管理学原理》英文版第三章
管理学原理英文版 第三章课件FOM6CH03in
Fundamentals of Management
Sixth Edition
Robbins and DeCenzo
with contributions from Henry Moon CHAPTER
Part II: Planning
3
© 2008 Prentice Hall, Inc. All rights reserved.
© 2008 Prentice Hall, Inc. All rights reserved. 3– 6
The Bottom Line: Does Planning Improve Organizational Performance?底线：计划工作是否 改善了组织的绩效？
• Formal planning means higher profits, higher return on assets, and other positive financial results.正式规划一般 会产生的结果：更高的5
Criticisms Of Formal Planning对正规计划的批评
• Planning may create rigidity.计划也许导致僵化 • Plans can’t be developed for a dynamic environment.计划难以在一个动态的环境中制定 • Formal plans can’t replace intuition and creativity. 正式计划不能代替直觉和创造性
《管理学原理》notes(中英文对照版)
UNDERSTANDING CANADIAN BUSINESSCHAPTER # 1 noteschater1MANAGING WITHIN THE DYNAMIC BUSINESS ENVIRONMENT动态商业环境下的管理Business and Entrepreneurship: Revenues, Profits, and Losses 事业和企业家能力:收益，利益和损失Business: Any activity that seeks to provide goods and services to others while operating at a profit.事业：寻求当在一笔利润操作时向其他人提供货物和服务的任何活动。
Profit: The amount a business earns beyond what it spends for salaries and other expenses.利益:一种商业在它为了薪金和其他话费所话费的以外赚的量Entrepreneur: A person who risks time and money to start and manage a business.企业家能力:冒险用时间和金钱开始和管理一种商业的一个人Revenue: The total amount of money a business takes in during a given period by selling goods and services. 收益:一种商业在一段特定的时间期间通过出售商品和服务获得的金钱Loss: When a business’s expenses are more then its revenue.失去：当一种商业的花费超过其收益时Risk: The chance an entrepreneur takes of losing time and money on a business that may not prove profitable.风险：一个企业家浪费了时间和金钱在事业上,却无利可图的机会Responding to the Various Business Stakeholders对各种各样的傻瓜也既得利益者作出反应Stakeholder:All the people who stand to gain or lose by the policies andactivities of a business.财产保管人：他通过政策和一种商业活动赢得或者失去的所有人- Investors; invest in the business投资者：在商业中的投资- Financial Institutions; lend money to the business 金融的社会公共机构:借钱给企业- Supplier; sell to the business供应商：向企业卖物品- Customers; buy goods and services from the business 消费者：从企业中购买商品和服务- Government; gets taxes from the business 政府：从企业中收税- Employees; get jobs from the business受雇者：从企业中得到工作- Dealers; buy and sell for the business经销商：为企业进行交易买卖- Environmentalists; protest the businesses pollution habits环境保护主义者：抗议商业污染习惯- Surrounding Community; get many positives and negatives from the business 周围的社区：从商业之中得到很多积极的和消极的影响Outsourcing: Assigning various functions, such as accounting, production, security, maintenance, and legal work, to outside organizations.外包:委托给外部单位的业务有很多,像审计,产品,安全,维护保养和政法工作.There is a major trend toward outsourcing in North Americanbusiness in an effort to cut costs and become more competitive. Much production has moved off shore, and many management functions are now sub contracted to external sources such as consulting firms.在北美的外包业务有一个大致的发展趋势:就是努力缩减成本提高竞争力.很多的产品现在已经转移到了沿海地区,许多管理职能现在订约与外部资源像咨询公司.Using Business Principles in Non-profit Organization非营利组织的商业原则的应用Non- profit Organization: An organization whose goals do not include making a personal profit for its owners or organization. 无利益组织：其目标不包括为其所有者或者组织赚取一笔个人的利润的一个组织。
管理学原理(英文)(武汉理工)PPT全套课件
2014.9.13
Organizational Level
Responsibility
Making decisions about the direction of the organization and establishing policies that affect all organizational members.
2014.9.13
What is management?
Definition
The term management refers to the process of getting things done, effectively and efficiently, through and with other people. Several components in this definition need discussion. These are terms process, effectively, and efficiently.
Title
vice president/president/chancellor/ chief operating officer/ chief executive officer/ chairperson of the board Top department or agency head/ managers Translating the goals set by top project leader/ unit chief/ management into specific details district manager/dean/ Middle-line that rm bishop/division manager managers Directing the day-to-day supervisors First-line managers activities of operatives Operatives
管理学原理英文版最新版教学课件第3章
Globe Findings
Global Leadership and Organizational Behavior Effectiveness (GLOBE)
Globe: Dimensions of Cultural Difference
Fundamentals of Management
Tenth Edition
Chapter 3 Integrative Managerial
Issues
Learning Objectives
3.1 Explain globalization and its impact on organizations.
Globalization and Its Impact
Global village: • a boundaryless world where goods and services are
produced and marketed worldwide.
What Does It Mean to Be "Global"?
