管理学英文版,重点大集合(概念、图表)
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-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)
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
(完整版)罗宾斯《管理学》内容概要,中英文对照
罗宾斯《管理学》内容概要第一篇导论1章管理者和管理1、组织组织(organization)的定义：对完成特定使命的人们的系统性安排组织的层次：操作者(operatives)和管理者(基层、中层、高层)2、管理者和管理管理者(managers)的定义：指挥别人活动的人管理(management)的定义：同别人一起或者通过别人使活动完成得更有效的过程。
管理追求效率(efficiency)和效果(effectiveness)管理职能(management functions)：计划(planning)、组织(organizing)、领导(leading)、控制(controlling)管理者角色(management roles)：人际关系角色(interpersonal roles)、信息角色(information roles)、决策角色(decision roles)成功的管理者和有效的管理者并不等同，在活动时间上，有效的管理者花费了大量的时间用于沟通，而网络联系（社交等）占据了成功的管理者很大部分时间。
管理者在不同的组织中进行着不同的工作。
组织的国别、组织的类型、组织的规模以及管理者在组织中的不同层次决定了管理者的角色扮演、工作内容以及职能和作用。
2章管理的演进1、20世纪以前的管理：亚当·斯密的劳动分工理论(division of labor)产业革命(industrial revolution)2、多样化时期（20世纪）：科学管理(scientific management)：弗雷德里克·泰勒一般行政管理理论(general administrative theory)：亨利·法约尔(principles of management)、马克斯·韦伯(bureaucracy)人力资源方法(human resources approach)：权威的接受观点(acceptance view of authority)，霍桑研究，人际关系运动(卡内基、马斯洛)，行为科学理论家(behavioral science theorists)定量方法(quantitative approach)3、近年来的趋势（20世纪后期）：趋向一体化过程方法(process approach)系统方法(systems approach)：封闭系统和开放系统(closed systems)权变方法(contingency approach)：一般性的权变变量包括组织规模、任务技术的例常性、环境的不确定性、个人差异4、当前的趋势和问题（21世纪）：变化中的管理实践全球化(globalization)工作人员多样化(work force diversity)道德(morality)激励创新(innovations)和变革(changes)全面质量管理(total quality management, TQM)：由顾客需要和期望驱动的管理哲学授权(delegation)工作人员的两极化(bi-modal work force)3章组织文化与环境：管理的约束力量1、组织组织文化(organizational culture)被用来指共有的价值体系。
管理学核心概念英语
第一章管理总论Manager 管理者First-line managers 基层管理者Middle managers 中层管理者Top managers 高层管理者Management 管理Efficiency 效率Effectiveness 效果Planning 计划Organizing 组织Leading 领导Controlling 控制Management process 管理过程Management roles 管理角色Interpersonal roles 人际关系角色Informational roles 信息传递角色Decisional roles 决策制定角色Technical skills 技术技能Human skills 人事技能Conceptual skills 概念技能Closed systems 封闭系统Open systems 开放系统Special environment 具体环境General environment 一般环境Contingency perspective 权变观Universality of management 管理的普遍性Nonmanagerial employees / Operatives 操作者第二章管理的历史Division of labor 劳动分工Industrial revolution 产业革命Scientific management 科学管理Therbligs 基本动作元素General administrative theorists 一般行政管理理论家Principles of management 管理原则Bureaucracy 官僚行政组织、层级组织Quantitative approach 定量方法Organizational behavior (OB) 组织行为Hawthorne Studies 霍桑研究Workforce diversity 员工多样化Entrepreneurship 企业家e-business (electronic business) 电子商务e-commerce (electronic commerce) 电子贸易、电子商务Total quality management (TQM) 全面质量管理Learning organization 学习型组织Knowledge management 知识管理Workplace spirituality 团队精神第三章计划Decision-making process 决策过程Decision criteria 决策标准Implementation 实施Rational decision making 理性决策Bounded rationality 有限理性Satisficing 满意Escalation of commitment 承诺升级Intuitive decision making 直觉决策Well-structured problems 结构良好问题Programmed decision 程序化决策Procedure 程序Rule 规则Policy 政策Poorly structured problems 结构不良问题Nonprogrammed decisions 非程序化决策Certainty 确定性Risk 风险性Uncertainty 不确定性Directive style 指导性风格Analytic style 分析性风格Conceptual style 概念性风格Behavioral style 行为性风格Strategic plans 战略计划Operational plans 作业计划Long-term plans 长期计划Short-term plans 短期计划Specific plans 具体性计划Directional plans 指导性计划Single-use plan 单一目标计划Standing plans 标准计划Traditional goal setting 传统目标设定Means-ends chain 手段－结果链Management by objectives (MBO) 目标管理Mission 使命Commitment concept 承诺概念Formal planning department 正式计划部门Strategic management 战略管理Strategic management process 战略管理过程Opportunities 机会Threats 威胁Core competencies 核心能力Strengths 优势Weaknesses 劣势SWOT analysis SWOT分析Corporate-level strategy 公司层战略Business-level strategy 事业层战略Stability strategy 稳定战略Growth strategy 增长战略Related diversification 相关领域多元化经营Unrelated diversification 不相关领域多元化经营Retrenchment strategy 收缩战略BCG matrix BCG矩阵波士顿咨询集团矩阵Strategic business units 战略经营单位Competitive advantage 竞争优势Cost leadership strategy 成本领先战略Differentiation strategy 差异化战略Focus strategy 集中化战略Functional-level strategy 职能层战略Environmental Scanning 环境扫描Competitor intelligence 竞争者情报、竞争者信息Forecasts 预测Quantitative forecasting 定量预测Qualitative forecasting 定性预测Forecasting Techniques 预测技术Benchmarking 基准化、标杆Resources 资源Budget 预算Revenue Budgets 收入预算Expense Budgets 费用预算Profit Budgets 利润预算Cash Budgets 现金预算Scheduling 进度计划、规划Gantt Charts 甘特图Load Charts 负荷图PERT network 计划评审技术网络Events 事件Activities 活动Slack time 松弛时间Critical path 关键线路Breakeven analysis 盈亏平衡分析Linear programming 线性规划Project 项目Project Management 项目管理Scenario 设想方案第四章组织Organizing 组织Organizational structure 组织结构Organizational design 组织设计Work specialization 劳动分工Departmentalization 部门化Functional departmentalization 职能部门化Product departmentalization 产品部门化Geographical departmentalization 地区部门化Process departmentalization 过程部门化Customer departmentalization 顾客部门化Cross-functional teams 跨职能团队Chain of command 指挥链Authority 职权Responsibility 职责Unity of command 统一指挥Span of control 管理幅度Centralization 集权化Decentralization 分权化Formalization 正规化Mechanistic organization 机械式组织Organic organization 有机式组织Unit production 单件生产Mass production 大量生产Process production 连续生产Simple structure 简单结构Functional structure 职能型结构Divisional structure 分部型结构Team-based structure 团队结构Matrix structure 矩阵结构Project structure 项目结构Autonomous internal units 内部自治单位Boundaryless organization 无边界组织Learning organization 学习型组织High-performance work practice 高绩效的工作实践Human resource management process 人力资源管理过程Labor union 工会Human resource planning 人力资源规划Job analysis 职务分析Job description 职务说明书Job specification 职务规范Recruitment 招聘Decruitment 解聘Selection process 甄选过程Validity 效度Reliability 信度Work sampling 工作抽样Assessment centers 测评中心Orientation 定向、导向Performance management system 绩效管理系统Written essay 书面描述法Critical incidents 关键事件法Graphic rating scales 评分表法Behaviorally anchored rating scales (BARS) 行为定位评分法Multiperson comparisons 多人比较法Group order ranking 分组排序法Individual ranking 个体排序法Paired comparison 配对比较法360 degree feedback 360度反馈skill-based pay 按技能付酬Career 职业生涯、职业Organizational change 组织变革Change agents 变革推动者Organizational development (OD) 组织发展Stress 压力Creativity 创造Innovation 创新第五章领导Behavior 行为Organizational behavior 组织行为学Attitudes 态度Cognitive component 认知成分Affective component 情感成分Behavioral component 行为成分Job satisfaction 工作满意度Job involvement 工作投入Organizational commitment 组织承诺Organizational citizenship behavior (OCB) 组织公民行为Cognitive dissonance 认知失调Attitude surveys 态度调查Personality 人性Big-five model 重要的五大模型Emotional intelligence (EI) 情感智商Locus of control 控制点Machiavellianism 马基雅维里主义Self-esteem 自尊Self-monitoring 自我监控Perception 知觉Attribution theory 归因理论Fundamental attribution error 基本归因错误Self-serving bias 自我服务偏见Selectivity 有选择地接受、选择性Assumed similarity 假设相似性Stereotyping 刻板印象Learning 