案例分析英文剖析PPT课件
合集下载
英语说课案例分析(英语)PPT课件
IV. Teaching procedure
Step 2. Lead-in (3’)
1. “Take me home, country road”
2.
What kind of music is it?
3.
2. A brief introduction of American country music.
II Understanding of teaching materials
4. Objectives
(1). Knowledge objectives: a. Get a full understanding of lesson 42 b.Know some background knowledge c. Master some new words and useful expressions d. Learn to retell and summarize
general idea and supporting details information gathering , summarizing and predicting guessing new words from the context c. Develop Ss’ speaking and writing ability
III Teaching methods and studying ways
Teaching method: Communicative method Learning way: Independent learning, discussing Aids: OHP, tape recorder, blackboard,
II Understanding of teaching materials
国际商务谈判：理论、案例分析与实践(第五版)英文版课件Chapter 3
Rotation of host and guest venues
Organize a group of four
Two sellers,two buyers
Require -ments
Read background information
Simulation
Silk selling
Discuss the following with your partner
Information of financial credit:
character:inte grity
capacity:abili ty to repay
capital:Biblioteka ound ness of financial position
Market survey:
preliminary screening of various markets
Target levels
Determine the importance of
interests
Desirable target --- a potential one
Acceptable target
--- making all effort to achieve
Bottom target
--- the least target to achieve
Directories and newsletters
Important information to collect
Local laws and regulations:
political and economic outlook
government interference
跨文化交际案例分析PPT课件
•7
People from collectivistic culture view conflict as ultimately destructive for relationships, thinking that when members disagree they should adhere to the consensus of the group rather then engage in conflict. In culture like these, silence and avoidance may be used to manage conflict.
•2
“If you don’t acknowledge the problems”, he complained to one of the managers, “how do you expect to be able to solve them?” And then to further exasperate him, just today when a problem was finally brought to his attention, it was not mentioned until the end of the workday when there was no time left to solve it.
•8
Combine the theory with the
case
Thus, in this case, Koreans tried their best to take the peacemaking approach to de-escalate conflicts, so that harmony between members would be maintained as long as possible. However, Jim, from individualistic culture, considered it strange that his Korean colleagues would rather hide the problems to the last moment than solve the conflicts. In his view, suspending the conflicts wouldn’t release tensions and solidify the relationship but to potentially destruct the relationship.
People from collectivistic culture view conflict as ultimately destructive for relationships, thinking that when members disagree they should adhere to the consensus of the group rather then engage in conflict. In culture like these, silence and avoidance may be used to manage conflict.
•2
“If you don’t acknowledge the problems”, he complained to one of the managers, “how do you expect to be able to solve them?” And then to further exasperate him, just today when a problem was finally brought to his attention, it was not mentioned until the end of the workday when there was no time left to solve it.
•8
Combine the theory with the
case
Thus, in this case, Koreans tried their best to take the peacemaking approach to de-escalate conflicts, so that harmony between members would be maintained as long as possible. However, Jim, from individualistic culture, considered it strange that his Korean colleagues would rather hide the problems to the last moment than solve the conflicts. In his view, suspending the conflicts wouldn’t release tensions and solidify the relationship but to potentially destruct the relationship.
国际商务谈判：理论、案例分析与实践(第五版)英文版课件chanpter 10
Conclusions about Negotiation from Behavior in the Prisoner’s Dilemma
• The C response is an antecedent of either the goal of coordination or trust
• Further explanation of the point by a similar model between the prisoner’s dilemma matrix and slightly altered strategic choice model
so C response ends up in CC cell, not other cells. • C response is a high risk form of coordinative behavior. It involves a costly concession to the other party without guarantee of reciprocation
S, T’ P, P’
C Party One
D
5, 5 10, -10
-10, 10 -5, -5
(a) schematic form
(b) numerical form
Indication of the labels
• C is the cooperative response • D is the noncooperative (defecting) response • R stands for payoff for mutual cooperation • S stands for payoff by the player who cooperates
管理沟通以案例分析为视角英文版第5版教学课件Ch. 2 Communication and
or less.” • Communication Objective: “As a direct result of this letter/phone
call/personal contact, this client will be motivated to pay this account.
