation partners•Requires resources such as financial, human and social capital•Requires the leadership team to have adequate vision, dedication and driveSteve Jobs seemed to have been an innovator all his life. As the firm continues to grow, he, or his designates, need to make sure the above issues are considered before committing the organization’s resources.。
罗宾斯《管理学》第十版 英文课件 第一章
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–5
Classifying Managers
• First-line Managers
Individuals who manage the work of non-managerial employees.
• Middle Managers
Individuals who manage the work of first-line managers.
• Top Managers
Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
1–11
What Managers Do?
• Three Approaches to Defining What Managers Do.
Functions they perform. Roles they play. Skills they need.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–8
What Is Management?
• Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
chapter 01 Managers and Managing 《管理学》(双语)课程课件
performance accurately and regulate efficiency and effectiveness.
anizing
Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals.
Organizational Structure
Three steps in the planning process – Deciding which goals to pursue – Deciding what courses of action to adopt – Deciding how to allocate resources
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4. Controlling
Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance.
– Monitoring individuals, departments, and the organization to determine if desired performance standards have been reached.
Challenges for Management in a Global Environment
Silver Peak Unity EdgeConnect SD-WAN 产品说明书
Key Features>Single Screen Administration: Enables rapid and consistent implementation of network-wide business intent policies, eliminating many of the repetitive and mundane manual steps required to configure and connect remote offices andbranch locations>Centralized Orchestration and Policy Auto-mation: Empowers network administrators tocentrally define and orchestrate granular security policies and create secure end-to-end zones across any combination of users, application groups and virtual overlays, pushing configurations to sites in accordance with business intent. In addition, it offers seam-less drag and drop service chaining to next generation security servicesUnity Orchestrator offers customers the unique ability to centrally assign business intent policies to secure and control all Silver Peak Unity EdgeConnect software-defined Wide Area Network (SD-WAN) traffic. An intuitive user interface provides unprecedented levels of visibility into both data center and cloud-based applications.>Live View: Monitors real-time throughput,loss, latency and jitter across business intent overlays and the underlying transportservices to proactively identify potential perfor-mance impacts>Granular Real-Time Monitoring and HistoricalReporting: Provides specific details into application, location, and network statistics,including continuous performance monitoring of loss, latency, and packet ordering for all network paths; identifies all web and native application traffic by name and location, and alarms and alerts allow for faster resolution of network issues>Bandwidth Cost Savings Reports:Documents the cost savings for moving to broadband connectivitySD-WAN Deployments Done FasterUnity Orchestrator™ enables secure zero-touch provisioning of Unity EdgeConnect™ appliances in the branch. Orchestrator automates the assignment of business intent policies to ensure faster and easier connectivity across multiple branches, eliminating the configuration drift that can come from manually updating rules and access control lists (ACLs) on a site-by-site basis. With Orchestrator, customers can:>Avoid WAN reconfigurations by delivering appli -cations to users in customized virtual overlays >Align application delivery to business goals through business intent policies>Simplify branch deployments with EdgeConnectProfiles that describe the virtual and physical configuration of the locationReal-Time Health Monitoring and Historical ReportingOrchestrator provides specific details into SD-WAN health and performance:>Appliance dashboard displays a centralized sum -mary of appliances connected on the network, top talkers, applications, topology map and more>Health map provides a high-level view ofEdgeConnect appliance status and network health based on configured thresholds for pack -et loss, latency and jitter>Monitoring and reporting tools generate andschedule multiple customized reports to track a variety of performance metrics; reports may be scheduled on a regular basis and automatically sent to specific individuals or departmentsFigure 2: Unity Orchestrator enables centralized definition and auto -mated distribution of network-wide business intent policies to multiplebranch offices.Figure 1: A matrix view from Orchestrator, provides an easy-to-read, intuitive visualization of configured zones and defined whitelist exceptions.Gain Control over the CloudGain an accurate picture of how Software-as-a-Ser-vice (SaaS) and Infrastructure-as-a-Service (IaaS) are being used within the organization.>Name-based identification and reporting of all cloud and data center-hosted applications>Tracking of SaaS provider network traffic>Cloud Intelligence provides internet mappingof optimal egress to SaaS servicesFlexible Deployment>On-premise: Deploy Orchestrator as a virtualmachine in an existing environment>Private cloud: Deploy Orchestrator as a virtualinstance within Amazon Web Services (AWS)>Cloud-hosted Orchestrator: A Silver Peakcloud-hosted Orchestrator provides a highly reli-able, zero-CAPEX alternative deployment mod -el. With an optional license, organizations can subscribe to Orchestrator as a software service that supports all Orchestrator features without the complexity of managing on premise virtual compute and storage resource. UniqueOrchestrator instance for each enterprise cus-tomer ensures secure SD-WAN management, monitoring and reporting.Orchestrator Licensing>Unity Orchestrator, hosted on premise or in aprivate cloud, is included with the purchase of Unity EdgeConnect (see Unity EdgeConnect data sheet )>Optional cloud-hosted Orchestrator requires aseparate subscriptionFigure 4: Unity Orchestrator Dashboard summarizes overall SD-WANhealth, appliance status, topology and top applications.Figure 3: Unity Orchestrator monitoring report on application consumption.Delivering Real Business Value EdgeConnect is the most agile SD-WAN unified plat-form that. also powers industry-leading performance improvements to any form of connectivity. Silver Peak customers benefit from significant:>Performance:End-user satisfaction and produc-tivity are significantly improved due to consistent and enhanced performance and availability forboth legacy and cloud applications.>Visibility and Control: Customers benefit from unprecedented levels of visibility into both legacy and cloud applications.>Security: Centralized segmentation of users, applications and WAN services into secure zones and automated application traffic steeringacross the LAN and WAN in compliance withpredefined security policies, regulatory man-dates and business intent.>Extensibility: Fully compatible with existing WAN infrastructure hardware and transport services,customers can rapidly and non-disruptively aug-ment or replace their MPLS networks with anyform of broadband connectivity. Furthermore,customers can replace conventional routers with EdgeConnect SD-WAN that consolidates network functions like SD-WAN, WAN optimization, rout-ing and security into a single software instance;all managed centrally from the Orchestrator.Easy integration with orchestration systems isprovided via RESTful APIs. >Savings: With EdgeConnect, customers can dramatically lower connectivity, equipment and network administration costs; these savings are achieved through:>Reduction in bandwidth costs by actively using broadband connectivity>OPEX: Reducing the time and expertise needed to connect branch offices>CAPEX: Reducing appliance sprawl andmoving to a “thin branch” architectureSP-DS-ENT-UNITY-ORCHESTRATOR-091918。
NetApp FAS2200系列产品介绍说明书
