罗宾斯管理学PPT(英文版)
合集下载
罗宾斯管理学英文版课件
and complex situation.
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.
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.
管理学,罗宾斯,9版,英文Robbins_fom9_ppt
15-14
The Value Chain Management Process
The dynamic, competitive environment facing contemporary global organizations demands new solutions.
Copyright ©2019 Pearson Education, Inc.
15-15
Successful Value Chain Management
Copyright ©2019 Pearson Education, Inc.
15-16
Organizational Processes and Leadership
1. Better demand forecasting 2. Select functions done collaboratively with other
• Describe how value chain management is done. • Discuss contemporary issues in managing
operations.
Copyright ©2019 Pearson Education, Inc.
15-2
15.1
Define operations management and explain its role.
15-17
Employees and Human Resources
• Flexible job design • Effective hiring process • Ongoing training
Copyright ©2019 Pearson Education, Inc.
管理学,罗宾斯,9版,英文Robbins_fom9_ppt03
2021/5/11
3-9
Hofstede’s Framework
2021/gs
Global Leadership and Organizational Behavior Effectiveness (GLOBE)
2021/5/11
3-11
GLOBE: 9 Dimensions of Cultural
3-30
Types of Diversity
2021/5/11
3-31
Adapting to a Changing Workforce
• Work-life balance programs • Contingent workforce • Generational differences
2021/5/11
2021/5/11
3-3
3.1 Explain globalization and its impact on organizations.
2021/5/11
3-4
Globalization and its Impact
Global village a boundaryless world where goods and services are produced and marketed worldwide.
• Morality • Values • Personality • Experience • Organization’s culture • Issue being faced
2021/5/11
3-24
Encouraging Ethical Behavior
• Code of ethics • Ethical leadership • Ethics training
[专业课]罗宾斯管理学英文版15章ppt课件
![[专业课]罗宾斯管理学英文版15章ppt课件](https://img.taocdn.com/s3/m/b5d483e00740be1e640e9abd.png)
15–4
Stages in Group Development
• Forming
➢ Members join and begin the process of defining the group’s purpose, structure, and leadership.
• Storming
➢ Intragroup conflict occurs as individuals resist control by the group and disagree over leadership.
resources ➢ Employee selection criteria ➢ Performance management
〔appraisal〕 system ➢ Organizational culture ➢ General physical layout
• Internal Group Variables
• Conformity
➢ Individuals conform in order to be accepted by groups. ➢ Group pressures can have an effect on an individual
member’s judgment and attitudes. ➢ The effect of conformity is not as strong as it once
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
15–3
Understanding Groups
• Group
➢ Two or more interacting and interdependent individuals who come together to achieve particular goals.
管理学,罗宾斯,9版,英文Robbinsfom90935页PPT
Copyright © 2015 Pearson Education, Inc.
1-1
Learning Outcomes (cont.)
• Describe perception and the factors that influence it.
• Discuss learning theories and their relevance in shaping behavior.
1-8
Understanding Attitudes
Copyright © 2015 Pearson Education, Inc.
1-9
9.3 Describe different personality theories.
Copyright © 2015 Pearson Education, Inc.
Copyright © 2015 Pearson Education, Inc.
1-16
Understanding Personality
1. Job-person compatibility 2. Understanding different approaches to
work 3. Being a better manager
• Job satisfaction • Job involvement • Organizational commitment • Employee engagement
Copyright © 2015 Pearson Education, Inc.
1-7
Attitudes and Consistency
Cognitive dissonance: Any incompatibility or inconsistency between attitudes or between behavior and attitudes.
罗宾斯管理学英文版.ppt
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
1–5
Classifying Managers
• First-line Managers
➢ Are at the lowest level of management and manage the work of non-managerial employees.
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
Who Are Managers?
• Describe who is doing managerial work in today’s organizations.
• Explain the universality of management concept. • Discuss why an understanding of management is
important even if you don’t plan to be a manager. • Describe the rewards and challenges of being a manager.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
What Is An Organization?
