罗宾斯管理学PPT(英文版).ppt

罗宾斯_管理学_11版_英文PPT_02

• Omnipotent View of Management - the view that managers are directly responsible for an organization’s success or failure. • Symbolic view of Management - the view that much of an organization’s success or failure is due to external forces outside managers’ control.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
• Organization founder
• Vision and mission • Past practices
• Top management behavior • Socialization - The process that helps employees adapt to the organization’s culture.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
2-9
Exhibit 2-4: Organizational Stakeholders
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall

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.
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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.
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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

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.

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.

罗宾斯管理学英文版课件

manager
Someone who coordinates and oversees the work of other people so that organization goals can be accomplished.
Top Managers Middle Managers First-Line Managers
Effectiveness
Completing activities so that organizational goals are attained; referred to as “doing the right things.”
efficiency (means)
effectiveness (ends)
Management
Coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
Efficiency Getting the most output from the least amount of inputs; referred to as “doing things right.”
organization A deliberate arrangement of people to accomplish some specific purpose.
Distinct Purpose
Deliberate Structure People
Characteristics of Organizations
controlling

罗宾斯管理学原理英文版第10版PPT (1)[32页]

management.
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Learning Objective 1.1
Tell who managers are and where they work.
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Learning Objective 1.2
Define management.
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
1.1 Tell who managers are and where they work. 1.2 Define management. 1.3 Describe what managers do. 1.4 Explain why it’s important to study management. 1.5 Describe the factors that are reshaping and redefining
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Exhibit 1-3 Efficiency and Effectiveness
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.

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.