《罗宾斯管理学英》PPT课件

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管理学,罗宾斯,9版,英文Robbinsfom(5)幻灯片PPT

A structure in which each employee reports to only one manager.
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6-9
How Do Authority and Power Differ?
Authority:
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, larger span).
• 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.
6Chapter Organizatio nal Structure and Design
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6-1
Learning Outcomes
• Describe six key elements in organizational design.
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[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
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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

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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
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1-9
9.3 Describe different personality theories.
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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
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1-7
Attitudes and Consistency
Cognitive dissonance: Any incompatibility or inconsistency between attitudes or between behavior and attitudes.

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.

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.

管理学,罗宾斯,9版,英文Robbins_fom9_ppt

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
1. Technology 2. Quality initiatives 3. Project management
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15-23
Quality Control
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Improving Productivity
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15-6
Deming: Improving Mangers’ Productivity
The truly effective organization will increase productivity by successfully integrating people into the overall operations system.
Service firms produce nonphysical outputs in the form of services, such as medical and transportation services
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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
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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
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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
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• 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
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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
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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

罗宾斯管理学课件(英文) (15)

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Direction of Flow (2 of 2)
• Upward communication: communication that flows upward from employees to managers
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Overcoming the Barriers
• Use feedback • Simplify language • Listen actively
– Active listening: listening for full meaning without making premature judgments or interpretations
• Informal communication: communication that is not defined by the organization’s structural hierarchy
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Exhibit 14.2 illustrates three common communication networks.
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Communication Networks

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
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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
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罗宾斯管理学PPT(英文9版)Management-8

1. Genentech 2. Wegman’s Food Markets 3. Valero Energy 4. Griffin Hospital 5. W. L. Gore & Associates
Sources: “America’s Most Admired Companies,” Fortune, February 22, 2006, p. 65; “The 100 Best Companies to Work For,” Fortune, January 11, 2006, p. 89; R. Alsop, “Ranking Corporate Reputations,” Wall Street Journal, December 6, 2005, p. B1; and “The 100 Top Brands,” BusinessWeek, August 1, 2005, p. 90.
ninth edition
STEPHEN P. ROBBINS
MARY COULTER
Strategic Management
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PowerPoint Presentation by Charlie Cook The University of West Alabama
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
The Importance of Strategic Management
• Define strategic management, strategy, and business model. • Explain why strategic management is important.

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• List other important managerial skills and competencies.
• Discuss the change that are impacting managers’ jobs.
• Explain why customer service and innovation are importa
nt to the manager’s job.
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entice Hall, Inc. All ri
ghts reserved.
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.
8th edition
Steven P. Robbins Mary Coulter
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PowerPoint Presentation by Charlie Cook 1–1 Copyright © 2005 Prentice Hall, Inc. All rights reserved.
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1–6
entice Hall, Inc. All ri
ghts reserved.
• Explain the universality of management concept. • Discuss why an understanding of management is importa
nt even if you don’t plan to be a manager. • Describe the rewards and challenges of being a manager.
• Define management.
• Contrast efficiency and effectiveness.
• Explain why efficiency and effectiveness are important to
manageCmopeyrnigth.t © 2005 Pr
1–2
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
Who Are Managers?
• Describe who is doing managerial work in today’s organi zations.
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1–5
entice Hall, Inc. All ri
ghts reserved.
Classifying Managers
• First-line Managers • Are at the lowest level of management and manage the work of non-manage rial employees.
entice Hall, Inc. All ri
ghts reserved.
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?
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1–4
entice Hall, Inc. All ri
ghts reserved.
Who Are Managers?
• Manager • Someone who works with and through other people by coordinating and int egrating their work activities in order to accomplish organizational goals.
• Middle Managers • Manage the work of first-line managers.
• Top Managers • Are responsible for making organization-wide decisions and establishing plan s and goals that affect the entire organization.
• Define who managers are.
• Explain how manager differ from non-managerial employ ees.
• Discuss how to classify managers in organizations.
What Is Management?
What Is An Organization?
• Describe the characteristics of an organization. • Explain how the concept of an organization is changing.
Why Stuour functions of management.
• 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 ma nagerial level.