罗宾斯管理学英文版第11版PPT1
管理学罗宾斯第11版08
8-6
Elements of Planning
• Goals (also Objectives)
– Desired outcomes for individuals, groups, or entire organizations
– Provide direction and evaluation performance criteria
8-13
Traditional Goal Setting
• Broad goals are set at the top of the organization.
• Operational Plans
– Specify the details of how the overall goals are to be achieved
– Cover a short time period
Copyright © 2012 Pearson Education, Inc.
• Discuss contemporary issues in planning
Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
8-1
• Define the nature and purpose of planning
• Classify the types of goals organizations might have and the plans they use
• Compare and contrast approaches to goal-setting and planning
罗宾斯管理学第11版
《管理学》第11版罗宾斯Sail我是2014年参加的浙财会计学学硕考试,在考研的路上,也经过了许多波折坎坷,但总是告诉自己,前面就是光明。
时间在不断流逝,我们的心是否还依旧平稳,不管如何,希望大家一定要坚持下去,不要让自己后悔,有一段话,献给在考研路上努力奋斗着的童鞋们:贵在主动,重在过程,有心有序,有度有恒,求实求真,躬身力行。
我希望在你们挥汗奋斗的日子里,我能够带给你们一定的光明和正能量,相信自己,坚强地走下去。
加油!A Blueprint for AchievementPractice while others are complaining.Believe while others are doubting.Plan while others are playing.Study while others are sleeping.Decide while others are delaying.Prepare while others are daydreaming.Begin while others are procrastinating.Work while others are waiting.Save while others are wasting.Listen while others are talking.Smile while others are frowning.Compliment while others are criticizing.Persist while others are quitting.Progress while others are lagging behind.Then, you will succeed while others are failing.目录第一篇管理导论 2第1章管理与组织领导 21.1管理者为什么对组织很重要? 21.2谁是管理者以及他们在那里工作? 21.3管理者的职能、角色和技能。
罗宾斯管理学英文版课件
first-line
middle
managers managers
conceptual skills
top mangers
human skills
technical skills
Skills Needed at Different Management Levels
proficiently perform specific tasks.
human skills
The ability to work well with other people individually and in a group
conceptual skills
The ability to think and to conceptualize about abstract
work of the first-line managers.
top managers
Managers at or near the top level of the organization who are responsible for making
organization-wide decisions and establishing the goals and plans that affect the entire organization.
Management
Coordinating and overseeing the work activities of others so that their activities are completed
efficiently and effectively.
罗宾斯 《管理学》课件 第1章 管理与管理者
案例
今年明茨伯格(Mintzberg)来京讲演, 今年明茨伯格(Mintzberg)来京讲演, 当着上百个听众,我问他: 当着上百个听众,我问他:“你认为管理者 是天生的,还是后天训练的, 是天生的,还是后天训练的,或者既要天生 还要后天训练? 还要后天训练?” 他说: 当然是既要天生, 他说:“当然是既要天生,还要后天的 训练。因为管理既有科学,也有艺术成分。 训练。因为管理既有科学,也有艺术成分。” 我又问:如果是这样的话, 我又问:如果是这样的话,我们岂不是 告诉MBA的学生, MBA的学生 告诉MBA的学生,你们之中必然有一部分成 不了管理者!这对教MBA MBA的老师岂不是一件 不了管理者!这对教MBA的老师岂不是一件 很沮丧的事? 很沮丧的事?”
一、什么是管理? 什么是管理?
(三)教材中的定义 管理是指组织中的活动或过程: 管理是指组织中的活动或过程: 通过信息获取、决策、计划、组织、 通过信息获取、决策、计划、组织、 领导、 领导、控制和创新等职能的发挥来分 配、协调包括人力资源在内的一切可 以调用的资源, 以调用的资源,以实现单独的个人无 法实现的目标 。
一、什么是管理? 什么是管理?
