管理学专业英语教程(第二版)-Unit 7 Characteristics of Management Science
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
管理学专业英语教程(第二版)-Unit 8 Operations Management
FudpaLonOliGcOies on women and men
4. Affirming that a world connected by technology and trade must also be connected by
Operations managers
Managing some, or all, of the resources
FudaLnOnagement
❖One of the three core functions
The marketing (including sales) function
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The operations
function
The product/
service develop-
ment function
What is Operations Management
? Routine aspects
of business
Forefront of business challenges
Operations management
管理学专业英语教程（精编版） （第二版）
LOGO
Outlines
1
What is Operations Management
2 Globalization and Operations Decisions
3
Corporate Social Responsibility
1. Acknowledging shared responsibilities for addressing global challenges and affirming
管理学专业英语教程(第二版)-Unit 11 Big Data_The Managment Revolution
IBM added veracity as a fourth dimension, which represents the unreliability and uncertainty latent in data sources.
An integrated view of Big Data
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❖ Better Pricing Harnessing big data collected from customer interactions allows firms to price appropriately and reap the rewards.
❖ Cost Reduction Big data analytics leads to better demand forecasts, more efficient routing with visualization and real-time tracking during shipments, and highly optimized distribution network management.
Introduction
We define ‘Big Data’ as a capability that allows companies to extract value from large volumes of data, Like any capability, it requires investment in technologies, processes and
管理学_高教版_周三多主编_第二版__第7章配套课件
管理学_高教版_周三多主编_第二版__第7章配套课件第七章战略性计划与计划实施第一节第二节第三节第四节战略愿景和使命陈述战略环境分析战略性计划选择计划的组织实施战略愿景和使命陈述战略环境分析战略性计划选择计划的组织实施思考题战略愿景和使命陈述愿景和使命陈述回答的是——“ 愿景和使命陈述回答的是——“我们想成为什么——和我们的使命是什么？和我们的使命是什么？” 内容包括两部分：内容包括两部分：愿景和使命陈述核心意识形态核心价值观核心目标远大愿景10－30年宏伟、 10－30年宏伟、年宏伟大胆、大胆、冒险的目标生动逼真的描述2战略愿景和使命陈述战略环境分析战略性计划选择计划的组织实施思考题战略愿景和使命陈述（战略愿景和使命陈述（续）核心价值观（ Values）核心价值观（Core Values）它们不是组织持久的和本质的原则目光远大的公司的核心价值观不需要理性的或外在的理由，随趋势和时尚的变化而变化，外在的理由，随趋势和时尚的变化而变化，甚至也不随市场状况的变化而变化Purpose）核心目标（Core Purpose）是企业存在的理由和目的，是企业存在的理由和目的，不是具体的目标或公司战略有效的核心目标反映了为公司工作的内在动它不仅描述公司的产出或目标顾客，力，它不仅描述公司的产出或目标顾客，而且表达了公司的灵魂战略愿景和使命陈述战略环境分析战略性计划选择计划的组织实施思考题战略愿景和使命陈述（战略愿景和使命陈述（续）10-30年的宏伟的、大胆的、冒险的目标年的宏伟的、大胆的、年的宏伟的 (10-to-30-year BHAG)有强大的吸引力非常明确，非常明确，能够使人受到鼓舞一目了然，一目了然，几乎不用任何解释生动逼真的描述(vivid description) 生动逼真的描述如果把战略比作是硬件，如果把战略比作是硬件，那么远景描述则是软件，是组织的梦4战略愿景和使命陈述战略环境分析外部一般环境行业环境竞争对手企业自身顾客战略性计划选择计划的组织实施思考题战略环境分析外部一般环境概念：概念：在一定时空内存在于社会中的各类组织均面对的环境内容：政治、社会、经济、技术、内容：政治、社会、经济、技术、自然五个方面5战略愿景和使命陈述战略环境分析外部一般环境行业环境竞争对手企业自身顾客战略性计划选择计划的组织实施思考题战略环境分析（战略环境分析（续）行业环境公司环境最关键的部分是公司投入竞争的一个或几个行业的环境美国学者波特（E.Porter）美国学者波特（michael E.Porter）提出了著名的五力模型战略愿景和使命陈述战略环境分析外部一般环境行业环境竞争对手企业自身顾客战略性计划选择计划的组织实施思考题战略环境分析（战略环境分析（续）潜在入侵者新进入者的威胁供应商供方讨价还价能力行业竞争对手现有竞争对手买方讨价还价能力买方替代产品或替代服务的威胁替代品生产商7战略愿景和使命陈述战略环境分析外部一般环境行业环境竞争对手企业自身顾客战略性计划选择计划的组织实施思考题战略环境分析（战略环境分析（续）一个行业内部的竞争状态取决于以上五种基本竞争作用力这些作用力汇集起来决定着该行业的最终利润潜力一个公司的竞争战略的目标在于使公司在行业内进行恰当定位，行业内进行恰当定位，从而最有效地抗击五种竞争作用力并影响它们朝向自己有利的方向变化8战略愿景和使命陈述战略环境分析外部一般环境行业环境竞争对手企业自身顾客战略性计划选择计划的组织实施思考题战略环境分析竞争对手：竞争对手：一般来说, 一般来说,竞争对手可以从以下的群体中辨识出来：出来：①不在本行业但可以克服进入壁垒进入的企业②进入本行业可以产生明显的协同效应的企业③由其战略实施而自然进入本行业的企业④通过后向或前向一体化进入本行业的买方或供方竞争对手分析的目的是认识在行业竞争中可能成功的战略的性质、中可能成功的战略的性质、竞争对手对各不同战略可能做出的反应、略可能做出的反应、以及竞争对手对行业变迁及其更广泛的环境变化可能做出的反应9战略愿景和使命陈述战略环境分析外部一般环境行业环境竞争对手企业自身顾客战略性计划选择计划的组织实施思考题战略环境分析（战略环境分析（续）企业自身辅助活动企业基础设施人力资源管理技术开发采购内部后勤生产作业外部后勤基本动10利润市场营服销和销务利润售战略愿景和使命陈述战略环境分析外部一般环境行业环境竞争对手企业自身顾客战略性计划选择计划的组织实施思考题战略环境分析（战略环境分析（续）顾客（目标市场）顾客（目标市场）企业顾客研究的主要内容是：总体市场分析、企业顾客研究的主要内容是：总体市场分析、市场细分、目标市场定位和产品定位。
英语二 unit 7 详细讲解
to come into contact with与……接触
Topics for conversation should be relevant to the experience and interests of the students.
谈话的题目应该与学生的经历与兴趣有关。
Any relevant information should be given to the police.任何有关信息都应交给警察。
反义词：passive a.消极的
He gave positive instructions.他给了明确的指示。
Can you be positive about what you saw？你能肯定你所见到的东西吗？
He always adopts a positive attitude when correcting student‘s mistakes.
He‘s had possession of the house for ten years.
他拥有这所房产已有十年。
She has never really been interested in material possessions.
她从未对物质财富产生过兴趣。
4satisfaction : n满意、满足；满意同根词：satisfy: v使。。。满足；satisfying: a令人满意的；satisfied:对。。。感到满意的；satisfactory: a满意的（表语）
participate v.参加
attain v.完成，达到
1.be concerned with：关于，关切，关注
Her job is something concerned with computers她的工作与电脑有关。
管理学专业英语教程(第二版)-Unit 6 The Leader's Guide to Corporate Culture_v2
❖Response to change – some cultures
relies on plans and sets goals and consequences for filing to do so.
incorporates adaptive elements that can scan and analyze the external environment.
Results
It is defined by strength, decisiveness, and boldness. Work environments are competitive places…
Purpose
It is characterized by exploration, expansiveness, and creativity. Work environments are inventive and openminded places...
It is expressed through fun and excitement. Work environment s are lighthearted places…
----by authors
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Strategy vs. Culture
Strategy
offers a formal logic for the company’s goals and orients people around them.
管理学专业英语教程(精编版)(第二版)课件Unit 1 Modern management move
Contingency Approach
Three Principle Sets
Agreement exists between organizations and their internal and external environments, and between the management system and its various components.