学习Operant conditioning 操作性条件反射Social learning theory 社会学习理论Shaping behavior 行为塑造Motivation 动机Need 需要Hierarchy of needs theory 需要层次理论Physiological needs 生理需要Safety needs 安全需要Social needs 社会需要Esteem needs 尊重需要Self-actualization needs 自我实现需要Theory X X理论Theory Y Y理论Motivation-hygiene theory 激励－保健理论Hygiene factors 保健因素Motivators 激励因素Three-needs theory 三种需要理论Need for achievement (nAch) 成就需要Need for power (nPow) 权力需要Need for affiliation (nAff) 归属需要Goal-setting theory 目标设定理论Reinforcement theory 强化理论Reinforcers 强化物Job design 职务设计Job scope 职务范围Job enlargement 职务扩大化Job enrichment 工作丰富化Job depth 职务深度Job characteristic model (JCM) 职务特征模型Skill variety 技能多样性Task identity 任务同一性Task significance 任务重要性Autonomy 自主性Feedback 反馈Equity theory 公平理论Referents 参照对象Expectancy theory 期望理论Compressed workweek 压缩工作周Flexible work hours 弹性工作制Job sharing 职务分担Contingent workers 应急工Telecommuting 电子通信，远程办公Pay-for performance programs 基于绩效的薪酬管理Open-book management 公开帐簿管理Leader 领导者Leadership 领导Behavioral theories 行为理论Autocratic style 权威式Democratic style 民主式Laissez-faire style 放任式Initiating structure 定规维度Consideration 关怀维度High-high leader 高－高型领导者Managerial grid 管理方格论Fiedler contingency model 菲德勒权变模型Least-preferred co-worker (LPC) questionnaire 最难共事者问卷Leader-member relations 领导者－成员关系，上下级关系Task structure 任务结构Position power 职位权力Situational leadership theory (SLT) 情景领导理论Readiness 准备状态Maturity 成熟度Leader participation model 领导者参与模型Path-goal theory 路径－目标理论Transactional leaders 事务型领导者Transformational leaders 变革型领导者Charismatic leader 超凡魅力的领导者Visionary leadership 愿景领导者Legitimate power 法定权Coercive power 强制权Reward power 奖赏权Expert power 专长权Referent power 模范权Credibility 可信度Trust 诚信、信任Empowerment 授权Interpersonal communication 人际沟通Organizational communication 组织沟通Encoding 编码Decoding 解码Channel 通道、渠道Communication process 沟通过程Nonverbal communication 非言语沟通Body language 体态语言Verbal intonation 语调Filtering 过滤Selective perception 选择性知觉Information overload 信息超载Jargon 行话Active listening 积极倾听Formal communication 正式沟通Informal communication 非正式沟通Downward communication 下行沟通、向下交流Upward communication 上行沟通、向上交流Lateral communication 平行沟通、横向交流Diagonal communication 斜行沟通、越级交流Communication networks 沟通网络Grapevine 小道信息、谣言Instant messaging (IM) 即时信息Voice mail 声音邮件Electronic data interchange (EDI) 电子数据交换Tele conferencing 电信会议Video conferencing 视频会议Intranet 内部互联网Extranet 外部互联网第六章控制Control 控制Market control 市场控制Bureaucratic control 官僚组织控制、层级控制Control process 控制过程Management by walking around (MBWA) 走动式管理Range of variation 偏差范围Immediate corrective action 立即纠正行动Basic corrective action 彻底纠正行动Feedforward control 前馈控制Concurrent control 同期控制、现场控制Feedback control 反馈控制。
英文讲义，《管理学》，1-4章，斯蒂芬
英⽂讲义，《管理学》，1-4章，斯蒂芬•P•罗宾斯，中国⼈民⼤学出版社说明：1、此资料为《管理学》课程的全部英⽂讲义资料。
2、资料来源于罗宾斯的教材，仅⽤于教学，请勿另作它⽤侵犯作者版权。
3、因博客有上传字数限制，分成⼏篇上传，请注意章节序号。
Chapter 1 introduction to management and organizationsWho Are Managers?• ManagerØ Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.Classifying Managers• First-line ManagersØ Are at the lowest level of management and manage the work of non-managerial employees.• Middle ManagersØ Manage the work of first-line managers.• Top ManagersØ Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.What Is Management?• Managerial ConcernsØ Efficiencyv “Doing things right”– Getting the most output for the least inputsØ Effectivenessv “Doing the right things”– Attaining organizational goalsWhat Do Managers Do?• Functional ApproachØ Planningv Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activitiesØ Organizingv Arranging work to accomplish organizational goalsØ Leadingv Working with and through people to accomplish goals.Ø Controllingv Monitoring, comparing, and correcting the work• Management Roles ApproachØ Interpersonal rolesv Figurehead, leader, liaisonØ Informational rolesv Monitor, disseminator, spokespersonØ Decisional rolesv Disturbance handler, resource allocator, negotiator• Skills ApproachØ Technical skillsv Knowledge and proficiency in a specific fieldØ Human skillsv The ability to work well with other peopleØ Conceptual skillsv The ability to think and conceptualize about abstract and complex situations concerning the organization How The Manager’s Job Is Changing• The Increasing Importance of CustomersØ Customers: the reason that organizations existv Managing customer relationships is the responsibility of all managers and employees.v Consistent high quality customer service is essential for survival.• InnovationØ Doing things differently, exploring new territory, and taking risksv Managers should encourage employees to be aware of and act on opportunities for innovation.What Is An Organization?• An Organization DefinedØ A deliberate arrangement of people to accomplish some specific purpose• Common Characteristics of OrganizationsØ Have a distinct purpose (goal)Ø Composed of peopleØ Have a deliberate structureWhy Study Management?• The Value of Studying ManagementØ The universality of managementv Good management is needed in all organizations.Ø The reality of workv Employees either manage or are managed.Ø Rewards and challenges of being a managerv Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. v Successful managers receive significant monetary rewards for their efforts.Chapter 2 management yesterday and todayHistorical Background of Management• Ancient ManagementØ Egypt (pyramids) and China (Great Wall)Ø Venetians (floating warship assembly lines)• Adam SmithØ Published “The Wealth of Nations” in 1776v Advocated the division of labor (job specialization) to increase the productivity of workers• Industrial RevolutionØ Substituted machine power for human laborØ Created large organizations in need of managementMajor Approaches to Management• Scientific Management• General Administrative Theory• Quantitative Management• Organizational Behavior• Systems Approach• Contingency ApproachScientific Management• Fredrick Winslow TaylorØ The “father” of scientific managementØ Published Principles of Scientific Management (1911)v 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• Having a standardized method of doing the job• Providing an economic incentive to the worker• Frank and Lillian GilbrethØ Focused on increasing worker productivity through the reduction of wasted motionØ Developed the microchronometer to time worker motions and optimize performance.• How Do Today’s Managers Use Scientific Management?