Consult / Join Styles
• Feature higher audience involvement and lower content control. • Use the consult style to gather information or learn from the audience. Use the join style to collaborate with members of the audience. • In these situations:
• Style Preferences: formal or informal, direct or indirect? • Channel Preferences: paper, e-mail, face-to-face, group or
individual? • Length and Format Preferences: how should this message
• Goodwill and Reciprocity: This is a form of bargaining. You gain a concession by granting a favor.
• Rank and Reward/Punishment: Though inappropriate for most audiences, the removal of privileges or threats to do so may motivate the response you want.
call/personal contact, this client will be motivated to pay this account.
Consult / Join Styles
• Feature higher audience involvement and lower content control. • Use the consult style to gather information or learn from the audience. Use the join style to collaborate with members of the audience. • In these situations:
• Style Preferences: formal or informal, direct or indirect? • Channel Preferences: paper, e-mail, face-to-face, group or
individual? • Length and Format Preferences: how should this message
• Goodwill and Reciprocity: This is a form of bargaining. You gain a concession by granting a favor.
• Rank and Reward/Punishment: Though inappropriate for most audiences, the removal of privileges or threats to do so may motivate the response you want.
管理沟通以案例分析为视角英文版第5版教学课件Ch. 10 Intercultural
Another person’s understanding is (or should be) based on logic, not feelings. The other person is the one who has the “problem” or who does not understand the logic of the situation. Other cultures are changing and becoming more like your own culture and, therefore, other people are becoming more like you.
Issues Affecting Cultural Change
Relative Advantage: Is it superior to what already exists? Compatibility: Is it consistent with existing cultural patterns? Complexity: Is it easily understood?
The other person is (or should be) experiencing the same feelings you are.
The communication situation has no relationship to past events.
More Process Assumptions
Cultural Change
Cultures change because of internal forces such as
discovery and innovation.
Issues Affecting Cultural Change
Relative Advantage: Is it superior to what already exists? Compatibility: Is it consistent with existing cultural patterns? Complexity: Is it easily understood?
The other person is (or should be) experiencing the same feelings you are.
The communication situation has no relationship to past events.
More Process Assumptions
Cultural Change
Cultures change because of internal forces such as
discovery and innovation.
《刑法案例分析》PPT课件
《刑法》第十七条规定,大致可分为:第一,未满14周岁的人, 完全不负刑事责任;第二,已满14周岁不满16周岁的人,犯故 意杀人,故意伤害致人重伤或者死亡、强奸、抢劫、贩卖 毒品、放火、爆炸、投毒罪的,应当负刑事责任;第三,已满 16周岁的人犯罪,都应当负刑事责任。
Guilty/not guilty
h
3
Legal Analysis
犯罪是具有严重社会危害性的行为。任何 行为,如不具有严重的社会危害时,均不构成 犯罪,因此《刑法》第13条规定:“一切危害 国家主权,领土完整和安全,分裂国家,颠覆人 民民主专政的政权和推翻社会主义制度,破 坏社会秩序和经济秩序,侵犯国有财产或者 劳动群众集体所有的财产,侵犯公民私人所 有的财产,侵犯公民的人身权利、民主权利 和其他权利,以及其他危害社会的行为,依照 法律应当受刑罚处罚的,都是犯罪;但是情节 显著轻微,危害不大的,不认为是犯罪。
h
2
Does his behavior constitute a crime?
Judgement of the court:法院判决认为,被告 人乔甲,虽主观上具有非法占有的目的,客观 上实施了秘密窃取他人财物的行为,但其社 会危害性不大,情节显著轻微,可不作犯罪处 理,依照《中华人民共和国刑法》第13条的 规定,对乔甲宣告无罪。
h
5
其二,乔甲的盗窃数额虽达到盗窃罪所要求的“数额较大” 的标准,但盗窃的数额是否较大,不是区分盗窃罪与非罪界 限的唯一标准,还应综合其他犯罪情节考虑。被告人乔甲 采取的是趁乔乙不注意而秘密窃取的方法获得财物的,不 像其他盗窃犯罪分子那样用拔门撬锁、挖墙掏洞等性质比 较恶劣的手段,并且乔甲每次窃取的财物数额很少,而不是 将所见到的乔乙财物全部拿走,因而综合本案的全部情况 看,乔甲的盗窃行为情节显著轻微危害不大。其三,最高人 民法院、最高人民检察院《关于办理盗窃案件具体应用法 律的若干问题的解释》中规定:“盗窃自己家里的财物或者 近亲属的财物,一般可不按犯罪处理;对确有追究刑事责任 必要的,在处理时也要同在社会上作案有所区别。”所以, 乔甲的行为不构成犯罪,法院对被告人乔甲作出无罪判决 是正确的。
Guilty/not guilty
h
3
Legal Analysis
犯罪是具有严重社会危害性的行为。任何 行为,如不具有严重的社会危害时,均不构成 犯罪,因此《刑法》第13条规定:“一切危害 国家主权,领土完整和安全,分裂国家,颠覆人 民民主专政的政权和推翻社会主义制度,破 坏社会秩序和经济秩序,侵犯国有财产或者 劳动群众集体所有的财产,侵犯公民私人所 有的财产,侵犯公民的人身权利、民主权利 和其他权利,以及其他危害社会的行为,依照 法律应当受刑罚处罚的,都是犯罪;但是情节 显著轻微,危害不大的,不认为是犯罪。
h
2
Does his behavior constitute a crime?