How Do Organizations Go Global?obal
Source: Robbins, Stephen P., Coulter, Mary, Management, 13th Ed., © 2016, p. 106. Reprinted and electronically reproduced by permission of Pearson Education, Inc., New York, NY
《管理学原理》考试题库(英文版)
Chapter 1 – Introduction to Management and OrganizationsTrue/False QuestionsThe four contemporary functions of management are planning, organizing, leading, and controlling.True (easy)Effectiveness refers to the relationship between inputs and outputs.False (moderate)Efficiency is often referred to as "doing things right."True (moderate)When managers meet organizational goals, they are efficient and effective.False (difficult)According to Mintzberg’s management roles, the informational role involves receiving, collecting, and disseminating information.True (moderate)Technical skills become less important as a manager moves into higher levels of management.True (moderate)The systems perspective underscores and emphasizes the fact that organizations are different, face different circumstances, and thus may require different ways of managing.False (moderate)Multiple Choice_____________ are organizational members who integrate and coordinate the work of others.a. Managers (easy)b. Team leadersc. Subordinatesd. Operativese. AgentsTypically, in organizations it is the _____________ who are responsible for making organizational decisions and setting policies and strategies that affect all aspects of the organization.a. team leadersb. middle managersc. first-line managersd. top managers (easy)e. subordinates_____________ distinguishes a managerial position from a nonmanagerial one.a. Manipulating othersb. Concern for the lawc. Increasing efficiencyd. Coordinating and integrating others' work (moderate)e. Defining market shareWhich of the following is NOT an example of a decisional role according to Mintzberg?a.spokesperson (moderate)b.entrepreneurc.disturbance handlerd.resource allocatore.negotiatorWhich of the following skills are more important at lower levels of management since these managers are dealing directly with employees doing the organization’s work?a.human skillsb.technical skills (easy)c.conceptual skillsd.empirical skillsUnderstanding building codes would be considered a _____________ skill for a building contractor.a. humanb. technical (easy)c. conceptuald. empiricale. functionalWhich of the following phrases is best associated with managerial conceptual skills?a. decision-making (easy)b. communicating with customersc. motivating subordinatesd. product knowledgee. technical skillsAccording to the text, _____________ are not influenced by and do not interact with their environment.a.open systemsb.closed systems (easy)c.flextime systemsd.reverse systemse.forward systemsThe _____________ view of a manager's job implies that decisions and actions taken in one organizational area will impact other areas.a. systems (moderate)b. contingencyc. conceptuald. functionale. environmentalWhich of the following best describes the concept that management is needed in all types and sizes of organizations, at all organizational levels and in all organizational work areas, and in all organizations, no matter what country they’re located i n?a.the partiality of managementb.the segmentation of managementc.the universality of management (moderate)d.the cultures of managementScenarios and QuestionsThe Busy Day (Scenario)Don Eskew, plant manager at Control Systems, Inc., sighed as he sipped his first cup of coffee at 5 a.m. and read his agenda for the day. He is giving two company tours in the morning; the first to a newspaper reporter who is writing a story on the new plant expansion and has several questions, and the second to a group of Control Systems, Inc., managers from the east coast. He then has a meeting with unit manager, Phil Johnson, to discuss Phil's recent drop in performance (a task he always hates). Next, he is spending a couple of hours reviewing the trade journals he receives from his high-tech association and writing up a brief synopsis for his presentation next week to the Division President. Finally, in late afternoon, he will be reviewing the new equipment malfunction and deciding whether to bring in extra people to get the equipment running as soon as possible. Whew! Just another day in the glamorous life of a manager. Together, all of these behaviors performed by Don during his busy day correspond to the management roles discovered in the late 1960s by which of the following management scientists?a. Herzbergb. Skinnerc. Mintzberg (easy)d. Fayole. MaslowWhen Don was meeting with Phil to discuss his performance concerns, he was operating in which management role?a. leader (difficult)b. figureheadc. monitord. disturbance handlere. spokesperson114. What role was Don performing when he gave the plant tour to the newspaper reporter?a. monitorb. figureheadc. disseminatord. spokesperson (difficult)e. resource allocator115. When Don was reviewing the new equipment malfunction, what management role was he playing when deciding whether to bring in extra people?a. monitorb. disseminatorc. resource allocator (moderate)d. disturbance handlere. figureheadEssay QuestionsIn a short essay, discuss the difference between efficiency and effectiveness and include a specific example to support each concept.Answera.Efficiency refers to getting the most output from the least amount of inputs. Because managers deal withscarce inputs—including resources such as people, money, and equipment—they are concerned with the efficient use of resources. For instance, at the Beiersdorf Inc. factory in Cincinnati, where employees make body braces and supports, canes, walkers, crutches, and other medical assistance products, efficient manufacturing techniques were implemented by doing things such as cutting inventory levels, decreasing the amount of time to manufacture products, and lowering product reject rates. From this perspective, efficiency is often referred to as “doing things right”—that is, not wasting resources.b.Effectiveness is often described as “doing the right things”—that is, those work activities that will help theorganization reach its goals. For instance, at the Biersdorf factory, goals included open communication between managers and employees, and cutting costs. Through various work programs, these goals were pursued and achieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.(moderate)In a short essay, list and explain the four basic functions of management.Answera.Planning –involves the process of defining goals, establishing strategies for achieving those goals, anddeveloping plans to integrate and coordinate activities.anizing – involves the process of determining what tasks are to be done, who is to do them, how thetasks are to be grouped, who reports to whom, and where decisions are to be made.c.Leading – when managers motivate subordinates, influence individuals or teams as they work, select themost effective communication channel, or deal in any way with employee behavior issues, they are leading.d.Controlling – to ensure that work is going as it should, managers must monitor and evaluate performance.The process of monitoring, comparing, and correcting is what is meant by the controlling function.(moderate)In a short essay, list and discuss the three essential skills according to Katz that managers need to perform the duties and activities associated with being a manager.Answera.Technical skills – include knowledge of an proficiency in a certain specialized field, such as engineering,computers, accounting, or manufacturing. These skills are more important at lower levels of management since these managers are dealing directly with employees doing the organization’s work.b.Human skills –involve the ability to work well with other people both individually and in a group.Managers with good human skills are able to get the best out of their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust. These skills are equally important at all levels of management.c.Conceptual skills – these are the skill that managers must have to think and to conceptualize about abstractand complex situations. Using these skills, managers must be able to see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broader environment. These skills are most important at the top management levels.