《管理学专业英语教程(第4版)》教学课件—lesson3 The Case of Contingent Governance
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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(第四版)课件-管理决策
折中
可能反应
B1
B2
B3
准则
准则
准则
（ X ） ( Y ) (αX+βY)
A企业的策略
0.4X+0.6Y
A1
13 14 11 14
11
12.2
A2
9 15 18 18
9
12.6
A3
24 21 15 24
15
18.6
A4
18 14 28 28
14
19.6
相对收益最大值 及选取的方案
28
15
19.6
第4方案 第3方案 第4方案
因为，利润 = 产销量×单价－产销量×单位变动成本－固定成本
盈亏平衡点 产销量
＝
固定成本 单价－单位变动成本
第14页
盈亏平衡分析法
金额
盈亏 平衡点
销售额
总成本 变动成本 固定成本
产销量
管理学（第四版）
第３节 个体决策的基本方法
二、风险型决策方法
风险型决策是指决策方案的自然状态有若干种，但每种自然状态发生的概 率是可以作出客观估计的决策，所以亦称作随机型决策或统计型决策。
第17页
管理学(3ed)
第３节 个体决策的基本方法
决策树法举例
64
-30
①
销路好 P1＝0.7 销路差 P2＝0.3
100（万元） -20（万元）
31 -20
②
销路好 P1＝0.7
40（万元）
销路差 P2＝0.3
10（万元）
计算得：第一方案的期望收益 = 100×0.7 + (－ 20 )×0.3 = 64（万元） 第二方案的期望收益 = 40×0.7 + 10×0.3 = 31（万元） 第一方案预期的净收益 = 64 － 30 = 34（万元） 第二方案预期的净收益 = 31 － 20 = 11（万元）
管理学(第四版)课件：领导
第9 页
管理学（第四版）
“通过三个方面，达到一个目的”
第１节 领导的本质与内容
领导者
指挥/指导
运发
用挥
激
沟
权影
力响
励
或力
通
营造一个人人愿意作出贡献的工作环境氛围
营造组织气氛 建设组织文化
第 10 页
管理学（第四版）
第2节 领导的权力基础
权力是领导者对他人施加影响的基础。而权力在领导 者和其他成员中的分配是不平等的。领导者通常拥有相 对强大的权力，使他得以影响组织中其他成员的行为。 权力是指一个人主动影响他人行为的潜在能力。狭义 的领导工作，就是指领导者运用其拥有的权力，以一定 的方式对他人施加影响的过程。
领导的行为、行动能否产生预期的效能或效果，取决于如下 三方面因素：
1. 领导者。领导者所拥有的职位权力和个人权力的大小，对 领导效能起着十分重要的作用。领导者的职位权力是由组织制度 所客观规定的，它与组织的健全程度有关。
2. 领导风格。领导风格表现为领导行为。领导行为理论认为， 个人可以通过合适的、最优的领导行为的学习和培训而使他们更 加有效地开展领导工作。
领导是最充分体现管理工作的艺术性的一项职能。
第6 页
管理学（第四版）
第１节 领导的本质与内容
四、领导职能包含的内容
1. 权力或影响力的形成和运用 这是狭义的领导概念。在一个组织内，一个人可能会利用职 权的合法性而采用强制手段指挥命令他人做事情；在某些情况 下，某个人可能根本就没有合法的地位所赋予的职权，但是他却 能形成和发挥影响力，能以个人的才能、魄力和威望来引导和促 进他人努力工作。
第 20 页
管理学（第四版）
第３节 领导效能的决定因素及有关的领导理论
管理学（第四版）
“通过三个方面，达到一个目的”
第１节 领导的本质与内容
领导者
指挥/指导
运发
用挥
激
沟
权影
力响
励
或力
通
营造一个人人愿意作出贡献的工作环境氛围
营造组织气氛 建设组织文化
第 10 页
管理学（第四版）
第2节 领导的权力基础
权力是领导者对他人施加影响的基础。而权力在领导 者和其他成员中的分配是不平等的。领导者通常拥有相 对强大的权力，使他得以影响组织中其他成员的行为。 权力是指一个人主动影响他人行为的潜在能力。狭义 的领导工作，就是指领导者运用其拥有的权力，以一定 的方式对他人施加影响的过程。
领导的行为、行动能否产生预期的效能或效果，取决于如下 三方面因素：
1. 领导者。领导者所拥有的职位权力和个人权力的大小，对 领导效能起着十分重要的作用。领导者的职位权力是由组织制度 所客观规定的，它与组织的健全程度有关。
2. 领导风格。领导风格表现为领导行为。领导行为理论认为， 个人可以通过合适的、最优的领导行为的学习和培训而使他们更 加有效地开展领导工作。
领导是最充分体现管理工作的艺术性的一项职能。
第6 页
管理学（第四版）
第１节 领导的本质与内容
四、领导职能包含的内容
1. 权力或影响力的形成和运用 这是狭义的领导概念。在一个组织内，一个人可能会利用职 权的合法性而采用强制手段指挥命令他人做事情；在某些情况 下，某个人可能根本就没有合法的地位所赋予的职权，但是他却 能形成和发挥影响力，能以个人的才能、魄力和威望来引导和促 进他人努力工作。
第 20 页
管理学（第四版）
第３节 领导效能的决定因素及有关的领导理论
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上lesson4 What is Strategy
ahead of rivals.
Background Introduction
❖ Positioning---once the heart of strategy---is rejected as too static for today’s dynamic markets and changing technologies.
❖ According to the new dogma, rivals can quickly copy any market position, and competitive advantage is, at best, temporary.
❖ Some barriers to competition are falling as regulation eases and markets become global.
planar productivity frontier
three-dimensional productivity frontier
Productivity Frontier
❖ The productivity frontier is constantly shifting outward as new technologies and management approaches are developed and as new inputs become available.
❖ Companies have properly invested energy in becoming leaner and more nimble.
Barriers
Copy Globalization
market position
Background Introduction
❖ Positioning---once the heart of strategy---is rejected as too static for today’s dynamic markets and changing technologies.
❖ According to the new dogma, rivals can quickly copy any market position, and competitive advantage is, at best, temporary.
❖ Some barriers to competition are falling as regulation eases and markets become global.
planar productivity frontier
three-dimensional productivity frontier
Productivity Frontier
❖ The productivity frontier is constantly shifting outward as new technologies and management approaches are developed and as new inputs become available.
❖ Companies have properly invested energy in becoming leaner and more nimble.
Barriers
Copy Globalization
market position
《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(第四版)教学全套课件
cheapest way.
管理是一门怎样建立
强调：目标与艺术
目标,然后用最好的 方法经过他人的努力
来达到的艺术。
二、管理的含义及特征
2.现代经营管理之父 ── 法约尔（Henri Fayol）
To manage is to forecast and to plan , to organize , to command , to coordinate and to control.
4、小论文 (mini) Paper ——针对热点问题或 感兴趣的问题进行专题论述
课程学习目标
*讲授
*案例教学 *共享探讨 *角色扮演
“合作者”的配合
实现 教学目标
识记---概念与管理理论观点; 理解---管理实践; 分析---管理事例.
第一章 管理学导论
第一章 管理导论
第一节 管理概述 第二节 管理者 第三节 管理学概述
➢管理者的层次分类： 高层管理人员 基层管理人员 中层管理人员
决策层 执行层
操作层
高层管理者 中层管理者 基层管理者
二、管理者的角色(Roles of managers)
明茨伯格（Henry Mintzberg）的管 理角色理论（三方面10种角色）
人际角色
*代表人 *领导者 *联络者
信息角色
*监控者 *传播者 *发言人
1、概念技能：能综观全局，
洞察组织与环境要素间相互影 响和相互作用的关系的能力。
2、人际技能：与处理人事关
系有关的技能，即理解、激 励他人并与他人共事的能力。
3、技术技能：使用某一专业领
域内有关的程序、技术、知识 和方法完成组织任务的能力。
各级管理者的技能要求比例
《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
管理学专业英语第四版下Unit 5 Projects in Contemporary Organizations
Forces Fostering Project Management
❖ Another important societal force is the intense competition among institutions fostered by our economic system resulting in organizational "crusades“
Consider the two examples before
1. To increase Grade A milk production 2. To increase pig weight 3. to secure commitments
1. Lack of elasticity 2. Too solw 3. The team feel lack of rewarding
What the group do
Teams of A World Bank
Improve the productivity of 120,000 small-scale farmers in Nicaragua by 30% in 16 years
If the World Bank had kept proceeding in the traditional way on a project of this magnitude, it would have been years before managers found out or if the various work streams could be integrated— and thus if the project would ultimately achieve its goals.
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The real world, however, is far from ideal. Thus, governance is necessary to deal with the things that fall outside markets as well as the people who would manipulate decisions in their own interests.
LOGO
The reason for contingent governance ❖Evolving conditions
Governance has to continually adapt to changing conditions because a company, its management and business environment are forever evolving. As a result, corporate boards must adopt the right roles to reflect and shape those governance conditions.
Inside an organization Outside an organization
Pay attention: The right role of the board depends on the importance of the agency problems, the difficulty of getting managers to act in the owner’s interests, which can vary over the life of the company, and the tenure of each CEO.
The role must change
✓ It must change with shifts in the importance and nature of the externalities that shape the agendas of shareholders created by dysfunctional managerial power.
LOGO
The reason for contingent governance
❖Imperfect markets
In an ideal world comprising competitive markets and transparent information, the legal system and market processes would, by themselves, provide perfectly adequate corporate governance.
LOGO
Two broad streams of commentary and research
❖Agency problems
Regulation is rarely optimal, markets are not efficient, and information can never be fully transparent.
LOGO
Two broad streams of commentary and research
❖Methods used to deal with problems
The driving governance role
✓ Boards must emphasize a particular subset of activities in decision making and resource allocation. The dominant subset of those activities is called the driving governance role.
Pay attention: The right role of the board depends on the importance of the externalities, which can vary from country to country and from market to market over the life of the company.
The Case for Contingent Governance
管理学专业英语教程（第四版）
LOGO
Outlines
1 The reasons for contingent governance 2 Two broad streams of commentary and research 3 Focused versus broad governance
LOGO
Two broad streams of commentary and research
❖Externality ❖Agency problems
LOGO
Two broad streams of commentary and research
❖Externality
Markets alone do not capture the full impact of companies; in particular, they do not price certain inputs and outputs of the business, so-called externalities, such as the effect of an organization’s activities on society at laoad streams of commentary and research
❖Methods used to deal with problems Auditing Oversight mechanisms Company policies Compensation incentives Succession planning
LOGO
The reason for contingent governance ❖Evolving conditions
Governance has to continually adapt to changing conditions because a company, its management and business environment are forever evolving. As a result, corporate boards must adopt the right roles to reflect and shape those governance conditions.
Inside an organization Outside an organization
Pay attention: The right role of the board depends on the importance of the agency problems, the difficulty of getting managers to act in the owner’s interests, which can vary over the life of the company, and the tenure of each CEO.
The role must change
✓ It must change with shifts in the importance and nature of the externalities that shape the agendas of shareholders created by dysfunctional managerial power.
LOGO
The reason for contingent governance
❖Imperfect markets
In an ideal world comprising competitive markets and transparent information, the legal system and market processes would, by themselves, provide perfectly adequate corporate governance.
LOGO
Two broad streams of commentary and research
❖Agency problems
Regulation is rarely optimal, markets are not efficient, and information can never be fully transparent.
LOGO
Two broad streams of commentary and research
❖Methods used to deal with problems
The driving governance role
✓ Boards must emphasize a particular subset of activities in decision making and resource allocation. The dominant subset of those activities is called the driving governance role.
Pay attention: The right role of the board depends on the importance of the externalities, which can vary from country to country and from market to market over the life of the company.
The Case for Contingent Governance
管理学专业英语教程（第四版）
LOGO
Outlines
1 The reasons for contingent governance 2 Two broad streams of commentary and research 3 Focused versus broad governance
LOGO
Two broad streams of commentary and research
❖Externality ❖Agency problems
LOGO
Two broad streams of commentary and research
❖Externality
Markets alone do not capture the full impact of companies; in particular, they do not price certain inputs and outputs of the business, so-called externalities, such as the effect of an organization’s activities on society at laoad streams of commentary and research
❖Methods used to deal with problems Auditing Oversight mechanisms Company policies Compensation incentives Succession planning