Judgement of the court:法院判决认为,被告 人乔甲,虽主观上具有非法占有的目的,客观 上实施了秘密窃取他人财物的行为,但其社 会危害性不大,情节显著轻微,可不作犯罪处 理,依照《中华人民共和国刑法》第13条的 规定,对乔甲宣告无罪。
h
5
其二,乔甲的盗窃数额虽达到盗窃罪所要求的“数额较大” 的标准,但盗窃的数额是否较大,不是区分盗窃罪与非罪界 限的唯一标准,还应综合其他犯罪情节考虑。被告人乔甲 采取的是趁乔乙不注意而秘密窃取的方法获得财物的,不 像其他盗窃犯罪分子那样用拔门撬锁、挖墙掏洞等性质比 较恶劣的手段,并且乔甲每次窃取的财物数额很少,而不是 将所见到的乔乙财物全部拿走,因而综合本案的全部情况 看,乔甲的盗窃行为情节显著轻微危害不大。其三,最高人 民法院、最高人民检察院《关于办理盗窃案件具体应用法 律的若干问题的解释》中规定:“盗窃自己家里的财物或者 近亲属的财物,一般可不按犯罪处理;对确有追究刑事责任 必要的,在处理时也要同在社会上作案有所区别。”所以, 乔甲的行为不构成犯罪,法院对被告人乔甲作出无罪判决 是正确的。
波特五力模型分析案例英文ppt
的路，用那时的历史的脚印来暂时清醒一下我混浊的心。
倒着来，我看到了舒庆春（老舍）躺在未名湖畔，（这
0 是他最后的脚印）他受尽了生命的桎梏――这样的选择
对于他，是一种解脱。我惋惜，又望而却步。倒着走， 我看到了查海生（海子）已被截断的血淋淋的身躯，这
1
是怎样的一个迷惘的灵魂呀，我的心在痛。倒着走，我
又看到了骨瘦如柴的周树人，穿一件袍子，两根枯黄的
心理学影响力。
由管理心理学、社会心理学、影响力心理学等心理学的原理、方法、心智 而导致影响能力、领导能力、说服能力的本质提升，改变管理者在领导方 面固有的心智模式。例如：触发特征、对比效应、门槛效应、需求原理、 心智模式、认知协调等。
非权力影响力。
互惠原理：人们很轻易地就会答应一个在没有负债心理时一定
波特五力模型分析案例 英文ppt
在我们的身边有许多“脚印”，生活为你提供了丰富的 写作素材。立意示例1.由脚印想到鲁迅的话：“希望是 本无所谓有，无所谓无的。这正如地上的路，其实地上 本没有路，走的人多了，也便成了路。”2.从脚印的大 小、深浅可以鉴别人的高矮、胖瘦，这有助于公安人员 缉拿罪犯。3.常言说：“一步一个脚印”，所以做任何 事都要踏踏实实，反对浮夸的作风。4.人走过后会留下
领导力的分析
冉让我忘了根，而是在身上的那些东西遮挡了我本来应
该清晰的视线而不怎么让我觉得自己在倒退，（此处语
02
领导力的概述
言不够简洁但还没有想到怎么改）我不想逃避现实成为
现代的陶渊明，但我又不想成为敢让皇帝宠监为他脱鞋
的李白。我似乎要被
03
领导力的构成
04
什么是五力模型
05
五力模型的影响
这物横流的社会淹没了，掩埋了。我宁愿重走一遍来时
Smart案例分析PPT课件
成熟期
对
中
1.SWOT分析 优势：Smart是奔驰公司旗下的产品，中国消费者
国
对于奔驰有着较高的品牌信任度；微型汽车在中国
市
属于新兴产品，市场潜力大；环保省油。
场
劣势：中国消费者“大的比小的好”的思想根深蒂固 且中国消费者崇尚“大气”。
的
机会：中国现在是全球第二大经济体且经济水平依
评
旧呈上升趋势；中国年轻消费者消费能力强且崇尚
价
Smart“年轻、环保、个性、时尚”的品牌定位。 威胁：Smart必须不断地退出新车型且不断改进不
断进步，否则当中国消费者这种新鲜感消失时，它
将不再有优势。
对 中 国 市 场 的 评 价
