--管理学罗宾斯9版英文
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管理学,罗宾斯,9版,英文Robbins_fom9_09
• Explain the role that attitudes play in job performance.
• Describe different personalight © 2015 Pearson Education, Inc.
9-2
Learning Outcomes (cont.)
9Chapter Foundations of Individual Behavior
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9-1
Learning Outcomes
• Identify the focus and goals of organizational behavior (OB).
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9-13
Emotional Intelligence
Five dimensions: • Self-awareness • Self-management • Self-motivation • Empathy • Social skills
9-11
Personality Theories
Personality: A unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others.
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9-6
9.2 Explain the role that attitudes play in job performance.
• Describe different personalight © 2015 Pearson Education, Inc.
9-2
Learning Outcomes (cont.)
9Chapter Foundations of Individual Behavior
Copyright © 2015 Pearson Education, Inc.
9-1
Learning Outcomes
• Identify the focus and goals of organizational behavior (OB).
Copyright © 2015 Pearson Education, Inc.
9-13
Emotional Intelligence
Five dimensions: • Self-awareness • Self-management • Self-motivation • Empathy • Social skills
9-11
Personality Theories
Personality: A unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others.
Copyright © 2015 Pearson Education, Inc.
9-6
9.2 Explain the role that attitudes play in job performance.
管理学,罗宾斯,9版,英文Robbinsfom906
• Discuss the design challenges faced by today’s organizations.
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6-2
6.1 Describe six key elements in organizational design.
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6-18
Size and Structure
Organic
Less than 2,000 employees can be organic.
Mechanistic
More than 2,000 employees makes forces organizations to become more mechanistic.
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6-10
Power Versus Authority
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6-11
Sources of Power
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6-27
Matrix and Project Structures
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6-28
Project Structure
A structure in which employees continuously work on projects.
6-26
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6-2
6.1 Describe six key elements in organizational design.
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6-18
Size and Structure
Organic
Less than 2,000 employees can be organic.
Mechanistic
More than 2,000 employees makes forces organizations to become more mechanistic.
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6-10
Power Versus Authority
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6-11
Sources of Power
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6-27
Matrix and Project Structures
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6-28
Project Structure
A structure in which employees continuously work on projects.
6-26
管理学-罗宾斯-9版-英文Robbinsfom901
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1-9
What Is Management?
The process of getting things done effectively and efficiently, with and through people.
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1-18
Management Roles Approach
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1-19
Which Approach Takes the Prize?
Functions ☑
1. Four Functions Approach 2. Management Roles Approach 3. Skills and Competencies
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1-17
Four Functions Approach
•Planning •Organizing •Leading •Controlling
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1-31
1-32
Integrating economic, environmental, and social opportunities into business strategies
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1-30
Managers Matter!
Employee productivity, loyalty, and engagement hinge on employee\manager relationship
管理学,罗宾斯,9版,英文Robbinsfom913-精品文档31页
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1-6
Communication Channels
• Formal channels • Informal channels
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1-7
Decoding and Feedback
13 Chapter
Managing Communication and Information
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1-23
Personal Interaction
Social media can minimize personal interaction.
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1-24
Knowledge Management
Cultivating a learning culture in which organizational members systematically gather knowledge and share it with others.
1-22
Legal and Security Issues
• Electronic information is potentially admissible in court
• Sensitive, proprietary information at risk
管理学,罗宾斯,9版,英文Robbins_fom9_15b
EMChapter
Managing Entrepreneurial Ventures
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EM-1
What is Entrepreneurship?
Entrepreneurship:
The process of starting new businesses, generally in response to opportunities.
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EM-3
Business Plans
• Executive summary • Synopsis business plan • Summary business plan • Fully business plan • Operational business plan
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EM-4
Components of a Full Business Plan
• Executive summary • Analysis of opportunity • Analysis of the context • Description of the business • Financial data and projections • Supporting documentation
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EM-5
Legal Forms of Organization
1. Sole proprietorship 2. General partnership 3. Limited liability partnership (LLP) 4. C corporation 5. S corporation 6. Limited liability company (LLC)
Managing Entrepreneurial Ventures
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EM-1
What is Entrepreneurship?
Entrepreneurship:
The process of starting new businesses, generally in response to opportunities.
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EM-3
Business Plans
• Executive summary • Synopsis business plan • Summary business plan • Fully business plan • Operational business plan
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EM-4
Components of a Full Business Plan
• Executive summary • Analysis of opportunity • Analysis of the context • Description of the business • Financial data and projections • Supporting documentation
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EM-5
Legal Forms of Organization
1. Sole proprietorship 2. General partnership 3. Limited liability partnership (LLP) 4. C corporation 5. S corporation 6. Limited liability company (LLC)
管理学,罗宾斯,9版,英文Robbinsfom903共33页文档
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1-12
Society’s Expectations
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1-13
Social Responsibility
• Corporate social responsibility (CSR) • Social obligations • Social responsiveness
• Describe how the workforce is changing and its impact on the way organizations are managed.