Dat sheetNetApp FAS2200 SeriesMake the smart decision about how you manage your resources, time, and money.Start RightMore powerful systems start under $8,000.Keep It SimpleMake the most of limited resources.Grow SmartHave the flexibility to adapt to the growing needs of your business.The ChallengeExplosive data growthWhether you are responsible for agrowing midsize business or a remoteor branch office of a larger organization,you are challenged more than ever byshrinking budgets, overextended staff,and the need to do more with less. Thesechallenges, coupled with the increasingcomplexity of your Windows®, VMware®,or server virtualization environment, canquickly eat into your budget and affectthe productivity of your organization.The SolutionStart rightAre you managing server andapplication sprawl on a shoestringbudget? The NetApp FAS2200 seriesis not only affordable, but providesa more powerful platform than othersystems in its class:• “No compromise” unified storagesystems starting at under $8,000• SSD support across all FAS2200series systems• New Flash Pool technology extendsVirtual Storage Tiering to FAS2200systems: accelerate application per-formance and lower storage costs• Industry-leading efficiency featuresbuilt in at no additional cost• Use 50% less storage in virtual serverenvironments—guaranteed*Keep it simpleFree up your time, money, and people.You don’t need to be a storage expertto deploy and manage NetApp storagesystems. The NetApp FAS2200 seriesoffers a powerful range of technologiesto help increase the efficiency of yourstorage administrators:• Rapidly deploy in just minutes.• Manage via your Microsoft®Management Console, minimizingtraining costs.• Simple, automatic data movementbetween SSD and SATA disk throughFlash Pools.• Tight integration with key businessapplications enables administratorsto manage 2 to 3 times more storage.• Slash administrative overhead by upto 60% by leveraging one commonskill set for all NetApp products.• Easily tune and troubleshootvirtual server environments withOnCommand Balance.NetApp OnCommandSystem ManagerOnCommand System Manager is asimple but powerful browser-basedmanagement tool that enables admin-istrators to easily set up and manageindividual NetApp FAS2200 systems:* /guarantee• Intuitive wizard and workflow-driven interface automate common storage tasks.• Flash Pool support —view, create, and manage Flash Pool environments. • Use a single interface for SAN and NAS environments.• Use System Manager across all NetApp storage systems—unlike competitive products that manage only one class of storage.Grow smartProtect your storage investment with systems that grow with your business needs:• Get a truly unified storage architecture. • Expand capacity and add functionality quickly and easily.• Seamlessly upgrade to other NetApp systems while using the same oper-ating system and software tools.• Get built-in investment protection with the ability to convert your FAS2240 system to an external disk shelf for upgrading to larger NetApp systems. Data ONTAP Software Simplified softwareNetApp FAS2200 systems use the Data ONTAP ® storage operating system, plus a common set of powerful, easy-to-usedata management and data protection software products. The scalable, unified software of NetApp systems provides a common software environment for both NAS and SAN, from entry-level systems through the largest data center systems.With NetApp software on the FAS2200 you can:• Enable each administrator to manage two to three times more storage • Protect your critical data• Reduce disk purchases by 50% or more through a superior set of storage efficiency features • Reduce provisioning time by up to 90%• Cut test and development time in half Included standard with every FAS2200 system is a set of powerful NetApp software products that deliver highly efficient storage, simple management tools, and high performance. In addi-tion, optional Extended-Value Software products offer advanced capabilities such as instant data recovery, instant cloning, data replication, disk-to-disk backup, and application-aware backup and recovery.Choosing the Right SystemNetApp offers two systems in the FAS2200 family to help you find the balance of price, performance, and features that best fits your needs.FAS2240Equipped for higher performance or capacity needs, the FAS2240 is a good fit for:• Midsize businesses or distributed sites of larger organizations• Windows application and virtual server consolidation with multiple workloads• Customers that require higher perfor-mance, I/O flexibility, and investment protection for future growth FAS2220Geared toward value-oriented deploy-ments, the FAS2220 is a good fit for:• Midsize businesses, remote offices, and local storage• Consolidating virtualized environ-ments with one to three Windows applications or general file-serving workloads• Customers that need a powerfulsystem at a competitive priceFigure 1) You don’t need to be an expert to configure your storage with the simple, easy-to-use NetApp System Manager Console.FAS2200 SERIES OVERVIEW FAS2240-2FAS2240-4FAS2220 Form Factor2U/24 Drive4U/24 Drive2U/12 Drive Dual Controllers Yes Yes YesMaximum Raw Capacity Maximum Disk Drives 374TB144432TB144180TB60Maximum Ethernet Ports888Onboard SAS Port444NetApp Flash Pool Support Yes Yes Yes8Gb FC Support Yes*Yes*No10Gbe Support Yes*Yes*NoRemote Management Yes Yes YesStorage Protocols FCP, iSCSI, NFS, CIFS FCP, iSCSI, NFS, CIFS iSCSI, NFS, CIFS All specifications are for dual-controller, active-active configurations.*Based on optional dual-port 10GbE or 8Gb FC mezzanine card and single slot per controller.Global SupportSupportEdge servicesNetApp Global Support delivers high availability for your enterprise data environment and helps you optimize your storage investments. Let NetApp mitigate support issues and drive operational best practices. NetApp’s innovative, proactive support means that you’ll have fewer and less-severe support cases. But if a problem arises, our award-winning technical centers and field support staff—delivering in over 100 countries—won’t rest until it’s solved.As an industry leader in innovation, NetApp Global Support provides tools and technology to enable business continuity. AutoSupport TM, NetApp’s suite of automation tools, is delivered as a service to help you proactively manage your systems and quickly resolve issues. AutoSupport functions as a “virtual staff” to protect critical data, save time, and reduce impact on your IT resources.About NetAppNetApp creates innovative storage and data management solutions that deliver outstanding cost efficiency and accelerate business breakthroughs. Discover our passion for helping companies around the world go further, faster at .Go further, faster© 2012 NetApp, Inc. All rights reserved. No portions of this document may be reproduced without prior written consent of NetApp, Inc.Specifications are subject to change without notice. NetApp, the NetApp logo, Go further, faster, AutoSupport, Data ONTAP , FlexClone, FlexShare, FlexVol, MultiStore, NearStore, OnCommand, RAID-DP , SnapManager, SnapMirror, SnapRestore, Snapshot, and SnapVault are trademarks or registered trademarks of NetApp, Inc. in the United States and/or other countries. Microsoft, SharePoint, SQL Server, and Windows are registered trademarks and Hyper-V is a trademark of Microsoft Corporation. Oracle is a registered trademark of Oracle Corporation. SAP is a registered trademark of SAP AG. VMware is a registered trademark of VMware, Inc. All other brands or products are trademarks or registered trademarks of their respective holders and should be treated as such. DS-3318-0412FAS2200 SERIES SOFTWAREIncluded SoftwareData ONTAP Essentials:Efficiency: FlexVol ®, deduplication, compression, and thin provisioning Availability: Multipath I/O and MultiStore ®Data Protection: RAID-DP ®, Snapshot ™, NearStore ®, and Open Systems SnapVault ®Performance: FlexShare ®Management: System Manager, Operations Manager, Protection Manager, and Provision ManagerData Protocols: All supported data protocol licenses are included.Extended-Value Software (optional)Software DescriptionSnapRestore: Software to restore Snapshot copies in seconds SnapMirror: Simple, efficient, and flexible disaster recoverySnapVault: Disk-to-disk backup software for complete backups and online archives to primary or secondary storage in minutes instead of hours or days FlexClone: Instant virtual copies of databases or virtual machinesSnapManager Suite: Application and virtual machine aware backup, recovery, and cloning (for Oracle ®, Exchange, SharePoint ®, SQL Server ®, SAP ®, virtual infrastructure, and Hyper-V ™)OnCommand Balance for NetApp: Advanced analytics for physical and virtual environments Complete Bundle: All of the Extended-Value Software together in a single bundle for all-inclusive convenience (Note: OnCommand Balance is not included in the Complete Bundle option)。
安盛Managing IT in the 21st Century The CIO Agenda
BMC’s Software Forum, 5th November, 2002 Gianluca Marcellino, gianluca.marcellino@
Today’s CIO faces a number of key challenges in playing an increasingly critical role within the corporation.
Historical Time
Results of Strategy
Ad hoc Investments Non Discretionary
© Accenture 2002
Value Creation Initiatives Discretionary Incremental Enhancements Strategy-Driven Change Initiatives
IT Sourcing Alternatives
I. Keep Internal II. Leverage External Advisor III. Co-sourcing; Targeted Capabilities IV. Targeted Business/IT Transformation V. Transformational Outsourcing
Co-sourcing; Targeted Capabilities • Third party infuses resources for projects or to manage discrete systems (e.g., legacy applications). • Scope limited to roles within larger projects run by IT. • Fills skills gaps. • Efficiency gains through process improvements, tools,and methodologies.
商务英语ManagingConflict
商务英语ManagingConflictⅠ.核心学习：Managing Conflict 解决冲突Steve: Hi Mike. Have you met the new hire in the Business Development Department?史蒂夫：嗨麦克，你见过业务开发部新来的职员了吗？Mike: No, I haven’t had the pleasure yet.麦克：没有，我还没有这份荣幸。
Steve: Trust me - it’s not a pleasure to meet him!史蒂夫：相信我，跟他见面不是什么好事！Mike: Steve! That’s not like you at all to say nasty things about a colleague.麦克：史蒂夫！说同事坏话可一点儿也不像你的作风。
Michael: Black, bitter and strong I suppose.迈克尔：我想我们只能喝苦而浓烈的黑咖啡了。
Steve: Well just wait to you meet him. I think he is a real pig.史蒂夫：好吧，等你见了他就知道了。
我觉得他真是一头猪。
Mike: Why do you have that impression?麦克：你为什么会有这种印象？Steve: He is rude, unfriendly and too pushy.史蒂夫：他很粗鲁、不友好还特别爱出风头。
Mike: Maybe he is just suffering from culture shock being in a new pany.麦克：也许刚到一个新公司他还不习惯。
Steve: Well he needs to learn the culture of this office pretty quickly or he will make lots of enemies.史蒂夫：他需要尽快学会适应这个公司的习惯，否那么他会树很多敌人。
Management 1-13章英文笔记 考研笔记
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 involvesmonitoring, 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.4.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 generalguidelines.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 anintegrated 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 them9.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:thechain 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 makingdecisions 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 makingdecisions.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 whichemployeescontinuously 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 organizationBoundarylessorganization 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 ofoutside suppliers to provide other product components or work processes.12.Three organizational design challenges today.1)Keeping employees connected.2)Building a learning organization.Aleaningorganization 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)Employeereferrals3)Company web site4)College recruiting5)Professional recruiting organizations5.Decruitment options:1)Firing2)Layoffs3)Attrition4)Reduced workweeks5)Early retirement6)Job sharing6.Selection tools。
Hyperion System 9 安全与用户管理白皮书说明书
A Hyperion White PaperIntroduction to Hyperion System 9Security and User ManagementA key design objective for Hyperion System 9was to make the software easy to use,not only for business users,but for administrators as well.Part of this effort was building a common security layer spanning all modules of Hyperion System 9,accessed through a single interface—the Hyperion System 9Shared Services ™User Management Console ™.To deliver this significant,innovative functionality,a completely new user interface was constructed,and substantial work was also completed on the back end.Authentication Authentication is the process by which Hyperion System 9attempts to confirm that a user is,or is not,who they claim to be.Many organizations already have a centralized authentication directory system in place,typically using technologies such as LDAP ,NTLM ,or MSAD .These directories are a centralized repository of user information,containing data such as user-names,passwords,groups,and access rights.Hyperion System 9has the ability to leverage these repositories to perform an external authentication.The term external authentication means that the user’s login information needed by Hyperion System 9is stored in these third-party directories.These directories are stored outside of Hyperion System 9,yet it is unnec-essary to import the user information into Hyperion System 9.If such a directory has not been set up within an organization,the native Hyperion System 9Shared Services,OpenLDAP directory (an Open Source version of LDAP),can be used to create and store user,group,and role information.During installation and setup,Hyperion System 9Shared Services is config-ured by a Shared Services administrator to gain access to these directories.When a user supplies their credentials (username and password) at login,Hyperion System 9accesses the user information stored in the externaldirectory to authenticate the user in real time.For administrators,having the ability to leverage their organization’sexisting security repository and managing all Hyperion System 9usersfrom one interfacesignificantly lowers their administrative burden.This white paper provides an overview of the Hyperion ®System ™9security model.It also explains,in general terms,how Hyperion System 9manages users.Authorization Authorization is the process of finding out if a valid Hyperion System 9user is permitted to access the resource they are requesting.Examples of such a resource might be a report,a folder,or a data-base.If authentication is analogous to gaining access to an office tower,authorization is analogous to gaining access to a particular office once inside the tower.When setting up Hyperion System 9for user access,a Shared Servicesadministrator must define Projects .A Project is a folder that storesone or more Hyperion System 9applications.For example,a Projectmay contain a Hyperion Planning ™application and several HyperionEssbase ®applications.An application may belong to only oneProject,and must be assigned to that Project before users can beprovisioned.Once assigned,Hyperion System 9is ready to provisionusers and groups to the application.Webster's dictionary defines the word “provision”as the act orprocess of providing;as well as the state of being prepared before-mon User Provisioning is the process of preparingHyperion System 9to provide access to users of the system,grantingroles and access control.Based on roles assigned,users are allowedto perform specific tasks,and access only the content and reports 2For business users,having a single user ID andpassword that will grant access to any or all ofthe applications within Hyperion System 9 is awelcome simplification.Single sign-on (SSO)allows a user access to multiple Hyperion System9applications after logging in only once.For singlesign-on across all of your organization’s applications,an Identity Management tool,such as NetegritySiteminder,is required.relevant to them,across Hyperion System 9applications. Provisioning is managed through the User Management Console,and is defined at the user or group level,that is, a Provisioning Manager selects users or groups and then assigns roles based on the specific application to be accessed.A group is a set of users that have the same security profile.A Group may also contain other groups.3Role Based Access ControlEach Hyperion System 9application has specific roles that may be assigned to either a business user or an administrator.A role defines the scope of activities a user can perform within Hyperion System 9.Administrative RolesThere are four global roles within Shared Services: Administrator,Directory Manager,LCM (Life Cycle Management) Manager,and Project Manager.In this way, administration tasks are spread across a number of administrators—without each having to be assigned the omnipotent Administrator role.Hyperion System 9is initially configured with one Shared Services Administrator.This is the most powerful role in the user management system and provides control over all installed Hyperion System 9applications.Administrators can perform all administrative tasks inside the UserThe are six main steps to setting up security in Hyperion System 9.Management Console,including provisioning themselves. If required,the Administrator has the ability to assign this role to other users.The administrator delegates security responsibilities to others by assigning them other,more restrictive Hyperion System 9administrative roles.For example,Directory Managers have the ability to create, modify,enable/disable,and delete users and groups within a directory.A “hard”delete is only available when a user in defined in the Hyperion System 9native directory.4The Hyperion System 9 User Management Console allows you to delegate administrative tasks across different administrative users.In addition,there are three other application-specific Shared Services roles:Provisioning Manager,Create Integrations,and Run Integrations.The Provisioning Manager may provision or de-provision both users and groups within applications.Provisioning Managersmay not provision themselves,since their function is administrative only.The Shared Services role allows you to move data between applications in what are called data integrations.The Integration role allows the user to perform actions on these integrations.The Create Integrations role can create and then manage the data integrations.The Run Integrations role can view,schedule,and run existing integrations.Finally,Shared Services provides reporting that will allow an administrator a global view of all user role assignments across all Hyperion System applications,whether these assignments are direct or inherited.Business User rolesHyperion System 9roles make it easy for the application administrator to set up security without having to involve corporate IT resources.This is accomplished through the Hyperion System 9 Shared Services User Management Console.Application-specific screens within this Console enable administrators to perform application-specific provisioning tasks.For example,the Provisioning Manager can set up users for access to dimensions within Hyperion Planning,specify the level of access,and determine which members and descendants to include.The Planning application is packaged with four predefined user roles:Administrator,Planner,Interactive User,andView User.These are listed with check boxes in the User Management Console,which makes them straightforwardto manage.The application Administrator,for example, performs all administrative tasks,such as creating appli-cations and maintaining the metadata,managing security, initiating the budgeting process,creating and maintaining forms,etc.Planning allows for more than one administrator per application,which facilitates the delegation of main-tenance across large applications.Custom roles can be defined by combining two or more roles.5Predefined user roles make setting up application specific security as simple as point and click.BI security extensionsHyperion System9 BI+™Essbase Analytics™and Hyperion System 9BI+ Enterprise Analytics™are multidimensional database management technologies.Access is grantedat both the server level and the individual application/ database level.Filter access allows security to be set on a database down to the most granular (cell) level.For Essbase Analytics and Enterprise Analytics,filter access can be granted to selected users and groups directly from the User Management Console.The filters themselves,however,must be defined within the application interface.This is one of the few exceptions in Hyperion System 9where the definition of security is only available within the application.All Hyperion System 9reporting tools—Hyperion System 9 BI+ Web Analysis™,Hyperion System 9BI+ Financial Reporting™,Hyperion System 9Smart View for Office™, and Hyperion Visual Explorer™,as well as any custom or packaged applications that access data from an Essbase Analytics or Enterprise Analytic s application—respect the security accesses imposed by the database.For relational query and reporting,row and column level security can be enforced.This ensures that the data reflected in the generated result set adheres to this data-level security.6Hyperion System 9 BI+ provides a broad range of relational and multidimensional reporting and analysis capabilities.The User Management console contains sophisticated BI extensions that ensure your data is secure.API and utilitiesHyperion System 9has a fully published API that willallow for the programmatic assignment of user roles andaccess rights.This capability can significantly reduce themanual steps needed to give users access to resources,especially when there is a very large user base (tens ofthousands of users),or when the corporate directory ishoused within a custom data source.In addition,abulk-load utility is provided to streamline the batchprovisioning of large sets of users.Conclusion A key design objective for Hyperion System 9was to make the software easy to use.The implementation of an over-arching Hyperion System 9security model is an important component in meeting this objective.Business users are issued a single user id and password that will grant them access to any or all of the applications they need within Hyperion System 9.Administrators are able to leverage their organization’s existing security repository,and manage all Hyperion System 9users from one interface.Copyright 2006 Hyperion Solutions Corporation.All rig hts reserved.