2.目标市场选择明确 Smart在进入中国市场后，根据其时尚、个性、小巧的特点，准 确无误地选择了充满活力，喜好新鲜事物，追求个性，爱好时尚 的青年人市场。精准的目标市场选择使得Smart在进入中国后迅 速得到了年轻人的追捧。 3.营销手段好 在选择了准确的目标市场后，Smart又根据给定市场的消费者特 点选择了能引起青年人消费兴趣的营销手段。例如与京东、淘宝 合作在互联网上销售、找年轻人都喜欢的篮球明星科比代言、推 出手机App以进行宣传和服务、推出中国特别限量版版、提供个 性定制的服务使得每一台Smart都与众不同独一无二。这些营销 手段和途径恰好与年轻人的生活方式和喜好相吻合，做到了投其 所好。个性定制、推出中国特别版等做法迎合了年轻人追求个性 推崇时尚的理念。
中国市场真的能拯救Smart吗？
2.不能仅靠一个子市场拯救整个市场。 Smart是一个跨国企业，而中国作为整个世界中的一 个地区，仅仅是Smart总市场中很小的一个子市场。 靠一个子市场来拯救整个市场是不科学的。而且 Smart的最大且最主要市场依旧是欧洲国家，因此必 须在欧洲国家改变营销策略，因地制宜地提供服务， 做到所有市场一同发展。例如海尔集团，是在保证了 国内市场的情况下才进军国际市场的。
对
中
1.SWOT分析 优势：Smart是奔驰公司旗下的产品，中国消费者
国
对于奔驰有着较高的品牌信任度；微型汽车在中国
市
属于新兴产品，市场潜力大；环保省油。
场
劣势：中国消费者“大的比小的好”的思想根深蒂固 且中国消费者崇尚“大气”。
的
机会：中国现在是全球第二大经济体且经济水平依
评
旧呈上升趋势；中国年轻消费者消费能力强且崇尚
价
Smart“年轻、环保、个性、时尚”的品牌定位。 威胁：Smart必须不断地退出新车型且不断改进不
断进步，否则当中国消费者这种新鲜感消失时，它
将不再有优势。
对 中 国 市 场 的 评 价
2.目标市场选择明确 Smart在进入中国市场后，根据其时尚、个性、小巧的特点，准 确无误地选择了充满活力，喜好新鲜事物，追求个性，爱好时尚 的青年人市场。精准的目标市场选择使得Smart在进入中国后迅 速得到了年轻人的追捧。 3.营销手段好 在选择了准确的目标市场后，Smart又根据给定市场的消费者特 点选择了能引起青年人消费兴趣的营销手段。例如与京东、淘宝 合作在互联网上销售、找年轻人都喜欢的篮球明星科比代言、推 出手机App以进行宣传和服务、推出中国特别限量版版、提供个 性定制的服务使得每一台Smart都与众不同独一无二。这些营销 手段和途径恰好与年轻人的生活方式和喜好相吻合，做到了投其 所好。个性定制、推出中国特别版等做法迎合了年轻人追求个性 推崇时尚的理念。
中国市场真的能拯救Smart吗？
2.不能仅靠一个子市场拯救整个市场。 Smart是一个跨国企业，而中国作为整个世界中的一 个地区，仅仅是Smart总市场中很小的一个子市场。 靠一个子市场来拯救整个市场是不科学的。而且 Smart的最大且最主要市场依旧是欧洲国家，因此必 须在欧洲国家改变营销策略，因地制宜地提供服务， 做到所有市场一同发展。例如海尔集团，是在保证了 国内市场的情况下才进军国际市场的。
跨文化交际案例分析PPT课件
.
6
Cultural Analysis
High-context/ low-context culture Individualistic/ collectivistic culture Attitude towards bad news
.