(四)理解管理定义的要点: 理解管理定义的要点: 1.管理的载体是组织 管理的载体是组织; 1.管理的载体是组织; 2.管理的本质是活动或过程 分配、 管理的本质是活动或过程( 2.管理的本质是活动或过程(分配、协 调活动或过程); 调活动或过程); 3.管理的对象是一切可调用的资源 管理的对象是一切可调用的资源( 3.管理的对象是一切可调用的资源(原 材料、人员、资本、土地、厂房、设备、 材料、人员、资本、土地、厂房、设备、 顾客、信息…… ); 顾客、信息 4.管理的职能是获取信息 决策、计划、 管理的职能是获取信息、 4.管理的职能是获取信息、决策、计划、 组织、领导、控制和创新; 组织、领导、控制和创新;
管理学(斯蒂芬·P.罗宾斯)(11版中文)ppt课件
所谓创新,就是观察到的事物与别人不同, 构想出来的事物与别人不同。创新视角就 是用不同的视角去观察寻常的事物和现象, 使得事物显示出某些不寻常的性质。
四、管理者工作是如何变化的
变化的技术、变化的社会期望 更激烈的竞争、更大的安全威胁 三种必须认真应对的变化: 顾客对管理者工作的重要性 创新对管理者工作的重要性 可持续性对管理者工作的重要性 sustainability: meeting the needs of people today
四、定量方法(管理科学理论)
数学和统计方法 全面质量管理
五、当代方法(管理理论)
过程方法 系统方法 权变方法
六、现代管理实践的发展
管理内涵进一步拓展 管理组织更加多样化发展 管理方法日渐科学 管理手段更加自动化 管理实践更加丰富化 管理的责任更加宽泛化
管理(企业)的简要回顾
而使其变得对组织更加有利。 顾客 供应商 竞争者 压力集团
环境对管理者的影响
环境的不确定性; 组织环境的变化程度 组织环境的复杂程度 利益相关群体
环境就是通过这两方面对管理者产生影响。
全球环境中的管理
谁是所有者 不同的全球观 理解全球环境 全球化经营 在全球环境中进行管理
率有详细的论述。)
二、古典方法(管理理论)
弗里德里克·泰罗(美):科学管理理论 亨利·法约尔(法):一般管理理论 马克斯·韦伯(德):科层组织理论
这三种理论之间有什么共同点?
三、行为方法(科学理论)
早期的行为科学研究:芒斯特伯格、霍桑 试验
人际关系运动:马斯洛、麦克雷戈、赫茨 伯格
行为科学:关于个体行为的研究、关于群 体行为的研究、关于领导行为的研究。
七、 当前的趋势和问题
罗宾斯管理学第11版
《管理学》第11版罗宾斯Sail我是2014年参加的浙财会计学学硕考试,在考研的路上,也经过了许多波折坎坷,但总是告诉自己,前面就是光明。
时间在不断流逝,我们的心是否还依旧平稳,不管如何,希望大家一定要坚持下去,不要让自己后悔,有一段话,献给在考研路上努力奋斗着的童鞋们:贵在主动,重在过程,有心有序,有度有恒,求实求真,躬身力行。
我希望在你们挥汗奋斗的日子里,我能够带给你们一定的光明和正能量,相信自己,坚强地走下去。
加油!A Blueprint for AchievementPractice while others are complaining.Believe while others are doubting.Plan while others are playing.Study while others are sleeping.Decide while others are delaying.Prepare while others are daydreaming.Begin while others are procrastinating.Work while others are waiting.Save while others are wasting.Listen while others are talking.Smile while others are frowning.Compliment while others are criticizing.Persist while others are quitting.Progress while others are lagging behind.Then, you will succeed while others are failing.目录第一篇管理导论 2第1章管理与组织领导 21.1管理者为什么对组织很重要? 21.2谁是管理者以及他们在那里工作? 21.3管理者的职能、角色和技能。
罗宾斯管理学11版PPT(英文版)共500页文档
employees. • Discuss how to classify managers in organizations.
What Is Management?
Copyright © 2005 Prentice Hall, Inc. All rights reseN G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
1–3
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. • 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. • List other important managerial skills and competencies. • Discuss the change that are impacting managers’ jobs. • Explain why customer service and innovation are important to the manager’s job.