Ø Use time and motion studies to increase productivityØ Hire the best qualified employeesØ Design incentive systems based on outputGeneral Administrative Theorists• Henri FayolØ Believed that the practice of management was distinct from other organizational functionsØ Developed fourteen principles of management that applied to all organizational situations• Max WeberØ Developed a theory of authority based on an ideal type of organization (bureaucracy)v Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism. Quantitative Approach to Management• Quantitative ApproachØ Also called operations research or management scienceØ Evolved from mathematical and statistical methods developed to solve WWII military logistics and quality control problemsØ Focuses on improving managerial decision making by applying:v Statistics, optimization models, information models, and computer simulationsUnderstanding Organizational Behavior• Organizational Behavior (OB)Ø The study of the actions of people at work; people are the most important asset of an organization• Early OB AdvocatesØ Robert OwenØ Hugo MunsterbergØ Mary Parker FollettØ Chester BarnardThe Hawthorne Studies• A series of productivity experiments conducted at Western Electric from 1927 to 1932.• Experimental findingsØ Productivity unexpectedly increased under imposed adverse working conditions.Ø The effect of incentive plans was less than expected.• Research conclusionØ Social norms, group standards and attitudes more strongly influence individual output and work behavior than domonetary incentives.The Systems Approach• System DefinedØ A set of interrelated and interdependent parts arranged in a manner that produces a unified whole.• Basic Types of SystemsØ Closed systemsv Are not influenced by and do not interact with their environment (all system input and output is internal)Ø Open systemsv Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environmentsImplications of the Systems Approach• Coordination of the organization’s parts is essential for proper functioning of the entire organization.• Decisions and actions taken in one area of the organization will have an effect in other areas of the organization.• Organizations are not self-contained and, therefore, must adapt to changes in their external environment.The Contingency Approach• Contingency Approach DefinedØ Also sometimes called the situational approach.Ø There is no one universally applicable set of management principles (rules) by which to manage organizations.Ø Organizations are individually different, face different situations (contingency variables), and require different ways of managing.Current Trends and Issues• Globalization• Ethics• Workforce Diversity• Entrepreneurship• E-business• Knowledge Management• Learning Organizations• Quality Management• Globalization• Management in international organizations• Political and cultural challenges of operating in a global market• Ethics• Increased emphasis on ethics education in college curriculums• Increased creation and use of codes of ethics by businesses• Workforce Diversity• Increasing heterogeneity in the workforce• More gender, minority, ethnic, and other forms of diversity in employees• Aging workforce• Older employees who work longer and not retire• The cost of public and private benefits for older workers will increase• Increased demand for products and services related to aging• Entrepreneurship Defined• The process whereby an individual or group of individuals use organized efforts to create value and grow by fulfilling wants and needs through innovation and uniqueness.• Entrepreneurship process• Pursuit of opportunities• Innovation in products, services, or business methods• Desire for continual growth of the organization• E-Business (Electronic Business)• The work preformed by an organization using electronic linkages to its key constituencies• E-commerce: the sales and marketing component of an e-business• Categories of E-Businesses• E-business enhanced organization• E-business enabled organization• Total e-business organization• Knowledge Management• The cultivation of a learning culture where organizational members systematically gather and share knowledge with others in order to achieve better performance.• Learning Organization• An organization that has developed the capacity to continuously learn, adapt, and change.• Quality Management• A philosophy of management driven by continual improvement in the quality of work processes and responding to customer needs and expectations• Inspired by the total quality management (TQM) ideas of Deming and Juran• Quality is not directly related to cost.Chapter 3 organizational culture and the environment : the constraintsThe Manager: Omnipotent or Symbolic?• Omnipotent View of ManagementØ Managers are directly responsible for an organization’s success or failure.Ø The quality of the organization is determined by the quality of its managers.Ø Managers are held most accountablefor an organization’s performanceyet it is difficult to attributegood or poor performancedirectly to their influenceon the organization.• Symbolic View of ManagementØ Much of an organization’s success or failure is due to external forces outside of managers’ control.Ø The ability of managers to affect outcomes is influenced and constrained by external factors.• The economy, customers, governmental policies, competitors, industry conditions,technology, and the actions ofprevious managersØ Managers symbolize control andinfluence through their actionThe Organization’s Culture• Organizational CultureØ A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.Ø “The way we do things around here.”v Values, symbols, rituals, myths, and practicesØ Implications:v Culture is a perception.v Culture is shared.v Culture is descriptiveStrong versus Weak Cultures• Strong CulturesØ Are cultures in which key values are deeply held and widely held.Ø Have a strong influence on organizational members.• Factors Influencing the Strength of CultureØ Size of the organizationØ Age of the organizationØ Rate of employee turnoverØ Strength of the original cultureØ Clarity of cultural values and beliefsBenefits of a Strong Culture• Creates a stronger employee commitment to the organization.• Aids in the recruitment and socialization of new employees.• Fosters higher organizationalperformance by instilling andpromoting employee initiativeOrganizational Culture• Sources of Organizational CultureØ The organization’s founderv Vision and missionØ Past practices of the organizationv The way things have been doneØ The behavior of top management• Continuation of the Organizational CultureØ Recruitment of like-minded employees who “fit.”