《管理学专业英语教程(第4版)》教学课件—lesson20 Three Types of AI
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管理学英文版-PPT课件
Globalization Ethnocentrism parochialism
Right or Rowing
企业已经缴纳教育附加税，因而没有义 务再资助办学。 援助灾民是企业的社会责任，因此，每 一个企业都必须进行赈灾活动。 在香烟外盒写上“吸烟有害健康”是毫 无意义的，因此是没有必要的。 既然政府的规定是50%，宝洁公司就没有 必要承诺100%的使用再循环包装纸。
Fundamentals of management
管理学原理
Chapter 1
manager and management
第一章
管理者与管理
Discussion 讨论
1961年，日本松下公司的山田电器厂遇 到了一个开关质量难题。实际上，这个 开关的装配操作很简单：从装有许多弹 簧的盒内每次取出两个装入开关，再装 上按钮。让山田厂长困惑的是，无论采 取什么质量管理方法，都不能使工人避 免偶尔忘记装入弹簧。 你能帮助山田厂长解决这个难题吗？
地区协调员
全球汽车 配件部
全球 工业部
全球仪器 产品部
全球原料 采购部
全球卡车 配件部
全球矩阵结构
国际执行委员会 业务领域 变压器 运输 德国 挪威 阿根廷/巴西 西班牙/葡萄牙
生产
当地公司
微软的组织结构
董事长/首席架构师：比尔•盖茨 CEO/总裁：史蒂夫•鲍尔默 营运和 后勤部 产品部门 全球销售、市场 和服务部 亚洲销售、市场 和服务部 亚洲产品 部门 微软在 中国的 机构 微软中国研究 开发中心
新闻发布，通报事项
Decisional 决策
Entrepreneur
企业家
制定战略，控制执行过程
管理学(英文版全套课件)
• Malcolm Baldrige National Quality Award established by the U.S. Congress in 1987 • ISO 9000, pioneered by the Europeans • European Quality Award given by the European Foundation
Arguments Against Social Involvement
• • • • • • • Violation of profit maximization Dilution of purpose Costs Too much power Lack of skills Lack of accountability Lack of universal support
• France
– Le Plan and the Cadre
• Germany
– Authority and Codetermination
• Korea
– Chaebol and Inhwa
Japanese Management
• Lifetime Employment • Seniority System • Decision Making in Japan
Chapter 2. Management and Society: The External Environment, Social Responsibility, and Ethics
The Organization and Its External Environment
Arguments for Social Involvement
Definition of Whistle-Blowing
Arguments Against Social Involvement
• • • • • • • Violation of profit maximization Dilution of purpose Costs Too much power Lack of skills Lack of accountability Lack of universal support
• France
– Le Plan and the Cadre
• Germany
– Authority and Codetermination
• Korea
– Chaebol and Inhwa
Japanese Management
• Lifetime Employment • Seniority System • Decision Making in Japan
Chapter 2. Management and Society: The External Environment, Social Responsibility, and Ethics
The Organization and Its External Environment
Arguments for Social Involvement
Definition of Whistle-Blowing
《管理学专业英语教程(第4版)》教学课件—lesson16 Big Data_The Managment Revolution
Value
gimensions of Big Data
What are the key difference between “Big Data and “analytics”?
Volume refers to the amount of data an organization or an individual collects and/or generates.
❖ The three edges of the integrated view of big data represent three dimensions of big data: volume, velocity, and variety.
❖ Inside the triangle are the five dimensions of big data that are affected by the growth of the three triangular dimensions: veracity, variability, complexity, decay, and value.
Big Data: The Management Revolution
管理学专业英语教程（第四版）
LOGO
Outlines
1
Introduction
2 Dimensions of Big Data
3 Five Management Challenges
LOGO
Introduction
We define ‘Big Data’ as a capability that allows companies to extract value from large volumes of data, Like any capability, it requires investment in technologies, processes and
gimensions of Big Data
What are the key difference between “Big Data and “analytics”?
Volume refers to the amount of data an organization or an individual collects and/or generates.
❖ The three edges of the integrated view of big data represent three dimensions of big data: volume, velocity, and variety.
❖ Inside the triangle are the five dimensions of big data that are affected by the growth of the three triangular dimensions: veracity, variability, complexity, decay, and value.