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1-2
3.1 Explain globalization and its impact on organizations.
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1-3
Globalization and its Impact
Global village a boundaryless world where goods and services are produced and marketed worldwide.
• Positive? • Negative? • Neutral?
ቤተ መጻሕፍቲ ባይዱ
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1-16
Sustainability Means Different Things to Different People
管理学,罗宾斯,9版,英文Robbins_fom9_ppt(2)
9-11
Personality Theories
Personality: A unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others.
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9-22
Perceptual Shortcuts
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9-23
Understanding Perception
1. Employees react to perception, not reality. 2. The potential for perceptual distortion exists.
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9-6
9.2 Explain the role that attitudes play in job performance.
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9-7
Attitudes and Job Performance
9-15
Matching Personalities and Jobs
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9-16
Personality Traits Across Cultures
National cultures differ in terms of the degree to which people believe they control their environment.
罗宾斯管理学英文第9版
管理学第一章管理与组织学习导览一、管理者是谁？It used to be sim ply defined that they were the organizational m em bers who told others what to do and how to do it, but it is not quite that sim ple anym ore. A m anager is som eone who coordinates or oversees the work of other people so that organizational goals can be accom plished. A m anager’s job is not about personal achievem ent, but about helping others do their work. That m ay m ean coordinating the work of a departm ental group, or supervising a single person. It could involve coordinating the work of a team com posed of people from several different departm ents or even people outside the organization, such as tem porary em ployees or em ployees who work for the organization’s suppliers. And m anagers m ay have other work duties not related to coordinating the work of others.解释管理者与非管理的雇员有什么不同？Nonm anagerial em ployees are those organizational m em bers who work directly on a job or task and have no one reporting to them.组织中的管理者如何分类？In traditionally structured organizations—whi ch are usually said to be shaped like a pyram id because there are m ore em ployees at lower organizational levels than at upper organizational levels, m anagers are often described as first-line, m iddle, or top, and m ay have various titles.(1) First-line m anages, the lowest level of m anagem ent, m anage the work of nonm anagerial em ployees who are typically involved with producing the organization’s products or serving the organization’s custom ers. They often have the title of supervisor, and are called shift m anagers, district m anagers, departm ent m anagers, offi ce m anagers, or even foreperson.(2) Middle m anagers include all levels of m anagem ent between the first level and the top level of the organization. These m anagers m anage the work of first-line m anagers and m ay have titles such as regional m anagers, project leader, plant m anager, or division m anager.(3) Top m anagers: m anagers at or near the upper levels of the organizational structure who are responsible for m aking organization-wide deci sions and establishing plans and goals that effect the entire organization. These individuals typically have ti tles such as executive vice-president, president, chief operating officer, chief executive offi cer, or chairperson.二、管理是什么？Managem ent involves coordinating and overseeing the work activities of others so that their activities can be com pleted efficiently and effecti vely.解释为什么对管理来说效率和效力是重要的。
管理学,罗宾斯,9版,英文Robbinsfom909-精品文档35页
1-11
Personality Theories
Personality: A unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others.
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1-14
Personality Traits
Can personality traits predict practical workrelated behaviors?
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Organizational Behavior
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1-5
Goals of Organizational Behavior
1. Employee productivity 2. Absenteeism 3. Turnover 4. Organizational citizenship behavior 5. Job satisfaction 6. Workplace misbehavior
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1-18
9.4
Describe perception and the factors that influence it.
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管理学,罗宾斯,9版,英文Robbinsfom908-精品文档31页
1. Uncertainty 2. Habit 3. Concern over
personal loss 4. Belief change is not
in organization’s best interests
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1-14
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8-5
Internal Factors
• Strategy • Composition of workforce • Employee attitudes
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Innovation Process
1. Perception 2. Incubation 3. Inspiration 4. Innovation
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8-25
Encouraging Innovation
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8-8
Calm Waters Change
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8-9
White-Water Rapids Change
Leading a company in change, in an industry in change.
8-26
Structural Variables and Innovation
personal loss 4. Belief change is not
in organization’s best interests
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1-14
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8-5
Internal Factors
• Strategy • Composition of workforce • Employee attitudes
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8-24
Innovation Process
1. Perception 2. Incubation 3. Inspiration 4. Innovation
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8-25
Encouraging Innovation
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8-8
Calm Waters Change
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8-9
White-Water Rapids Change
Leading a company in change, in an industry in change.
8-26
Structural Variables and Innovation
管理学,罗宾斯,9版,英文Robbinsfom915
15-17
Employees and Human Resources
• Flexible job design • Effective hiring process • Ongoing training
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15-18
Obstacles to Value Chain Management
15-28
PERT Network Analysis
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15-29
PERT in Action
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15-30
PERT in Action (cont.)
15-15
Successful Value Chain Management
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15-16
Organizational Processes and Leadership
1. Better demand forecasting 2. Select functions done collaboratively with other
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15-32
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15-7
Operations Management and Company Strategy
Successful organizations recognize the crucial role that operations management plays as part of the overall organizational strategy to achieve and maintain global leadership.