Ø Socialization of new employees to help them adapt to the cultureHow Employees Learn Culture• StoriesØ Narratives of significant events or actions of people that convey the spirit of the organization • RitualsØ Repetitive sequences of activities that express and reinforce the values of the organization • Material SymbolsØ Physical assets distinguishing the organization• LanguageØ Acronyms and jargon of terms, phrases, and word meanings specific to an organization How Culture Affects Managers• Cultural Constraints on ManagersØ Whatever managerial actions the organization recognizes as proper or improper on its behalf Ø Whatever organizational activities the organization values and encouragesØ The overall strength or weakness of the organizational cultureSimple rule for getting ahead in an organization:Find out what the organization rewards and do those things.Organization Culture Issues• Creating an Ethical CultureØ High in risk toleranceØ Low to moderate aggressivenessØ Focus on means as well as outcomes• Creating an Innovative CultureØ Challenge and involvementØ FreedomØ Trust and opennessØ Idea timeØ Playfulness/humorØ Conflict resolutionØ DebatesØ Risk-taking• Creating a Customer-Responsive CultureØ Hiring the right type of employees (ones with a strong interest in serving customers)Ø Having few rigid rules, procedures, and regulationsØ Using widespread empowerment of employeesØ Having good listening skills in relating to customers’ messagesØ Providing role clarity to employees to reduce ambiguity and conflict and increase job satisfactionØ Having conscientious, caring employees willing to take initiativeSpirituality and Organizational Culture• Workplace SpiritualityØ The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.• Characteristics of a Spiritual OrganizationØ Strong sense of purposeØ Focus on individual developmentØ Trust and opennessØ Employee empowermentØ Toleration of employees’ expressionBenefits of Spirituality• Improved employee productivity• Reduction of employee turnover• Stronger organizational performance• Increased creativity• Increased employee satisfaction• Increased team performance• Increased organizational performanceDefining the External Environment• External EnvironmentØ The forces and institutions outside the organization that potentially can affect the organization’s performance.• Components of the External EnvironmentØ Specific environment: external forces that have a direct and immediate impact on the organization.Ø General environment: broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the organization.How the Environment Affects Managers• Environmental UncertaintyØ The extent to which managers have knowledge of and are able to predict change their organization’s external environment is affected by:v Complexity of the environment: the number of components in an organization’s external environment.v Degree of change in environmental components: how dynamic or stable the external environment is. Stakeholder Relationships• StakeholdersØ Any constituencies in the organization’s external environment that are affected by the organization’s decisions and actions• Why Manage Stakeholder Relationships?Ø It can lead to improved organizational performance.Ø It’s the “right” thing to do given the interdependence of the organization and its external stakeholders. Managing Stakeholder Relationships1. Identify the organization’s external stakeholders.2. Determine the particular interests and concerns of the external stakeholders.3. Decide how critical each external stakeholder is to the organization.4. Determine how to manage each individual external stakeholder relationship.Chapter 4 managing in a global environmentManaging in a Global Environment• ChallengesØ Coping with the sudden appearance of new competitorsØ Acknowledging cultural, political, and economic differencesØ Dealing with increased uncertainty, fear, and anxietyØ Adapting to changes in the global environmentØ Avoiding parochialismAdopting a Global Perspective• Ethnocentric AttitudeØ The parochialistic belief that the best work approaches and practices are those of the home country.• Polycentric AttitudeØ The view that the managers in the host country know the best work approaches and practices for running their business.• Geocentric AttitudeØ A world-oriented view that focuses on using the best approaches and people from around the globe.Regional Trading Agreements• The European Union (EU)Ø A unified economic and trade entityv Belgium, Denmark, France, Greece, Ireland, Italy, Luxembourg, the Netherlands, Portugal, Spain, the United Kingdom, Germany, Austria, Finland, and SwedenØ Economic and monetary union (Euro)• North American Free Trade Agreement (NAFTA)Ø Eliminated barriers to free trade (tariffs, import licensing requirements, and customs user fees)v United States, Canada, and Mexico• Free Trade Area of the Americas• Southern Cone Common Market (Mercosur)• Association of Southeast Asian Nations (ASEAN)Ø Trading alliance of 10 Southeast Asian nations• African UnionThe World Trade Organization (WTO)• Evolved from the General Agreement on Tariffs and Trade (GATT) in 1995.• Functions as the only global organization dealing with the rules of trade among nations.• Has 145 member nations.• Monitors and promotes world trade.Different Types of Global Organizations• Multinational Corporation (MNC)Ø A firm which maintains operations in multiple countries but manages the operations from a base in the home country.• Transnational Corporation (TNC)Ø A firm that maintains operations in several countries but decentralizes management to the local country.• Borderless OrganizationØ A firm that has eliminated structural divisions that impose artificial geographic barriers and is organized along business lines.How Organizations Go Global• Three Stages of GlobalizationØ Stage Iv Exporting products for sale overseas and importing products from overseas to sell in the home country.Ø Stage IIv Committing to directly sell home-country products in overseas markets or contracting for products to be manufactured overseas and sold in the home country.Ø Stage IIIv Licensing manufacturing and franchising services to foreign firms to use the brand name, technology, or product specifications developed by the firm.Other Forms of Globalization• Strategic AlliancesØ Partnerships between and organization and a foreign company in which both share resources and knowledge in developing new products or building new production facilities.