(moderate)Chapter 2 – Management Yesterday and TodayTrue/FalseAccording to Adam Smith, division of labor was an important concept.True (easy)In the Industrial Revolution, machine power began substituting for human power.True (easy)“Principles of Scientific Management” was written by Frederick Taylor.True (moderate)Frank Gilbreth’s best-known contribution to scientific management concerned selecting the best worker.False (moderate)Frederick Taylor is most associated with the principles of scientific management.True (easy)One could say that Fayol was interested in studying macro management issues, whereas Taylor was interested in studying micro management issues.True (moderate)Bureaucracy, as described by Weber, emphasizes rationality and interpersonal relationships.False (moderate)Decisions on determining a company’s optimum inventory levels have been significantly influenced by economic order quantity modeling.True (moderate)Barnard, Follet, Musterberg, and Owen are all theorists are associated with the early organizational behavior approach.True (moderate)Multiple ChoiceAdam Smith's, "The Wealth of Nations," put forth that the primary economic advantage by societies would be gained from which of the following concepts?a. management planning and controlb. on-the-job trainingc. union representationd. fair employment legislatione. division of labor (difficult)Which of the following is not one of the four management approaches that grew out of the first half of this century?a. scientific managementb. general administrativec. organizational behaviord. systems approach (easy)e. quantitativeAccording to the text, probably the best-known example of Taylor’s scientific management was the ______________ experiment.a.horse shoeb.pig iron (moderate)c.blue collard.fish tankWhich of the following is NOT one of Taylor’s four principles of management?a.Develop a science for each element of an indivi dual’s work, which will replace the old rule-of-thumbmethod.b.Scientifically select and then train, teach, and develop the worker.c.Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principlesdeveloped.d.Provide managers will less work than other employees so the managers can plan accordingly.(difficult)General administrative theory focuses ona. the entire organization. (easy)b. managers and administrators.c. the measurement of organizational design relationships.d. primarily the accounting function.e. administrative issues affecting non-managerial employees.The fourteen principles of management are associated with whom?a. Weberb. Druckerc. Taylord. Gilbrethe. Fayol (moderate)Which of the following approaches to management has also been labeled operations research or management science?a.The qualitative approachb.The quantitative approach (easy)c.The experimental approachd.The theoretical approachWhich of the following would not be associated with the quantitative approach to management?a. information modelsb. critical-path schedulingc. systematic motivation of individuals (moderate)d. linear programminge. statisticsWithout question, the most important contribution to the developing field of organizational behavior came out of the _______________.a.Taylor Studies.b.Porter Studies.c.Parker Studies.d.Hawthorne Studies. (moderate)What scientist is most closely associated with the Hawthorne Studies?a. Adamsb. Mayo (easy)c. Lawlerd. Barnarde. FollettOne outcome of the Hawthorne studies could be described by which of the following statements?a.Social norms are the key determinants of individual work behavior. (moderate)b.Money is more important than the group on individual productivity.c.Behavior and employee sentiments are inversely related.d.Security is relatively unimportant.e.While groups are an important determinant of worker productivity, the individual him/herself is mostimportant.Scenarios and QuestionsHISTORICAL BACKGROUND OF MANAGEMENTA Look Back (Scenario)Cindy Schultz, tired from working with customers all day, decided to take a fifteen-minute nap to help clear her head before the 4:15 managers' meeting. Her company had recently begun a re-engineering process as well as other changes requiring copious management input. As she leaned back in her chair, she wondered if management science had always been this way and how it all began. As she napped, she dreamed that, along with "Mr. Peebodi" as her guide, she was traveling in the "Management Way Back Machine" that took her back through management history.106. One of the earliest sites Cindy visited was Adam Smith's home, author of The Wealth of Nations, which suggested that organizations and society would gain froma. time management.b. division of labor. (moderate)c. group work.d. quality management.e. time and motion studies.107. Cindy visited a bookstore where there was a book signing occurring. She looked down and saw that the title of the book was Principles of Scientific Management and concluded that the author must bea. Adam Smith.b. Frank Gilbreth.c. Henry Gantt.d. Frederick Taylor. (easy)e. Henri Fayol.108. Cindy admired the works of Taylor and Gilbreth, two advocates ofa. scientific management. (moderate)b. organizational behavior.c. human resource management.d. motivation.e. leadership.109. Cindy spent some time visiting with __________, a researcher she previously knew little about but who also contributed to management science by being among the first to use motion picture films to study hand-and-body motions and by devising a classification scheme known as a "therblig."a. Henry Ganttb. Max Weberc. Chester Barnardd. Frank Gilbreth (moderate)e. Mary Parker FolletEssay QuestionsSCIENTIFIC MANAGEMENTIn a short essay, discuss Frederick Taylor’s work in scientific management. Next, list Taylor’s four principles of management.AnswerFrederick Taylor did most of his work at the Midvale and Bethlehem Steel Companies in Pennsylvania. As a mechanical engineer with a Quaker and Puritan background, he was continually appalled by workers’inefficiencies. Employees used vastly different techniques to do the same job. They were inclined to “take it easy” on the job, and Taylor believed that worker output was only about one-third of what was possible.Virtually no work standards existed. Workers were placed in jobs with little or no concern for matching their abilities and aptitudes with the tasks they were required to do. Managers and workers were in continual conflict.Taylor set out to correct the situation by applying the scientific method to shop floor jobs. He spent more than two decades passionately pursuing the “one best way” for each job to be done.Taylor’s Four Principles of Managementa.Develop a science for each element of an individual’s work, which will replace the old rule-of-thumbmethod.b.Scientifically select and then train, teach, and develop the worker.c.Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principlesof the science that has been developed.d.Divide work and responsibility almost equally between management and workers. Management takes overall work for which it is better fitted than the workers.