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Process Approach
Process approach proposed by Fayol
Defining goals establishing strategy, and developing plans to coordinate activities
Planning
Modern Management Movement
管理学专业英语教程（精编版） （第二版）
Fudan University
LOGO
Outlines ——approaches to modern management
1
Process approach
2
System approach
3
Contingency approach
❖ “system”
connected parts joined to form a whole in which the coordinated and combined effect of the subsystems creates synergy
Internal behavior
people inside organizations perform their individual and group tasks
管理学专业英语教程(第二版)-Unit 4 Building the horizontal dimensions of organzitations
A Law Office
Dept for corporate clients Dept for individual clients
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Horizontal Dimension
3 Geographic departmentalization
Coca-Cola in 1990s
Western Dept. Midwestern Dept. Eastern Dept. Southern Dept.
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Horizontal Dimension
4 Process departmentalization
Cast Dept. Inspect Dept.
Pack Dept. Ship Dept.
FudaLnOGO
Horizontal Dimension
2 Departmentalization ❖New Trends:
FudaLnOGO
Horizontal Dimension
1 functional departmentalization
Engineering Dept.
Purchasing Dept.
A Manufacturing
Plant
Accounting Dept.
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HR Dept.
Manufacturing Dept.
2
Departmentalization
2
The Vertical Dimension
1
Unity of Command
2 Authority-respoຫໍສະໝຸດ sibility equation
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管理学专业英语教程第二版unit2答案
管理学专业英语教程第二版unit2答案1、You needn’t _______ me. I’m old enough to take care of myself. [单选题] *A. worry about(正确答案)B. write downC. put awayD. wake up2、The Spring Festival is on the way.Many shops have _______ huge posters with the word sales. [单选题] *A. put up(正确答案)B. put onC. put outD. put off3、I passed the test, I _____ it without your help. [单选题] *A.would not passB. wouldn't have passed(正确答案)C. didn't passD.had not passed4、Many volunteers _______ food and water to the local people in Japan after tsunami(海啸）. [单选题] *A. gave out(正确答案)B. cut outC. put outD. found out5、There are many_____desks in the room. [单选题] *rge old brown(正确答案)B.old large brownrge brown oldD.brown old large6、The children ______ visiting the museum. [单选题] *A. look overB. look forward to(正确答案)C. look forD. look after7、John suggest _____ anything about it until they found out more facts. [单选题] *A not to sayB. not sayC to say notD not saying(正确答案)8、She’s _______ with her present _______ job. [单选题] *A. boring; boringB. bored; boredC. boring; boredD. bored; boring(正确答案)9、Why don’t you _______ the bad habit of smoking. [单选题] *A. apply forB. get rid of(正确答案)C. work asD. graduate from10、The scenery is so beautiful. Let’s _______. [单选题] *A. take photos(正确答案)B. take mapsC. take busD. take exams11、I used to take ____ long way to take the bus that went by ____ tunnel under the water. [单选题] *A. a, aB. a. theC. a, /(正确答案)D. the, a12、--How is your friend coming?--I’m not sure. He _______ drive here. [单选题] *A. may(正确答案)B. canC. mustD. will13、I always get ______ grades than he does, so maybe I should help him more.（）[单选题] *A. bestB. better(正确答案)C. goodD. well14、Sitting at the back of the room（）a very shy girl with two bright eyes. [单选题] *A. is(正确答案)B. areC. hasD. there was15、Alice is fond of playing ____ piano while Henry is interested in listening to ___ music. [单选题] *A. the, /(正确答案)B. the, theC. the, aD. /, the16、（）, it would be much more sensible to do it later instead of finishing it now. [单选题] *A. FinallyB. MildlyC. Actually(正确答案)D. Successfully17、Sometimes Americans are said to be _____. [单选题] *A superficially friendB superficial friendC. superficial friendlyD. superficially friendly(正确答案)18、These two films are very interesting. I like them _____. [单选题] *A. eitherB. neitherC. allD. both(正确答案)19、35．___________ good music the teacher is playing! [单选题] *A．What(正确答案)B．HowC．What aD．What the20、Customers see location as the first factor when_____a decision about buying a house. [单选题] *A.makeB.to makeC.making(正确答案)D.made21、—Why do you look so ______?—Our team won the basketball match!（）[单选题] *A. angryB. excited(正确答案)C. nervousD. unfair22、( ) The Great Wall was listed by the UNESCO as ___ World Heritage Site. [单选题]*A. a(正确答案)B. theC.\D.an23、Since we have _____ money left,we can't afford the expensive computer. [单选题] *A. a littleB. a fewC. little(正确答案)D. few24、9．—Will there be more cars in the future?—________. [单选题] *A．See youB．Well, I'm not sure(正确答案)C．You're welcomeD．Thank you25、______ pocket money did you get when you were a child? （）[单选题] *A. WhatB. HowC. How manyD. How much(正确答案)26、I’m still unable to make myself_____in the discussion, which worries me a lot. [单选题]*A.understandB.understood(正确答案)C.understandingD.to be understood27、You have coughed for several days, Bill. Stop smoking, _______ you’ll get better soon. [单选题] *A. butB. afterC. orD. and(正确答案)28、I hope to see you again _______. [单选题] *A. long long agoB. long beforeC. before long(正确答案)D. long29、You could hardly imagine _______ amazing the Great Wall was. [单选题] *A. how(正确答案)B. whatC. whyD. where30、Stephanie _______ going shopping to staying at home. [单选题] *A. prefers(正确答案)B. likesC. preferD. instead。
学术英语(管理)-Unit+7
Unit 7 Brands and Branding
Text A
Language building-up
Draw lines to match the following synonymous terms all taken from Text A. Sometimes more than one match is possible.
3. Definition of brand experience (Paragraph 3)
Unit 7 Brands and Branding
Text A
Critical reading and thinking
What is brand?
• Scan the text and underline all sentences beginning with "A brand is..." or "A brand does(or other verbs)..."
• Lead-in • Text A • Text B • Listening • Speaking • Writing
UUnniitt 77 BBrraannddss aanndd BBrraannddiinngg
• Lead-in
Activity 1
Activity 2
Activity 3
Activity 4
UUnniitt 77 BBrraannddss aanndd BBrraannddiinngg
Activity 1
Lead-in
What are the famous brands on top of your mind?
UUnniitt 77 BBrraannddss aanndd BBrraannddiinngg
《管理学原理》英语教学课件CHAPTER7-Managing Change
Stress (1)
An individual is confronted with an opportunity, constraint, or demand related what desired. Outcome is perceived to be both uncertain & important.
Authority relationships Coordinating mechanisms Job redesign Spans of control
People
Attitudes Expectations Perceptions Behavior
＋ Technology
Work Process Work method Equipment
Coercion
When a powerful group’s endorsement is needed
Inexpensive, easy May be illegal; way to gain may undermine change agent’s support credibility
Organization Development
Differentiate between creativity and innovation.
Explain how organizations can stimulate innovation.
2019/4/14 郭志文 2001 Copyright 3
What Is Change?
Structure
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
© Prentice Hall, 2002
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
《学术英语(管理)》unit7课文翻译
学术英语（管理）Unit 7 课文翻译引言本文是学术英语（管理）Unit 7的课文翻译，旨在帮助读者更好地了解和学习管理领域的学术英语。
本课文主要介绍了领导和管理的关系，以及领导在组织中的作用。
以下是课文的详细翻译。
##第一段在组织中，领导和管理是两个相互关联但又有所区别的概念。
领导是指一个人在组织中为实现共同目标而影响和激励他人的能力。
领导者通常具备影响力和魅力，能够激发员工的动力和创新。
管理则是指为实现组织目标而规划、组织、指导和控制资源的过程。
管理者通常需要具备良好的组织和决策能力，以确保组织的正常运转和目标的达成。
##第二段在许多组织中，领导和管理往往被视为同一概念，但他们确实有不同的重点和目标。
领导注重于通过影响和激励他人来达到共同目标，而管理更注重于规划和控制资源以实现组织目标。
领导者通常是激励员工的动力和创新的推动者，而管理者则负责制定和执行策略来实现组织的目标。
##第三段在现代组织中，领导在推动创新和变革方面起着至关重要的作用。
一个优秀的领导者能够为组织设定清晰的愿景和目标，并激励员工为其努力。
他们还能够鼓励创新和学习，以应对不断变化的市场环境。
另一方面，管理者则负责确保组织的运营和资源的优化。
他们需要制定有效的管理策略和运营模式，并监控组织的绩效和成果。
##第四段领导和管理之间的关系可以通过一个简单的比喻来解释。
领导者就像一个驾驶员，决定了组织应该前进的方向，并激励员工为之努力。
而管理者则像是汽车的引擎，提供动力和资源来推动组织的运转。
没有引擎，驾驶者就无法控制汽车的运动方向。
同样地，没有领导者，管理者难以为组织设定明确的目标和愿景。
##第五段总结而言，领导和管理是组织中不可或缺的两个概念。
他们之间有一定的区别，但又相互关联。
领导器通常是推动创新和改变的推动者，而管理者则负责组织的运营和资源的优化。
在现代组织中，领导和管理的结合是成功的关键。
结论本文通过翻译《学术英语（管理）》Unit 7的课文，介绍了领导和管理的概念和作用。
管理学专业英语教程(第二版)-Unit 9 The Seven Principles Of Supply Chain Management
The actual products
FudaLnOGO
Principle 2
❖One paper company’s example:
▪ the whole improvement achieved is greater than the sum of its parts.
❖ Unsuccessful effots:▪ functionally defined and narrowly focused
▪ lack sustaining infrastructure ▪ uncoordinated change
not mean tailoring for the sake of tailoring.
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Principle 1
❖Customer needs and preferences do not tell the whole story
The service packages must turn a profit. Only by understanding their costs at the activity level and using that understanding to strengthen fiscal control can companies profitably deliver value to customers.
4
Principle 3
8
Principle 7
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Supply Chain Management in Today
❖Managers find themselves assigned the role of the rope in a very real tug of war.
管理学培训(全英文)7
• This chapter provides a systematic way to view and Байду номын сангаасnderstand people in enterprises. The chapter shows why it is important to understand people and their natures.
1
Chapter Outline and Key Points
• I. Nature and definition of leading • A. Leading is the process of influencing
people so they will strive willingly and enthusiastically toward the achievement of group goals. • B. Leading includes motivation, leadership, and communication.
2
Chapter Outline and Key Points
• II. Importance of understanding the human factor in enterprises
• A. People assume different roles. • B. There is no average person. • C. Personal dignity is important. • III Models of people • A. Managers have in their minds a model of
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管理学专业英语教程（精编版） （第二版）
LOGO
Outlines
1 Some Observations on the Discipline
2
A Business asof Beliefs
How men would act under a given set of circumstances
How men can then be manipulated to achieve a certain result then mechanistic systems could be built of much larger scope, and they would make sense.
Broadly with business activities
By abstracting from people as subjects only those characteristics that are ascribable to "things."
Someone do not accept the difference
4
Uncertainty in Business
5 Opportunities in Management Science
FudaLnOGO
Some Observations on the Discipline
Management Science
Be different than the physical sciences
Avoid
▪ the need for effective means for conveying
two basic issues
knowledge of such
relationships to such people.
FudaLnOGO
▪ the need for exploring and portraying the relations of businessmen's assumptions and values to systems for attaining effective joint performance among people
FudaLnOGO
A Business as a System
Business
Represented and described
Some kind of system
The system of the Electrical Engineer or
the Mathematician
Describe the behavior of people
2. If such a function is assumed as representative, can one discover how men should behave to achieve such an objective?
3. If such optimal behavior is then disclosed, will not there arise in the very minds, "ought we to act this way?"
FudaLnOGO
A Business as a System
❖The important point:
▪ cannot study them as though they were transducers, selsyns or computers--as depersonalized elements of the system alone.
FudaLnOGO
A Business as a System
❖Appears that
Process of observing, deriving and disclosing
influence
What has been observed.
Unless the people in the business change their assumptions, objectives, beliefs and knowledge, there can be no hope of achieving maximization, minimization or optimization of even those simple objective functions
FudaLnOGO
Some Observations on the Discipline
Regularities can be observed directly
Values can be objectively stated
Management Science are limited to business matters already held fixed
Some Observations on the Discipline
The results of research work are expressed in terms
Similar
Those employed for the broader study of business operations
FudaLnOGO
A Business as a System
❖A paradox here. For:
1. Are the simple assumptions truly representative of what men seek with the systems they have created?
Conclusion
All operations are constituted in ways similar to basically routine operations, and similarly are amenable to scientific arrangement in the narrow sense.