罗宾斯管理学(第11版)讲义与视频课程【40小时高清视频】
罗宾斯《管理学》(第11版)【教材精讲+考研真题解析】讲义与视频课程【40小时高清视频】目录开篇导读[视频讲解]第1篇管理导论第1章管理与组织导论[视频讲解]1.1本章要点详解1.2配套考研真题解析附加模块一管理史[视频讲解]模块1.1本章要点详解模块1.2配套考研真题解析第2章理解管理的情境:约束和挑战[视频讲解]2.1本章要点详解2.2配套考研真题解析第2篇综合的管理问题第3章全球环境中的管理[视频讲解]3.1本章要点详解3.2配套考研真题解析第4章对多样性的管理[视频讲解]4.1本章要点详解4.2配套考研真题解析第5章对社会责任和道德规范的管理[视频讲解]5.1本章要点详解5.2配套考研真题解析第6章对变革和创新的管理[视频讲解]6.1本章要点详解6.2配套考研真题解析第3篇计划第7章作为决策者的管理者[视频讲解]7.1本章要点详解7.2配套考研真题解析第8章计划的基础[视频讲解]8.1本章要点详解8.2配套考研真题解析第9章战略管理[视频讲解]9.1本章要点详解9.2配套考研真题解析附加模块二计划工具和技术[视频讲解]模块2.1本章要点详解模块2.2配套考研真题解析第4篇组织第10章基本的组织设计[视频讲解]10.1本章要点详解10.2配套考研真题解析第11章适应能力强的组织设计[视频讲解]11.1本章要点详解11.2配套考研真题解析第12章人力资源管理12.1本章要点详解[视频讲解]12.2配套考研真题解析第13章团队管理13.1本章要点详解[视频讲解]13.2配套考研真题解析第5篇领导第14章理解个体行为[视频讲解]14.1本章要点详解14.2配套考研真题解析第15章管理者与沟通[视频讲解]15.1本章要点详解15.2配套考研真题解析第16章激励员工[视频讲解]16.1本章要点详解16.2配套考研真题解析第17章作为领导者的管理者[视频讲解]17.1本章要点详解17.2配套考研真题解析第6篇控制第18章控制导论[视频讲解]18.1本章要点详解18.2配套考研真题解析第19章运营管理[视频讲解]19.1本章要点详解19.2配套考研真题解析附录管理创业型企业[视频讲解]附录1.1本章要点详解附录1.2配套考研真题解析本书点评及总结(结束语)[视频讲解]本书是罗宾斯《管理学》(第11版)教材的学习辅导书,提供视频课程(教材和考研真题解析)的讲义内容,同时也提供教材的高清视频讲解。
管理学罗宾斯第11版01
©2012 Pearson Education, Inc. publishing as Prentice Hall
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Exhibit 1-2: Characteristics of Organizations
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Decisional roles
Entrepreneur, disturbance handler, resource allocator, negotiator
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
Common Characteristics of Organizations
Have a distinct purpose (goal) Are composed of people Have a deliberate structure
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-3
Who Are Managers?
Manager
(完整版)管理学罗宾斯11版中英文对照详解
第一部分•Efficiency效率P8–“Doing things right”–Getting the most output for the least inputs •Effectiveness效果–“Doing the right things”–Attaining organizational goalsThe Manager: P44Omnipotent or Symbolic?•Omnipotent View of Management管理万能论- the view that managers are directly responsible for an organization’s success or failure.认为经理直接负责组织的成功或失败•Symbolic view of Management管理象征论- the view that much of an organization’s success or failure is due to external forces outside managers’ control.认为一个组织的成功或失败大部分是由管理者控制之外的外部力量所造成的观点•What’s Your Global Perspective?全球观(全球视角)P71•Parochialism狭隘主义- viewing the world solely through your own perspectives, leading to an inability to recognize differences between people.•Ethnocentric Attitude民族中心论- the parochialistic belief that the best work approaches and practices are those of the home country.本国取向•Polycentric Attitude多国论- the view that the managers in the host country know the best work approaches and practices for running their business.东道国取向•Geocentric Attitude全球中心论–a world-oriented view that focuses on using the best approaches and people from around the globe.全球取向•Multinational Corporation (MNC)跨国公司- a broad term that refers to any and all types of international companies that maintain operations in multiple countries. 任一或所有类型的在多国维持经营的国际性公司。
2011-罗宾斯-管理学-11版-英文PPT-09
Step 6: Evaluating results
Analyzing financial and physical assets is fairly easy, but assessing intangible assets (employee skills, culture, corporate reputation, etc.) isn’t as simple.
Functional strategy - the strategies used by an organization’s various functional departments to support the competitive strategy.
Threat of New Entrants
Core competencies - the organization’s major value-creating capabilities that determine its competitive weapons.
Step 4: Formulating strategies
Develop and evaluate strategic alternatives.
Strategic management - what managers do to develop the organization’s strategies.