• Joint VentureØ A specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purpose.Managing in A Global Environment• The Legal EnvironmentØ Stability or instability of legal and political systemsv Legal procedures are established and followedv Fair and honest elections held on a regular basisØ Differences in the laws of various nationsv Effects on business activitiesv Effects on delivery of products and servicesThe Economic Environment• Economic SystemsØ Market economyv An economy in which resources are primarily owned and controlled by the private sector.Ø Command economyv An economy in which all economic decisions are planned by a central government.• Monetary and Financial FactorsØ Currency exchange ratesØ Inflation ratesØ Diverse tax policiesThe Cultural Environment• National CultureØ Is the values and attitudes shared by individuals from a specific country that shape their behavior and their beliefs about what is important.Ø May have more influence on an organization than the organization culture.Hofstede’s Framework for Assessing Cultures• Individualism versus Collectivism• Power Distance• Uncertainty Avoidance• Quantity versus Quality of Life• Long-term versus Short-term OrientationØ Individualism: the degree to which people in a country prefer to act as individuals.Ø Collectivism: a social framework in whichThe GLOBE (Global Leadership and Organizational Behavior Effectiveness) Framework for Assessing Cultures• Assertiveness• Future orientation• Gender differentiation • Uncertainty avoidance • Power distance• Individualism/collectivism • In-group collectivism • Performance orientation • Humane orientation。
《管理学》(Management)(英文大纲)模板.pptx
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Part 4 Organizing(Cont’d)
Chapter 12 Human Resource Management
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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 5 Leading(Cont’d)
Chapter 16 Motivating Employees
What is motivation? Early theories of motivation Contemporary theories of motivation Current issues in motivation From theory to practice: Suggestions for
The importance of strategic management The strategic management process Types of organizational strategies
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Part 3 Planning(Cont’d)
管理学知识(全英文版的)
• 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
大一管理学英文版知识点
大一管理学英文版知识点With the advancement of globalization and the increasing interconnectivity of businesses across the world, a solid understanding of management principles has become crucial for professionals in various fields. As a result, learning the foundations of management in the English language has become increasingly important for students pursuing degrees in business and related fields. In this article, we will explore some key knowledge points covered in a first-year management course, focusing on the English version of the materials.1. Introduction to ManagementThe first topic covered in a management course typically delves into the fundamental concepts and theories of management. This includes an overview of the role of managers, the functions they perform, and the skills required to be an effective manager. Moreover, students will learn about the different management levels within an organization, from top-level executives to frontline supervisors.2. PlanningPlanning is a critical function of management that involves setting goals, determining strategies, and developing action plans to achieve organizational objectives. Under this topic, students will learn aboutvarious planning tools and techniques, such as SWOT analysis, PESTEL analysis, and SMART goals. Additionally, they will explore the concept of strategic planning and its importance in guiding an organization's long-term direction.3. OrganizingOrganizational structure and design play a significant role in the success of any business. In this section, students will study different organizational structures, such as functional, divisional, and matrix structures, and their advantages and disadvantages. They will also learn about the process of job design, including job specialization, job rotation, and job enrichment, and how it affects employee motivation and productivity.4. LeadingEffective leadership is essential for motivating and inspiring employees to achieve organizational goals. In this section, students will learn about different leadership styles, such as autocratic, democratic, and transformational leadership. They will also explore the importance of communication, teamwork, and motivation in effective leadership, as well as the challenges that leaders may face in managing diverse teams.5. ControllingControlling is the final step in the management process, focusing on measuring and evaluating performance to ensure that objectives are being met. Students will learn about various control techniques, such as financial statements analysis, budgeting, and variance analysis. Additionally, they will study the concept of quality control and how it can be implemented to ensure product or service excellence.6. Human Resource ManagementHuman resource management (HRM) is a critical area of management that deals with the recruitment, selection, training, and development of employees. Under this topic, students will learn about the different HRM functions, including job analysis, performance appraisal, and compensation management. They will also explore the challenges and legal considerations associated with managing human resources in a diverse and dynamic workforce.7. Operations ManagementOperations management focuses on the efficient and effective delivery of products and services. In this section, students will study the concepts of process design, capacity planning, quality management, and supply chain management. They will also explore the role of technology, such as automation and digitization, in optimizing operations and improving business performance.8. Ethical and Social ResponsibilitiesIn today's socially conscious world, organizations are expected to operate with ethical and social responsibilities. This topic introduces students to ethical theories and decision-making frameworks, such as utilitarianism, deontology, and virtue ethics. They will also examine real-world case studies and discuss the ethical dilemmas faced by organizations in areas such as corporate governance, sustainability, and corporate social responsibility.In conclusion, a first-year management course covers a wide range of topics that are essential for building a strong foundation in the field. From understanding the basic concepts and functions of management to exploring topics like leadership, HRM, and ethics, students gain a comprehensive understanding of the principles and practices necessary for successful management. Mastering these knowledge points in English equips students with the language skills needed to excel in the global business environment and communicate effectively with professionals from diverse backgrounds.。
