管理学英文版.ppt
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管理学英语ppt课件ppt课件
Risk control
Analyze potential risks, develop response measures, and ensure organizational safety.
Feedback and improvement
Collect feedback information, continuously improve management methods and processes.
Managerial Skills
Strategic vision
With a broad vision and the ability to plan for the long term.
Decision making ability
Scientifically analyze problems and make decisive decisions.
Communication and coordination skills
Good at communication and able to coordinate the interests of all parties.
Leadership
Unleash team potential and lead the team to grow together.
Establish an effective information communication mechanism to ensure the accuracy and timeliness of information transmission.
Leading
Motivation and Communication
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(第13版)》英文课件—09Managing Strategy
3. It coordinates diverse organizational units, helping them focus on organizational goals.
9 -4
THE STRATEGIC MANAGEMENT PROCESS Strategic management process – a sixstep process that encompasses strategic planning, implementation, and evaluation.
– Steps 2 and 3 combined are called a SWOT analysis. (Strengths, Weaknesses, Opportunities, and Threats)
9 - 10
SWOT ANALYSIS
SWOT analysis – an analysis of the
strategies organizations use to get it. 5. Discuss current strategic management issues.
9 -2
WHAT IS STRATEGIC MANAGEMENT?
Strategic management – what managers do to develop the organization’s strategies. • Strategies – the plans for how the
– Mission: a statement of the purpose of an organization.
• The scope of its products and serviceher planning.
9 -4
THE STRATEGIC MANAGEMENT PROCESS Strategic management process – a sixstep process that encompasses strategic planning, implementation, and evaluation.
– Steps 2 and 3 combined are called a SWOT analysis. (Strengths, Weaknesses, Opportunities, and Threats)
9 - 10
SWOT ANALYSIS
SWOT analysis – an analysis of the
strategies organizations use to get it. 5. Discuss current strategic management issues.
9 -2
WHAT IS STRATEGIC MANAGEMENT?
Strategic management – what managers do to develop the organization’s strategies. • Strategies – the plans for how the
– Mission: a statement of the purpose of an organization.
• The scope of its products and serviceher planning.
chapter 08 Leadership 《管理学》(双语)课程课件
- Example: awarding pay raises or providing verbal praise for good performance.
➢Effective managers use reward power to signal to employees that they are doing a good job.
© Copyright McGraw-Hill. All rights reserved.
13–10
I. The Nature of Leadership
* Leadership Across Cultures 跨文化领导
➢Japanese managers are group-oriented, while U.S managers focuses more on profitability.
2. Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavioral models of leadership.
© Copyright McGraw-Hill. All rights reserved.
13–6
Chapter Outline (cont’d)
III. Transformational Leadership 变革型领导
➢Being a Charismatic Leader ➢Stimulating Subordinates Intellectually ➢Engaging in Developmental
➢Effective managers use reward power to signal to employees that they are doing a good job.
© Copyright McGraw-Hill. All rights reserved.
13–10
I. The Nature of Leadership
* Leadership Across Cultures 跨文化领导
➢Japanese managers are group-oriented, while U.S managers focuses more on profitability.
2. Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavioral models of leadership.
© Copyright McGraw-Hill. All rights reserved.
13–6
Chapter Outline (cont’d)
III. Transformational Leadership 变革型领导
➢Being a Charismatic Leader ➢Stimulating Subordinates Intellectually ➢Engaging in Developmental
管理学原理(英文)(武汉理工)PPT全套课件
2014.9.13
Organizational Level
Responsibility
Making decisions about the direction of the organization and establishing policies that affect all organizational members.
2014.9.13
What is management?
Definition
The term management refers to the process of getting things done, effectively and efficiently, through and with other people. Several components in this definition need discussion. These are terms process, effectively, and efficiently.
Title
vice president/president/chancellor/ chief operating officer/ chief executive officer/ chairperson of the board Top department or agency head/ managers Translating the goals set by top project leader/ unit chief/ management into specific details district manager/dean/ Middle-line that rm bishop/division manager managers Directing the day-to-day supervisors First-line managers activities of operatives Operatives
《管理学》(Management)(英文大纲).ppt
2019-9-9
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Part 4 Organizing
Chapter 10 Organizational Structure and Design
Defining organizational structure Organizational design decisions Common organizational designs
The decision-making process The pervasiveness of decision making The manager as decision maker
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Part 3 Planning(Cont’d)
Chapter 7 Foundations of Planning
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Part 5 Leading(Cont’d)
Chapter 15 Understanding Groups and Teams
Understanding group behavior Turning group into effective teams Developing and managing effective teams
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Part 6 Controlling(Cont’d)
Chapter 20 Controlling for Organizational Performance
Organizational performance Tools for monitoring and measuring
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 英文版
Size of the organization Age of the organization Rate of employee turnover Strength of the original culture Clarity of cultural values and beliefs
• The Manager: Omnipotent or Symbolic
• Contrast the action of manager according to the omnipotent and symbolic views. • Explain the parameters of managerial discretion.