Big Data: The Management Revolution
管理学专业英语教程（第四版）
LOGO
Outlines
1
Introduction
2 Dimensions of Big Data
3 Five Management Challenges
LOGO
Introduction
We define ‘Big Data’ as a capability that allows companies to extract value from large volumes of data, Like any capability, it requires investment in technologies, processes and
管理学原理英文版最新版教学课件第4章
Learning Objective 4.1
• Describe the decision-making process.
How Do Managers Make Decisions?
Exhibit 4-1 How Do Managers Make Decisions?
Identifying a Decision Problem
Rational Model
Rational decision making” • choices that are consistent and value-maximizing within
specified constraints. Rationality is not a very realistic approach.
48 6
30
5 25 7
21
8
8
212
Implementing the Decision
Decision implementation: • putting a decision into action.
Evaluating the Decision
Appraising the outcome of the decision • Was the problem resolved?
Fundamentals of Management
Tenth Edition
Chapter 4 Foundations of Decision Making
Learning Objectives
4.1 Describe the decision-making process.
4.2 Explain the three approaches managers can use to make decisions.
管理学专业英语第四版下Unit 1 Characteristics of Management Science
Because
Their actions affect the system's design and performance.
The Business as a Set of Beliefs
❖A unique property: the property of manmade purpose
Uncertainty in Business
more does seem possible.
Methods of empirically Describe oriented sciences
An observed pattern of business events.
Uncertainty in Business ❖Two basic questions
▪ 1. Is the scientist's systematic approach to the study of past, existing or future possible combinations of events more reliable than the businessman's intuition?
A Business as a System
❖A paradox here. For:
1. Are the simple assumptions truly representative of what men seek with the systems they have created?
A Business as a System
❖Appears that
Process of observing, deriving and disclosing
Their actions affect the system's design and performance.
The Business as a Set of Beliefs
❖A unique property: the property of manmade purpose
Uncertainty in Business
more does seem possible.
Methods of empirically Describe oriented sciences
An observed pattern of business events.
Uncertainty in Business ❖Two basic questions
▪ 1. Is the scientist's systematic approach to the study of past, existing or future possible combinations of events more reliable than the businessman's intuition?
A Business as a System
❖A paradox here. For:
1. Are the simple assumptions truly representative of what men seek with the systems they have created?
A Business as a System
❖Appears that
Process of observing, deriving and disclosing
高校电子课件：管理学(第四版)
马克斯·韦伯是德国社会学家、经济学家和 德国古典管理理论的代表人物。
韦伯对管理理论的贡献主要是提出了理想的 行政组织体系理论，因此被称为“组织理论 之父”。
所谓理想的行政组织体系理论，原意是通过 职务或职位而不是通过个人或世袭地位来管 理。这是一个有关集体活动理性化的社会学 概念。
五、对西方古典管理理论的评价
(一)管理者的职责
(二)管理者的分类 按管理者在组织中所处的地位划分，管 理者可分为：
展战略和行动计划，有权分配组织中拥有的 一切资源的管理人员。
划及有关细节和程序，以贯彻执行高层管理 者做出的决策和计划的人员。
指工厂里的班组长、小组长等。
按管理者的职责任务划分，可分为：
1 有决策指挥权的管理者。
图1—1不同层次管理者所需的技能
三、管理的对象
关于管理的对象是什么，在管理学中也存在 着不同的看法。最早的看法是人、财、物三 个要素。