管理学英文版-重点大集合(概念、图表)
第一章1.管理职能：计划、组织、领导、控制。
management functions: planning、organizing、leading、controlling.2.管理角色〔management roles〕、①人际关系角色：挂名首脑、领导者、联络者Interpersonal：figurehead、leader、liaison②信息传递角色：监听者、传播者、发言人Informational: monitor、disseminator、spokesperson③决策制定角色：企业家、混乱驾驭者、资源分配者、谈判者Decisional: entrepreneur、disturbance handler、resource allocator、negotiator3、管理技能〔management skills〕概念技能、沟通技能、效果技能、人际技能Conceptual、communication、effectiveness、interpersonal4、组织的特点①有明确的目的〔distinct purpose〕②有人员构成〔people〕③有精细的结构〔deliberate structure〕第二章1、管理理论〔management theories〕：科学管理〔scientific management〕一般行政管理理论〔general administrative theorists〕定量方法〔quantitative approach〕组织行为〔organizational behavior〕系统观〔systems approach〕权变理论〔contingency approach〕第三章1、管理万能论〔omnipotent view of management〕管理象征论〔symbolic view of management〕2、组织文化的七个维度〔dimensions〕关注细节，成果导向，员工导向，团队导向，进取性，稳定性，创新与风险承受力Attention to detail, outcome orientation, people organization, team organization， aggressiveness， stability，innovation and risk taking 3、文化传播给员工的途径：故事，仪式，有形信条，语言Stories，ritual，material symbols，language4、创新的文化的特点①．挑战与参与〔challenge〕②. 自由〔freedom〕③. 信任和开发〔trust and openness〕④. 计划时间〔idea time〕⑤. 幽默〔playfulness/humor〕⑥. 冲突解决〔conflict resolution〕⑦. 讨论〔debates〕⑧. 冒险〔risk taking〕第六章1、决策制定过程〔the decision-making process〕①.识别决策问题〔identification of a problem〕②.确定决策标准〔identification of decision criteria〕③.为决策标准分配权重〔allocation of weight to criteria〕④.开发备份方案〔development of alternatives〕⑤.分析备份方案〔analysis of alternatives〕⑥.选择备择方案〔selection of an alternatives〕⑦.实施备择方案〔implementation of the alternatives〕⑧.评估决策结果〔evaluating decision effectiveness〕2、决策制定的错误〔decision-making errors and biases〕：自负〔overconfidence〕后见〔hindsight〕自利型〔self-serving〕沉没成本〔sunk costs〕随机性〔randomness〕典型性〔representation〕有效性〔availability〕框架效应〔framing〕证实〔confirmation〕选择性认知〔selective perception〕锚定效应〔anchoring effect〕即时满足〔immediate gratification〕4、计划工作〔planning〕：①、定义组织目的〔defining the organization’s goals〕②、制定全局战略〔establishing an overall strategy〕③、开发一组广泛的相关计划〔developing plans〕5、计划的目的〔purposes of planning〕:①、它给出了管理者和非管理者努力的方向〔planning provides direction to managers and nonmanagers alike〕②、它通过迫使管理者具有前瞻性来降低不确定性〔planning reduce uncertainty by forcing managers to look ahead, anticipate change, consider the impact of change, and develop appropriate responses〕③、计划可以减少活动的重复和浪费〔planning minimizes waste and redundancy〕④、计划设定目标和标准，可以用于控制〔planning establishes the goals or standards used in controlling〕6、计划和绩效〔planning and performance〕①正式的计划工作通常带来较高的绩效、较高的资产回报率，以与其他积极的财富Formal planning is associated with positive financial results such as higher profits, higher return on assets, and so forth.②计划工作的质量以与实现计划的适当措施，通常要比计划工作本身对绩效的贡献更大Doing a good job of planning and implementing those plans play a bigger part in high performance than does the extent and amount of planning done.③正式计划并不必然的导致至高绩效，外部环境的影响通常是更关键的Formal planning didn’t lead to higher performance, the external environment often was the culprit.④计划与绩效的关系还受到计划时间结构的影响。
管理学英文版PPT
• 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)
管理学词汇表
1、Manager：管理者Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals .管理者是这样的人，他通过协调其他人的活动达到与别人一起或者通过别人实现组织目标的目的。
2、First-line managers :基层管理者Managers at the lowest level of the organization who manage the work of nonmanagerial employees who are involved With the production or the organization’s products是管理着非管理人员所从事的生产和提供组织产品的工作，是最低层的管理者3、Middle managers :中层管理者Mangers between the first-line level and the top level of the organization who manage the work of first-line managers 处于基层和高层之间，管理着基层管理者。
4、Top manager :高层管理者Managers at or near the top level of the organization who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire organization.处于或接近组织顶层，承担着制定广泛的组织决策,为整个组织制定计划和目标的责任。
《管理学》 Management 英文大纲
Part 3 Planning(Cont’d)
Chapter 7 Foundations of Planning
Part 6 Controlling
Chapter 18 Foundations of Control
What is control? Why is control important? The control process Types of control Implications for managers Contemporary issues in control
管理學(Management)
吳文雄 主任 高雄應用科技大學資管系
內容(Contents)
Part 1Introduction Part 2 Defining the Manager’s Terrain Part 3 Planning Part 4 Organizing Part 5 Leading Part 6 Controlling
Part 1 Introduction(Cont’d)
Chapter 2 Management Yesterday and Today
Management’s connection to other fields of study Historical background of management Scientific management General administrative theorists Quantitative approach to management Toward understanding organization behavior Current trends and issues
【精品】管理学复习纲要英文版
【关键字】精品De Chapter 11. The context of managementManagement is the process of planning, organizing, leading and controlling the use of the resources to accomplish performance goals.2.The context of mangerA manager is a person who supports and is responsible for the work of others.3.6M in managementManpower（人力）Machinery（机械设备）Materials（物料）Methods（方法）Mother-nature（环境）Measurement（测量）4.Levels and types of the managersLevels of managersTop managers（高层管理者）Middle managers（中层管理者）Supervisors or team leaders（团队领导者）Types of mangersLine managers（生产线管理者）Line managers are responsible for work activities that make a direct contribute to the organization's outputs.Staff managers（参谋管理者）Staff managers use special technical expertise to advice and support line workers.Functional managers（职能管理者）General managers（综合管理者）Administrators（行政官）5.Management activities and rolesInterpersonal roles（人际角色）Figurehead（首脑）Leader（领导者）Liaison（联络）Informational rolesMonitorDisseminatorSpokespersonDecisional rolesEntrepreneurDisturbance handlerResource allocatorNegotiator6.Functions of managementPlanning sets the objectives and determines what should be done to accomplish them.Organization assigns tasks, allocates resources, and coordinates work activities.Leading arouses enthusiasm and inspires efforts to achieve goalsControlling measures performance and takes action to ensure desired results.7.Managerial skills in different managerial levelsHarvard scholar Robert L Katz has classified the essential skills of managers into three categories: technical, human, and conceptual. Although all three skills are necessary for managers, he suggests that their relative importance tends to vary by level of managerial responsibility. Technical skills are very important at career entry levels.Human skills are consistently important across all the managerial levels.Conceptual skills gain in relative importance for top managers.Chapter 21.Scientific management（科学管理）Scientific management proposed by Federick W Taylor (father of scientific management)in 1911, emphasizes careful selection and training of workers and supervisory support.2.Administrative managementIn 1916, Henri Fayol published Administration Industrielle et Generale, which identifies the five "rules" or "duties" of management, which closely resemble the four functions of management.(1)Foresight(2)Organization(3)Command(4)Coordination(5)Controlmon assumption shared by classical approachesPeople at work act in a rational manner that is primarily driven by economic concerns. Workers are expected to rationally consider opportunities made available to them and do whatever is necessary to achieve the greatest personal and monetary gain.4.Behavioral management approachesThe human resource or behavioral approaches shifted attention toward the human factors as a key element in organizational performance.The historic Hawthorne studies suggested that work behavior is influenced by social and psychological forces and that work performance may be improved by better "human relations". Abraham Maslow's hierarchy of human needs introduced the concept of self- actualization and the potential for people to experience self-fulfillment in their work.(理论图见P42 Figure 3.2) Douglas McGregor urged managers to shift away from Theory X toward Theory Y thinking, which views people as independent, responsible, and capable of self-direction in their work.(理论文字见P43)Chris Argyris pointed out that people in the workplace are adults and may react negatively when constrained by strict management practices and rigid organizational structures.Maslow’s theory of needs（马斯洛的需要层次理论）马斯洛的需要层次理论5 The value chainThe value chain is a specific sequence(顺序、排序) of activities that transforms raw materials into a finished good or service.The process of organizational value chain(1)Resources and materials flow in(2)Materials received and organized for use(3)People and technology create producrs(4)Finished products distributed(5)Customers served6 Theory Z : William Ouchi（“Z理论” 威廉·大内）Theory Z describes management emphasizing long-term employment, slower promotions and more lateral job movement, greater attention to career planning and development, more use of consensus decision making and emphasis on use of teamwork and employee involvement“Z理论”管理方法的精华包括：长期雇用、缓慢提升、更多的岗位横向流动，更关注职业计划和发展，更多地使用一致通过决策制，高度强调团队合作和员工参与。
管理学 核心概念英语
Manager 管理First-line managers 基层管理者Middle managers 中层管理者Top managers 高层管理者Management 管理Efficiency 效Effectiveness 效果Planning 计划Organizing 组织Leading 领导Controlling 控制Management process 管理过程Management roles 管理角色Interpersonal roles 人际关系角色Informational roles 信息传递角色Decisional roles 决策制定角色Technical skills 技术技能Human skills 人事技能Conceptual skills 概念技能Closed systems 封闭系统Open systems 开放系统Special environment 具体环境General environment 一般环境Contingency perspective 权变观Universality of management 管理的普遍性Nonmanagerial employees / Operatives 操作者Division of labor 劳动分工Industrial revolution 产业革命Scientific management 科学管理Therbligs 基本动作元素General administrative theorists 一般行政管理理论家Principles of management 管理原则Bureaucracy 官僚行政组织、层级组织Quantitative approach 定量方法Organizational behavior (OB) 组织行为Hawthorne Studies 霍桑研究Workforce diversity 员工多样化Entrepreneurship 企业家e-business (electronic business) 电子商务e-commerce (electronic commerce) 电子贸易、电子商务Total quality management (TQM) 全面质量管理Learning organization 学习型组织Knowledge management 知识管理Workplace spirituality 团队精神Decision-making process 决策过程Decision criteria 决策标Implementation 实施Rational decision making 理性决策Bounded rationality 有限理性Satisficing 满意Escalation of commitment 承诺升级Intuitive decision making 直觉决策Well-structured problems 结构良好问题Programmed decision 程序化决策Procedure 程序Rule 规则Policy 政策Poorly structured problems 结构不良问题Nonprogrammed decisions 非程序化决策Certainty 确定性Risk 风险性Uncertainty 不确定性Directive style 指导性风格Analytic style 分析性风格Conceptual style 概念性风格Behavioral style 行为性风格Strategic plans 战略计划Operational plans 作业计划Long-term plans 长期计划Short-term plans 短期计划Specific plans 具体性计划Directional plans 指导性计划Single-use plan 单一目标计划Standing plans 标准计划Traditional goal setting 传统目标设定Means-ends chain 手段－结果链Management by objectives (MBO) 目标管理Mission 使命Commitment concept 承诺概念Formal planning department 正式计划部门Strategic management 战略管理Strategic management process 战略管理过程Opportunities 机会Threats 威胁Core competencies 核心能力Strengths 优势Weaknesses 劣势SWOT analysis SWOT分析Corporate-level strategy 公司层战略Business-level strategy 事业层战略Stability strategy 稳定战略Growth strategy 增长战略Related diversification 相关领域多元化经营Unrelated diversification 不相关领域多元化经营Retrenchment strategy 收缩战略BCG matrix BCG 矩阵波士顿咨询集团矩阵Strategic business units 战略经营单位Competitive advantage 竞争优势Cost leadership strategy 成本领先战略Differentiation strategy 差异化战略Focus strategy 集中化战略Functional-level strategy 职能层战略Environmental Scanning 环境扫描Competitor inte lligence 竞争者情报、竞争者信息Forecasts 预测Quantitative forecasting 定量预测Qualitative forecasting 定性预测Forecasting Techniques 预测技术Benchmarking 基准化、标杆Resources 资源Budget 预算Revenue Budgets 收入预算Expense Budgets 费用预算Profit Budgets 利润预算Cash Budgets 现金预算Scheduling 进度计划、规划Gantt Charts 甘特图Load Charts 负荷图PERT network 计划评审技术网络Events 事件Activities 活动Slack time 松弛时间Critical path 关键线路Breakeven analysis 盈亏平衡分析Linear programming 线性规划Project 项目Project Management 项目管理Scenario 设想方案Organizing 组织Organizational structure 组织结构Organizational design 组织设计Work specialization 劳动分工Departmentalization 部门化Functional departmentalization 职能部门化Product departmentalization 产品部门化Geographical departmentalization 地区部门化Process departmentalization 过程部门化Customer departmentalization 顾客部门化Cross-functional teams 跨职能团队Chain of command 指挥链Authority 职权Responsi bility 职责Unity of command 统一指挥Span of control 管理幅度Centralization 集权化Decentralization 分权化Formalization 正规化Mechanistic organization 机械式组织Organic organization 有机式组织Unit production 单件生产Mass production 大量生产Process production 连续生产Si mple structure 简单结构Functional structure 职能型结构Divisional structure 分部型结构Team-based structure 团队结构Matrix structure 矩阵结构Project structure 项目结构Autonomous internal units 内部自治单位Boundaryless organization 无边界组织Learning organization 学习型组织High-performance work practice 高绩效的工作实践Human resource management process 人力资源管理过程Labor union 工会Human resource planning 人力资源规划Job analysis 职务分析Job description 职务说明书Job specification 职务规范Recruitment 招聘Decruitment 解聘Selection process 甄选过程Validity 效度Reliability 信度Work sampling 工作抽样Assessment centers 测评中心Orientation 定向、导向Performance management system 绩效管理统Written essay 书面描述法Critical incidents 关键事件法Graphic rating scales 评分表法Behaviorally anchored rating scales (BARS) 行为定位评分法Multiperson comparisons 多人比较法Group order