(difficult)122. In a short essay, discuss the work in scientific management by Frank and Lillian Gilbreth.AnswerFrank Gilbreth is probably best known for his experiments in bricklaying. By carefully analyzing thebricklayer’s job, he re duced the number of motions in laying exterior brick from 18 to about 5, and on laying interior brick the motions were reduced from 18 to 2. Using the Gilbreth’s techniques, the bricklayer could be more productive and less fatigued at the end of the day. The Gilbreths were among the first researchers to use motion pictures to study hand-and-body motions and the amount of time spent doing each motion. Wasted motions missed by the naked eye could be identified and eliminated. The Gilbreths also devised a classification scheme to label 17 basic hand motions, which they called therbligs. This scheme allowed the Gilbreths a more precise way of analyzing a worker’s exact hand movements.(moderate)GENERAL ADMINISTRATIVE THEORISTS123. In a short essay, discuss the work of Henri Fayol as it relates to the general administrative approach to management. Next list and discuss seven of Fayol’s fourteen principles of management.AnswerFayol described the practice of management as something distinct from accounting, finance, production,distribution, and other typical business functions. He argued that management was an activity common to all human endeavors in business, government, and even in the home. He then proceeded to state 14 principles of management—fundamental rules of management that could be taught in schools and applied in allorganizational situations.Fayol’s Fourteen Principles of Managementa.Division of work. – specialization increases output by making employees more efficient.b.Authority – managers must be able to give orders. Authority gives them this right. Along with authority,however, goes responsibility.c.Discipline – employees must obey and respect the rules that govern the organization.d.Unity of command – every employee should receive orders from only one superior.e.Unity of direction – the organization should have a single plan of action to guide managers and workers.f.Subordination of individual interests to the general interest – the interests of any one employee or group ofemployees should not take precedence over the interests of the organization as a whole.g.Remuneration – workers must be paid a fair wage for their services.h.Centralization – this term refers to the degree to which subordinates are involved in decision making.i.Scalar chain – the line of authority from top management to the lowest ranks in the scalar chain.j.Order – people and materials should be in the right place at the right time.k.Equity – managers should be kind and fair to their subordinates.l.Stability of tenure of personnel – management should provide orderly personal planning and ensure that replacements are available to fill vacancies.m.Initiative – employees who are allowed to originate and carry out plans will exert high levels of effort.n.Esprit de corps – promoting team spirit will build harmony and unity within the organization.(difficult)124. In a short essay, discuss Max Weber’s contribution to the general administrative approach to management.AnswerMax Weber was a German sociologist who studied organizational activity. Writing in the early 1900s, hedeveloped a theory of authority structures and relations. Weber describes an ideal type of organization hecalled a bureaucracy—a form or organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships. Weber recognized that this “ideal bureaucracy”didn’t exist in reality. Instead he intended it as a basis for theorizing about work and how work could be done in large groups. His theory became the model structural design for many or today’s large organizations.(easy)TOWARD UNDERSTANDING ORGANIZATIONAL BEHAVIOR125. In a short essay, describe the Hawthorne Studies. Next, discuss the role of Elton Mayo in these studies and some of the findings of his research.AnswerWithout question, the most important contribution to the developing OB field came out of the HawthorneStudies, a series of studies conducted at the Western Electric Company Works in Cicero, Illinois. These studies were initially designed by Western Electric industrial engineers as a scientific management experiment. They wanted to examine the effect of various illumination levels on worker productivity. Based on their research, it was concluded that illumination intensity was not directly related to group productivity. In 1927, the Western Electric engineers asked Harvard professor Elton Mayo and his associates to join the study as consultants.Through additional research, Elton Mayo concluded that behavior affected individual behavior, that groupstandards establish individual worker output, and that money is less a factor in determining output than are group standards, group sentiments, and security. These conclusions led to a new emphasis on the humanbehavior factor in the functioning of organizations and the attainment of their goals.(difficult)CURRENT TRENDS AND ISSUES126. In a short essay, define entrepreneurship and discuss the three import themes that stick out in this definition of entrepreneurship.AnswerEntrepreneurship is the process whereby an individual or a group of individuals uses organized efforts andmeans to pursue opportunities to create value and grow by fulfilling wants and needs through innovation and uniqueness, no matter what resources are currently controlled. It involves the discovery of opportunities and the resources to exploit them. Three important themes stick out in this definition of entrepreneurship. First, is the pursuit of opportunities. Entrepreneurship is about pursuing environmental trends and changes that no one else has seen or paid attention to. The second important theme in entrepreneurship is innovation.Entrepreneurship involves changing, revolutionizing, transforming, and introducing new approaches—that is, new products or services of new ways of doing business. The final important theme in entrepreneurship is growth. Entrepreneurs pursue growth. They are not content to stay small or to stay the same in size.Entrepreneurs want their businesses to grow and work very hard to pursue growth as they continually look for trends and continue to innovate new products and new approaches.(moderate)127. In a short essay, define e-business and e-commerce. Next discuss the three categories of e-business involvement.AnswerE-business (electronic business) is a comprehensive term describing the way an organization does its work by using electronic Internet-based) linkages with its key constituencies (employees, managers, customers,suppliers, and partners) i n order to efficiently and effectively achieve its goals. It’s more than e-commerce, although e-business can include e-commerce. E-commerce (electronic commerce) is any form of business exchange or transaction in which the parties interact electronically. The first category of e-businessinvolvement an e-business enhanced organization, a traditional organization that sets up e-business capabilities, usually e-commerce, while maintaining its traditional structure. Many Fortune 500 type organizations areevolving into e-businesses using this approach. They use the Internet to enhance (not to replace) theirtraditional ways of doing business. Another category of e-business involvement is an e-business enabledorganization. In this type of e-business, an organization uses the Internet to perform its traditional business functions better, but not to sell anything. In other words, the Internet enables organizational members to do their work more efficiently and effectively. There are numerous organizations using electronic linkages to communicate with employees, customers, or suppliers and to support them with information. The last category of e-business involvement is when an organization becomes a total e-business. Their whole existence is made possible by and revolves around the Internet.(moderate)128. In a short essay, discuss the need for innovation and flexibility as it relates to the survival of today’s organizations.AnswerInnovation has been called the most precious capability that any org anization in today’s economy must have and nurture. Without a constant flow of new ideas, an organization is doomed to obsolescence of even worse, failure. In a survey about what makes an organization valuable, innovation showed up at the top of the list.There is absolutely no doubt that innovation is crucial. Another demand facing today’s organizations andmanagers is the need for flexibility. In a context where customers’ needs may change overnight, where new competitors come and go at breathtaking speed, and where employees and their skills are shifted as needed from project to project, one can see how flexibility might be valuable.(easy)129. In a short essay, discuss the concept of total quality management and the six characteristics that describe this important concept.AnswerA quality revolution swept through both the business and public sectors during the 1980s and 1990s. Thegeneric term used to describe this revolution was total quality management, or TQM for short. It was inspired by a small group of quality experts, the most famous being W. Edwards Deming and Joseph M. Juran. TQM isa philosophy of management driven by continual improvement and responding to customer needs andexpectations. The objective is to create an organization committed to continuous improvement in workprocesses. TQM is a departure from earlier management theories that were based on the belief that low costs were the only road to increased productivity.The Six Characteristics of Total Quality Managementa.Intense Focus on the customer –the customer includes not only outsiders who buy the organization’sproducts or services but also internal customers (such as shipping or accounts payable personnel) who interact with and serve others in the organization.b.Concern for continual improvement –TQM is a commitment to never being satisfied. “Very good” is notgood enough. Quality can always be improved.c.Process-focused –TQM focuses on work processes as the quality of goods and services is continuallyimproved.d.Improvement in the quality of everything the organization does – TQM uses a very broad definition ofquality. It relates not only to the final product but also to how the organization handles deliveries, how rapidly it responds to complaints, and how politely the phones are answered.e.Accurate measurement –TQM uses statistical techniques to measure every critical variable in theorganization’s operations. These are compared against standards or benchmarks to identify problems, trace them to their roots, and eliminate their causes.f.Empowerment of employees – TQM involves the people on the line in the improvement process. Teamsare widely used in TQM programs as empowerment vehicles for finding and solving problems.(difficult)130. In a short essay, describe the learning organization and discuss the concept of knowledge management.AnswerToday’s managers confront an environment where change takes place at an unprecedented rate. Constantinnovations in information and computer technologies combined with the globalization of markets have createda chaotic world. As a result, many of the past management guidelines and principles no longer apply.Successful organizations of the twenty-first century must be able to learn and respond quickly, and will be led by managers who can effectively challenge conventional wisdom, manage the organization’s knowledge base, and make needed changes. In other words, these organizations will need to be learning organizations. Alearning organization is one that has developed the capacity to continuously learn, adapt, and change. Part of a manager’s responsibility in fostering an environment conducing to learning is to create learning capabilities throughout the organization—from lowest level to highest level and in all areas. Knowledge managementinvolves cultivating a learning culture where organizational members systematically gather knowledge and share it with others in the organization so as to achieve better performance.(moderate)Chapter 3 – Organizational CultureIn the symbolic view of management, managers are seen as directly responsible for an organization's success or failure.False (easy)The current dominant assumption in management theory suggests managers are omnipotent.True (moderate)An organizational culture refers to a system of shared meaning.True (moderate)Organizational culture is a perception, not reality.True (moderate)Strong cultures have more influence on employees than weak ones.True (moderate)。
管理学原理英文课件(武汉理工大学)3-1Cap6 Basic Organization
12
Centralization Versus Decentralization
Centralization is a function of how much decisionmaking authority is pushed down to lower levels in an organization; the more centralized an organization is, the higher is the level at which decisions are made. Decentralization refers to the pushing down of decision-making authority to lowest levels of an organization. Centralization-decentralization is not an either-or concept. It’s a degree phenomenon.
High
Work Specialization
resident
President
Executive Vice President
Vice
Vice
Vice
Vice
Vice
President President President President President
管理学原理(英文版·第6版)斯蒂芬·P·罗宾斯-FOM6_CH11in
Studies that sought to identify the behavioral characteristics of leaders related to performance effectivenessEmployee oriented leader
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Production oriented leader
2
EXHIBIT 11–2
The Ohio State Studies
Studies that sought to identify independent dimensions of leader behaviorInitiating structure
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Consideration
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11
The University Of Michigan
2
Identifiable Leadership Behaviors
Autocratic Style of Leadership
Centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation.Democratic Style of LeadershipInvolves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback.
Fundamentals of Management
Sixth EditionRobbins and DeCenzowith contributions from Henry Moon
管理学原理(第3章)
08.7-2. 某家公司的总经理在制定规划过程中， 通过环境分析，预计市场需求会增加，原 材料价格将下跌。他认为前者是一种机遇， 后者是一种挑战。他所做的工作是 （ ） A．制定公司战略目标B．摸清公司的 规划范围 C．衡量公司的一般环境D．探究公司 的内部条件
27.社会责任
09.4- 2.近年来，随着人们生活观念的不断变化，娱乐消费 市场不断扩大，根据企业外部环境因素的分析，这一因素 属于( ) A.政治因素 B.经济因素 C.社会因素 D.技术因素 31.影响管理道德的因素有哪些? 09.7-2.组织所提供的产品或服务的购买者是（ ） A.供应商 B.顾客 C.竞争者 D.经销商 3.下列因素中，不属于企业外部环境因素的是（ ） A.人口 B.营销组合 C.人均国民收入 D.产业政策 22.依据环境的复杂程度和变化程度，可以将组织环境划 分为（ ） A.复杂动态环境 B.简单稳定环境C.简单动态环境 D.复杂 稳定环境 E.绝对动态环境
10.4-3．国家制定和颁布《公司法》、《合同法》、《反不 正当竞争法》等来约束企业的行为，这构成企业的（ ） A．社会文化环境B．科技环境 C．全球化环境D．政治和法律环境 26．经济环境
10.7-4.组织外部环境中，不确定性最高、对组织管理者挑 战最大的环境是（ ） A.简单和稳定的环境B.简单和动态的环境 C.复杂和动态的环境D.复杂和稳定的环境 11.7-2.如果一个人只在符合自己的直接利益时才能遵守规 则，那么他正处于道德发展的 A.前惯例阶段 B.惯例阶段 C.原则阶段 D.行为阶段 31.简述组织的具体环境。
这些企业和不法商人不仅在动物身上加水，还 加入其他成分，如加入阿托品，以扩张血管，达 到蓄水的目的；注入血水以使肉色变深，注入矾 水以起收敛作用，等等。企业和不法商人的这些 行为给消费者的健康造成了极大的危害。 “注水肉”并不是个别现象，近年来，我国食 品行业有关食品生产加工的违法违规现象比较普 遍。南京冠生园的月饼“陈馅事件”，乳品业的 “三聚氢胺”事件，阜阳“奶粉事件”等，均表 明一些企业为了经济利益，置消费者利益于不顾， 无视企业的社会责任，急功近利，竭泽而渔，其 结果不仅导致企业信誉的丧失，品牌形象的倒塌， 更严重的是，使消费者的权益受到侵害，消费信 心受挫，相关行业的发展受到影响。
《管理学原理》第三章 决策
（3）、不确定型决策是指每个方案的执行都可能出现不同的结果，但是 各种结果出现的概率是未知的，完全凭决策者的经验、感觉和估计作出的决 策。
5、按决策起点 （1）、初始决策：零起点决策，是在有关活动尚未进行而环境未受到影响
后见： 当人们得知某一事件的结果时，决策者错误的认为，他们准确地预见 了这一结果。
分析：这一行为有故意和无意之分，往往自我表现的虚伪，或者出于对事情的 不恰当认知。
典型的问题 决策速度缓慢：一个人的精力是有限的，面对大量需要决 策的问题时，整体决策速度大为下降。
决策失误增多：一旦加快决策的速度，由于没有时间进行 慎重的思考，伴随着快速决策导致的结果是决策失误的增多。
（2）、非程序化决策：（结构不良问题）一次性的、新出现的、偶 然发生的。如：决定是否与另一组织合并，如何可以提高效率，或是关 闭一个亏损的分厂等。
程序化决策与非程序化决策
特点
程序化决策
非程序化决策
问题类型
结构良好
结构不良好
管理层级
较低级
较高层级
频率
反复性的、常规的 新型的、不同寻常的
信息
易于获得的
随机性：决策者试图从随机性事件中归纳出某个结论。 分析：由于随机性事件具有极大的不确定性，当某个偶然事件发生的时候，就 难以按经验进行决断，而决策者试图归纳出某个万能规律来解决未来可能出现的类 似问题。在分析此类问题是决策者往往忽略了环境的易变性，也难以把握事物的本 质。 沉没成本： 决策者忽略了现在的选择并不能纠正过去的决定，而过度的把注意 力集中在过去消耗的时间，金钱和精力上，而不太关心未来的结果。
管理学原理 英文版c10
10–9
Early Theories Of Motivation (cont’d)
• Motivation-Hygiene Theory (Herzberg)
Job satisfaction and job dissatisfaction are created
by different factors.
Fundamentals of Management
Seventh Edition
Robbins, DeCenzo, and Coulter
CHAPTER Part IV: Leading
10
© 2011 Prentice Hall, Inc. All rights reserved.
Motivating and Rewarding Employees 激励与奖酬员工
1. Describe the motivation process.
2. Define needs.
3. Explain the hierarchy of needs theory. 4. Differentiate Theory X from Theory Y.
5. Explain the motivational implications of the motivationhygiene theory.
Individuals must satisfy lower-order needs before they can satisfy higher order needs.
Satisfied needs will no longer motivate.
Motivating a person depends on knowing at what level that person is on the hierarchy. Lower-order (external) – Physiological 生理: food, drink, shelter, sex – Safety 安全: physical safety
《管理学原理》第三章管理的基本原则与方法[全稿]
![《管理学原理》第三章管理的基本原则与方法[全稿]](https://img.taocdn.com/s3/m/4735e518b42acfc789eb172ded630b1c58ee9b5a.png)
第三章管理的基本原则和方法学习目标管理原则是对管理活动的科学总结，是从管理实践经验中总结出来的管理活动的行为准则。
管理方法是管理原则的具体化和实践，管理学家曾经提出许多管理原则和方法。
通过本章学习，使学生掌握最基本、最一般的管理原则和管理方法。
本章内容一、系统原则二、人本原则三、效益原则四、能级原则五、弹性原则六、一般管理方法第一节系统原则一、系统的涵义系统是指由若干相互作用、相互联系的部分或要素组成，在一定环境下具有特定功能的有机整体。
二、系统的分类与特征（一）系统的分类1、系统的自然属性：自然系统和人造系统2、系统与环境的关系：封闭系统和开放系统3、系统的运动属性：动态系统和静态系统（二）系统的特征1、整体性。
任何系统都是由两个以上要素构成的有机整体。
2、相互依存性。
系统内各要素之间相互制约、相互影响、相互依赖的关系。
3、层次性。
系统是分层次的。
4、开放性。
系统不是孤立存在的，它会与周围事物发生各种联系。
蝴蝶效应1979年12月，洛伦兹在华盛顿的美国科学促进会的一次讲演中提出：一只蝴蝶在巴西扇动翅膀，有可能会在美国的德克萨斯引起一场龙卷风。
他的演讲和结论给人们留下了极其深刻的印象。
从此以后，所谓“蝴蝶效应”之说就不胫而走，名声远扬了。
原理是：初始条件的十分微小的变化经过不断放大，对其未来状态会造成极其巨大的差别。
西方流传的一首民谣对此作形象的说明这首民谣说：丢失一个钉子，坏了一只蹄铁；坏了一只蹄铁，折了一匹战马；折了一匹战马，伤了一位骑士；伤了一位骑士，输了一场战斗；输了一场战斗，亡了一个帝国。
马蹄铁上一个钉子是否会丢失，本是初始条件的十分微小的变化，但其“长期”效应却是一个帝国存与亡的根本差别。
三、管理系统（一）管理系统的涵义管理系统是指由管理者、管理对象等若干个相互联系、相互作用的要素和子系统，按照管理整体目标结合而成的有机整体。
13></a>.整体性2.构成的多样性3.结构上的层次性（二）管理系统的构成1.管理目标2.管理者3.管理对象4.管理环境5.管理方法四、系统原则的应用（一）具有全局观念具有全局观念，是充分发挥管理系统整体功能、系统原则的具体体现。
罗宾斯《管理学》第十版 英文课件 第三章
Learning Outcomes
Follow this Learning Outline as you read and study this chapter.
3.1 The Manager: Omnipotent Or Symbolic?
• Contrast the actions of managers according to the omnipotent and symbolic views.
