《管理学英文版》
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)
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(全英)》-课程教学大纲
课程思政《管理学（全英）》课程教学大纲一、课程基本信息课程代码：18220743课程名称：《管理学（全英）》英文名称：《Management》课程类别：学科基础课学时：48学分：3适用对象:2019财务管理1班（2+2中外合作人才培养实验班）考核方式：考试先修课程：西方经济学等二、课程简介Management is a basic course for management majors,which is set for junior students of management majors.This course serves as an introduction to the discipline of management.It is designed to integrate the accepted theories in the area with real world applications to provide students with the basic knowledge and skills needed for managing others.This course begins with a discussion of the current issues in management and then proceeds to cover the traditional functions of management:planning,organizing,leading, and controlling.Lecture and class assignments given in the course are intended to help students understand the needs of modern public and private organizations,including emerging national and international trends.三、课程性质与教学目的The course“management(all English)”aims to give a comprehensive and preliminary introduction to management and arouse students'thinking on current management issues. This course is a basic course for the related major of management,which provides the foundation for the study of subsequent subjects.This course will systematically expound the four basic aspects of management:planning,organization,leadership and control,andwill try to apply the theory into case analysis under the guidance of teachers.At the end of the course,students should be able to analyze problems in the management field from a more professional perspective and master common technical terms in the field.Due to the basic course of management,the study of this course also lays a foundation for the subsequent study of related courses,such as strategic management,human resource management,e-commerce,organizational behavior,etc.This course uses English textbooks and the classroom language is English.Therefore,it has a higher requirement for the teaching object.Students should generally have a high level of English,and have strong oral English ability.Through the study of this course,four teaching objectives can be achieved:1.The construction of management knowledge system:to enable students to master thebasic concepts and connotations of management,various management theories, knowledge construction and curriculum system construction.2.The improvement of various skills:to enable students to think and analyze themanagement phenomenon in today's business environment with all kinds of knowledge, and break through traditional knowledge to achieve thinking innovation.3.The improvement of English listening,speaking,reading and writing ability:as thiscourse is an all-English teaching form,it will have requirements on students'English skills in all aspects.4.The strengthening of ideological and political education:to enable students tocomprehensively and objectively understand contemporary China and look at the outside world,be good at distinguishing right from wrong,and form a stand,viewpoint and method for observing and understanding contemporary world and contemporary China.四、教学内容及要求Chapter1The introduction of management：history，concepts and framework Chapter main Contents:1.Tell who managers are？2.What three characteristics do all organizations share?3.What’s the definition of management?4.Make comparison between managers and non-managerial employees.5.Three ways to look at what managers do.6.Explain why it’s important to study management.7.Describe the factors that are reshaping and redefining management.8.Scientific Management,General Administrative Theory,Behavioral Approach,Systems Approach.Chapter Objectives:Emphasis：1.Understand three Common Characteristics of Organizations.2.what’s the difference between Managers and non-managerial Employees?Difficulties:what does a manager do?Elements of ideological and political education:patriotismChapter Assignments：Please list at least three kinds of job titles in modern company and attribute these titles to four management levels.Chapter2The management environment analyses and applicationChapter main Contents:1.Explain what the external environment is and why it’s important?2.Discuss how the external environment affects managers?3.Define what organizational culture is?4.Describing the dimensions of organizational culture.5.How organizational culture affects managers?Chapter Objectives:Emphasis：what does external environment include?And how these factors affect the management?Difficulties:know the organizational culture?And how to evaluate an organization’s culture?Elements of ideological and political education:an international visionChapter Assignments：Please select one industry you are interested in and make the analyses about it’s external environment?Chapter3Integrative managerial issuesChapter