7
Cultural analysis
In individualistic culture, they view conflict as fundamentally a good thing. Working through conflict can gain new information about members, defuse more serious conflict, and increase group cohesiveness. Individuals should be encouraged to think of creative, even farreaching solutions to conflicts. There is also value in direct confrontation, recognizing conflict and working through it in an open, productive way.
2
.
During his first week he was met with bows, polite smiles, and the continual denial of any significant problems. But Jim was enough of a realist to know that he had never heard of any manufacturing operation that didn’t have some problems. So after some research, he uncovered a number of problems that the local manager and staff were not acknowledging. None of the problems were particularly unusual or difficult to solve, but Jim was frustrated that no one would admit that any problems existed.
国际商务谈判：理论、案例分析与实践(第五版)英文版课件chapter 1
• Case study: famous cases facilitating understanding of
the theories
• Negotiation practices: simulations, team work, group
discussion, Q&A, negotiation competition
பைடு நூலகம்
NEGOTIATION
A process of communication; to manage conflicts; to come to an agreement, solve a problem or make arrangements
CONFLICTS
A dispute, disagreement, argument between interdependent parties who have different & common interests; Conflicts block people’s ability to satisfy their interests
Mr Zhang: a car for travelling His wife: a new flat His son: financial support for studying abroad
Question for consideration: how to distribute the limited deposit
Unlimited Demand of Humanbeing
Limited
Natural Resources
Economical
Negotiating
Fighting
the theories
• Negotiation practices: simulations, team work, group
discussion, Q&A, negotiation competition
பைடு நூலகம்
NEGOTIATION
A process of communication; to manage conflicts; to come to an agreement, solve a problem or make arrangements
CONFLICTS
A dispute, disagreement, argument between interdependent parties who have different & common interests; Conflicts block people’s ability to satisfy their interests
Mr Zhang: a car for travelling His wife: a new flat His son: financial support for studying abroad
Question for consideration: how to distribute the limited deposit
Unlimited Demand of Humanbeing
Limited
Natural Resources
Economical
Negotiating
Fighting
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Generic Blocks, Circles and Arrows - Copy/Paste the Objects Below or Use the Paint Brush on the Formatting Toolbar to Copy Colors onto Other Objects
– Headings: 20 points Bold Verdana – Sub-headings 16 points Verdana – Bullet slides according to template (automatic), jump-in with Tab, jump-back with Shift-Tab – Text 14, 12 or 10 points Verdana – Footnotes 8 points Verdana
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Text Blocks - Causes and Effects
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* Excluding special charts (Bubble, Merrimekko, Skyline, Brickyard etc.); these are available to licensed practitioners
through the StratBridge ‘Strategic Surveyor’ tool
Text - Sequential Vertical
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Blocks - Matrix
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Text Blocks - Cause and Effect
– dramatically reducing lay-outing and formatting time – ensuring consistency of lay-out throughout your presentation
• The structure of the slides is conform:
R = 145 G = 125 B = 74
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Agenda
1.
Structured text
2.
Graphs
3.
Pictures
4.
Service Line Charts
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Text Blocks - Unrelated List
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Text Blocks - Sequence of Causes and Effects
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PowerPoint Timesaver.
第一部分
整体概述
THE FIRST PART OF THE OVERALL OVERVIEW, PLEASE SUMMARIZE THE CONTENT
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Introduction
• This file ‘PowerPoint Timesaver’ contains a large number of preformatted dummy slides that are ready to be copied and pasted onto your own presentation for further processing, thereby
Preferred Colors
Standard Dark Blue RGB Code: 51 - 102 -153
Standard Light Blue RGB Code: 222 - 211 - 182
Green RGB Code: 153 - 204 - 000
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All charts in this document comply to this global PowerPoint palette
R = 151 G = 115 B = 174
R = 220 G = 130 B = 64
R = 87 G = 125 B = 61
R = 84 G = 156 B = 181
R = 161 G = 61 B = 58
R = 89 G = 110 B = 110
R = 102 G = 51 B = 104
Primary colours
R=9 G = 29 B = 93
R = 221 G = 210 B = 181
To be used as an accent or highlight color only
R = 156 G = 209 B=0
To be used as a background color behind charts and graphs only
The color palette has been adjusted in PowerPoint to allow for better onscreen projection
Highlight colors using standard PowerPoint palette (charts & diagrams)