3–7
Exhibit 3–2 Dimensions of Organizational Culture
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
3–8
Strong Versus Weak Cultures
• Fosters higher organizational performance by instilling and promoting employee initiative.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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 of previous managers
管理学原理英语
管理学原理英语Management PrinciplesIntroduction to Management PrinciplesManagement principles are a set of fundamental concepts that guide managers in their decision-making processes and actions. These principles are essential for effective management and are applicable in various organizational settings.1. Planning and Goal SettingPlanning involves setting objectives and determining the best course of action to achieve them. Managers should develop a clear vision and define specific goals that align with the organization's overall objectives. They should then formulate strategies, develop plans, and allocate resources to achieve these goals successfully.2. Organizing and CoordinationOrganizing refers to structuring and arranging resources and activities to accomplish organizational goals effectively. Managers need to divide tasks, assign responsibilities, and create a hierarchy of authority. Coordination is crucial to ensure that different individuals and departments work together towards common goals.3. Leading and MotivatingLeadership involves inspiring and guiding individuals and teams to achieve organizational objectives. Effective managers mustpossess strong leadership skills, such as the ability to communicate effectively, provide support, motivate employees, and resolve conflicts. Motivation is essential to encourage employees to perform at their best and contribute to organizational success.4. Controlling and Evaluating PerformanceControlling involves monitoring and evaluating performance to ensure that plans are on track. Managers should establish control mechanisms, such as performance indicators, and regularly assess progress. This allows them to identify deviations and take corrective measures promptly.ConclusionThese management principles provide a framework for managers to make informed decisions and effectively lead organizations. By understanding and applying these principles, managers can enhance productivity, improve employee satisfaction, and achieve long-term success.。
管理学原理(英文)
Syllabus for undergraduate of OUCCourse name：Principle of managementCourse time：48 class hoursCourse teacher：Dong Zhiwen1.Course OverviewPrinciple of management is a professional basic course of all kinds of management specialty. Following the six functions of management, this course includes basic functions, basic principles and basic methods of management. In addition, this course focuses on the systematic analysis and research of the practice of modern enterprise’management, it is an important basic course for students to learn other management courses.2.Student Learning OutcomesBy learning this course, the students can master the basic principle of management, basic theory, basic knowledge and basic skill. Moreover they are expected to master management skill to do the work such as decision-making, planning, organizing, leading, controlling and innovation. the students can broaden the train of thought, renew the idea, grasp the basic knowledge of management, and their ability to solve problems in practical economic activities can be improved.- 1 -3.Course Expectations(1) Come to class, listen carefully in class, participate in class discussion, in-class exercises and tests actively.(2) Finish homework on time.(3)Complete a certain amount of reading literature and background information.4.AssignmentsIn unit 3(planning) and unit 6(leading) teacher arranges practicing teaching. The students are required to find informant about project, make presentation and discuss case.5.Books To Purchase《Management: Principle and Methods》(6th edition),compiled by Zhou Sanduo, Chen Chuanming, Jia Dingliang, Fudan University publishing house, December 2014.6.Grading PolicyTest method is close-exam.Comprehensive evaluation system: the final grade consists of regular grades and final test scores. The regular grades are grading by their attendance and other behaviors in class, design for homework and so on. T- 1 -The regular grades accounts for 40 percent of the final grade and the final test scores accounts for 60 percent of the final grade.7.Course Calendar- 1 -。
《管理学原理》课程教学大纲
《管理学原理》课程教学大纲课程名称：管理学原理（英文）：Principles of Management课程性质：必修课适用层次：高升专学时：64 学分：4一、课程的作用、地位和任务1、课程作用：管理学是研究各种社会组织中管理活动的一般规律的科学。
它既是一门科学，也是一门艺术。
管理无处不在，任何一个部门、组织，只要协同运作，就要管理。
当今世界面临知识经济的挑战，我国要在21世纪初基本建成社会主义市场经济体系，要立于世界民族之林，国富民强，就必须管理科学化，建立起适应市场经济发展需要的经营理念、经营体系和管理方式。
学习《管理学原理》课程，能培养高级管理人才，使学生了解组织的正常运作规律，掌握正确的管理思维，把握市场运作与组织战略之间的关系，成为真懂管理的管理者，具有基本功的作用与意义。
2、教学方法：（1）课堂讲授与学生自学相结合；（2）理论与案例教学相结合。
3、课程学习目标和基本要求：（1）使学生掌握管理学基本原理，要求理论密切联系实际，注重实效。
（2）培养学生应用相关理论分析和解决实际企业管理问题的能力。
（3）培养学生树立现代科学的管理意识，提高学生的思维水平。
4、课程类型：专业基础课二、课程内容和要求（一）理论教学第一章管理、管理者与管理学本章的教学目标和要求：通过学习，了解管理与现实生活中各种活动的联系；重点把握管理的本质特征。
了解管理的定义、目的、有效性、管理者的基本职能以及管理者的分类、技能结构。
理解经营职能、管理职能的具体内容。
全面理解法约尔提出的十四条管理原则。
内容提要：企业与管理的关系、社会与管理的关系。
管理的定义、目的、有效性；管理者的分类、技能结构。
经营职能（法约尔）、管理职能。
第二章管理理论的形成与发展本章的教学目标和要求：通过学习，全面理解管理理论和实践的历史结合，了解管理思想的发展历程。
内容提要：中外管理思想、管理思想发展史。
第三章计划职能与计划本章的教学目的与要求：通过学习，理解计划的概念，了解计划的目的和类型，目标管理的基本思想、特点和步骤；掌握编制计划的步骤。
管理学原理第三章 环境分析
环境不确定性评价矩阵: 环境不确定性评价矩阵:
复 杂
低—中程度不确定性: 高不确定性: 有大量环境因素,且不 有大量环境因素且 相似;要素维持不变或 不相似;要素常 缓慢变化. 变化,不可预测.
复 杂 程 度
简 单
低不确定性: 环境要素 且相似; 要素相 或变化 缓慢.
高—中程度不确定性: 环境要素 且相似; 要素常变化,不可预测
�
定 环境变化程度
不
定
动
三,时刻关注组织的特殊环境
特殊环境对组织的影响更直接,更频繁,作用也更明显. 美国学者迈克尔.波特提出"五种力量模型",是一种 特别有效的分析工具. 五种力量有: 1,潜在的进入者; 2,替代品; 3,购买者的讨价还价能力; 4,供应商的讨价还价能力; 5,行业内部现有的竞争威胁. 另,政府和公众等利益群体. (补充因素)
二,环境研究的意义与作用
1,环境研究可以提高组织决策的正确性; 2,环境研究可以提高组织决策的及时性; 3,环境研究可以提高组织决策的稳定性.