“Hyperion,”the Hyperion log o and Hyperion’s product names are trademarks of Hyperion.References to other companies and their products use trademarks owned by the respective companies and are for reference purpose only.No portion hereof may be reproduced or transmitted in any form or by any means,electronic or mechanical,including photocopying ,recording ,or information storage and retrieval systems,for any purpose other than the recipient’s personal use,without the express written permission of Hyperion.The information contained herein is subject to chang e without notice.Hyperion shall not be liable for errors contained herein or consequential damag es in connection with furnishing ,performance,or use hereof.Any Hyperion software described herein is licensed exclusively subject to the conditions set forth in the Hyperion license agreement.6368_0906Hyperion Solutions Corporation Worldwide Headquarters5450 Great America Parkway,Santa Clara,CA 95054voice 1.408.588.8000 /fax 1.408.588.8500 /product information voice 1.800.286.8000 (U.S.only)consulting services e-mail *************************************/voice 1.203.703.3000education services e-mail **********************/voice 1.203.703.3535worldwide support e-mail ******************************Please contact us at /contactus for more information.。
DuPontApollo
DuPont ApolloIs this the kind of world we want to live in?The earth is getting warmer – the snow and ice at the polar ice caps are melting at an accelerated rate, the sea level is rising, and some of the living creatures near the shore have abandoned their homes in search of a safer place. Plant and animal species are also disappearing at an alarming rate as they are no longer able to survive in this ever changing harsh environment.The impact of global warming is putting serious strains on our environment and ultimately threatening the existence of human survival. Global reserves for non-renewable energy resources such as oil, coal and natural gas are quickly diminishing. We all wonder how well and quickly we can transition from this fossilfuel-reliant economy.The WorldWe Live InBy focusing on the discovery and development of new solar energy solutions, we can transcend from the current reality to a greener and better future.Our VisionTo replace fossil fuel with solar energy.Our MissionTo become one of the world’s top 3 solution providers in the thin film photovoltaic industry by 2015.Why Solar Energy?At DuPont Apollo, we believe the abundance of solar energy is an answer to the environmental, social and economic challenges we are facing today.The sun’s power is free, virtually inexhaustible, and therefore reliable. By using advanced thin film technology, electricity can be generated from sunlight with no emission, no noise and no pollution. Thus, solar energy can give us peace of mind for long term sustainability.Solar power also stands out for its compatibility with the city landscape. Thin film solar modules can be integrated into buildings as architectural elements, beautifully blending into the city landscape. Combining function with form, solar power offers a very unique form of energy versus alternatives.Solar energy offers many economic benefits. With solar intensity well in line with conventional business hours, highest solar electricity can be generated during the peak business hours. This reduces energy load of a building which results in savings in utility expenses for business.As solar electric system installation is a one-off fixed cost, a photovoltaic system will help offset unpredictable utility rate increase while delivers free and sustainable power in the long run. Moreover, system installation is quick and does not disrupt normal business operations and the surrounding environment.Today, the photovoltaic industry is experiencing unprecedented growth as people around the world turn to renewable technologies, like photovoltaics, wind, hydro power, in order to supply the energy needs that cannot be fulfilled by the depleting fossil energies. The photovoltaic market is expected to grow exponentially in the next few years.DuPont Apollo is proud to be at the forefront of the thin film photovoltaic industry, delivering a clean solution; meeting the energy needs and promise of a green future.Reaching ForA Green FutureOur LocationsHeadquarter and Thin Film Photovoltaic R&D CentreHong Kong Science ParkHeadquarter Area: 14,600 sq. ft R&D Area:21,800 sq. ft No. of Employees:Over 120Manufacturing SiteGuangming New District, ShenzhenSite Area: 50,000 m 2 (12.4 acres)Expected No. of Employees: 300 (by 2010)Annual Production Capacity: 50 MWDuPont Apollo has made history by being granted the first project under the “Shenzhen-Hong Kong Innovation Circle”, supported both by the HKSAR Government and Shenzhen Municipal Government. Established in 2007, the Circle initiative aims to establish the Pearl River Delta Region as a hub for sustainable technologies, and has been designated as part of the PRC’s 11th Five-Year Plan. The joint effort between DuPont Apollo and the two governments will help establish a strong Solar Energy Research and Industrial Platform in the region, with Hong Kong as the R&D hub and Shenzhen as the manufacturing base, offering a complete value chain for the photovoltaic industry.Upon the Letter of Intent signed in May 2008 on setting up a thin film photovoltaic business and R&D Centre in Hong Kong, DuPont Apollo started its R&D operation in March 2009 with over 100 engineers and scientists in place. The R&D Centre consists of a China’s first Gen 5 thin film photovoltaic pilot line and the first PV test laboratory that is certified by TÜV Rheinland, leading the region’s efforts in fostering world-class thin film R&D and innovations.Simultaneously, with the support of the Shenzhen Municipal Government, DuPont Apollo will launch its first manufacturing facility in Shenzhen with its pilot lines fully in line with the set-up of R&D Centre. The first production line is expected to be operational by the 4th quarter of 2009, with full scale operation scheduled for 2010.The First “Shenzhen-Hong Kong Innovation Circle” ProjectWith an aim of being a leading global player in the thin film photovoltaic industry, DuPont Apollo initially builds its presence in the China market through the establishment of its thin film photovoltaic R&D Centre in Hong Kong and a manufacturing facility in Shenzhen.Equipped with state-of-the-art technology capable of delivering innovative solar solutions, we are committed to initially serving the China market and quickly expanding our presence globally to meet the increasing needs for clean alternative energy.Our Strategy:Starting from ChinaTechnology Advisor to Mayor of the Shenzhen Municipal Government, Mr Liu Yingli, Deputy Secretary-General of the Shenzhen Municipal Government, Mr Gao Guohui, CorporateVice President and President for DuPont Greater China, Dr Douglas Muzyka and HKSTP Chairman, Mr Nicholas Brooke shake hands to congratulate the signing of Letters of Intent for the first project under “Shenzhen-Hong Kong Innovation Circle”.Key government officials from HKSAR and Shenzhen, and DuPont Senior Executives toasted at DuPont Apollo Global TFPV R&D Centre opening ceremony.Meter Monitoring SystemBattery Inverter Charge Controller Thin Film PV ModulesDAYNIGHTAfter sales servicesProjectAssessmentSystem DesignProject FinanceConsultation & SubsidyApplicationsProjectimplementation & ManagementMonitoring SystemOne-Stop Solar SolutionBy using cutting-edge thin film technology, our innovative solar solutions incorporate amorphous silicon (a-Si) thin film modules, and bring you comprehensive one-stop solar electric solution services.Our total solution ranges from planning and managing the entire system installation process, including moduleSolar Farm Residential Commercial Roofing Curtain Wall CanopyFaçades Acoustic BarrierBIPVStandalone Systemsupply, system design, financing consultation and installation, to post-installation services such as system monitoring and maintenance. By providing a full spectrum of services, we are giving you total peace of mind and helping safeguard your long term investment while maximizing your return on investment.Wide Appications:Total Solution Service Flow:Solar Electric Systems:Distinctive Thin Film ModulesDuPont Apollo attaches the highest priority to reliability and quality of our thin film modules, in addition to the performance of our solar electric systems. We offer a wide range of high quality modules that optimize energy output and allow our professional engineers to create custom solutions for your homes and businesses.Our modules create tremendous values, both economically and environmentally, bringing you peace of mind throughout the life of ownership.Higher Return on InvestmentWith their weak light absorption capability, DuPont Apollo thin film modules can generate much more electricity output (kWh) under the same cost structure, and therefore provide a better return on investment.Shorter Energy Payback PeriodWith absorber layer thickness only about 1/200 of that of traditional crystalline cells, DuPont Apollo thin film modules consume little silicon and less encapsulant, and therefore are produced with less electricity, delivering the benefit of an effective energy payback period.Scale-up Capability and ReliabilityOur thin film modules feature modular and monolithic nature that gives rise to higher reliability and better performance ratio than crystalline solar panels, whose reliability and performance is subject to the risk factor of solder joints.Building Integration and Wide ApplicationsWith unique “see-through” capability and aesthetic design, DuPont Apollo thin film modules can seamlessly integrate into a building and the city landscape. They can be used as rooftops, curtain walls, canopies, façades, acoustic barrier, or ground-mounted solar farms.Green and CleanUnlike crystalline solar panels, the entire manufacturing process of DuPont Apollo thin film modules is almost emission free. It generates electricity quietly from sunlight, an abundant and inexhaustible source, without producing waste, noise nor polluting the environment.Our SolarInnovationsMeter Monitoring System InverterThin Film PV ModulesBIPV ModulesUtility GridOn-Grid SystemRecognitions and AwardsOur