以后有人根据时间和信息在管理中的重要作 用，就在三要素的基础上增加了时间和信息 两个要素。
不能把管理对象看成是几个孤立的要素，而 是构成系统的所有要素的综合。
一、管理学的研究对象与内容
二、中国古代的管理思想 (一)组织方面的管理思想 (二)经营方面的管理思想 (三)以人为本的管理思想 (四)理财方面的管理思想 (五)管物方面的管理思想
三、产业革命后的管理思想
1
·斯图亚特ห้องสมุดไป่ตู้
在《政治经济学原理研究》一书中提出许多
重要的管理思想，如实行刺激工资的思想、
工作方法研究、管理人员与工人之间的分工
从管理职能划分的演变看，计划、组织 和控制是各管理学派公认的管理职能， 而领导的作用在现代管理中日益突出， 所以，本书按计划、组织、领导和控制 等四个职能来组织管理学的内容。
韦伯对管理理论的贡献主要是提出了理想的 行政组织体系理论，因此被称为“组织理论 之父”。
所谓理想的行政组织体系理论，原意是通过 职务或职位而不是通过个人或世袭地位来管 理。这是一个有关集体活动理性化的社会学 概念。
五、对西方古典管理理论的评价
(一)管理者的职责
(二)管理者的分类 按管理者在组织中所处的地位划分，管 理者可分为：
展战略和行动计划，有权分配组织中拥有的 一切资源的管理人员。
划及有关细节和程序，以贯彻执行高层管理 者做出的决策和计划的人员。
指工厂里的班组长、小组长等。
按管理者的职责任务划分，可分为：
1 有决策指挥权的管理者。
图1—1不同层次管理者所需的技能
三、管理的对象
关于管理的对象是什么，在管理学中也存在 着不同的看法。最早的看法是人、财、物三 个要素。
以后有人根据时间和信息在管理中的重要作 用，就在三要素的基础上增加了时间和信息 两个要素。
不能把管理对象看成是几个孤立的要素，而 是构成系统的所有要素的综合。
一、管理学的研究对象与内容
二、中国古代的管理思想 (一)组织方面的管理思想 (二)经营方面的管理思想 (三)以人为本的管理思想 (四)理财方面的管理思想 (五)管物方面的管理思想
三、产业革命后的管理思想
1
·斯图亚特ห้องสมุดไป่ตู้
在《政治经济学原理研究》一书中提出许多
重要的管理思想，如实行刺激工资的思想、
工作方法研究、管理人员与工人之间的分工
从管理职能划分的演变看，计划、组织 和控制是各管理学派公认的管理职能， 而领导的作用在现代管理中日益突出， 所以，本书按计划、组织、领导和控制 等四个职能来组织管理学的内容。
管理学专业英语第四版上lesson1 Modern management movement
Opportunities Threats
Strength
Weament Approach
Strategic management involves four basic components: (1) environmental scanning; (2) strategy formulation; (3) strategy implementation;
There is an appropriate pattern for relationships which exists for organizations
It sets centers on the best contingency play
Strategic management Approach
Planning
Determining what needs to be done, how it will be done, and who is to do it
Motivating, leading, and any other actions involved in dealing with people
Process Approach
Process approach proposed by Fayol
Defining goals establishing strategy, and developing plans to coordinate activities
(4) evaluation and control.
e.g.
Porter’s 5 competitive forces analysis
Strategic management Approach
管理英语4教学大纲上课讲义
《管理英语4》课程教学大纲为指导全国开放大学管理类专业（本科）开设的《管理英语4》课程建设与教学工作，根据开放大学利用现代信息技术手段进行教学的特点和成人学生群体学习的实际需求，特制订本大纲。
大纲的各项规定可作为教材编写、教学安排、教学质量检查与评估、教学资源建设、教学支持服务的依据。
第一部分大纲说明一、课程性质和任务1.课程性质《管理英语4》是为国家开放大学管理类专业（专科起点本科）开设的公共英语课程；计3学分，54学时，开设一学期，建议第二学期开设。
本课程将英语学习与与行政管理、公共事业管理、教育管理、工商管理、农村行政管理等专业的职场活动相结合，以真实的语言素材为载体创设职场情景，在进行英语语言基础知识和基本技能训练的同时，培养学生在职场情景下使用英语进行交流的能力。
2.课程任务通过《管理英语4》课程的学习，学生应能掌握一定英语语言基础知识和基本技能，具有一定的读、听、说、写能力；同时，了解管理活动中最基本的英语词语及表达方式，能在涉及与行政管理、公共事业管理、教育管理、工商管理、农村行政管理等专业的职场活动中进行基本交流；并为今后职场英语应用能力的进一步提高奠定基础。
3.教学对象《管理英语4》课程的教学对象为国家开放大学管理类的行政管理、公共事业管理、教育管理、工商管理、农村行政管理等专业的成人学生和具有同等英语水平的业余学习者。
4.课程的衔接《管理英语》(4) 为英语基础段最后一门课程。
学有余力的学生可以继续选学跟专业、职业更加密切相关的专门用途性质的英语课程。
二、课程教学基本要求《管理英语4》课程在加强学生的英语语言基础知识和基本技能训练的同时，使学生接触并了解与职业相关的基本知识，培养学生在管理事务活动中使用英语进行交际的实际能力。
本课程不同维度的基本要求如下：1.语言基础知识●在词汇认知方面，应能认知4,000个左右的词汇（含前期认知的3,200个左右）及其常见短语或固定搭配，以及一定量的职场相关词汇和短语；●在词汇掌握方面，应能熟练使用其中的2,600个左右词汇（含前期掌握的2,100个左右）及其常见短语或固定搭配，以及一定量的职场相关词汇和短语；●在语法知识方面，应能掌握基础语法知识（见教材细目表）；●在功能意念方面，应能掌握常见功能意念（见教材细目表）及其惯用表达方法等。
《管理学专业英语教程(第4版)》教学课件—lesson4 What is Strategy
❖ Similarly, lean production, which involves a family of activities, has allowed substantial improvements in manufacturing productivity and asset utilization.