管理学罗宾斯11版中英文对照详解
管理学罗宾斯11版中英文对照详解第一篇:管理学罗宾斯11版中英文对照详解第一部分• Efficiency效率P8 –“Doing things right”–Getting the most output for the least inputs • Effectiveness 效果–“Doing the right things” – Attaining organizational goals The Manager: P44 Omnipotent or Symbolic? • Omnipotent View of Management管理万能论viewing the world solely through your own perspectives, leading to an inability to recognize differences between people.• Ethnocentric Attitude民族中心论the view that the managers in the host country know the best work approaches and practices for running their business.东道国取向• Geocentric Attitude全球中心论–aworld-oriented view that focuses on using the best approaches and people from around the globe.全球取向• Mu ltinational Corporation(MNC)跨国公司an obstacle(障碍)that makes it difficult to achieve a desired goal or purpose.• Why Do Managers Plan?为什么管理者要制定计划• Purposes of Planning计划的目的– Provides direction给出方向– Reduces uncertainty降低不确定性– Minimizes waste and redundancy减少重复和浪费– Sets the standards for controlling便于控制Mission:使命P227 a statement of the purpose of an organization对组织目的的声明• 范围• Organizational Designthe transfer and understanding ofmeaning.意义的传递和理解• Transfer means the message was received in a form that ca n be interpreted by the receiver.• Understanding the message is not the same as the receiver agreeing with the message.• Interpersonal Communication人际沟通-communication between two or more people.主要指存在于两人或多人之间的沟通;• Organizational Communication组织沟通-all the patterns, networks, and systems ofcommunications within an organization.主要指组织中沟通的各种方式、网络Work specialization工作专门化Departmentalization部门化Chain of command指挥链Span of control管理跨度Centralization and decentralization集权与分权 Formalization 正规化和系统。
管理学罗宾斯第11版01
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-14
Management Roles
• Interpersonal roles
– Figurehead, leader, liaison
• Informational roles
– Monitor, disseminator, spokesperson
• Decisional roles
– Entrepreneur, disturbance handler, resource allocator, negotiator
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-1
• Explain why managers are important to organizations • Tell who managers are and where they work • Describe the functions, roles, and skills of managers • Describe the factors that are reshaping and redefining the manager’s job • Explain the value of studying management
罗宾斯管理学章节课件 (1)
– Managing customer relationships is the responsibility of all managers and employees.
– Consistent high quality customer service is essential for survival.
Organizing – Arranging and structuring work to accomplish
organizational goals.
Leading – Working with and through people to accomplish
goals.
Controlling – Monitoring, comparing, and correcting work.
• Conceptual skills
– The ability to think and conceptualize about abstract and complex situations concerning the organization
COPYRIGHT © 2016 BY PEARSON EDUCATION, INC.
COPYRIGHT © 2016 BY PEARSON EDUCATION, INC.
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THREE TYPES OF ROLES
• Interpersonal roles
– Figurehead, leader, liaison
• Informational roles
– Monitor, disseminator, spokesperson
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What Do Managers Do?
• Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
– Figurehead, leader, liaison
• Informational roles
– Monitor, disseminator, spokesperson
• Decisional roles
– Entrepreneur, disturbance handler, resource allocator, negotiator
• Organizations need their managerial skills and abilities more than ever in these uncertain, complex, and chaotic times. • Managerial skills and abilities are critical in getting things done. • The quality of the employee/supervisor relationship is the most important variable in productivity and loyalty.
– Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
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Skills Managers Need
• Technical skills
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
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Management Functions
• Planning - Defining goals, establishing strategies to achieve goals, and developing plans to integrate and coordinate activities. • Organizing - Arranging and structuring work to accomplish organizational goals. • Leading - Working with and through people to accomplish goals. • Controlling - Monitoring, comparing, and correcting work.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-5
Exhibit 1-1: Levels of Management
• Efficiency
– “Doing things right” – Getting the most output for the least inputs
• Effectiveness
– “Doing the right things” – Attaining organizational goals
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
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Exhibit 1-5: Mintzberg’s Managerial Roles
©2012 Pearson Education, Inc. publishing as Prentice Hall
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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.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
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Effectiveness and Efficiency
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-3
Who Are Managers?
• Manager
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-7
Exhibit 1-2: Characteristics of Organizations
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
1Байду номын сангаас2
Why are Managers Important?
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-6
Where Do Managers Work?
• Organization - A deliberate arrangement of people assembled to accomplish some specific purpose (that individuals independently could not accomplish alone). • Common Characteristics of Organizations
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-10
Exhibit 1-3: Efficiency and Effectiveness in Management
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-12
Exhibit 1-4: Four Functions of Management
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
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Management Roles
• Interpersonal roles
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall