管理学专业英语教程上册课件 (11)[25页]
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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)
• Malcolm Baldrige National Quality Award established by the U.S. Congress in 1987 • ISO 9000, pioneered by the Europeans • European Quality Award given by the European Foundation
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
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
管理学专业英语 chapter11
control of a central authority ”, in the text, it means the activities of planning and decision-making become concentrated within a particular group in the company. The opposite word of it is decentralized.
friendship between two or more parties, made in order to advance common goals and to secure common interests, i.e. business alliance.
READING 2 More Power to You
READING 1 The Lines Are Changing
Framework
Vertical Structure Horizontal Structure
It is a traditional structure of management in companies where tasks, titles and departments express a sense of hierarchy.
1.People-centered leadership
• A manager’s chief concern is for people (people-centered)
2.Product-centered leadership
• • • • Directive leadership (production-centered) Supportive leadership (employee-centered) Achievement-oriented leadership (production-centered) Participative leadership (employee-centered)
2011_罗宾斯_管理学_11版_英文PPT_12
Supply of Employees
Demand for Employees
Factors Affecting Staffing
Strategic Goals Forecast demand for products and services Availability of knowledge, skills, and abilities
•
List eight activities necessary for staffing the organization and sustaining high employee performance.
Discuss the environmental factors that most directly affect the HRM process.
12
Chapter
Why Human Resources Is Important: The HRM Process
•
Explain how an organization’s human resources can be a significant source of competitive advantage.
•
•
Explain why orientation is so important.
Describe the different types of training and how that training can be provided.
Employee Performance Management; Compensation/Benefits; Career Development
Job
管理学专业英语教程上册课件 (12)[28页]
![管理学专业英语教程上册课件 (12)[28页]](https://img.taocdn.com/s3/m/c10074d5b52acfc788ebc998.png)
FudaLnOGUOniversity
The Education of Practicing Managers
※The targets of MBA programs ※The definition of management ※The innovation of management education
FudaLnOGUOniversity
Seven Basic Tenets
4
The Key to the learning is thoughtful reflection
5
Management development should result in
organization development
FudaLnOGUOniversity
Tenet 2:
※Management education and practice should be concurrent and integrated
FudaLnOGUOniversity
Tenet 3:
※Management education should leverage work and life experience
FudaLnOGUOniversity
The Education of Practicing Managers
※ The innovation of management
education
formal education in management development
innovations 、
FudaLnOGUOniversity
The Education of Practicing Managers
管理专业英语完整版PPT培训课件
Scientific management: This theory emphasizes the use of scientific methods to improve work efficiency and productivity It emphasizes the standardization of work processes, the use of time and motion studies, and the development of job descriptions and instructions
Analysis
目录
• Improvement of Management Professional English Application Ability
• Summary and Outlook
目录
01
Introduction
Training objectives and significance
Organization development
Organization development is a management approach that emphasizes changes and development in organizations It uses a variety of techniques to help organizations improve their performance, including team building, training, and reconstruction
Overview of Training Content
Management related English documents
管理学原理英文版最新版教学课件第11章
A Final Thought Regarding Leadership
Leadership may not always be important!
12-31
• Japanese leaders are expected to be humble and speak frequently.
• Scandinavian and Dutch leaders who single out individuals with public praise are likely to embarrass, not energize, those individuals.
12-27
Contemporary Issues: Emotional Intelligence (EI)
EI, more than any other single factor, is the best predictor of who will emerge as a leader.
12-28
Learning Objectives 11.3
• Describe the four major contingency leadership theories.
Least-Preferred Coworker Questionnaire
The Fiedler Model
Situational Leadership Theory
Learning Objectives 11.5
• Discuss trust as the essence of leadership.
Five Dimensions of Trust
• Integrity • Competence • Consistency • Loyalty • Openness
chapter 01 Managers and Managing 《管理学》(双语)课程课件
– Taking action to increase performance as required. – The outcome of control is the ability to measure
performance accurately and regulate efficiency and effectiveness.
anizing
Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals.
Organizational Structure
Three steps in the planning process – Deciding which goals to pursue – Deciding what courses of action to adopt – Deciding how to allocate resources
14
16
4. Controlling
Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance.
– Monitoring individuals, departments, and the organization to determine if desired performance standards have been reached.
Challenges for Management in a Global Environment
performance accurately and regulate efficiency and effectiveness.
anizing
Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals.
Organizational Structure
Three steps in the planning process – Deciding which goals to pursue – Deciding what courses of action to adopt – Deciding how to allocate resources
14
16
4. Controlling
Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance.
– Monitoring individuals, departments, and the organization to determine if desired performance standards have been reached.
Challenges for Management in a Global Environment
《管理学专业英语教程(第4版)》教学课件—lesson4 What is Strategy
❖ Similarly, lean production, which involves a family of activities, has allowed substantial improvements in manufacturing productivity and asset utilization.
❖ Cost is generated by performing activities, and cost advantage arises from performing particular activities more efficiently than competitors.
Others
to customers
charge higher average unit prices
A company can
outperform
rivals
Both greater value &
lower cost
LOGO
Operational Effectiveness
❖ Ultimately, all differences between companies in cost or price derive from the hundreds of activities (e.g. the right chart)
ahead of rivals.
LOGO
Background Introduction
❖ Positioning---once the heart of strategy---is rejected as too static for today’s dynamic markets and changing technologies.
❖ Cost is generated by performing activities, and cost advantage arises from performing particular activities more efficiently than competitors.
Others
to customers
charge higher average unit prices
A company can
outperform
rivals
Both greater value &
lower cost
LOGO
Operational Effectiveness
❖ Ultimately, all differences between companies in cost or price derive from the hundreds of activities (e.g. the right chart)
ahead of rivals.
LOGO
Background Introduction
❖ Positioning---once the heart of strategy---is rejected as too static for today’s dynamic markets and changing technologies.
《管理学专业英语教程(第4版)》教学课件—lesson13 The Seven Principles Of Supply Chain Management
Developing forecasts collaboratively and maintaining the required capacity across the operations.
Channel-wide S&OP can detect early warning signals of demand and takes into account vendor and carrier Fcuadpaanbilities, capacity, and constraints
Principle 1
❖Segment customers based on the service needs of distinct groups and adapt the supply chain to serve these segments profitably.
Principle 1
❖ Unsuccessful efforts:
▪ functionally defined and narrowly focused
▪ lack sustaining infrastructure ▪ uncoordinated change
activity erupts
Summary
Distill seven fundamental principles of supply chain management.
Supplier's price ↑
Inventory ↑
Principle 5 ❖Fundamental prerequisite
Maintenance
Repair
Operating supplies
Direct materials
Channel-wide S&OP can detect early warning signals of demand and takes into account vendor and carrier Fcuadpaanbilities, capacity, and constraints
Principle 1
❖Segment customers based on the service needs of distinct groups and adapt the supply chain to serve these segments profitably.
Principle 1
❖ Unsuccessful efforts:
▪ functionally defined and narrowly focused
▪ lack sustaining infrastructure ▪ uncoordinated change
activity erupts
Summary
Distill seven fundamental principles of supply chain management.
Supplier's price ↑
Inventory ↑
Principle 5 ❖Fundamental prerequisite
Maintenance
Repair
Operating supplies
Direct materials
管理学英文版PPT
• Explain Mintzberg’s managerial roles. • Tell how a manager’s include reflection and action.
• 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)
• 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)
《管理学专业英语教程(第4版)》教学课件—lesson1 Modern management movement
Monitor
100% of the shareholders in 3 European countries and majorities in other European countries. Low fees for calls made outside the home country）voice usage. Earning rate of primary business too high
5 Japanese style management approach
6
Excellence approach
LOGO
Outlines ——framework of the modern management movement
1
Classical theory
2
Behavioral theory
LOGO
Contingency Approach
Three Principle Sets
Agreement exists between organizations and their internal and external environments, and between the management system and its various components.
LOGO
Process Approach
Process approach proposed by Fayol
Defining goals establishing strategy, and developing plans to coordinate activities
Planning
Determining what needs to be done, how it will be done, and who is to do it
100% of the shareholders in 3 European countries and majorities in other European countries. Low fees for calls made outside the home country）voice usage. Earning rate of primary business too high
5 Japanese style management approach
6
Excellence approach
LOGO
Outlines ——framework of the modern management movement
1
Classical theory
2
Behavioral theory
LOGO
Contingency Approach
Three Principle Sets
Agreement exists between organizations and their internal and external environments, and between the management system and its various components.
LOGO
Process Approach
Process approach proposed by Fayol
Defining goals establishing strategy, and developing plans to coordinate activities
Planning
Determining what needs to be done, how it will be done, and who is to do it
全英文版管理学精品课件Chapter_11
12
Internal factors –
Hua ZHU， SII
6/4/2013
• High supply/high demand = selection, placement, and promotion.
• Low supply/high demand = training and development inside, competitive recruitment outside.
Performance Management
Career Development
Environment
7
AN OVERVIEW OF THE STAFFING FUNCTION
THE SYSTEMS APPROACH TO HRM:
Hua ZHU， SII 6/4/2013
8
Hua ZHU， SII 6/4/2013
10
Manager Inventory Chart
Hua ZHU， SII
6/4/2013
11
Hua ZHU， SII 6/4/2013
Analysis of the Need for Managers
External and Internal Information Sources. External factors –social, political, legal, Economic, technological
Identify workforce requirements inventorying people Recruiting Selecting Placing Promoting Appraising Compensating training
chapter 11 Managerial Control 《管理学》(双语)课程课件
IV. Organizational Culture and Clan Control 1. Values and Norms 2. Creating a Strong Organizational Culture 3. Culture and Managerial Action
© Copyright McGraw-Hill. All rights reserved.
© Copyright McGraw-Hill. All rights reserved.
10–12
I. Organizational Control
3.2 Measure actual performance
➢Managers can measure outputs resulting from worker behavior or they can measure the behavior themselves.
➢Managers must decide if performance actually deviates, often, several problems combine creating low performance.
3.4 Evaluate result and take corrective action.
2. Control Systems 控制系统 • Formal, target-setting, monitoring, evaluation and
feedback systems that provide managers with information about how well the organization’s strategy and structure are working.
© Copyright McGraw-Hill. All rights reserved.
© Copyright McGraw-Hill. All rights reserved.
10–12
I. Organizational Control
3.2 Measure actual performance
➢Managers can measure outputs resulting from worker behavior or they can measure the behavior themselves.
➢Managers must decide if performance actually deviates, often, several problems combine creating low performance.
3.4 Evaluate result and take corrective action.
2. Control Systems 控制系统 • Formal, target-setting, monitoring, evaluation and
feedback systems that provide managers with information about how well the organization’s strategy and structure are working.
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4
The biggest issue at stake
5
Creativity VS Organizations
6 The new creative economic system
FudaLnOGO
Outlines ——Creativity VS Organizations
1
Different forms of creative people
❖The big advances in standard of living
❖The big competitive advantages in the marketplace
❖“Better recipes, not just more cooking.”
FudaLnOGO
Creativity is essential
❖ One might argue
Massive division of labor
Concentration of assets
Creative developments
“cooking in quantity” business methods
Economies of scale
Vertical integration
• Where I grew up, we were conditioned to play the roles that we were dealt. We were not encouraged to create and build our visions, but rather to fit into the visions of a select few. I like to say that we were “institutionalized” individuals—because institutions defined our lives.
❖Human creativity as the defining feature of economic life
❖Creativity has come to be valued
❖Our lives and society resonated with a creative ethos
FudaLnOGO
Interaction Associations
Neighborhoods
Work
environments
FudaLnOGO
Creativity
Lifestyles
The biggest issue at stake
❖The ongoing tension between creativity and organization.
FudaLnOGO
The biggest issue at stake
❖ Experts’ Prediction ※ Joseph Schumpeter:
• Called attention to the chilling effect of large organizations on creativity
• Capitalism’s great strength had long been the “function of entrepreneurs” who “revolutionize the pattern of production.”
—Capitalism, Socialism and Democracy ※ An interview in 2000:
FudaLnOGO
Human creativity
❖ Creativity requires a supportive environment that provides a broad array of social and cultural as well as economic stimuli.
FudaLnOGO
Creativity is essential
❖ Ingrained features of our economic life
※New structures for systematically eliciting and an applying creativity
e.g.
•
2 Desire for Organizations and environments
3 The downside of division of labor
4
The inherent tug-of-war
5
FudaLnOGO
Fun spirit of our age
The Creative Ethos
管理学专业英语教材
Fudan University
LOGO
Outlines ——The Creative Ethos
1
The underlying spirit of our age
2
Creativity is essential
3
Human creativity
❖ Multifaceted & multidimensional
❖ Creativity involves distinct kinds of thinking and habits.
❖ The creative ethos pervades everything from our workplace culture to our values and communities. ※Reshaping our very identities — Economic & social actors ※Reflecting norms and values — Nurture creativity & reinforce the role
The underlying spirit of our age
Creativity has come to be valued
New technologies
New industries
Creativity
FudaLnOGO
Other good economic
things
New wealth
Creativity is essential
Large-scale funding for basic research
•
An extensive system of venture capital
•
A broad milieu for harnessing artistic & cultural
creativity
FudaLnOGO
Human creativity