管理学英文课件(13)
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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
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
罗宾斯管理学复习英文PPT课件
What Do Managers Do? (cont.)
• Management Roles
• specific categories of managerial behavior
• Interpersonal - involve people and
duties that are ceremonial and symbolic in nature
• published principles of management
• fundamental, teachable rules of management
© Prentice Hall, 2002
2-11
第11页/共101页
EXHIBIT 2.4: WEBER’S IDEAL BUREAUCRACY
Born 1856; died 1915
Known as ‘father of scientific management’
In 1881, as chief engineer for Midvale Steel, studied how tasks were done
Began first time & motion studies
© Prentice Hall, 2002
1-1
第1页/共101页
Organizational Levels
Top Managers
Middle Managers
First-line Managers
Non-managerial Employees
© Prentice Hall, 2002
1-2
第2页/共101页
• Informational - receiving, collecting,
《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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8
Part 3 Planning(Cont’d)
Chapter 7 Foundations of Planning
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16
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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21
Part 6 Controlling(Cont’d)
Chapter 20 Controlling for Organizational Performance
Organizational performance Tools for monitoring and measuring
管理学,罗宾斯,版,英文Robbinsfom
1-26
Why Are Customers Important?
Consistent, high-quality customer service is essential to survival
Copyright © 2015 Pearson Education, Inc.
1-27
Why Is Innovation Important?
1-19
Which Approach Takes the Prize?
Functions ☑
Roles
☐
Copyright © 2015 Pearson Education, Inc.
1-20
What Skills Do Managers Need?
Conceptual Skills
Interpersonal Skills
1-22
Why Study Management?
We all have a vested interest in improving how organizations are managed.
Copyright © 2015 Pearson Education, Inc.
1-23
Why Study Management? (cont.)
1-6
Copyright © 2015 Pearson Education, Inc.
1-7
What Titles Do Managers Have?
Top Managers • Make decisions about the direction of an organization
Middle Managers • Manage other managers
管理学知识(全英文版的)
• Scientific Management
• Describe the important contributions made by Fredrick W. Taylor and Frank and Lillian Gilbreth.
• Explain how today’s managers use scientific management.
❖ The theory of scientific management
– Using scientific methods to define the “one best way” for a job to be done:
• Putting the right person on the job with the correct tools and equipment.将正确的人员安排在适当的工作上，采用正确的工 具和设备
oGeneral Administrative Theorists
• Discuss Fayol’s 14 management principles.
• Describe Max Weber’s contribution to the general administrative theory of management.
2–14
Scientific Management (cont’d)
Follow this Learning Outline as you read and study this chapter.
•Toward Understanding Organizational Behavior
• Describe the contributions of the early advocates of OB. • Explain the contributions of the Hawthorne Studies to the
• Describe the important contributions made by Fredrick W. Taylor and Frank and Lillian Gilbreth.
• Explain how today’s managers use scientific management.
❖ The theory of scientific management
– Using scientific methods to define the “one best way” for a job to be done:
• Putting the right person on the job with the correct tools and equipment.将正确的人员安排在适当的工作上，采用正确的工 具和设备
oGeneral Administrative Theorists
• Discuss Fayol’s 14 management principles.
• Describe Max Weber’s contribution to the general administrative theory of management.
2–14
Scientific Management (cont’d)
Follow this Learning Outline as you read and study this chapter.
•Toward Understanding Organizational Behavior
• Describe the contributions of the early advocates of OB. • Explain the contributions of the Hawthorne Studies to the
管理学英文课件 (3)
– Informal groups
• Groups that are independently formed to meet the social needs of their members.
13 - 3
EXHIBIT 13-1 EXAMPLES OF FORMAL WORK GROUPS
13 - 4
13 - 16
GROUP STRUCTURE (CONT.)
Group Processes – processes that go on
within a work group determines group performance and satisfaction. These include:
13 - 18
EXHIBIT 13-6 CREATIVE GROUP DECISION MAKING
13 - 19
CONFLICT MANAGEMENT
Conflict – perceived incompatible differences
that result in interference or opposition. • Traditional view of conflict – the view that all conflict is bad and must be avoided. • Human relations view of conflict – the view that conflict is a natural and inevitable outcome in any group.
• Advantages of group decision-making
– More complete information and knowledge – A diversity of experience and perspectives – Increased acceptance of a solution
罗宾斯管理学英文版课件
Historical Background of Management --early examples of management --Adam Smith --industrial revolution
Division of Labor ( Job Specialization)
The breakdown of jobs into narrow and repetitive tasks.
criticism
Long on intellectual appeal and catchy terminology and short on verifiable facts and practical advice
Contingency Perspective
A management approach that says that organizations are different, face different situations (contingencies), and require different ways of managing.
Employees are social beings. Besides formal groups, there exist informal groups in organizations. Management can increase
the morale of employees by increasing their satisfaction in order to improve productivity.
bureaucracy
A form of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.
《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
罗宾斯《管理学》英文原版讲义全集StuRC8eCh
• Explain the universality of management concept. • Discuss why an understanding of management is
important even if you don’t plan to be a manager. • Describe the rewards and challenges of being a manager.
• Explain how communication can flow in an organization. • Describe the three common communication networks. • Discuss how managers should handle the grapevine.
h
11–5
What Is Communication?
• Communication
➢ The transfer and understanding of meaning.
❖ Transfer means the message was received in a form that can be interpreted by the receiver.
communication and how to overcome them.
h
11–2
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.
Organizational Communication
❖ Understanding the message is not the same as the receiver agreeing with the message.
important even if you don’t plan to be a manager. • Describe the rewards and challenges of being a manager.
• Explain how communication can flow in an organization. • Describe the three common communication networks. • Discuss how managers should handle the grapevine.
h
11–5
What Is Communication?
• Communication
➢ The transfer and understanding of meaning.
❖ Transfer means the message was received in a form that can be interpreted by the receiver.
communication and how to overcome them.
h
11–2
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.
Organizational Communication
❖ Understanding the message is not the same as the receiver agreeing with the message.
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)
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.
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.
~个人珍藏~市场营销原理课件 管理学经典教材(英文版)菲利普·科特勒kotler13_exs
Number of marketing intermediaries
Intensive, selective, and exclusive distribution
Responsibilities of channel members
13 - 14
Channel Design Decisions
Step 4: Evaluating Major Alternatives
13 - 2
Case Study
Caterpillar
Dominates world’s Caterpillar stresses markets for heavy dealer profitability, construction and extraordinary dealer mining equipment. support, personal relationships, dealer Independent dealers performance and full, are key to success honest, and frequent Dealer network is communications linked via computers
Economic criteria Control issues Adaptive criteria
13 - 15
Channel Design Decisions
Designing International Distribution Channels
Global marketers usually adapt their channel strategies to structures that exist within foreign countries Key challenges:
罗宾斯管理学课件(英文) (15)
Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved
Direction of Flow (2 of 2)
• Upward communication: communication that flows upward from employees to managers
Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved
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
Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved
Exhibit 14.2 illustrates three common communication networks.
Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved
Communication Networks
Direction of Flow (2 of 2)
• Upward communication: communication that flows upward from employees to managers
Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved
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
Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved
Exhibit 14.2 illustrates three common communication networks.
Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved
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
© 2007 Prentice Hall, Inc. All rights reserved.
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
© 2007 Prentice Hall, Inc. All rights reserved.