commitment to solar innovations is sustained through our ongoing research and development initiatives.Continuously striving for technological innovation and excellence,DuPont Apollo is widely recognized.Asian Knowledge Management Award 2008DuPont Apollo has been granted the Asian Knowledge Management Award 2008, an Honorary Award by the Asian Knowledge Management Association, in recognition of its solar innovations and excellence in knowledge management. Our company is the first in the PV industry to be given the Honorary Award by the Association.Quality Assurance CertificationsQuality assurance is of paramount importance to us. DuPont Apollo thin film modules were granted the IEC61646 and IEC61730 Certifications from TÜV Rheinland in June 2009 – an international recognition of quality and performance. We have also obtained ISO9001 certification, a testament to our on-going quality management process.DuPont Apollo is also expected to obtain UL1703 certification in the near future, which recognizes products that meet US industry standards.Founded in 1802, DuPont puts science to work by creating sustainable solutions essential to a better, safer, healthier life for people everywhere. Operating in more than 70 countries, DuPont offers a wide range of innovative products and services for markets including agriculture and food; building and construction; communications; and transportation.With science and innovation at the core of its business, DuPont has more than 50 R&D facilities throughout the world, and invests an average of USD 1.4 billion annually on global research and development in a diverse range of technologies. Today, DuPont employs more than 5,000 scientists and engineers around the world.In particular, DuPont is a leading material and technology supplier to the PV industry, with more than 25 years of experience in PV materials development, applications know-how, manufacturing expertise and global market access.Proudly, DuPont Apollo not only has inherited the solid foundation of scientific discovery, innovation and expertise from DuPont, but also a strong commitment to the core values of:• Safety and Health• Environmental Stewardship • Highest Ethical Behavior • Respect for PeopleDuPont Apollo is now, and will remain, a trusted partner in delivering solar innovations to meet customers’ needsfor alternative energy.HeritageOurTime-HonoredCopyright © 2009 Du Pont Apollo Limited. All Rights Reserved.The DuPont Oval logo and The miracles of science are trademarks or registered trademarks of E.I du Pont de Nemours and Company or its affiliates.This report is printed on environmental friendlypaper manufactured from totally chlorine free pulp.V e r s i o n 0 9 / 2 0 0 9Du Pont Apollo LimitedUnit 501-509, West Wing of Lakeside 1No.8 Science Park West AvenueHong Kong Science ParkShatin, N.T., Hong Kong(852)*********************************.com 。
罗宾斯管理学双语教学讲稿13
13Managing Change and Innovation1. INTRODUCTION.Change and change management are important aspects of the manager’s job.Managing change and innovation are the focus of this chapter.2. WHAT IS CHANGE?Organizational change is defined as any alteration in people, structure, or technology. Change is ever present in organizations and cannot be eliminated.Instead, we need to look at the key issues related to managing change.3. FORCES FOR CHANGE.There are external and internal forces that create the need for change.A. External forces that create the need for change come from varioussources.1. The marketplace2. Government laws and regulations3. Technology4. Labor markets5. Economic changesB. Internal forces tend to originate primarily from the internal operations ofthe organization or from the impact of external changes.1. Changes in strategy2. Changes in the workforce3. New equipment4. Change in employee attitudesC. The Manager as Change Agent.Change requires a catalyst. The manager may act as a change agent,which is an individual who acts as a catalyst and manages the changeprocess.4. TWO VIEWS OF THE CHANGE PROCESS.Two very different metaphors can be used to describe the change process.A. The calm waters metaphor characterizes the process of change as beinglike a ship crossing a calm sea. It’s best illustrated by Lewin’s three-stepprocess for change. (See Exhibit13.1)1. Unfreezing the equilibrium is the first step. This can beaccomplished in one of three ways.a. Increasing driving forces, which direct behavior awayfrom the status quo.b. Decreasing restraining forces, which hinder movementfrom the existing equilibrium.c. Combining the two approaches.2. The next step is to implement the change itself.3. The final step is to refreeze the situation.B. The white-water rapids metaphor describes change that takes place inuncertain and dynamic environments.C. If we put the two views in perspective, we must note that not everymanager faces a world of constant and chaotic change. However, thenumber of managers who don’t face this type of environment isdwindling fast!5. MANAGING CHANGE.As change agents, managers are motivated to initiate change because they are committed to improving organizational performance.A. Types of Change.The manager’s options for change essentially fall into three categories:structure, technology, and people. (See Exhibit13.2.)1. Changing Structurea. Managers can alter one or more of the structuralcomponents such as work specialization,departmentalization, chain of command, span of control,centralization and decentralization, and formalization.b. Changing Structure—the design of the organizationalstructure can be changed to meet new demands.2. Changing Technology.a. Competitive factors or new innovations often requireintroduction of new equipment, tools, or operatingmethods.b. Automation is a technological change that replacescertain tasks done by people with machines.c. Computerization has probably been the most visibletechnological change in recent years.3. Changing people: (attitudes, expectations, perceptions, andbehaviors)Exhibit13.3provides descriptions of the most popular ODapproaches.a. Organizational development focuses on techniques orprograms to change people and the nature and quality ofinterpersonal work relationships.B. Managing Resistance to Change.Organizations can build up inertia that drives them to resist change.1. Why People Resist Change.a. Uncertaintyb. Concern over personal lossc. Belief that the change is not in the best interest of theorganization2. Techniques for Reducing Resistance. (See Exhibit13.4)Six actions have been proposed for use by managers in dealingwith resistance to change.a. Education and communicationb. Participationc. Facilitation and supportd. Negotiatione. Manipulation and cooptationf. Coercion6.CONTEMPORARY ISSUES IN MANAGING CHANGE.Critical change issues today include: organizational cultures, employee stress, and successful change action.A. Changing Organizational Culture1. Culture is resistant to changea. Consists of relatively stable and permanent characteristicsb. Takes a long time to formc. Strong cultures have highly committed people2. Understanding the Situational Factors. What might facilitatecultural change?a.Dramatic crisis occursb.Leadership changes handsanization is young and smalld.The culture is weak3. How Can Cultural Change be Accomplished?Exhibit13.5 demonstrates the need for a comprehensive andcoordinated strategy for managing cultural change.B.Handling Employee Stress1.Stress is the physical and psychological tension an individualfeels when they’re facing or experiencing extraordinarydemands, constraints, or opportunities and for which theoutcome is perceived to be both uncertain and important.2. Causes of StressExhibit13.6 shows that stress may be related to the organizationor in personal factors.3. Symptoms of Stress.Stress may be demonstrated as depression, accident prone, orargumentative. Exhibit13.7groups stress under threecategories: physical, psychological, and behavioral.4. Reducing Stress.Employee selection, RJP, MBO, and job redesign are allmethods of reducing stress in the organization.C. The Ongoing Challenge of Making Change Happen Successfully.1. Ready the organization for change. Become a change-capableorganization. Exhibit13.8 summarizes the characteristics.1. Managers must recognize the important role they play in thechange process.2. Get all organizational members involved.7. STIMULATING INNOVATION.Innovation is important to organizational success in the marketplace.A. Creativity versus Innovation.There is a difference between creativity and innovation.1. Creativity is the ability to combine ideas in a unique way or tomake unusual associations between ideas.2. Innovation is the process of taking a creative idea and turning itinto a useful product, service, or method of operation.B. Stimulating and Nurturing Innovation.How can managers foster innovation? By using the systems model, wecan see how to foster innovation. (See Exhibit13.9.) Three sets ofvariables have been found to stimulate innovation. (See Exhibit13.10.)1. Structural variables can be summarized as follows.a. Organic structures positively influence innovation.b. The easy availability of organizational resourcesprovides a critical building block for innovation.c. Frequent inter-unit communication helps break downbarriers to innovation.2. Cultural variables show that an innovative culture is likely to becharacterized by the following:a. Acceptance of ambiguityb. Tolerance of the impracticalc. Low external controlsd. Tolerance of riske. Tolerance of conflictf. Focus on ends rather than meansg. Open systems focus3. Human resources variables are indicative of the important rolethat people play in innovative organizations.a. Innovative organizations actively promote the trainingand development of their employees so their knowledgeremains current.b. Innovative organizations offer employees high jobsecurity.c. Innovative organizations encourage individuals tobecome idea champions—individuals who actively andenthusiastically support a new idea, build support,overcome resistance, and ensure that the innovation isimplemented.1. Can a low-level employee be a change agent?If this low-level employee is a low-level manager, then, it is possible that he or she could act as a change analyst, as any manager can be a change agent. Keep in mind, however, that as organizations empower employees, they may be empowered as change agents, also.2. Innovation requires allowing people to make mistakes. However, being wrongtoo many times can be fatal. Do you agree? Why or why not? What are the implications for nurturing innovation?This question offers an opportunity to set up a debate in class. Have half of the class argue that being wrong can be fatal, and have the remaining half of theclass argue that being wrong does not have to be fatal. Students must, however, understand and be able to incorporate the relationship between nurturing innovation and “punishing” failure. If an organization punishes employees for failing, the employees will cease to “take the chance” on a new in novation, and innovative activity will dry up.3. How are opportunities, constraints, and demands related to stress? Give anexample for each.This question could even be made more personal for students by relating it to class assignments. Have students give example of when faculty members have allowed them situations of opportunities, constraints, and/or demands in preparing assignments. Have them identify the level of stress they felt. Even encourage a discussion on the different levels of stress felt by different students.For example, the opportunity to be creative in giving a group presentation may be considered a challenge and even fun to one student, but completely overwhelming to another student.4. Planning change is often thought to be the best approach to take inorganizations. Can unplanned change ever be effective? Explain.Student answers will probably vary. But, to generate discussion, you could have students think about the plans they have for this evening, or this weekend. Then ask what would happen if a friend called and suddenly (unplanned) offered them an opportunity to attend an event or to go visit another location. Would they do it? Does this represent unplanned organizational change? Or does it represent an organization taking advantage of an unforeseen, and therefore unplanned, opportunity?5. Organizations typically have limits to how much change they can absorb. As amanager, what signs would you look for that might suggest that your organization has exceeded its capacity to change?Signs that an organization may have exceeded its capacity to change include an increasing level of resistance to change. If the changes are negatively impacting employee work performance and behavior, that’s another sign that an organization may have exceeded its capacity to change.。