• Describe the characteristics of an organization. • Explain how the concept of an organization is changing.
2011-罗宾斯-管理学-11版-英文PPT-09
The environment dictates the chosen strategy; effective strategy implementation requires an organizational structure matched to its requirements.
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.
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.
罗宾斯管理学PPT(英文9版)Management-14 (1)
ninth edition
STEPHEN P. ROBBINS
MARY COULTER
Chapter
14
© 2007 Prentice Hall, Inc. All rights reserved.
Foundations of Behavior
PowerPoint Presentation by Charlie Cook The University of West Alabama
Perception
• Explain how an understanding of perception can help managers. • Describe the key elements of attribution theory. • Discuss how the fundamental attribution error and selfserving bias can distort attributions. • Name three shortcuts used in judging others.
© 2007 Prentice Hall, Inc. All rights reserved.
14–5
Why Look at Individual Behavior?
• Organizational Behavior (OB)
The actions of people at work
• Focus of Organizational Behavior
© 2007 Prentice Hall, Inc. All rights reserved.
14–3
L E A R N I N G O U T L I N E (cont’d)
STEPHEN P. ROBBINS
MARY COULTER
Chapter
14
© 2007 Prentice Hall, Inc. All rights reserved.
Foundations of Behavior
PowerPoint Presentation by Charlie Cook The University of West Alabama
Perception
• Explain how an understanding of perception can help managers. • Describe the key elements of attribution theory. • Discuss how the fundamental attribution error and selfserving bias can distort attributions. • Name three shortcuts used in judging others.
© 2007 Prentice Hall, Inc. All rights reserved.
14–5
Why Look at Individual Behavior?
• Organizational Behavior (OB)
The actions of people at work
• Focus of Organizational Behavior
© 2007 Prentice Hall, Inc. All rights reserved.
14–3
L E A R N I N G O U T L I N E (cont’d)
罗宾斯管理学复习英文版.PPT
© Prentice Hall, 2002
1-6 6
The External Environment
General Environment
Suppliers
Customers
The Organization
Public Pressure Groups
Competitors
Specific
Environment
• Decisional - revolve around making choices
– emphasis that managers give to the various roles seems to change with their organizational level
© Prentice Hall, 2002
Effectiveness (Ends)
Resource Usage
Goal Attainment
Low Waste
High Attainment
Management Strives For: Low resource waste (high efficiency) High goal attainment (high effectiveness)
1-4 4
EXHIBIT 1.5: SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS
© Prentice Hall, 2002
1-5 5
Efficiency and Effectiveness in Management
Efficiency (Means)
© Prentice Hall, 2002
Chapter 1
罗宾斯_管理学_10版_英文PPT_14
每个人的人格特质都是 某些独特心理特征的组 合，会影响一个人的反 应及其与他人的互动
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
• Attitudes 态度 • Employee Productivity 员工生产率 • Absenteeism 旷职率 • Turnover 流动率 • Organizational Citizenship 组织公民行为 • Job Satisfaction 工作满意度
14–5
• Personality 人格
• Organizational Commitment 组织承诺
是指员工认同特定组织及其目标，并且希望持续成为组织内一份子的程度 能降低旷职率及离职率 随着今日转换工作的情形增加，以此作为探讨员工与企业附着关系的变量 可能显得不合时宜
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 14–8
们对自己的工作、工作小组、上级主管或组织的感觉。
Provide management with feedback on employee perceptions of the organization and their jobs. 让管理
层了解员工对组织和工作的看法
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Attitude Surveys
• Attitude Surveys 态度调查
A instrument/document that presents employees with a set of statements or questions eliciting how they feel about their jobs, work groups, supervisors, or their organization. 给员工一系列的陈述或问题，用于了解他
罗宾斯管理学课件(英文) (15)
Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved
Direction of Flow (2 of 2)
• Upward communication: communication that flows upward from employees to managers
Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved
Overcoming the Barriers
• Use feedback • Simplify language • Listen actively
– Active listening: listening for full meaning without making premature judgments or interpretations
• Informal communication: communication that is not defined by the organization’s structural hierarchy
Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved
Exhibit 14.2 illustrates three common communication networks.
Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved
Communication Networks
Direction of Flow (2 of 2)
• Upward communication: communication that flows upward from employees to managers
Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved
Overcoming the Barriers
• Use feedback • Simplify language • Listen actively
– Active listening: listening for full meaning without making premature judgments or interpretations
• Informal communication: communication that is not defined by the organization’s structural hierarchy
Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved
Exhibit 14.2 illustrates three common communication networks.
Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved
Communication Networks
罗宾斯管理学PPT(英文9版)Management-13
© 2007 Prentice Hall, Inc. All rights reserved.
13–4
What Is Change?
• Organizational Change
Any alterations in the people, structure, or technology of an organization
© 2007 Prentice Hall, Inc. All rights reserved.
13–9
Exhibit 13–2
Three Categories of Change
© 2007 Prentice Hall, Inc. All rights reserved.
13–10
Types of Change
• Technological
Adopting new equipment, tools, or operating methods that displace old skills and require new ones
• Organizational development (OD)
Techniques or programs to change people and the nature and quality of interpersonal work relationships.
• Internal Forces
Changes in organizational strategy Workforce changes
New equipment
Employee attitudes
© 2007 Prentice Hall, Inc. All rights reserved.
罗宾斯管理学PPT(英文9版)Management-8
1. Genentech 2. Wegman’s Food Markets 3. Valero Energy 4. Griffin Hospital 5. W. L. Gore & Associates
Sources: “America’s Most Admired Companies,” Fortune, February 22, 2006, p. 65; “The 100 Best Companies to Work For,” Fortune, January 11, 2006, p. 89; R. Alsop, “Ranking Corporate Reputations,” Wall Street Journal, December 6, 2005, p. B1; and “The 100 Top Brands,” BusinessWeek, August 1, 2005, p. 90.
ninth edition
STEPHEN P. ROBBINS
MARY COULTER
Strategic Management
© 2007 Prentice Hall, Inc. All rights reserved.
PowerPoint Presentation by Charlie Cook The University of West Alabama
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
The Importance of Strategic Management
• Define strategic management, strategy, and business model. • Explain why strategic management is important.
Sources: “America’s Most Admired Companies,” Fortune, February 22, 2006, p. 65; “The 100 Best Companies to Work For,” Fortune, January 11, 2006, p. 89; R. Alsop, “Ranking Corporate Reputations,” Wall Street Journal, December 6, 2005, p. B1; and “The 100 Top Brands,” BusinessWeek, August 1, 2005, p. 90.
ninth edition
STEPHEN P. ROBBINS
MARY COULTER
Strategic Management
© 2007 Prentice Hall, Inc. All rights reserved.
PowerPoint Presentation by Charlie Cook The University of West Alabama
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
The Importance of Strategic Management
• Define strategic management, strategy, and business model. • Explain why strategic management is important.
相关主题
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
1–1
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
Who Are Managers?
• Describe who is doing managerial work in today’s organizations. • Define who managers are. • Explain how manager differ from non-managerial employees. • Discuss how to classify managers in organizations.
• Explain the u Discuss why an understanding of management is important even if you don’t plan to be a manager.
• Describe the rewards and challenges of being a manager.
• 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.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
1–6
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 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 Is An Organization?
• Describe the characteristics of an organization.
• Explain how the concept of an organization is changing.
Why Study Management?
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–2
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.
8th edition Steven P. Robbins Mary Coulter
PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
1–4
Who Are Managers?
• Manager
Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.
What Is Management?
• Define management. • Contrast efficiency and effectiveness. • Explain why efficiency and effectiveness are important to management.
• Middle Managers
Manage the work of first-line managers.
• Top Managers
Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
1–5
Classifying Managers
• First-line Managers
Are at the lowest level of management and manage the work of non-managerial employees.
What Do Managers Do?
• Describe the four functions of management.
• Explain Mintzberg’s managerial roles. • Tell how a manager’s include reflection and action.