管理学专业英语教程上册课件 (7)[28页]
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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
学术英语(管理)_Unit 7ppt课件
• firm • generic products • branding program • touch point • disconnect
• direct mail
• mailer • point of engagement • inconsistency • company • marketing communication
Unit 7 Brands and Branding
Text A
Critical reading and thinking
key
Lessons drawn from examples
Brand experience should be consistent and controlled by the organization at every point of contact
.
2
Unit 7 Brands and Branding
Several terms
• brand 品牌
•
branding: efforts on creating, mtaoi,ntaaibnrianngd,品a牌nd建a设dding more value
• brand value 品牌价值
• brand equity 品牌资产
Unit 7 Brands and Branding
.
1
Unit 7 Brands and Branding
• Text A
The Importance of Brands
1) Critical thinking and reading of Text A 2) Language building-up
Lessons drawn from examples
管理学英文案例讲解 ppt课件
Steel
Steel
Electronics
Chemicals
ppt课件
6
General Environment
The economic environment
ThEeceocnoonmoimc ic environment
ThPeopliotilcitaicl al environment
Social environment
Weighted Score 4
0.40 0.32 0.38 0.19 0.48
S6 Strong R&D capabilities 0.10 3.6
0.36
S7 One of the best-selling brands in U.S. market
0.10
3.8
0.38
S8 Focus on protection
Social environment
oil consumption & energy crisis & pressure on the environment
Skill
low fuel consumption
environment
ppt课件
8
vision
thTeofyuottuaTreewxoitlflilmneaohdberitlehitey，way to enriching lives around the world with the safest and most responsible ways of moving people. Through our commitment to quality， constant innovation and respect for the planet， we aim to exceed expectations and be rewarded with a smile. We will meet challenging goals by engaging the talent and passion of people， who believe there is always a better way."
管理学专业英语教程(第二版)-Unit 7 Characteristics of Management Science
Characteristics of Management Science
管理学专业英语教程（精编版） （第二版）
LOGO
Outlines
1 Some Observations on the Discipline
2
A Business asof Beliefs
How men would act under a given set of circumstances
How men can then be manipulated to achieve a certain result then mechanistic systems could be built of much larger scope, and they would make sense.
Broadly with business activities
By abstracting from people as subjects only those characteristics that are ascribable to "things."
Someone do not accept the difference
4
Uncertainty in Business
5 Opportunities in Management Science
FudaLnOGO
Some Observations on the Discipline
Management Science
Be different than the physical sciences
Avoid
▪ the need for effective means for conveying
管理学专业英语教程（精编版） （第二版）
LOGO
Outlines
1 Some Observations on the Discipline
2
A Business asof Beliefs
How men would act under a given set of circumstances
How men can then be manipulated to achieve a certain result then mechanistic systems could be built of much larger scope, and they would make sense.
Broadly with business activities
By abstracting from people as subjects only those characteristics that are ascribable to "things."
Someone do not accept the difference
4
Uncertainty in Business
5 Opportunities in Management Science
FudaLnOGO
Some Observations on the Discipline
Management Science
Be different than the physical sciences
Avoid
▪ the need for effective means for conveying
管理专业英语完整版PPT培训课件
Scientific management: This theory emphasizes the use of scientific methods to improve work efficiency and productivity It emphasizes the standardization of work processes, the use of time and motion studies, and the development of job descriptions and instructions
Analysis
目录
• Improvement of Management Professional English Application Ability
• Summary and Outlook
目录
01
Introduction
Training objectives and significance
Organization development
Organization development is a management approach that emphasizes changes and development in organizations It uses a variety of techniques to help organizations improve their performance, including team building, training, and reconstruction
Overview of Training Content
Management related English documents
最新-管理学专业英语chapter1 Management in a Changing World-PPT文档资料
Life experience
Geographic location
Occupation
Ethnicity
Race
Marital status Parental status
Sexual orientation
Mental/ physical Behavioral style qualities Age Education Income
environment
diversity choice continuous improvement
changing behavior safety
medical research brands
Word Study. Fill in the blank space with the correct form of the word: 1. management (n), manager (n), manage (v) The traditional role of the manager is changing. In most large corporations, bosses have to manage an increasingly diverse labor force, which includes a greater number of specialists. As a result, management is more concerned with the wellbeing of its workers, since a good specialist can always find a job with another company. Modern management theory emphasizes the manager’s role as a coach.
chapter 01 Managers and Managing 《管理学》(双语)课程课件
– Taking action to increase performance as required. – The outcome of control is the ability to measure
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
14
16
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
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
14
16
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
管理专业英语教程
管理专业英语教程In the rapidly evolving business landscape, mastering the nuances of professional English is crucial for aspiring managers. It bridges the gap between theory and practice, equipping students with the language skills needed to navigate the global market.The curriculum is designed to enhance communication proficiency, focusing on both the technical and interpersonal aspects of business English. Through case studies and role-plays, students learn to articulate complex ideas clearly and persuasively.Each module delves into specialized vocabulary, industry jargon, and the art of negotiation. It's not just about speaking the language; it's about understanding the cultural subtleties that influence business transactions.Interactive sessions and group discussions foster an environment where students can practice their language skills in a supportive setting. The goal is to build confidence and fluency, preparing them for real-world scenarios.The course also emphasizes the importance of written communication, teaching students how to draft professional emails, reports, and business proposals. Clarity and conciseness are key, ensuring that messages are impactful and well-received.As part of the learning process, students are introduced to the latest trends in business communication, including the use of digital platforms and social media for professional networking.Feedback is an integral part of the course, with constructive criticism helping students to refine their language use and presentation skills. This continuous improvement process is essential for personal and professional growth.In conclusion, a management professional English tutorial is more than just a language course; it's a comprehensive guide to success in the international business arena, where language proficiency is as vital as strategic thinking.。
管理学专业英语第四版上lesson7 Mapping Your Innovation Strategy
Mapping Your Innovation Strategy
管理学专业英语教程（第四版·上）
星蓝海学习网
Example of American football
❖Seems pretty simple
❖However, any aficionado knows that football is, in reality, dizzyingly complex.
approach is wrong.
Execute and Adapt
To avoid these mistakes, companies should be rigorous about staging their investments.
Companies then have one of four options. The key is to make decisions rapidly.
existing surgical procedure
characterized by a lot of seemingly avoidable high costs.
Once EES identified this circumstance, they began looking
for a specific technology to bring
The strategy was very different from the one the company used in its core business.
Senior management gave the team “process FastPass” cards
They can do this by following a simple mantra:
管理学专业英语教程（第四版·上）
星蓝海学习网
Example of American football
❖Seems pretty simple
❖However, any aficionado knows that football is, in reality, dizzyingly complex.
approach is wrong.
Execute and Adapt
To avoid these mistakes, companies should be rigorous about staging their investments.
Companies then have one of four options. The key is to make decisions rapidly.
existing surgical procedure
characterized by a lot of seemingly avoidable high costs.
Once EES identified this circumstance, they began looking
for a specific technology to bring
The strategy was very different from the one the company used in its core business.
Senior management gave the team “process FastPass” cards
They can do this by following a simple mantra:
管理学课件英文版Chapter7
– however, high-high was not always effective
© Prentice Hall, 2002
17-6
Early Leadership Theories (cont.)
Behavioral Theories (cont.)
– University of Michigan Studies - identified two dimensions of leadership
© Prentice Hall, 2002
17-1
Learning Objectives (cont.)
You should learn to: – Contrast transactional and transformational leaders – Describe the main characteristics of charismatic, visionary, and team leaders – Explain the various sources of power a leader might possess – Describe how leaders can create a culture of trust – Explain gender and cultural differences in leadership
© Prentice Hall, 2002
17-2
Leadership
Leader
– someone who can influence others and who has managerial authority • all managers should ideally be leaders • not all leaders have the ability to be an effective manager
管理学英文版PPT
• Explain Mintzberg’s managerial roles. • Tell how a manager’s include reflection and action.
• Describe Katz’s three essential managerial skills and how the importance of these skills changes depending on managerial level.
What Is Management?
• Define management. • Contrast efficiency and effectiveness. • Explain why efficiency and effectiveness are important to management.
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
What Do Managers Do?
• Describe the four functions of management.
• Top Managers
Ø Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
What Is Management?
L E A R N I N G O U T L I N E (cont’d)
• Describe Katz’s three essential managerial skills and how the importance of these skills changes depending on managerial level.
What Is Management?
• Define management. • Contrast efficiency and effectiveness. • Explain why efficiency and effectiveness are important to management.
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
What Do Managers Do?
• Describe the four functions of management.
• Top Managers
Ø Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
What Is Management?
L E A R N I N G O U T L I N E (cont’d)
罗宾斯管理学英文版课件
manager
Someone who coordinates and oversees the work of other people so that organization goals can be accomplished.
Top Managers Middle Managers First-Line Managers
Effectiveness
Completing activities so that organizational goals are attained; referred to as “doing the right things.”
efficiency (means)
effectiveness (ends)
Management
Coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
Efficiency Getting the most output from the least amount of inputs; referred to as “doing things right.”
organization A deliberate arrangement of people to accomplish some specific purpose.
Distinct Purpose
Deliberate Structure People
Characteristics of Organizations
controlling
chapter 08 Leadership 《管理学》(双语)课程课件
➢European managers tend to be more peopleoriented than American or Japanese managers. - U.S. firms often focus on short-run efforts and results. - Japanese firms have a longer-run perspective. - European firms fall somewhere between the U.S. and Japanese orientations.
* Leadership
➢The process by which a person exerts influence over others and inspires, motivates and directs their activities to achieve group or organizational goals.
- Leaders may delegate and support subordinates, while others are very authoritarian.
➢The challenge is for managers at all levels to develop an effective personal management style.
© Copyright McGraw-Hill. All rights reserved.*
13–10
I. The Nature of Leadership
* Leadership Across Cultures 跨文化领导
➢Japanese managers are group-oriented, while U.S managers focuses more on profitability.
* Leadership
➢The process by which a person exerts influence over others and inspires, motivates and directs their activities to achieve group or organizational goals.
- Leaders may delegate and support subordinates, while others are very authoritarian.
➢The challenge is for managers at all levels to develop an effective personal management style.
© Copyright McGraw-Hill. All rights reserved.*
13–10
I. The Nature of Leadership
* Leadership Across Cultures 跨文化领导
➢Japanese managers are group-oriented, while U.S managers focuses more on profitability.
管理学英文
to determine the effect of illumination and other working conditions on workers and their productivity
Illumination Experiment
Two groups:
Experimental group: the lighting conditions were manipulated or changed Controlling group: the lighting was never changed
Weihrich and Koontz
Chapter 3. Global, Comparative, and Quality Management
Country Alliances and Economic Blocs
Members NAFTA ASEAN Mercosur EU
Comparative Management
Gaining Competitive Advantage through Quality Management
Traditional quality management gurus
Dr. Deming Dr. Juran Phil Crosby
Other Quality Approaches and Awards
Managing: Science or Art? (P.10)
Managing as practice is an art; the organized knowledge underlying the practice may be referred to as a science.
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FudaLnOGO
Reputation Degradation
The damage could be irreparable ❖Companies that are perceived to be corrupt
will find it much more difficult, if not impossible, to shed themselves of that stigma.
❖ To speed its rehabilitation, a company may need to replace top management quickly in an effort to convince others of its sincerity and eagerness to attack the root cause of the dishonesty.
FudaLnOGO
Reputation Degradation
FudaLnOGO
Reputation Degradation
The consequence and the solutions
❖ Research suggests that a disreputable company attempting to recover lost trust needs to demonstrate newfound integrity consistently on numerous occasions to stand even a chance of convincing wary others that it has changed for the better.
FudaLnOGO
Mismatch with employee values
Increased Absenteeism
reputation overnight.”
——Edson.W.Spencer Former Chairman of Honeywell Inc.
FudaLnOGO
Reputation Degradation
The damage to the firm’s opportunities for new and repeat business can be considerable
FudaLnOGO
Organizational Dishonesty
2
Mismatches Between Values of
Employee and Organization
Increased Absenteeism
A Poor Fit for Organizational
Dishonesty
Lower Job Satisfaction Higher turnover
❖ 80%
of respondents stated that their perception of the ethicality of a particular company’s business practices has had a direct effect on their decisions to purchase goods or services from that firms
Employee and Organization
3
Increased Surveillance
FudaLnOGO
Organizational Dishonesty
Begin with a fundamental assertion
❖An organization that regularly teaches, encourages, condones or allows the use of dishonest tactics in its external dealings (that is, reward customers, clients, stockholders, suppliers, distributors, regulators and so on) will experience a set of internal consequences.
The Hidden Costs of Organizational Dishonesty
管理学专业英语教材
Fudan University
LOGO
Outlines —— Three typesthe malignancies
1
Reputation Degrween Values of
FudaLnOGO
Organizational Dishonesty
1 Reputation Degradation
❖“The businessman who straddles a fine
line between what is right and what is expedient should remember that it takes years to build a good business reputation, but one false move can destroy that
resent survey
❖ 74%
of the respondents asserted that their perceptions of the
honesty of a corporation’s behavior had also influenced their decisions about whether to buy that company’s stock
❖Dishonesty is a trait that, when discovered in one branch of a company, is immediately perceived to be underlying the behaviors across other domains.