罗宾斯管理学英语读书笔记
罗宾斯管理学英语读书笔记罗宾斯管理学英语读书笔记chapter 1 Introduction to management andorganizationswho are managersA manager is someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.How do we define who managers arewe have first-line managers, the lowest level of management ,manage the work of nonmanagerial employees who typically are involved with producing the organization’s products or ser vicing the organization’s customers. First-line managers often have the title of supervisor, but they may also called shift managers, district managers, department managers, office managers, or even foreperson. middle managers include all levels of management between the first level and the top level of the organization. These managers manage the work of first-line managers and may have titles such as regional manager, project leader, plant manager, or division manager. At or near the upper levels of the organizational structure are the top managers, who are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. These individuals typically have titles such as executive vice president, president, managing director, chief operating officer, chief executive officer, or chairperson.what is managementmanagement involves coordinating and overseeing the work activities of others so that their activities are completedefficiently and effectively.Efficiency refers to getting the most output from the least amount of inputs.Effectiveness is often described as doing things right, that is, not wasting resources.what do managers domanagement researchers have, after many years of study, developed three specific categorization schemes to describe what managers do: functions, roles, and skills. management functionsPlanning: managers define goals, establish strategies for achieving those goals, and develop plans to integrate and coordinate activities.organizing: managers are responsible for arranging and structuring work to accomplish the organization’s goals.Leading: managers motivate subordinate, help resolve work group conflicts, influence individuals or teams as they work, select the most effective communication channel, or deal in any way with employee behavior issues.controlling: managers have to monitor, compare and correct everything that is deviating. management rolesThe term management roles refers to specific categories of managerial behavior.Interpersonal roles are roles that involve people and other duties that are ceremonial symbolic in nature. The three interpersonal roles include figurehead, leader, and liaison.Informational roles involve collecting, receiving, and disseminating information. The three informational roles are monitor, disseminator, and spokesperson.Decisional roles entail making decisions or choices. The fourdecisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator.management skillsTechnical skills are the job-specific knowledge and techniques needed to proficiently perform specific tasks. These skills tend to be more important for lower-level managers because they typically are managing employees who are suing tools and techniq ues to produce the organization’s products or service the organization’s customers.Human skills involve the ability to work well with other people both individually and in a group. Because managers deal directly with people, these skills are essential and equally important at all levels of management.conceptual skills are the skills managers use to think and to conceptualize about abstract and complex situations. Using these skills, managers must see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broader environment.How the manager’s job is changingwhat is an organizationAn organization is a deliberate arrangement of people to accomplish some specific purpose.Becoming a manager1． Keep up with current business news.2． Read books about good and bad examples of managing.3． Remember that one of the things good managers do is discover what is unique about eachperson and capitalize on it.4． Keep in mind the simple advice of the late Peter Drucker, who has been called the mostinfluential management thinker of the twentieth century: management is about people.5．work on your soft skills—work ethic, communications, information gathering, and peopleskills. These are what employers cite as the most important factors for getting jobs.6．observe managers and how they handle people and situations.7． Talk actual managers about their experiences—good and bad.8．Get experience in managing by taking on leadership roles in student organizations.9．Start thinking about whether you’d enjoy being a manager.。
EXECUTIVE SUMMARY..........................................................................
DG XIII – E/4 Second Metadata Workshop, 26 June 1998Table of contentsEXECUTIVE SUMMARY (2)1. INTRODUCTION (4)2. SPECIFIC OBJECTIVES OF THE SECOND WORKSHOP (5)3. PARTICIPATION (6)4. STRUCTURE OF THE WORKSHOP (6)5. MORNING SESSION: TECHNICAL ISSUES (6)6. AFTERNOON SESSION: STRATEGIC ISSUES (8)7. CONCLUSIONS (8)8. LIST OF ACRONYMS AND REFERENCES (9)APPENDIX 1. PROGRAMME (13)APPENDIX 2. PRESENTATIONS (14)APPENDIX 3. LIST OF PARTICIPANTS (44)DG XIII – E/4 Second Metadata Workshop, 26 June 1998E XECUTIVE SUMMARYOn 26 June 1998, the second workshop of a series on the subject of metadata organised by the European Commission DGXIII/E4 took place in Luxembourg.32 participants attended the workshop. Many organisations in Europe involved in the implementation of metadata for electronic resources were represented, as were several European Commission services.The workshop contained one session on technical and implementation issues and one session on strategic and standardisation issues reflecting the specific objectives of the workshop.The first specific objective was to give a number of projects the opportunity to present results in the area of metadata from various perspectives. In the morning session, the issues that were covered in the presentations were:metadata creation toolsdefinition of local extensions to Dublin Core for specific application areasthe use of controlled vocabularymultilingual metadataThe presenters of these subjects conducted a panel discussion on these issues and others raised by the audience.The second specific objective was to discuss metadata in a broader context with project participants and experts involved in definition and standardisation of metadata elements. In the afternoon session, presentations covered:metadata activities in contextfuture developments in Dublin CoreIn a plenary discussion, the participants discussed strategic issues concerning the definition and standardisation of metadata element sets.The major conclusions of the workshop can be summarised as follows:the strategic discussions highlighted that establishing widely accepted agreements is essential for the success of metadata;it is necessary that consensus on agreements for metadata is achieved across domains (e.g. libraries, museums, education, business, etc.);agreements and standards need to be maintained over time in a clear and open way with participation of all interested parties (especially user communities) to guarantee stability over time;formal and informal bodies involved in the standardisation of metadata sets (Dublin Core community, CEN, ISO) need to find effective ways of co-operation to ensure maximum acceptance of agreements and to avoid overlapping activities; further metadata workshops organised by the European Commission are considered to be valuable platforms for co-ordination and exchange of experience.DG XIII – E/4 Second Metadata Workshop, 26 June 1998 For further information, including PowerPoint presentations, see the Workshop’s Web site at: http://www2.echo.lu/libraries/en/metadata2.htmlFor more information on the Libraries sector of the Telematics Application Programme, see: http://www2.echo.lu/libraries/en/libraries.htmlDG XIII – E/4 Second Metadata Workshop, 26 June 19981.I NTRODUCTIONThis document is the report of the second Workshop on Metadata, held in Luxembourg on 26 June 1998.DGXIII/E4, the Electronic publishing and libraries unit, is organising a series of workshops on the issue of metadata. Intended participation is from libraries sector projects within the Telematics Applications Programme and from projects in other TAP sectors and other programmes, both EU and national. The primary objectives of the workshops are:To establish a platform for co-ordination between projects concerned with metadata in a broad sense.Under the current Framework Programme for RTD there are a number of projects concerned with metadata as such or with descriptions and descriptors of electronic documents. These projects will come across the same issues and problems and will benefit from concertation, as this will allow them to compare their concepts and approaches with others.To make a wider European community aware of developments in the standards arena and stimulate feedback from the projects to the standards.Developments in metadata in the Internet, specifically in Dublin Core, are moving fast. Some European organisations invest in participating in the Dublin Core workshops but not all have easy access to this activity. By inviting Dublin Core workshop participants to present the developments in the proposed workshops, a wider European audience can be informed on this subject. At the same time, models and experiences from the projects can be fed back into the standards arena.The first workshop which took place on 1 and 2 December 1997, contained a tutorial, project presentations, breakout sessions discussing various aspects of metadata creation and usage.The workshop, although recognising the usefulness of Dublin Core as a starting point in metadata descriptive standards, brought forward a number of concerns regarding the current state and the further development of Dublin Core:•There is currently no formal responsibility for the maintenance of Dublin Core: development takes place in an informal group of invited experts which meets once or twice per year in what is known as the Dublin Core Workshop Series.•The current technical state of Dublin Core is unstable: during the meetings of the Dublin Core group, changes are being made to the format and there is no convergence to a stable version.