© 2007 Prentice Hall, Inc. All rights reserved.
3–14
How Employees Learn Culture
• Stories
Narratives of significant events or actions of people that convey the spirit of the organization
• The Organization’s Culture
• Describe the seven dimensions of organizational culture. • Discuss the impact of a strong culture on organizations and managers. • Explain the source of an organization’s culture. • Describe how culture is transmitted to employees. • Describe how culture affects managers.
• The Manager: Omnipotent or Symbolic
• Contrast the action of manager according to the omnipotent and symbolic views. • Explain the parameters of managerial discretion.
© 2007 Prentice Hall, Inc. All rights reserved.
3–14
How Employees Learn Culture
• Stories
Narratives of significant events or actions of people that convey the spirit of the organization
• The Organization’s Culture
• Describe the seven dimensions of organizational culture. • Discuss the impact of a strong culture on organizations and managers. • Explain the source of an organization’s culture. • Describe how culture is transmitted to employees. • Describe how culture affects managers.
management 企业管理类英文版PPT课件 (55)
2 Key Issues
President Roosevelt told the conference: "The economic health of every country is a proper matter of concern to all its neighbors, near and distant."
–
– –
How Bretton Woods reshaped the world
In the summer of 1944, delegates from 44 countries met in the midst of World War II to reshape the world's international financial system. The location of the meeting - The Mount Washington Hotel in rural Bretton Woods, New Hampshire – was to ensure that the delegates would have no distractions and no pressure from lobbyists or congress, as they worked on their plans for post-war reconstruction.
–
International Finance Extras (Time Permitting)
Participation Ranking (Section 2)
4) Nethra Muralidharan, Elena Ponomareva 3) Andrew Buks, Bernadette Almeda, Sweta Joshi 2) Madhu Varshi
management 企业管理类英文版PPT课件 (9)
“General Welfare” Clause
• Originally controversial, the “General
Welfare” clause conferred on Congress broad powers to tax and spend for the general welfare of the United States.[1]
Chapter 3 Legal Framework for Financing Public Education
Federal Role in Education
• The federal government has a
long precedent of providing education programs, funds, & initiatives to the states • Without federal intervention, many initiatives may not have been started, and many injustices would have continued longer
• • •
•
• •
A Historical & Legal perspective and Guiding principles regarding Taxation Equal protection State & Federal Constitutional language Adequacy Vouchers and charter schools Tuition tax credits
Federal Involvement in Education ONLY When…
罗宾斯管理学英文版课件
Attention to
Detail Innovation & Risk Taking Low…..High Organizational Low…….High Outcome Orientation Low…..High
Culture
Stability Low….High Team Aggressiveness Orientation People Orientation Low…High
Employees Unions
Customers Social & Political Action Groups
Shareholders
Communities
Organization
Competitors
Trade &
Suppliers Governments
Media
Organizational Stakeholders
Basic Strategies to Cope with Environmental Uncertainty
• adapting to the environment • exerting influence on the environment
Chapter 3 Organizational Culture and the Environment: The Constraints I. The Manager: Omnipotent or Symbolic? II. The Organization’s Culture III.The Environment
Cell 1
Cell 2
Cell 3
Cell4
stakeholders Any constituencies in the organization’s environment that are affected by the organization’s decisions and actions.
管理学原理英文版最新版教学课件第10章可修改文字
vation Theories
Exhibit 10-9 Integrating Contemporary Theories of Motivation
A Closer Look at the Model
Learning Objectives 10.4
• Discuss current issues in motivating employees.
• Compare and contrast contemporary theories of motivation.