main Contents:1.How to understand the concept of“globalization”and its reflection.2.What’s the influence of globalization on organizations?3.How organizations go global?And what are the different types of globalorganizations?4.What managers need to know about the management in global business?5.Discuss how society’s expectations are influencing managers and organizations.6.Discuss the factors that lead to ethical and unethical behavior in organizations.7.Describe how the workforce is changing and its impact on the way organizations aremanaged.Chapter Objectives:Emphasis：1.The meaning of globalization and it’s effect on management2.the diversity of workforceDifficulties:understanding the effect of firm globalization on company management.Elements of ideological and political education:an holistic viewChapter Assignments：Please conclude the effects of globalization effects on company management.Chapter4Foundation of decision makingChapter main Contents:1.Describe the decision-making process and some points about every step.2.What common errors are committed in the decision-making process?(12commondecision errors)3.Explain the three approaches managers can use to make decisions.4.Describe the types of decisions and decision-making conditions managers face.5.Discuss group decision-making,knowing the advantage and disadvantage of groupdecision making.6.When are groups most effective?7.Discuss contemporary issues in managerial decision making(national culture，creativity and design thinking，big data)Chapter Objectives:Emphasis：The three levels of analysis in the OB model.Difficulties:The need for a contingency approach to the study of OB.Elements of ideological and political education:socialism with Chinese characteristicsChapter Assignments：Think over whether you have made some errors in decision making?What’s it?Chapter5Foundation of planningChapter main Contents:1.Discuss the nature and purposes of planning?2.Since changing is ever-stopping,is the formal planning necessary?3.Explain what strategic includes and what managers do in the strategic managementprocess?4.What strategies do mangers use?pare approaches to goal setting and planning.6.How do managers set goals and develop plans?7.What contemporary issues in planning do managers face?Chapter Objectives:Emphasis：1.The company strategy system2.The content of MBO3.The steps and methods of goal-settingDifficulties:1.The essence of MBO2.The company strategy systemElements of ideological and political education:confidence in our path,in our theoriesChapter Assignments：If“The don’t change thing is change itself”is the real fact，what’s the meaning of planning？Chapter6Organizational structure and designChapter main Contents:1.What are the six key elements in organizational design?(specialization,departmentalization,authority,span of control,centralization,formalization)2.Identify the contingency factors that favor either the mechanistic model or theorganic model of organizational design.pare traditional and contemporary organizational designs.4.Discuss the design challenges faced by today’s organizations.(keep employeesconnected,global difference,building a learning organization,flexible workarrangement and so on)Chapter Objectives:Emphasis：The six key elements in organizational design.Difficulties:The design challenges faced by today’s organizations.Elements of ideological and political education:confidence in our systemChapter Assignments：Do you think the traditional hierarchical structure still have life today? Chapter7Managing human resourcesChapter main Contents:1.Describe the key components of the human resource management process andthe important influences on that process.2.What’s employment planning?And what’s the two steps of it?3.How do organizations recruit employees?And how to handle layoffs?4.How do managers select competent employees?5.What is employees are provided with needed skills and knowledge?6.Describe strategies for retaining competent,high-performing employees.7.Discuss contemporary issues in managing human resources.Chapter Objectives:Emphasis：1.The process of human resource management;2.How to compensate the employees;3.How to retain competent,high-performing employees.Difficulties:Grasping the process of HRM and how to match the job requirements and employee?Elements of ideological and political education:China’s national conditionChapter Assignments：How to retain the90s and00s employees?Chapter8Managing change and innovationChapter main Contents:1.Define organizational change and the categories of organizational change.2.what forces lead to organizations make change?pare the change process.