•The use of the current Dublin Core metadata format is not supported by the existence of guidelines: some of the philosophy and terminology of Dublin Core isDG XIII – E/4 Second Metadata Workshop, 26 June 1998 not obvious to the uninitiated user which could lead to different interpretations adversely affecting interoperability.It was also identified that the current take-up of Dublin Core is slow and that there is a lack of critical mass. This seems to be a classical chicken-and-egg situation: authors and publishers do not invest in providing Dublin Core metadata if the Internet indexing services (the ‘harvesters’) do not utilise it, and harvesters do not collect Dublin Core and use it for selective indexing if there is not enough data available. If this situation cannot be changed, Dublin Core might not turn into reality.The workshop identified a number of actions that could be taken to promote and encourage the use of Dublin Core, including the following:1.There needs to be clarity about version control and maintenance of Dublin Core.The Dublin Core group, addressed through the mailing list META2, will be asked to give a clear statement about this.2.Further pilot projects should be started to further develop experience, test out theissues and help realise a critical mass of Dublin Core metadata. The European Commission and national bodies like National Libraries might have a role to play by encouraging the provision of Dublin Core metadata in documents, e.g. in project deliverables and electronic documents in the national deposit.3.The interest and requirements existing in Europe warrant the establishment of aEuropean group of implementers discussing the practical issues of implementing metadata in general and Dublin Core in particular. The Luxembourg workshops, such as this December 1997 one and a second one scheduled for mid-1998, could develop into a regular series.4.The liaison with other groups concerned with metadata, such as the CEN/ISSSworking group on Metadata for Multimedia Information (MMI), should be established to ensure applicability and interoperability of metadata as widely as possible and cover the needs of a wide range of communities.The report of the first workshop is available on the Web at http://www2.echo.lu/libraries/en/metadata.html.2.S PECIFIC OBJECTIVES OF THE SECOND WORKSHOPThe specific objectives of this second workshop, held in Luxembourg on 26 June 1998, were as follows.The first specific objective of the second workshop was to give a number of projects the opportunity to present results in the area of metadata from various perspectives. In the morning session, the issues that were covered in the presentations were:•metadata creation tools•definition of local extensions to Dublin Core for specific application areasDG XIII – E/4 Second Metadata Workshop, 26 June 1998•the use of controlled vocabulary•multilingual metadataThe presenters of these subjects conducted a panel discussion on these issues and others raised by the audience.The second specific objective was to discuss metadata in a broader context with project participants and experts involved in definition and standardisation of metadata elements. In the afternoon session, presentations covered:•metadata activities in context•future developments in Dublin CoreIn a plenary discussion, the participants discussed strategic issues concerning the definition and standardisation of metadata element sets.The programme of the workshop is attached in Appendix 1. Printouts of the presentation, with short biographical notes of the presenters are attached in appendix 2.3.P ARTICIPATION32 persons representing projects from the Telematics programme, national projects and various Commission services attended the workshop.The list of participants is attached as appendix 3.4.S TRUCTURE OF THE WORKSHOPThis second workshop was organised on a single day and contained two sessions: one session on technical and implementation issues and one session on strategic and standardisation issues reflecting the specific objectives of the workshop.5.M ORNING SESSION: TECHNICAL ISSUESIn the first presentation, Anna B RÜMMER of Lund University in Sweden demonstrated metadata creation software constructed for the Nordic Metadata Project. This creation software on the Web offers an easy way to attach descriptive metadata to resources and has helped to build the SweMeta Dublin Core Database for Sweden, which contains 110.000 records. The system also allows users to assign a unique URN to their resource. Currently there is no statistical information on the use of the various elements, which could provide interesting information. There is no validation of the terms entered. This could be considered in the future.Erik D UVAL of Leuven University in Belgium presented the Ariadne project aiming at sharing and re-use of pedagogical resources to make the best use of scarce high-quality material for educational purposes. The project provides authoring tools that produce base metadata, which helps in creating a corpus of consistent descriptions. The project constitutes a closed environment for the participants, allowing a strongDG XIII – E/4 Second Metadata Workshop, 26 June 1998 exercise of editorial control and therefore of quality. Furthermore, users have the possibility to add annotations to the descriptions. A “Replicator Scheme” controls the distribution and access to the resources available in the Central Pool and the Local Pools in various places around Europe. The project has not reached the stage where a critical mass of material is available and is looking for further participants. The Ariadne project is co-operating with the IMS (Instructional Management Systems) project to co-ordinate the metadata definitions and agree a common metadata set. This set is not technically speaking Dublin Core as it has a richer structure and contains elements specific to educational use of the resources, but the mapping of Dublin Core into the Ariadne metadata set is considered to be possible. Also the project participates in the work in the IEEE Learning Technology Standards Committee which develops technical Standards, Recommended Practices, and Guides for software components, tools, technologies and design methods that facilitate the development, deployment, maintenance and interoperation of computer implementations of education and training components and systems.Paul M ILLER of the Archaeology Data Service in the UK introduced the advantages of using controlled vocabularies and thesauri. For users, these tools would help gaining more effective access to resources and reduce the number of false hits. Creators would be able to make more consistent descriptions and achieve a better integration of new and existing resources. It was noted that a major factor for the use of controlled vocabulary is the ease with which it can be used in both the process of creation of metadata and in the process of searching.Matthew S TIFF of the Museum Documentation Association in the UK spoke about multilingual aspects of information retrieval. He discussed the creation of parallel metadata in multiple languages versus the use of translation tools and multilingual thesauri. He identified the need for new tools but also noted these tools will be expensive and will take a lot of time to develop. Various options can be explored to create multilingual thesauri, including linking existing monolingual ones and translating one thesaurus in multiple languages. He touched upon the fundamental issue of incomplete equivalence of terms in different languages. Project Term-IT is investigating mechanisms to facilitate the production and dissemination of multilingual thesauri in the cultural sector through establishing dialogue with users and analysis of the economics of thesaurus production.As a conclusion of the technical session it was identified that:quality is a crucial issue both in the creation of metadata and in its maintenance there should be a clear focus on the user when designing tools to help create and use metadata; user communities should be actively involved to make sure their requirements are taken into accountspecial attention must be given to the change in concepts and terminologies over time.DG XIII – E/4 Second Metadata Workshop, 26 June 19986.A FTERNOON SESSION: STRATEGIC ISSUESThe first presentation in the afternoon session was delivered by Ian C AMPBELL-G RANT of ICL, chairman of the CEN/ISSS Workshop on Metadata for Multimedia Information. He introduced the work of this group as part of a new approach to standardisation especially intended to achieve rapid agreements on standards and a wide acceptance n the market. The specific objectives of the group include to gather information on metadata activities, to identify gaps and overlaps in current work and to disseminate this information to European industry, projects and programmes. The group is currently working to establish a framework that will help to find existing activities in the area of metadata definition.In the final presentation, Stuart W EIBEL of OCLC in the US presented the current state and the future prospects for the Dublin Core metadata initiative. He outlined the objectives of the initiative, noting that it is a simple set for descriptive elements that are relevant for resource discovery. It could be used as a cross-domain “switching”language, working together with other sets in the framework provided by RDF. He presented the current thinking on the issue of more formally standardising Dublin Core, working through any body that would be appropriate for that purpose (IETF, ISO, NISO, CEN/ISSS).In the discussion that took place after the presentations, several aspects were identified:the involvement of user communities and business areas is crucial to make sure their requirements are being taken into accountagain the issue of critical mass was raised: Dublin Core and other structured metadata forms an ‘island in the sea of marked data’. There needs to be more metadata before it can produce benefits to the users.the CEN/ISSS workshop could form an appropriate platform for rapid standardisation of Dublin Core in the form of a CEN Workshop Agreement; this needs to be further explored.the issue of maintenance of metadata standards is very important. The mechanism and structure should allow open and international participation to ensure the widest possible and agreement7.C ONCLUSIONSThe major conclusions of the workshop can be summarised as follows:the strategic discussions highlighted that establishing widely accepted agreements is essential for the success of metadata;it is necessary that consensus on agreements for metadata is achieved across domains (e.g. libraries, museums, education, business, etc.);agreements and standards need to be maintained over time in a clear and open way with participation of all interested parties (especially user communities) to guarantee stability over time;DG XIII – E/4 Second Metadata Workshop, 26 June 1998formal and informal bodies involved in the standardisation of metadata sets (Dublin Core community, CEN, ISO) need to find effective ways of co-operation to ensure maximum acceptance of agreements and to avoid overlapping activities; further metadata workshops organised by the European Commission are considered to be valuable platforms for co-ordination and exchange of experience.8.L IST OF ACRONYMS AND REFERENCESACM the Association for