❖ Cost is generated by performing activities, and cost advantage arises from performing particular activities more efficiently than competitors.
Others
to customers
charge higher average unit prices
A company can
outperform
rivals
Both greater value &
lower cost
LOGO
Operational Effectiveness
❖ Ultimately, all differences between companies in cost or price derive from the hundreds of activities (e.g. the right chart)
ahead of rivals.
LOGO
Background Introduction
❖ Positioning---once the heart of strategy---is rejected as too static for today’s dynamic markets and changing technologies.
❖ Cost is generated by performing activities, and cost advantage arises from performing particular activities more efficiently than competitors.
Others
to customers
charge higher average unit prices
A company can
outperform
rivals
Both greater value &
lower cost
LOGO
Operational Effectiveness
❖ Ultimately, all differences between companies in cost or price derive from the hundreds of activities (e.g. the right chart)
ahead of rivals.
LOGO
Background Introduction
❖ Positioning---once the heart of strategy---is rejected as too static for today’s dynamic markets and changing technologies.
《管理学专业英语教程(第4版)》教学课件—lesson13 The Seven Principles Of Supply Chain Management
Developing forecasts collaboratively and maintaining the required capacity across the operations.
Channel-wide S&OP can detect early warning signals of demand and takes into account vendor and carrier Fcuadpaanbilities, capacity, and constraints
Principle 1
❖Segment customers based on the service needs of distinct groups and adapt the supply chain to serve these segments profitably.
Principle 1
❖ Unsuccessful efforts:
▪ functionally defined and narrowly focused
▪ lack sustaining infrastructure ▪ uncoordinated change
activity erupts
Summary
Distill seven fundamental principles of supply chain management.
Supplier's price ↑
Inventory ↑
Principle 5 ❖Fundamental prerequisite
Maintenance
Repair
Operating supplies
Direct materials
Channel-wide S&OP can detect early warning signals of demand and takes into account vendor and carrier Fcuadpaanbilities, capacity, and constraints
Principle 1
❖Segment customers based on the service needs of distinct groups and adapt the supply chain to serve these segments profitably.
Principle 1
❖ Unsuccessful efforts:
▪ functionally defined and narrowly focused
▪ lack sustaining infrastructure ▪ uncoordinated change
activity erupts
Summary
Distill seven fundamental principles of supply chain management.
Supplier's price ↑
Inventory ↑
Principle 5 ❖Fundamental prerequisite
Maintenance
Repair
Operating supplies
Direct materials
管理学专业英语第四版下Unit 10 Three Types of AI
Banking: Artificial Intelligence enhances the speed, precision and
effectiveness of human efforts. In financial institutions, AI techniques can be used to identify which transactions are likely to be fraudulent, adopt fast and accurate credit scoring, as well as automate manually intense data management tasks.
Text (2) Humans and AI Are Joining Forces
❖ The Technology’s large impact will be in complementing and augmenting human capabilities, not replacing them.
• reading legal and contractual documents to extract provisions using natural language processing.
Gaining insight through data analysis
• predict what a particular customer is likely to buy;
1. they are usually much more data-intensive and detailed, 2. the models typically are trained on some part of the data set, 3. the models getter better – that is, their ability to use new data to make predictions or put things into categories improves over time.
effectiveness of human efforts. In financial institutions, AI techniques can be used to identify which transactions are likely to be fraudulent, adopt fast and accurate credit scoring, as well as automate manually intense data management tasks.