第二节 环境的构成与认识
一,环境的构成 二,外部一般或宏观环境 三,外部特殊或微观环境 四,组织内部环境
一,环境的构成: 环境的构成:
1,外部环境: (1)一般或宏观环境 (2)特殊或微观环境 2,内部环境: (1)内部物质环境 (2)内部文化环境
般 殊 一 特 内部 环境 境 境 环 环
二,外部一般或宏观环境 1,政治环境
(1)政治制度 (2)政党和政党制度 (3)政治性团体 (4)国家的方针政策 (5)政治气氛
2,社会环境
(1)人口状况 (2)社会秩序 (3)社会中的权力与结构 (4)人们的生活方式 (5)工作方式 重点是人口状况: 人口规模 人口素质 人口结构 人口政策
管理学原理 英文
管理学原理英文IntroductionPrinciples of ManagementManagement principles are fundamental concepts, theories, and guidelines that help individuals and organizations effectively manage and coordinate activities to achieve goals. These principles, often developed through research and practical experience, provide a framework for decision-making and improve overall organizational performance.1. PlanningThe planning principle involves setting organizational goals and developing strategies and action plans to achieve them. It includes analyzing the internal and external environment, identifying opportunities and threats, and designing effective strategies that align with the organization's mission and vision.2. OrganizingOrganizing involves determining how tasks and resources are to be allocated within the organization. This principle focuses on establishing the structure of the organization, including defining the roles and responsibilities of employees, establishing reporting relationships, and creating systems and processes to coordinate activities and achieve goals.3. StaffingStaffing is the principle that focuses on acquiring and retaining qualified employees to fill positions within the organization. This involves attracting suitable candidates, selecting the best fit for each role, orienting and training new employees, and continuously developing and motivating the workforce to maximize productivity and achieve organizational objectives.4. LeadingLeading involves guiding and motivating employees to accomplish organizational goals. This principle encompasses aspects such as effective communication, inspiring and influencing others, resolving conflicts, and providing feedback and support to encourage high performance and maintain employee engagement.5. ControllingThe controlling principle ensures that organizational activities are aligned with plans and objectives. It involves monitoring performance, comparing actual results to desired outcomes, and taking corrective actions when necessary. Controlling helps in maintaining standards, reducing deviations, and improving overall efficiency and effectiveness.ConclusionUnderstanding and applying management principles is essential for effective management and organizational success. These principles provide a foundation for making informed decisions, creating aproductive work environment, and achieving strategic objectives. By using these principles, managers can address challenges, optimize resources, and achieve sustainable growth for their organizations.。
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– 5-15人
3-19
如何改进群体决策的质量
• 头脑风暴法
– 鼓励提出备选方案同时禁止批评的一个创意形 成过程
• 名义群体方法
– 群体成员必须出席但是要求独立行事的一种决 策制定技术
• 电子会议
– 参加者通过电脑连接
3-20
当代管理者要面对的决策问题
• 禀议制
– 日本的共识形成群 体决策
3-9
有限理性模型
• 管理者受限于自身获 得信息的能力
• 管理者在不完全信息 条件下做出决策，他 们只能寻求满意
3-10
管理者制定的决策
计划 什么是组织的长期目标
领导 我应该如何处理员工缺乏动力的情况
采取什么战略可以最好地实现这些目标 在特定情境下，什么是最有效的领导风格
组织的短期目标是什么
某些改变将如何影响员工的工作效率
策
非 程 序
化 决 策
3-16
管理者要面对的决策情境
• 确定性
– 由于各种备选方案的预期结果可知，因而决策者能够 做出准确的决策的情境
• 不确定性
– 决策者不确定甚至பைடு நூலகம்法读可能产生的结果做出合理的 概率估计时的情境
• 风险
– 决策者能够对可能产生的结果估计概率的情境
3-17
群体决策
• 优点
– 群体决策提供更多完整 的信息
• 创造力
– 提出新颖且有用的 思想的能力
3-21
3-22
23
• 直觉
– 运用经验原则以简化决策 – 可能导致错误和偏见
• 过分自信偏见
– 不现实的自我肯定态度
3-7
3-8
决策的理性模型
• 理性模型假定
– 管理者会做出符合逻辑和具有一致性的选择以 实现价值最大化
– 面临的问题是清楚和明白的 – 决策制定者有一个明确、具体的目标 – 知道所有可能的备选方案和可能产生的结果
制定个体目标有多困难 组织
应该有多少员工向我直接汇报
何时是激发冲突的好时机 控制
组织中什么活动需要控制
组织的集中化应该达到什么程度
如何控制这些活动
工作应该如何设计 组织应该如何实行一种不同的结构
什么时候绩效偏差是重大的 组织应该具有什么类型的管理信息系统
3-11
直觉在管理决策中的作用
• 直觉的决策方式
– 根据经验、感觉和所积累的判断制定决策 – 被称为“无意识的推理”
3-12
问题的类型
• 结构性问题
– 直观的、熟悉和易于决定的问题
• 非结构化问题
– 新的或是不寻常的，有关此类问题的信息是模 糊的、不完全的
3-13
程序化决策和非程序化决策
• 程序化决策
– 一个标准化解决结构性问题的方法
• 非程序化决策
Chapter
决策基础
学习目标
• 描述决策过程中的步骤 • 解释管理者用于决策的三种方法 • 描述决策类型和管理者面临的决策情境 • 讨论群体决策 • 讨论决策制定的当代专题
3-2
管理者怎样做决策?
• 决策过程
• 从识别问题，到选择解决方案，最后结束语评价决策 的效果的八个步骤。
• 问题
• 问题与理想之间的差异
– 一个需要定制解决的独一无二、不会重复发生 的决策
3-14
程序化决策
• 政策
– 为重复问题制定决策而设定参数的一个普遍的指导
• 程序
– 能用于处理结构性问题的相互关联的一系列步骤
• 规则
– 告诉管理者应该做什么不应该做什么的一种清晰的描 述描述
3-15
问题类型、决策类型和组织层次
程 序 化 决
• 决策标准
• 与决策有关的因素
3-3
图3-1 决策过程
评价决策效果
3-4
汽车购买决策过程中的标准和权重
标准 价格 车内舒适性 耐用性
重要性 10 8 5
标准 维修记录
性能 操控性
重要性 5 3 1
3-5
决策实施
• 决策实施是指将决策传递 给会受影响的有关人员并 得到他们的行动承诺。
3-6
决策过程的最后一个步骤
– 经验和观点的多元性更 高
– 群体可以形成更多备选 方案
– 群体决策增加了方案的 可接受性
• 缺点
– 群体决策耗费时间 – 受少数人主导 – 群体的服从压力 – 责任模糊
– 服从于破坏批判性思维 的群体思维
3-18
何时群体决策最为有效
• 群体决策有效性的标 准
– 准确性 – 速度 – 创造性 – 可接受程度