管理学,罗宾斯,9版,英文Robbinsfom913
13-22
Legal and Security Issues
• Electronic information is potentially admissible in court
• Sensitive, proprietary information at risk
Copyright ©2019 Pearson Education, Inc.
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13-16
Networked Communication Applications
•E-mail •Instant messaging (IM) •Voice-mail •Fax machines
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managers need to know about communicating effectively.
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13-3
Effective Communication
Communication:
A transfer of understanding and meaning from one person to another.
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13-29
13-30
• Explain how technology affects managerial communication.
• Discuss contemporary issues in communication.
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decision making takes place at upper levels of the organization
Decentralization
lower-level managers provide input or actually make decisions
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6-6
Types of Authority Relationships
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6-7
Line and Staff Authority
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6-8
Unity of Command
6-16
Models of Organizational Design
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6-17
Strategy and Structure
6-12
Span of Control
Most effective and efficient span depends on: • Employee experience and training (more they
have, larger span). • Similarity of employee tasks (more similarity,
Copyright © 2015 Pearson Education, Inc.
6-10
Power Versus Authority
Copyright © 2015 Pearson Education, Inc.
6-11
Sources of Power
Copyright © 2015 Pearson Education, Inc.
Copyright © 2015 Pearson Education, Inc.
6-4
Specialization
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6-5
Departmentalization
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a right whose legitimacy is based on an authority figure’s position in the organization; it goes with the job
Power:
an individual’s ability to influence decisions
A structure in which each employee reports to only one manager.
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6-9
How Do Authority and Power Differ?
Authority:
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6-3
Elements of Organizational Structure
• Work specialization • Departmentalization • Authority and responsibility • Span of control • Centralization vs. decentralization • Formalization
6Chapter
Organizational Structure and Design
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6-1
Learning Outcomes
• Describe six key elements in organizational design.
6-15
6.2 Identify the contingency
factors that favor either the mechanistic model or the organic model of organizational design.
Copyright © 2015 Pearson Education, Inc.
• Discuss the design challenges faced by today’s organizations.
Copyright © 2015 Pearson Education, Inc.
6-2
6.1 Describe six key elements in organizational design.
• Identify the contingency factors that favor either the mechanistic model or the organic model of organizational design.
• Compare and contrast traditional and contemporary organizational designs.
6-14
Formalization
How standardized an organization’s jobs are and the extent to which employee behavior is guided by rules and procedures.
Copyright © 2015 Pearson Education, Inc.
larger span). • Complexity of those tasks (more complex, smaller
span).
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6-13
Centralization & Decentralization
Centralization
Decentralization
lower-level managers provide input or actually make decisions
Copyright © 2015 Pearson Education, Inc.
6-6
Types of Authority Relationships
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6-7
Line and Staff Authority
Copyright © 2015 Pearson Education, Inc.
6-8
Unity of Command
6-16
Models of Organizational Design
Copyright © 2015 Pearson Education, Inc.
6-17
Strategy and Structure
6-12
Span of Control
Most effective and efficient span depends on: • Employee experience and training (more they
have, larger span). • Similarity of employee tasks (more similarity,
Copyright © 2015 Pearson Education, Inc.
6-10
Power Versus Authority
Copyright © 2015 Pearson Education, Inc.
6-11
Sources of Power
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Copyright © 2015 Pearson Education, Inc.
6-4
Specialization
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6-5
Departmentalization
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a right whose legitimacy is based on an authority figure’s position in the organization; it goes with the job
Power:
an individual’s ability to influence decisions
A structure in which each employee reports to only one manager.
Copyright © 2015 Pearson Education, Inc.
6-9
How Do Authority and Power Differ?
Authority:
Copyright © 2015 Pearson Education, Inc.
6-3
Elements of Organizational Structure
• Work specialization • Departmentalization • Authority and responsibility • Span of control • Centralization vs. decentralization • Formalization
6Chapter
Organizational Structure and Design
Copyright © 2015 Pearson Education, Inc.
6-1
Learning Outcomes
• Describe six key elements in organizational design.
6-15
6.2 Identify the contingency
factors that favor either the mechanistic model or the organic model of organizational design.
Copyright © 2015 Pearson Education, Inc.
• Discuss the design challenges faced by today’s organizations.
Copyright © 2015 Pearson Education, Inc.
6-2
6.1 Describe six key elements in organizational design.
• Identify the contingency factors that favor either the mechanistic model or the organic model of organizational design.
• Compare and contrast traditional and contemporary organizational designs.
6-14
Formalization
How standardized an organization’s jobs are and the extent to which employee behavior is guided by rules and procedures.
Copyright © 2015 Pearson Education, Inc.
larger span). • Complexity of those tasks (more complex, smaller
span).
Copyright © 2015 Pearson Education, Inc.
6-13
Centralization & Decentralization
Centralization