Text (2) Humans and AI Are Joining Forces
❖ The Technology’s large impact will be in complementing and augmenting human capabilities, not replacing them.
• reading legal and contractual documents to extract provisions using natural language processing.
Gaining insight through data analysis
• predict what a particular customer is likely to buy;
1. they are usually much more data-intensive and detailed, 2. the models typically are trained on some part of the data set, 3. the models getter better – that is, their ability to use new data to make predictions or put things into categories improves over time.
《管理学专业英语教程(第4版)》教学课件—lesson1 Modern management movement
Monitor
100% of the shareholders in 3 European countries and majorities in other European countries. Low fees for calls made outside the home country）voice usage. Earning rate of primary business too high
5 Japanese style management approach
6
Excellence approach
LOGO
Outlines ——framework of the modern management movement
1
Classical theory
2
Behavioral theory
LOGO
Contingency Approach
Three Principle Sets
Agreement exists between organizations and their internal and external environments, and between the management system and its various components.
LOGO
Process Approach
Process approach proposed by Fayol
Defining goals establishing strategy, and developing plans to coordinate activities
Planning
Determining what needs to be done, how it will be done, and who is to do it
100% of the shareholders in 3 European countries and majorities in other European countries. Low fees for calls made outside the home country）voice usage. Earning rate of primary business too high
5 Japanese style management approach
6
Excellence approach
LOGO
Outlines ——framework of the modern management movement
1
Classical theory
2
Behavioral theory
LOGO
Contingency Approach
Three Principle Sets
Agreement exists between organizations and their internal and external environments, and between the management system and its various components.
LOGO
Process Approach
Process approach proposed by Fayol
Defining goals establishing strategy, and developing plans to coordinate activities
Planning
Determining what needs to be done, how it will be done, and who is to do it
《管理学专业英语教程(第4版)》教学课件—lesson6 Meeting the Challenge of Corporate Entrepreneurship
Balancing Acts
What should companies
avoid?
• either-or approaches to corporate entrepreneurship because they place the old and new cultures in conflict with each other
Why Traditional Responses Fail
Diffused Responsibility Fizzles out
In an organization where every executive shares responsibility for new-business
creation
Meeting the Challenge of Corporate Entrepreneurship
管理学专业英语教程（第四版）
The Business Challenge of The Day
Two challenges to meet
1.They must become Janus-like, looking in two directions at once, with one face focused
Challenge1
• new businesses require innovation, innovation requires fresh ideas, and fresh ideas require
Challenge2 mavericks.
• the poor fit between new businesses and old Challenge3 systems
管理学专业英语教程第四版下课件Unit8TotalKnowledgeManagement
owledge knowledge
*We will see barriers to effective risk management in knowledge management in text (2)
too often companies▪ Explicit knowledge is easier to see；tacit
The One-Sided Knowledge Project
Stephen Denning‘s point： •most of our real knowledge is tacit • the communication between individuals is a fundamental KM principle •“in the end [it] provides a vehicle for conveying unseen tacit knowledge.”
The language of risk
1. Experts will face considerable difficulties in communicating without recourse to jargon.
2. Conflict continues and may escalate, rather than developing into what has been termed cooperative discourse
Reaching for Knowledge
checked a reference of some kind——explicit knowledge
need help?
ask someone for help——tacit knowledge
*We will see barriers to effective risk management in knowledge management in text (2)
too often companies▪ Explicit knowledge is easier to see；tacit
The One-Sided Knowledge Project
Stephen Denning‘s point： •most of our real knowledge is tacit • the communication between individuals is a fundamental KM principle •“in the end [it] provides a vehicle for conveying unseen tacit knowledge.”
The language of risk
1. Experts will face considerable difficulties in communicating without recourse to jargon.
2. Conflict continues and may escalate, rather than developing into what has been termed cooperative discourse
Reaching for Knowledge
checked a reference of some kind——explicit knowledge
need help?
ask someone for help——tacit knowledge
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modeling.