(CALM WATERS VS.WHITE-WATERMETAPHOR)4.what forces resist the organization change?5.Explain how to manage resistance to change?6.What managers need to know about employee stress?7.Discuss techniques for stimulating innovation.Emphasis：1.What’s organizational change are companies confronted with?2.What can the companies do to eliminate the employees’stress?3.How to create innovation?Difficulties:What can companies do to make the organization more creative?Elements of ideological and political education:a sense of prideChapter Assignments：1.What method do you know about prompting one more creative?2.Do you have some method to decrease the stress?Chapter9Group and managing work teamsChapter main Contents:1.What’s the definition of group and what are the stages of group development?2.Describe the five major concepts of group behavior.(roles,norms andconformity,status systems,group size,group cohesiveness)3.How groups are turned into effective teams?From context,composition,workdesign and process perspectives.4.What contemporary issues do managers face in managing teams?(managingglobal team,)Chapter Objectives:Emphasis：1.how to build an effective work team?2.what issues does a manager must confronted with in new environments?Difficulties:How to build an effective work team?Elements of ideological and political education:organization confidenceChapter Assignments：Do you want to work in team or work individually?Why?Chapter10Motivating and rewardingChapter main Contents:1.Define and explain motivation and what’s three elements of motivation?pare four early theories of motivation(Maslow’s Hierarchy of NeedsTheory,X-Y Theory,Two-Factor Theory,McClelland’s Three-needs Theory)3.What’s goal-setting theory?4.How does job design influence motivation?5.What’s equity theory?6.What current issues do managers face in motivating employees?Chapter Objectives:Emphasis：Compare and integrate the classical and modern motivation theoryDifficulties:How to apply these motivation theories to realities?Elements of ideological and political education:responsibilityChapter Assignments：What factors can motivate you working harder?Chapter11Leadership and trustChapter main Contents:1.Who is leader and what is leadership?2.What traits do leaders have according trait theory?3.What behaviors do leaders exhibit?4.Describe the four major contingency leadership theories.5.Describe modern views of leadership and the issues facing today’s leaders.6.Why trust is the essence of leadership?Chapter Objectives:Emphasis：How to understand the contingency leadership theory?Difficulties:How to understand the essence role of trust in leadership?Elements of ideological and political education:integrity and honestyChapter Assignments：Imaging you are a leader,what do you want to do to build the trust relationship with employees?Chapter12Managing communication and informationChapter main Contents:1.Describe what managers need to know about communicating effectively.2.Explain how technology affects managerial communication.3.Discuss contemporary issues in communication.Chapter Objectives:Emphasis：1.What’s the process of communication?paring written communications and verbal communication.3.Which factors will lead to the ineffectiveness in communication?4.How to enhance the communication effect?5.Understanding the effects of some technology on managing communication.6.What communication issues do managers face today?Difficulties:How to tackle the resistance when communication?Elements of ideological and political education:development and innovationChapter Assignments：Please recall the last low-efficient communication case in your daily life and analyze the reason.Chapter13Foundation of controlChapter main Contents:1.What is control and why control is important?2.Describe the three steps in the control process.(get measuring,compare actualperformance to planned goals,take actions)3.When does control take place?4.Discuss the types of controls organizations and managers use.5.What contemporary control issues do managers confront?Chapter Objectives:Emphasis：Grasp three kinds of control.Difficulties:When does control take place?Elements of ideological and political education:ideal and faithChapter Assignments：Which method do you think is most effective when controlling?why?五、各教学环节学时分配Presentation and debate033 Chapter9Group and managing work teams33 Chapter10Motivating and rewarding(I)33 Chapter10Motivating and rewarding(II)213 Chapter11Leadership and trust33 Chapter12Managing communication and213 informationChapter13Foundation of control33 Review and answering033六、推荐教材和教学参考资源1、《21世纪的管理挑战》，彼得.德鲁克著2、《创新者的窘境》&《创新者的解答》，克莱顿•克里斯坦森著3、《竞争战略》迈克尔.波特著4、《影响力》罗伯特.西奥迪尼著5、《定位》艾·里斯，杰克·特劳特著6、《商战》杰克•特劳特/阿尔•里斯著7、《联盟：互联网时代的人才变革》里德·霍夫曼著8、《重新定义管理》布赖恩·罗伯逊著七、其他说明大纲修订人：田野修订日期：2020/12/10大纲审定人：赵明审定日期：2020/12/16。
chapter 08 Leadership 《管理学》(双语)课程课件
➢Effective managers use reward power to signal to employees that they are doing a good job.
© 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.
2. Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavioral models of leadership.
© Copyright McGraw-Hill. All rights reserved.
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Chapter Outline (cont’d)
III. Transformational Leadership 变革型领导
➢Being a Charismatic Leader ➢Stimulating Subordinates Intellectually ➢Engaging in Developmental
《管理学》(Management)(英文大纲).ppt
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Part 4 Organizing
Chapter 10 Organizational Structure and Design
Defining organizational structure Organizational design decisions Common organizational designs
The decision-making process The pervasiveness of decision making The manager as decision maker
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Part 3 Planning(Cont’d)
Chapter 7 Foundations of Planning
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Part 5 Leading(Cont’d)
Chapter 15 Understanding Groups and Teams
Understanding group behavior Turning group into effective teams Developing and managing effective teams
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Part 6 Controlling(Cont’d)
Chapter 20 Controlling for Organizational Performance
Organizational performance Tools for monitoring and measuring
《管理学英语》参考译文Unit 1
Unite 1. Precursors in Management Theory管理理论的先驱们Read the following questions first, which will help you understand the text below better, and then answer the questions after reading the text carefully.先看看下面的问题，这些问题将有助于你更好地理解后面的课文，仔细地读完课文后再回答这些问题。
l. Why did Kenneth Feld consider management as "the greatest job on earth"?为什么肯尼斯-费尔德把管理看做地球上最伟大的工作？2. How can work be done most efficiently according to your opinion based on management knowledge?根据自己的管理知识，你认为怎样工作才能最有效率？3. What is the real meaning of the phrase –“management theory jungle”?术语“管理理论丛林”的真正含义是什么？4. Why is Frederick Winslow Taylor regarded as the Father of Scientific Management?为什么人们把弗雷德里克-温斯洛-泰勒视作科学管理之父？5. What is the main idea of Taylor's famous book, The Principles of Scientific Management?泰勒著名的《科学管理原理》一书，主要观点是什么？Dating back to the ancient times, we may discover that the basic principles of management had their beginnings in the birth of civilization, when people first began to live in groups and first sought to improve their lot in life. Ever since people began forming groups to accomplish aims they could not achieve as individuals, managing has been essential to ensure the coordination of individual efforts. Kenneth Feld, president of Ringling Bro. and Barnum & Bailey Circus, once described management as "the greatest job on earth", for one of the most important human activities is managing.追溯到古代时候，我们可以发现管理的基本原理在文明起源之时就已经开始了（存在了），（在那时）当人们最早开始群体生活，最早寻求改善生活。
管理学 英文版
• The Manager: Omnipotent or Symbolic
• Contrast the action of manager according to the omnipotent and symbolic views. • Explain the parameters of managerial discretion.
© 2007 Prentice Hall, Inc. All rights reserved.
3–14
How Employees Learn Culture
• Stories
Narratives of significant events or actions of people that convey the spirit of the organization
• The Organization’s Culture
• Describe the seven dimensions of organizational culture. • Discuss the impact of a strong culture on organizations and managers. • Explain the source of an organization’s culture. • Describe how culture is transmitted to employees. • Describe how culture affects managers.
管理学英文版-重点大集合(概念、图表)
第一章1.管理职能：计划、组织、领导、控制。
management functions: planning、organizing、leading、controlling.2.管理角色〔management roles〕、①人际关系角色：挂名首脑、领导者、联络者Interpersonal：figurehead、leader、liaison②信息传递角色：监听者、传播者、发言人Informational: monitor、disseminator、spokesperson③决策制定角色：企业家、混乱驾驭者、资源分配者、谈判者Decisional: entrepreneur、disturbance handler、resource allocator、negotiator3、管理技能〔management skills〕概念技能、沟通技能、效果技能、人际技能Conceptual、communication、effectiveness、interpersonal4、组织的特点①有明确的目的〔distinct purpose〕②有人员构成〔people〕③有精细的结构〔deliberate structure〕第二章1、管理理论〔management theories〕：科学管理〔scientific management〕一般行政管理理论〔general administrative theorists〕定量方法〔quantitative approach〕组织行为〔organizational behavior〕系统观〔systems approach〕权变理论〔contingency approach〕第三章1、管理万能论〔omnipotent view of management〕管理象征论〔symbolic view of management〕2、组织文化的七个维度〔dimensions〕关注细节，成果导向，员工导向，团队导向，进取性，稳定性，创新与风险承受力Attention to detail, outcome orientation, people organization, team organization， aggressiveness， stability，innovation and risk taking 3、文化传播给员工的途径：故事，仪式，有形信条，语言Stories，ritual，material symbols，language4、创新的文化的特点①．挑战与参与〔challenge〕②. 自由〔freedom〕③. 信任和开发〔trust and openness〕④. 计划时间〔idea time〕⑤. 幽默〔playfulness/humor〕⑥. 冲突解决〔conflict resolution〕⑦. 讨论〔debates〕⑧. 冒险〔risk taking〕第六章1、决策制定过程〔the decision-making process〕①.识别决策问题〔identification of a problem〕②.确定决策标准〔identification of decision criteria〕③.为决策标准分配权重〔allocation of weight to criteria〕④.开发备份方案〔development of alternatives〕⑤.分析备份方案〔analysis of alternatives〕⑥.选择备择方案〔selection of an alternatives〕⑦.实施备择方案〔implementation of the alternatives〕⑧.评估决策结果〔evaluating decision effectiveness〕2、决策制定的错误〔decision-making errors and biases〕：自负〔overconfidence〕后见〔hindsight〕自利型〔self-serving〕沉没成本〔sunk costs〕随机性〔randomness〕典型性〔representation〕有效性〔availability〕框架效应〔framing〕证实〔confirmation〕选择性认知〔selective perception〕锚定效应〔anchoring effect〕即时满足〔immediate gratification〕4、计划工作〔planning〕：①、定义组织目的〔defining the organization’s goals〕②、制定全局战略〔establishing an overall strategy〕③、开发一组广泛的相关计划〔developing plans〕5、计划的目的〔purposes of planning〕:①、它给出了管理者和非管理者努力的方向〔planning provides direction to managers and nonmanagers alike〕②、它通过迫使管理者具有前瞻性来降低不确定性〔planning reduce uncertainty by forcing managers to look ahead, anticipate change, consider the impact of change, and develop appropriate responses〕③、计划可以减少活动的重复和浪费〔planning minimizes waste and redundancy〕④、计划设定目标和标准，可以用于控制〔planning establishes the goals or standards used in controlling〕6、计划和绩效〔planning and performance〕①正式的计划工作通常带来较高的绩效、较高的资产回报率，以与其他积极的财富Formal planning is associated with positive financial results such as higher profits, higher return on assets, and so forth.②计划工作的质量以与实现计划的适当措施，通常要比计划工作本身对绩效的贡献更大Doing a good job of planning and implementing those plans play a bigger part in high performance than does the extent and amount of planning done.③正式计划并不必然的导致至高绩效，外部环境的影响通常是更关键的Formal planning didn’t lead to higher performance, the external environment often was the culprit.④计划与绩效的关系还受到计划时间结构的影响。
管理学原理 英文版 第一章
1-6
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
1-7
图表1-2
组织的层级
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
1-26
为什么要学管理？
• 改善组织的管理方式可使 我们所有的人获益
• 管理好的公司即使在经济 环境充满挑战的时代，也 能够想到继续成长壮大的 办法 • 毕业后，大多数学生成了 管理者或被管理者
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
管理实践的历史溯源
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
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早期的管理
• 管理实践已经有很长 的历史
• 专人负责计划、组织、 领导、控制活动等有 组织的管理已经存在 数千年之久。
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
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图表1-4
管理的四项职能
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
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管理者的角色是什么?
明茨伯格指出，可以通过管理者在三类工作中所担 当的10种角色来描述他们的工作。
• 人际关系
– 代表人物、领导者和联络人
罗宾斯《管理学》英文原版讲义全集StuRC8eCh
important even if you don’t plan to be a manager. • Describe the rewards and challenges of being a manager.
• Explain how communication can flow in an organization. • Describe the three common communication networks. • Discuss how managers should handle the grapevine.
h
11–5
What Is Communication?
• Communication
➢ The transfer and understanding of meaning.
❖ Transfer means the message was received in a form that can be interpreted by the receiver.
communication and how to overcome them.
h
11–2
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.
Organizational Communication
❖ Understanding the message is not the same as the receiver agreeing with the message.
管理学原理英文版最新版教学课件第10章可修改文字
Exhibit 10-9 Integrating Contemporary Theories of Motivation
A Closer Look at the Model
Learning Objectives 10.4
• Discuss current issues in motivating employees.
• Compare and contrast contemporary theories of motivation.
Exhibit 10-4 Goal-Setting Theory
Influences on Job Performance
• Feedback • Goal commitment • Adequate self-efficacy • National culture
Inputs A
Inputs B
oouuttccOoouImmntceepossumABtsyeoAosvveAer rInInppOuutusItnstBcpAouymteseqBsuaBls
Employee’s Assessment Inequity (underrewarded)
Equity
outcOoumtceosmAyeosvAer InpOuutstcAoymgeresaBter than
responsibility • Exercise self-direction
Exhibit 10-2 Herzberg’s Two-Factor Theory
Satisfaction vs. Dissatisfaction
Exhibit 10-3 Contrasting Views of Satisfaction and Dissatisfaction
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
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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
• 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)
《管理学英语》参考译文Unit 2
Unite 2. Significance of Management管理的重要性Read the following questions first, which will help you understand the text below better, and then answer the questions after reading the text carefully.先看看下面的问题，这些问题将有助于你更好地理解后面的课文，仔细地读完课文后再回答这些问题。
1. How do you understand the sentence "This interdependence, and the prominent role of organizations in our lives, highlights the importance of management."?你怎么理解这句话：组织的杰出作用和组织之间的相互依赖性突出了管理的重要性。
2. Why do you think management is important for an organization? Please describe the reason in great detail.为什么你认为管理对一个组织是重要的？请详细地描述一下原因。
3. What is the essence of management theory in your viewpoint?你的观点中，管理理论的本质是什么？Simply speaking, management is what managers do. But in order to understand the definition of management, that statement seems too simple. To our great surprise, the variety of approaches to management analysis, the amount of research, and the great number of differing views have resulted in much confusion as to what management is, what management theory and science is, and how managerial events should be analyzed. As a matter of fact, Harold Koontz many years ago called this situation "the management jungle". Though new approaches have developed and older approaches have taken on some new meanings with some new words attached, the developments of management science and theory still have the characteristics of a jungle. Thus in this passage we want to discuss Importance of Management, Definition of Management, and Major functions of Management respectively.简单地说，管理就是管理者所做的事情。
《管理学》 Management 英文大纲
Part 3 Planning(Cont’d)
Chapter 7 Foundations of Planning
Part 6 Controlling
Chapter 18 Foundations of Control
What is control? Why is control important? The control process Types of control Implications for managers Contemporary issues in control
管理學(Management)
吳文雄 主任 高雄應用科技大學資管系
內容(Contents)
Part 1Introduction Part 2 Defining the Manager’s Terrain Part 3 Planning Part 4 Organizing Part 5 Leading Part 6 Controlling
Part 1 Introduction(Cont’d)
Chapter 2 Management Yesterday and Today
Management’s connection to other fields of study Historical background of management Scientific management General administrative theorists Quantitative approach to management Toward understanding organization behavior Current trends and issues
罗宾斯《管理学》英文StuRC8eCh12
➢ A written statement of the minimum qualifications that a person must possess to perform a given job successfully.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
• Human Resource (HR) Planning
➢ The process by which managers ensure that they have the right number and kinds of people in the right places, and at the right times, who are capable of effectively and efficiently performing their tasks.
• Adds value to the firm
➢ High performance work practices lead to both high individual and high organizational performance
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Current Issues in Human Resource Management
• Explain how managers can manage downsizing. • Discuss how managers can manage workforce diversity. • Tell what sexual harassment is and what managers need
《管理学英语》参考译文Unit 4
Unit 4 Organizational Design and Culture组织设计与组织文化T ext A A Formal or Informal Organization正式组织或非正式组织Pre-reading T ask课前阅读Read the following questions first, which will help you understand the text below better, and then answer the questions after reading the text carefully.先看下面的问题，这些问题将有助于你更好地理解后面的课文，仔细地读完课文后再回答这些问题。
1. What is your personal understanding of an organization?你对组织的个人理解是什么？2. Are there any conflicts between a formal and an informal organization?正式组织和非正式组织之间存在冲突或矛盾吗？3. Which type of organization is more commonplace in modern society, the formal or informal one?在现代社会中，哪一种类型的组织更司空见惯（普遍）？是正式组织还是非正式组织T extOrganization is a word many people use loosely. Some would say it includes all the behaviors of all participants. Others would equate it with the total system of social and cultural relationships. Still others refer to an enterprise, such as the United States Steel Corporation or the Department of Defense, as an organization. But for most practicing managers, the term organization implies a formalized intentional structure of roles or positions.组织是很多人不精确使用的一个词。
罗宾斯《管理学》英文版9个重点试题详细解答
1.Discuss Frederick Taylor’s work in scientific management. Next, list Taylor’s four principles ofmanagement.①Develop a science for each element of an individual’s work to replace the old rule-of thumbmethod②scientifically select and then train ,teach and develop the worker.③heartily cooperate with workers so as to ensure that all work is done in accordance with the principles of the science that has been developed.2.In a short essay, describe what is meant by the specific and general environments within whichorganizations operate.The specific environment includes external forces that directly impact managers’ decisions andactions and are directly relevant to the achievement of the organization’s goals. The main forces that make up the specific environment are customers, suppliers, competitions and pressure groups.The general environment includes the broad economic, political/legal, sociocultural, demographic, technological and global conditions that affect an organization.3.In a short essay, define organizational culture, identify and define the seven dimensions that make upan organization's culture.Organizational culture has been described as the shared values, principles, traditions, and ways of doing things that influence the way organizational members act. First, culture is a perception .(It’s not something that can be physically touched or seen, but employees perceive it on the basis of what they experience within the organization .)Second, organizational culture is descriptive .(It’sconcerned with how members perceive the culture, not with whether they like it. Finally, eventhough individuals may have different backgrounds or work at different organizational levels, they tend to describe the organization’s culture in similar terms. That’s the shared aspect of culture. )①Attention to detail ②Outcome Orientation ③People Orientation④Team Orientation⑤Aggressiveness⑥Stability⑦Innovation and Risk Taking4.In a short essay, discuss bounded rationality and satisficing.Bounded rationality which says that managers make decisions rationally but are limited by theirability to process information.Then, it about satisficing. Because the managerscan not possibly analyze all information on allalternatives, they satisfice rather than maximize. That is, they accept the solutions are “goodenough.”5.In a short essay, define management by objectives (MBO) and list four elements of this type of goalsetting.MBO:A process of setting mutually agreed upon goals and using those goals to evaluateperformance.Fourgoals:1goal specificity,2、 participative decision making,3、an explicit time period 4、 performance feedback.6.Ina short essay, define goals, then list and discuss six characteristics of well-designed goals.①written in terms of outcomes rather than actions ②measurable and quantifiable③clear as to atime frame④challenging get attain-able⑤written down⑥communicated to all necessaryorganizational members7.In a short essay, discuss the Boston Consulting Group (BCG) matrix and explain its usefulness insegmenting businesses. Include a discussion of the characteristics for each of the four categoriesbased on the BCG matrix.BCG.A strategy tool that guide resource allocation decisions on the basis of market share and growth rate of SBUs, providing a framework for understanding diverse businesses and help manager’sestablish priorities for resources. The dog should be sold off-dated also managers should milk cash cows for as much as they can, and use cash generated to invest in stars and question marks with strong potential improve market share.8. In a short essay, describe the strategic management process andidentify the six stages in the process.①Identify the organization’s current mission ,goals and strategies.②do an external analysis.③do an internal analysis.④formulate strategies.⑤implement strategies.⑥evaluate results.9.In a short essay, describe matrix structure. What are the advantages and disadvantages of this structure? The BCGmatrix introduced the idea that an organization’s businesses could be evaluated and plotted using a 2x2 matrix to identify which ones offered high potential and which were a drain on organizational resour ces.Some of the strategic advantages of this organizational structure are reduced working capital and process cycle times can be reduced in mostcases. It creates checksand balances between competing viewpoints and promotes making trade-off decisions that are best for the company.It also has a number of disadvantages that make it unsuitable for use inmany companies. It is very complex to manage and hard to maintain balance between differing lines of authority.。
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Spokesperson 发言人
新闻发布，通报事项
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Decisional 决策
Entrepreneur 企业家
制定战略，控制执行过程
Disturbance handler 意外处理者
重大意外，危机动乱的处理
Resource allocator 资源分配者
调度、安排、授权处理人财物
Negotiator 谈判者
你能帮助企业解决这个难题吗？ 提升了他的职务，没有给予奖励，取消了申报奖励制
度。
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Chapter 2
the change face of management
第二章
管理的变化
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Important concepts
Civilization waves
agricultural industrial information next ?? Biotech or others ?