Exhibit 10-4 Goal-Setting Theory
Influences on Job Performance
• Feedback • Goal commitment • Adequate self-efficacy • National culture
Inputs A
Inputs B
oouuttccOoouImmntceepossumABtsyeoAosvveAer rInInppOuutusItnstBcpAouymteseqBsuaBls
Employee’s Assessment Inequity (underrewarded)
Equity
outcOoumtceosmAyeosvAer InpOuutstcAoymgeresaBter than
responsibility • Exercise self-direction
Exhibit 10-2 Herzberg’s Two-Factor Theory
Satisfaction vs. Dissatisfaction
Exhibit 10-3 Contrasting Views of Satisfaction and Dissatisfaction
Exhibit 10-9 Integrating Contemporary Theories of Motivation
A Closer Look at the Model
Learning Objectives 10.4
• Discuss current issues in motivating employees.
• Compare and contrast contemporary theories of motivation.
Exhibit 10-4 Goal-Setting Theory
Influences on Job Performance
• Feedback • Goal commitment • Adequate self-efficacy • National culture
Inputs A
Inputs B
oouuttccOoouImmntceepossumABtsyeoAosvveAer rInInppOuutusItnstBcpAouymteseqBsuaBls
Employee’s Assessment Inequity (underrewarded)
Equity
outcOoumtceosmAyeosvAer InpOuutstcAoymgeresaBter than
responsibility • Exercise self-direction
Exhibit 10-2 Herzberg’s Two-Factor Theory
Satisfaction vs. Dissatisfaction
Exhibit 10-3 Contrasting Views of Satisfaction and Dissatisfaction
management 企业管理类英文版PPT课件 (17)
Participants in Securities Markets
Investment Banking and Securities Law
Issuers and Investors in Securities
Issuers of Securities Corporations must issue securities to raise capital in order to invest in plant/equipment, working capital, research and development in order to produce products and services that meet needs in a competitive market environment. Corporations must design securities that meet the investing needs of investors. Investors in Securities Investors has surplus cash at the moment, but hope to transform that cash into larger sums in the future by investing in appropriate securities Some investors have long investment time horizons and have the capacity to accept risk (for example a large pension fund) Other investors have short investment time horizons, require a liquid investment and do not have the capacity to accept risk
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)
管理学英文版.ppt
2019-7-2
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Assessment by yourself 自我评估
Describe your organization
Efficiency? Effectiveness? Successful?
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Discussion 讨论
Mintzberg’s roles 明茨伯格角色论
Interpersonal 人际关系
Figurehead
Leader
Liaison
形象首脑：
接待访问者，签署法律文件
领导者：
激励下属，调配和培训人员
联络者：
维护外部形象，提供信息
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Informational 信息沟通
Monitor 信息收集人
top managers
coordinator
work teem
work teem
work teem
coordinator
work teem
work teem
work teem
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The horizontal corporation
Organization structure depends on work processes not function departments
Vertical structure flattening, only a few senior managers in traditional function departments such as financial and human resource sections.
管理学英语ppt课件ppt课件ppt
03
02
01
Modern management theory emphasizes the importance of flexibility, innovation, and adaptability in the management of enterprises
It emphasizes the need to respond quickly and effectively to changes in the external environment
Purpose
To ensure the effective utilization of resources, improve organizational efficiency and effectiveness.
Steps
including setting goals, developing strategies, preparing budgets, and developing action plans.
Definition
Purpose
Methods
The main functions of management
04
要点三
Definition
The process of selecting an optimal course of action from several possible alternatives
要点一
要点二
Importance
Decision making is a critical skill for managers as it helps them navigate through challenges and opportunities, make informed choices, and achieve desired outcomes
罗宾斯_管理学_10版_英文PPT_14
14–2
Understanding Individual Behavior 理解个体行为
• Organizational Behavior (OB)
The actions of people at work
组织行为学
人们在工作中的活动
• Dual Focus of OB
Individual behavior
• 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
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 14–7
Job Involvement and Organizational Commitment 工作参与和组织承诺
• Job Involvement 工作参与
指员工认同自己的工作、积极从事工作，并且认为工作表现足以彰显个人 价值的程度。 高度工作参与的员工，强烈认同并且关心自己所从事的工作 员工的工作参与程度愈高，旷职率及离职率愈低
• 员工满意度与旷职率
当员工对工作越满意，其旷职率会比较低
• 员工满意度与流动率
当员工对工作越满意，流动率越低；当员工对工作越不满意，流动性越高 流动率会被员工绩效所影响 对绩效优异的员工而言，工作满意度对流动率的影响较低，组织会尽其所能 留住绩效优异的员工
• 员工满意度与客户满意度
们对自己的工作、工作小组、上级主管或组织的感觉。