Engaging with customers and
employees
• intelligent agents that offer 24/7 customer service addressing a broad and growing array of issues;
• internal sites for answering employee questions on various topics;
Three types of AI
Application
Process Automation
Cognitive Insight
Cognitive Engagement
LOGO
Three Important Business Needs of AI Applications
Automating business processes
• product and service recommendation systems for retailers that increase personalization, engagement, and sales;
let the data do the programming.
LOGO
The History of Artificial Intelligence
LOGO
Possible Applications for AI
LOGO
Three Important Business Needs of AI Applications
• analyze warranty data to identify safety or quality problems in manufactured products;
• automate personalized targeting of digital ads; and • provide insurers with more-accurate and detailed actuarial
that have many hidden layers. • AI achieves incredible accuracy through deep neural
networks – which was previously impossible.
• AI gets the most out of data. • AI adapts through progressive learning algorithms to
Байду номын сангаас
• transferring data from e-mail and call center systems into systems of record;
• replacing lost credit or ATM cards, reaching into multiple systems to update records and handle customer communications;
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AI: What is and why it matters?
What is artificial intelligence?
Artificial intelligence (AI) makes it possible for machines to learn from experience, adjust to new inputs and perform humanlike tasks. Most AI examples that you hear about today – from chess-playing computers to selfdriving cars – rely heavily on deep learning and natural language processing. Using these technologies, computers can be trained to accomplish specific tasks by processing large amounts of data and recognizing patterns in the data.
• reconciling failures to charge for services across billing systems by extracting information from document types;
• reading legal and contractual documents to extract provisions using natural language processing.
Three Types of AI
管理学专业英语教程（第四版）
LOGO
Outlines
1 AI: What is and why it matters? 2 Three Important Business Needs of AI Applications 3 The Business Benefits of AI 4 Machine Learning 5 How AI is Being Used in Industries
LOGO
AI: What is and why it matters?
Why artificial intelligence matters?
• AI automates repetitive learning and discovery through data. • AI adds intelligence to existing products. • AI analyzes more and deeper data using neural networks
Gaining insight through data analysis
• predict what a particular customer is likely to buy;
• identify credit fraud in real time and detect insurance claims fraud;
Engaging with customers and
employees
• intelligent agents that offer 24/7 customer service addressing a broad and growing array of issues;
• internal sites for answering employee questions on various topics;
Three types of AI
Application
Process Automation
Cognitive Insight
Cognitive Engagement
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Three Important Business Needs of AI Applications
Automating business processes
• product and service recommendation systems for retailers that increase personalization, engagement, and sales;
let the data do the programming.
LOGO
The History of Artificial Intelligence
LOGO
Possible Applications for AI
LOGO
Three Important Business Needs of AI Applications
• analyze warranty data to identify safety or quality problems in manufactured products;
• automate personalized targeting of digital ads; and • provide insurers with more-accurate and detailed actuarial
that have many hidden layers. • AI achieves incredible accuracy through deep neural
networks – which was previously impossible.
• AI gets the most out of data. • AI adapts through progressive learning algorithms to
Байду номын сангаас
• transferring data from e-mail and call center systems into systems of record;
• replacing lost credit or ATM cards, reaching into multiple systems to update records and handle customer communications;
LOGO
AI: What is and why it matters?
What is artificial intelligence?
Artificial intelligence (AI) makes it possible for machines to learn from experience, adjust to new inputs and perform humanlike tasks. Most AI examples that you hear about today – from chess-playing computers to selfdriving cars – rely heavily on deep learning and natural language processing. Using these technologies, computers can be trained to accomplish specific tasks by processing large amounts of data and recognizing patterns in the data.
• reconciling failures to charge for services across billing systems by extracting information from document types;
• reading legal and contractual documents to extract provisions using natural language processing.
Three Types of AI
管理学专业英语教程（第四版）
LOGO
Outlines
1 AI: What is and why it matters? 2 Three Important Business Needs of AI Applications 3 The Business Benefits of AI 4 Machine Learning 5 How AI is Being Used in Industries
LOGO
AI: What is and why it matters?
Why artificial intelligence matters?
• AI automates repetitive learning and discovery through data. • AI adds intelligence to existing products. • AI analyzes more and deeper data using neural networks
Gaining insight through data analysis
• predict what a particular customer is likely to buy;
• identify credit fraud in real time and detect insurance claims fraud;