Computing Machinery, an internationalscientific and educational organization dedicated to advancingthe arts, sciences, and applications of information technology.ADS Archaeology Data Service./ahds/AHDS Arts and Humanities Data Service./ALA American Library Association./ALCTS /ccda/Ariadne RTD project under the "Telematics for Education andTraining" sector of the 4th Framework Programme of theEuropean Union. The project focuses on the development oftools and methodologies for producing, managing and reusingcomputer-based pedagogical elements and telematicssupported training curricula.http://ariadne.unil.ch/CEN European Committee for Standardisation.http://www.cenorm.be/CEN/ISSS European Committee for Standardisation - InformationSociety Standardisation System.http://www.cenorm.be/isss/default.htmCIDOC The International Committee for Documentation of theInternational Council of Museums (ICOM), the internationalfocus for the documentation interests of museums and similarorganisations./CIMI Consortium for the Computer Interchange of MuseumInformation./CPA Commission on Preservation and Access./programs/cpa/cpa.htmlDC Acronym for Dublin CoreDesire Telematics for Research project addressing the needs ofresearch users in the context of a European informationnetwork based on the World Wide Web (WWW).http://www.surfnet.nl/surfnet/projects/desire/DG XIII Directorate General XIII of the European Commission.http://europa.eu.int/en/comm/dg13/13home.htm. See also:http://www2.echo.lu/home.htmlDublin Core Dublin Core is a 15-element metadata element set intended tofacilitate discovery of electronic resources./metadata/dublin_core/EC European Commission.http://europa.eu.int/ERCIM The European Research Consortium for Informatics andMathematics - aims to foster collaborative work within theEuropean research community and to increase co-operationwith European industry.EULER Telematics for Libraries project aiming to provide user-oriented, integrated network based access to mathematicalpublications.http://www.emis.de/projects/EULER/ICL /ICOM The International Council of Museums, a Non-GovernmentalOrganisation (NGO) maintaining formal relations with UNESCO,devoted to the promotion and development of museums and themuseum profession at an international level./IEEE The Institute Of Electrical And Electronics Engineers, Inc., atechnical professional society with the objective to advance thetheory and practice of electrical, electronics and computerengineering and computer science.IETF The Internet Engineering Task Force, a large openinternational community of network designers, operators,vendors, and researchers concerned with the evolution of theInternet architecture and the smooth operation of theInternet.IMS Instructional Management Systems Project, an investmentmembership of academic, commercial and governmentorganisations developing a set of specifications and prototypesoftware for facilitating the growth and viability of distributedlearning on the Internet./ISO International Organisation for Standardisation.http://www.iso.ch/MDA Museum Documentation Association, body in the UK formuseum information management, supporting museums in allaspects of heritage information management including thecrucial area of Information and Communications Technology(ICT)./MIT Massachusetts Institute of Technology./MMI CEN/ISSS Workshop on Metadata for MultimediaInformation.http://www.cenorm.be/isss/Workshop/MMI/Default.htm NGDF National Geospatial Data Framework (UK)./NISO U.S. National Information Standards Organization:Nordic Metadata Scandinavian co-operation project creating basic elements of a metadata production and utilisation system:http://renki.helsinki.fi/meta/NSF National Science Foundation (US), an independent U.S.government agency responsible for promoting science andengineering through programs that invest in research andeducation projects in science and engineering./OCLC Online Computer Library Center, Inc., a non-profit, membership, library computer service and researchorganisation in Dublin, Ohio, USARDF Resource Description Framework, a specification currentlyunder development, designed to provide an infrastructure tosupport metadata across many web-based activities:/RDF/RLG Research Libraries Group.RTD Research & Technological DevelopmentSweMeta Dublin Core Database for Sweden.TAP The Telematics Applications Programme, one of theEuropean Commission's research programmes, aimed atstimulating RTD on applications of information and/orcommunications technologies in areas of general interest:http://www2.echo.lu/telematics/telehome2.htmlTEISS Telematics - European Industry Standards SupportTelematics for Libraries The Libraries sector of the Telematics Applications Programme:http://www2.echo.lu/libraries/en/libraries.htmlTerm-IT a preparatory-phase project under the Language Engineeringsector of the Telematics Applications Programme, aimed atleading to the development of methods and systems toimprove the production, dissemination and exploitation ofmultilingual terminology resources/term-it/URN Universal Resource Name:/html.charters/urn-charter.htmlA PPENDIX 1.P ROGRAMMEMETADATA WORKSHOP 26 JUNE 1998EUROFORUM Building352*5$00(09:00-09:20Welcome, registrationPatricia Manson, European Commission DG XIII/E-409:20-09:30IntroductionMakx D EKKERS, The Libraries Support Team0RUQLQJ VHVVLRQ 7HFKQLFDO LVVXHV09:30-10:00Metadata creation toolsAnna B RÜMMER, Univ. of Lund10:00-10:30Extension of Dublin Core for Educational materialErik D UVAL, Univ. of Leuven10:30-11:00Coffee break11:00-11:30Controlled vocabularyPaul M ILLER, Archaeology Data Service11:30-12:00Multilingual issuesMatthew S TIFF, Museum Documentation Association12:00-12:30Panel discussion12:30-13:30Lunch break$IWHUQRRQ VHVVLRQ 6WUDWHJLF LVVXHV13:30-14:00Metadata activities in contextIan C AMPBELL-G RANT, ICL (chair CEN/ISSS open Workshop on Metadatafor Multimedia Information)14:00-14:30Future developments in Dublin CoreStuart W EIBEL, OCLC14:30-15:00Tea break15:00-15:45Discussion15:45-16:00Wrap-up and closingAriane I LJON, Head of Unit, European Commission DG XIII/E-4A PPENDIX 2.P RESENTATIONSMetadata creation toolsAnna B RÜMMER, Univ. of LundBiographical note:Anna Brümmer is an electronic information services librarian at Lund University Library development department NetLab since the first of February 1996. She began after having finished her studies in library and information science in January 1996. Between 1996-1998 she has, among other things, been involved in the EU-project DESIRE, the Development of a European Service for Information on Research and Education. She is also involved in project EULER, European Libraries and Electronic Resources in Mathematical Sciences, integrating bibliographic databases, library online public access catalogues, electronic journals from academic publishers, online archives of pre-prints and grey literature, and indexes of mathematical Internet resources. For the time being she is the pro tem. head of NetLab.Abstract:Metadata tags are, in an end user perspective, complicated to produce. The talk presented one solution aiming to facilitate the metadata creation process (for end users): a metadata creation tool. The presentation described the issues involved in, and related to, the Dublin Core metadata creation and provided explanations on construction of DC Metadata records. The starting point was the Nordic Metadata project, which has developed basic elements of a metadata production and utilisation system, based on the Dublin Core Metadata Element Set. The result is the Nordic Metadata DC production template/creator, which was demonstrated at the workshop.The presentation included a short introduction to the web resource identifier URN (Uniform Resource Names) and an URN generator.The presentation is available on the Web at:http://www.lub.lu.se/EULER/presentations/creator.html.(one page print-out of Web page)Extension of Dublin Core for EducationalmaterialErik D UVAL, Univ. of LeuvenBiographical note:Erik Duval is a post-doctoral fellow of the National Fund for Scientific Research - Flanders and a part-time professor at the Katholieke Universiteit Leuven, Belgium. His main research areas are distributed hypermedia systems, data modelling, the application of information and communication technology in education, metadata and computer science education. He co-ordinates the development of the Knowledge Pool System for the ARIADNE project and is a member of the IEEE Computer Society, the ACM and the program committee of the WebNet Conference Series.Abstract:This presentation covered the current status of the author’s work on educational metadata. Since about two years, the ARIADNE project has developed both a structure and an infrastructure for educational metadata <http://ariadne.unil.ch>. The structure extends Dublin Core to a considerable extent and includes circa 70 data elements, grouped in 9 categories and defined over abstract data types. The infrastructure includes a tool for describing pedagogical documents and a distributed database of these documents and their descriptions, called the Knowledge Pool System. The ARIADNE results have been input in standardisation work in the Learning Object Metadata Working Group of the IEEE Learning Technology Standards Committee </p1484>.(6 pages printout of PowerPoint presentation, 6 slides to a page)(6 pages printout of PowerPoint presentation, 6 slides to a page)(6 pages printout of PowerPoint presentation, 6 slides to a page)(6 pages printout of PowerPoint presentation, 6 slides to a page)(6 pages printout of PowerPoint presentation, 6 slides to a page)(6 pages printout of PowerPoint presentation, 6 slides to a page)Controlled vocabularyPaul M ILLER, ADSBiographical note:Dr. Paul Miller is Collections Manager for the Archaeology Data Service (ADS)</>, one of five service providers comprising the Arts & Humanities Data Service (AHDS) </> in the United Kingdom.The ADS seeks to both preserve and encourage the reuse of digital archaeological data, whether by physically taking and mounting data or by working with existing organisations and technologies to facilitate distributed access mechanisms.Paul is responsible for the development of this distributed catalogue, and is closely involved with a number of evolving metadata initiatives around the world. These include the Dublin Core </metadata/dublin_core>, the UK's National Geospatial Data Framework (NGDF) </>, and the work of the Consortium for the Computer Interchange of Museum Information (CIMI) </>.Abstract:This presentation went into the problems of terminology and vocabulary, which become increasingly apparent as opportunities for cross-searching between different data sources grow. Efforts to develop controlled lists of terms have been relatively isolated in individual disciplines or geographic areas.With the current explosion in projects to provide remote access to these resources, and initiatives to link diverse resources together for the first time, new problems have arisen, namely;•divorcing of resources from the local expertise developed to support and maintain them •integrating diverse terminologies•contextualising the terminologies•providing access to the terminologiesIn conclusion, controlled terminology remains an important weapon in the information scientist's arsenal, but the new distributed world in which these terminologies are increasingly being used perhaps requires a new approach to some old problems, an approach which was explored in this paper.。