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discussion
Globalization Ethnocentrism parochialism
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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。
你能帮助山田厂长解决这个难题吗？
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Answering 答案
日本管理专家新江滋生建议稍稍改变一 下操作程序：
每次从弹簧盒里取出两个弹簧放进一个 小盘内，再从小盘中取出弹簧装入开关， 若装配后盘内留有弹簧，工人便能立即 意识到发生漏装，予以纠正。
质量保证了，效率却下降了，你认为值 得吗？
是质？ 用什么观念和方法对待人？控制还
是理解和参与？
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What is TQM?
规模模式向质量模式的转化：
1950年：戴明在日本的讲演—质量控制就是节约成本 1961年：通用总监菲根鲍姆的《全面质量管理》 1974年：中东石油危机
质量模式的出现
全过程控制的体系 QC小组：工人的参与，体现劳动者人的价值 消费者的权益：体现市场的适应性，产品、组织、制度、文化模
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Question?
How does an organization go global?
Stage 2
Stage 1 export
Hire foreign representatives Contract with foreign business
Stage 3
Licensing Joint-venture Branch process
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testing
Describe the culture different between Yunnan and Guangdong, and the effect to manager’s behavior (at least 1000 words in English)
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Topic 4
communication 沟通及其技巧
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Assessment by yourself 自我评估
Describe your organization
Efficiency? Effectiveness? Successful?
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Discussion 讨论
Monal 人际关系
与合作精选者课、件 竞争者、工会的谈判
解决变化中的难题
激励制度往往会发生效能递减趋势，特别是在环境发 生迅速变化的今天更是这样。在某一企业中，以前的 激励不能发生有效的作用了，于是，试行了申报激励 的制度。一位会计向企业申报了奖励：他将在1993年 12月实施，而在1994年2月发生支付的一项款记入了 1993年12月的账上，为企业减少了300多万元的增值税 支出。因而申请企业按规定奖给他30万元。于是，企 业领导层对此申报产生了争论，到底该不该奖励？
Figurehead
Leader
Liaison
形象首脑：
接待访问者，签署法律文件
领导者：
激励下属，调配和培训人员
联络者：
维护外部形象，提供信息
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Informational 信息沟通
Monitor 信息收集人
阅读报刊和报告，保持私人接触
Disseminator 信息传播者
沟通交流信息，解释和说明情况
式 1962年，肯尼迪提出消费者的四大权利：安全、知情、选择、表
达 是一种价值观的改变。是对生活质量、对人性和人的权利的追求
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思考？？？
质量问题仅仅是管理 能够解决的吗？
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Downsizing and Flexibility
Lay-off works Out-sourcing Structure narrowing Employee diversity
Fundamentals of management
管理学原理
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Chapter 1
manager and management
第一章
管理者与管理
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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。
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。
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Who is intrapreneur？
销售部经理：确定正确的销售战略，制 定切实可行的销售计划，安排好销售人 员，完成了销售任务，实现了销售目标。
培训部经理：确定了培训计划，安排了 培训人员，实现了培训目标，组织培训 人员研究企业改革思路和方案，与培训 干部共同讨论生产计划，管理制度。
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Discussion：reengineering
1993年，摩托罗拉中国公司天津寻呼机厂生产线的调 谐工序时常出现漏调和重调现象。美国标准设置的工 序是：
工人们自己组成团队改变了工序：
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问题？？？
这是流程再造？ 它会带来企业组织和观念再造？ 用什么观念和方法对待效益？量还