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2020-6-2
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有效批评的技巧
批评的必要性 批评的明确性 批评的适当性 重事不重人 重人不重己
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Chapter 7
Basic Organization Designs
组织设计基础
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Basic concepts
Authority and responsibility Line authority and staff authority Authority and power Centralization and decentralization
Stage 3
Licensing Joint-venture Branch process
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discussion
Globalization Ethnocentrism parochialism
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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。
你能帮助山田厂长解决这个难题吗？
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Answering 答案
日本管理专家新江滋生建议稍稍改变一 下操作程序：
每次从弹簧盒里取出两个弹簧放进一个 小盘内，再从小盘中取出弹簧装入开关， 若装配后盘内留有弹簧，工人便能立即 意识到发生漏装，予以纠正。
质量保证了，效率却下降了，你认为值 得吗？
Interpersonal 人际关系
Figurehead
Leader
Liaison
形象首脑：
接待访问者，签署法律文件
领导者：
激励下属，调配和培训人员
联络者：
维护外部形象，提供信息
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Informational 信息沟通
Monitor 信息收集人
阅读报刊和报告，保持私人接触
top managers
coordinator
work teem
work teem
work teem
coordinator
work teem
work teem
work teem
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The horizontal corporation
Organization structure depends on work processes not function departments
质量问题仅仅是管理 能够解决的吗？
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Downsizing and Flexibility
Lay-off works Out-sourcing Structure narrowing Employee diversity
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testing
Describe the culture different between Yunnan and Guangdong, and the effect to manager’s behavior (at least 1000 words in English)
34
Re-engineering organization
Vertical functional structure
Reengineering functional structure
Reengineering lateral structure
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动态网络结构
产品分销
产品设计
Connect chains
Regulation and planning
Add vertical position
Vertical information system
Lateral connect
Information system
Direct connect
Program manager
你能帮助企业解决这个难题吗？
提升了他的职务，没有给予奖励，取消了申报奖励制 度。
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Chapter 2
the change face of management
第二章
管理的变化
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Important concepts
Civilization waves
Disseminator 信息传播者
沟通交流信息，解释和说明情况
Spokesperson 发言人
新闻发布，通报事项
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Decisional 决策
Entrepreneur 企业家
制定战略，控制执行过程
Disturbance handler 意外处理者
重大意外，危机动乱的处理
广告
时装公司总部 （经纪人）
应收帐务
产品生产
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附有国际事业部的国内混合式结构
首席执行官
人力资源
公司财务
研究与开发
电子产品 事业部
科学产品 事业部
医药品 事业部
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国际 事业部
欧洲 （销售）
巴西 （分公司）
中东 （销售）
参谋部 （法律、许可制）
37
Eaton公司使用的部分全球产品事业部结构
Vertical structure flattening, only a few senior managers in traditional function departments such as financial and human resource sections.
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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。
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Who is intrapreneur？
销售部经理：确定正确的销售战略，制 定切实可行的销售计划，安排好销售人 员，完成了销售任务，实现了销售目标。
Korea, Singapore, Taiwan
Transferring to market economics
Russia, Eastern Europe,
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Global economic influences to China
- Currency and stoke market - Import and export: petroleum, IT
Fundamentals of management
管理学原理
20ቤተ መጻሕፍቲ ባይዱ0-6-2
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1
Chapter 1
manager and management
第一章
管理者与管理
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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。
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
产品部门
全球销售、市场 和服务部
agricultural industrial information next ?? Biotech or others ?
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Question?
How does an organization go global?
Stage 2
Stage 1 export
Hire foreign representatives Contract with foreign business
质量模式的出现
全过程控制的体系
QC小组：工人的参与，体现劳动者人的价值
消费者的权益：体现市场的适应性，产品、组织、制度、文化模 式
1962年，肯尼迪提出消费者的四大权利：安全、知情、选择、表 达
是一种价值观的改变。是对生活质量、对人性和人的权利的追求
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思考？？？
Resource allocator 资源分配者
调度、安排、授权处理人财物
Negotiator 谈判者
2020-6-2
与合作谢谢者阅、读 竞争者、工会的谈判 8
解决变化中的难题
激励制度往往会发生效能递减趋势，特别是在环境发 生迅速变化的今天更是这样。在某一企业中，以前的 激励不能发生有效的作用了，于是，试行了申报激励 的制度。一位会计向企业申报了奖励：他将在1993年 12月实施，而在1994年2月发生支付的一项款记入了 1993年12月的账上，为企业减少了300多万元的增值税 支出。因而申请企业按规定奖给他30万元。于是，企 业领导层对此申报产生了争论，到底该不该奖励？
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