ranking 分组排序法Individual ranking 个体排序法Paired comparison 配对比较法360 degree feedback 360度反馈skill-based pay 按技能付酬Career 职业生涯、职业Organizational change 组织变革Change agents 变革推动者Organizational development (OD) 组织发展Stress 压力Creativity 创造Innovation 创新Behavior 行为Organizational behavior 组织行为学Attitudes 态度Cognitive component 认知成分Affective component 情感成分Behavioral component 行为成分Job satisfaction 工作满意度Job involvement 工作投入Organizational commitment 组织承诺Organizational citizenship ehavior (OCB) 组织公民行为Cognitive dissonance 认知失调Attitude surveys 态度调查Personality 人性Big-five model 重要的五大模型E motional intelligence (EI) 情感智商Locus of control 控制点Machiavellianism 马基雅维里主义Self-esteem 自尊Self-monitoring 自我监控Perception 知觉Attribution theory 归因理论Fundamental attribution error 基本归因错误Self-serving bias 自我服务偏见Selectivity 有选择地接受、选择性Assumed similarity 假设相似性Stereotyping 刻板印象Learning 学习Operant conditioning 操作性条件反射Social learning theory 社会学习理论Shaping behavior 行为塑造Motivation 动机Need 需要Hierarchy of needs theory 需要层次理论Physiological needs 生理需要Safety needs 安全需要Social needs 社会需要Esteem needs 尊重需要Self-actualization needs 自我实现需要Theory X X理论Theory Y Y理论Motivation-hygiene theory 激励－保健理论Hygiene factors 保健因素Motivators 激励因素Three-needs theory 三种需要理论Need for achievement (nAch) 成就需要Need for power (nPow) 权力需要Need for affiliation (nAff) 归属需要Goal-setting theory 目标设定理论Reinforcement theory 强化理论Reinforcers 强化物Job design职务设计Job scope 职务范围Job enlargement 职务扩大化Job enrichment 工作丰富化Job depth 职务深度Job characteristic model (JCM) 职务特征模型Skill variety 技能多样性Task identity 任务同一性Task significance 任务重要性Autonomy 自主性Feedback 反馈Equity theory 公平理论Referents 参照对象Expectancy theory 期望理论Compressed workweek 压缩工作周Flexible work hours 弹性工作制Job sharing 职务分担Contingent workers 应急工Telecommuting 电子通信，远程办公Pay-for performance programs 基于绩效的薪酬管理Open-book management 公开帐簿管理Leader 领导者Leadership 领导Behavioral theories 行为理论Autocratic style 权威式Democratic style 民主式Laissez-faire style 放任式Initiating structure 定规维度Consideration 关怀维度High-high leader 高－高型领导者Managerial grid 管理方格论Fiedler contingency model 菲德勒权变模型Least-preferred co-worker (LPC) questionnaire 最难共事者问卷Leader-member relations 领导者－成员关系，上下级关系Task structure 任务结构Position power 职位权力Situational leadership theory (SLT) 情景领导理论Readiness 准备状态Maturity 成熟度Leader participation model 领导者参与模型Path-goal theory 路径－目标理论Transactional leaders 事务型领导者Transformational leaders 变革型领导者Charismatic leader 超凡魅力的领导者Visionary leadership 愿景领导者Legitimate power 法定权Coercive power 强制权Reward power 奖赏权Expert power 专长权Referent power 模范权Credibility 可信度Trust 诚信、信任Empowerment 授权Interpersonal communication 人际沟通Organizational communication 组织沟通Encoding 编码Decoding 解码Channel 通道、渠道Communication process 沟通过程Nonverbal communication 非言语沟通Body language 体态语言Verbal intonation 语调Filtering 过滤Selective perception 选择性知觉Information overload 信息超载Jargon 行话Active listening 积极倾听Formal communication 正式沟通Informal communication 非正式沟通Downward communication 下行沟通、向下交流Upward communication 上行沟通、向上交流Lateral communication 平行沟通、横向交流Diagonal communication 斜行沟通、越级交流Communication networks 沟通网络Grapevine 小道信息、谣言Instant messaging (IM) 即时信息Voice mail 声音邮件Electronic data interchange (EDI) 电子数据交换Tele conferencing 电信会议Video conferencing 视频会议Intranet 内部互联网Extranet 外部互联网Control 控制Market control 市场控制Bureaucratic control 官僚组织控制、层级控制Control process 控制过程Management by walking around (MBWA) 走动式管理Range of variation 偏差范围Immediate corrective action 立即纠正行动Basic corrective action 彻底纠正行动Feedforward control 前馈控制Concurrent control 同期控制、现场控制Feedback control 反馈控制目标 mission/ objective集体目标 group objective内部环境 internal environment外部环境 external environment计划 planning组织 organizing人事 staffing领导 leading控制controlling步骤 process原理 principle方法 technique经理 manager总经理 general manager行政人员 administrator主管人员 supervisor企业 enterprise商业 business产业 industry公司 company 效果effectiveness效率efficiency企业家entrepreneur权利power职权authority职责responsibility科学管理 scientific management现代经营管理 modern operational management行为科学 behavior science生产率 productivity激励 motivate动机 motive法律 law法规 regulation经济体系 economic system管理职能 managerial function产品 product服务 service利润 profit满意satisfaction归属 affiliation尊敬 esteem自我实现 self-actualization人力投入 human input盈余surplus收入 income成本 cost资本货物 capital goods机器 machinery设备 equipment建筑 building 人际行为法 the interpersonal behavior approach集体行为法 the group behavior approach决策理论法 the decision theory approach数学法 the mathematical approach系统法 the systems approach随机制宜法 the contingency approach管理任务法 the managerial roles approach经营法 the operational approach人际关系 human relation心理学 psychology态度 attitude压力 pressure冲突conflict招聘 recruit鉴定 appraisal选拔 select培训 train报酬 compensation授权 delegation of authority协调 coordinate业绩 performance考绩制度 merit system表现 behavior下级 subordinate 偏差 deviation检验记录 inspection record误工记录 record of labor-hours lost销售量 sales volume 产品质量 quality of products先进技术 advanced technology顾客服务 customer service策略strategy结构 structure领先性 primacy普遍性 pervasiveness忧虑 fear忿恨 resentment士气morale解雇 layoff批发 wholesale零售 retail程序 procedure规则 rule规划 program预算 budget 共同作用 synergy大型联合企业 conglomerate资源 resource购买 acquisition增长目标 growth goal 专利产品 proprietary product竞争对手 rival晋升 promotion管理决策 managerial decision商业道德 business ethics有竞争力的价格 competitive price供货商 supplier小贩 vendor利益冲突conflict of interests派生政策 derivative policy开支帐户 expense account批准程序 approval procedure病假 sick leave休假 vacation工时 labor-hour机时 machine-hour资本支出 capital outlay 现金流量 cash flow工资率 wage rate税收率 tax rate股息 dividend现金状况 cash position资金短缺 capital shortage总预算 overall budget资产负债表 balance sheet可行性 feasibility投入原则the commitment principle投资回报 return on investment生产能力 capacity to produce实际工作者practitioner最终结果 end result业绩 performance个人利益 personal interest福利 welfare市场占有率 market share创新 innovation生产率 productivity利润率 profitability社会责任 public responsibility董事会 board of director组织规模 size of the organization组织文化 organizational culture目标管理management by objectives评价工具appraisal tool激励方法motivational techniques控制手段 control device个人价值 personal worth优势 strength弱点 weakness机会opportunity威胁 threat个人责任 personal responsibility顾问 counselor定量目标 quantitative objective定性目标 qualitative objective可考核目标 verifiable objective优先 priority工资表payroll追随 followership个性 individuality性格 personality安全 safety自主权 latitude悲观的pessimistic静止的 static乐观的 optimistic动态的 dynamic灵活的 flexible抵制 resistance敌对antagonism [æn'tæɡənizəm]折中 eclectic [e'klektik]激励 motivation潜意识 subconscious地位status情感 affection欲望 desire压力 pressure满足 satisfaction自我实现的需要 needs for self-actualization尊敬的需要 esteem needs归属的需要 affiliation needs安全的需要 security needs生理的需要 physiological needs维持 maintenance保健 hygiene激励因素 motivator概率probability强化理论 reinforcement theory反馈 feedback奖金 bonus股票期权 stock option劳资纠纷 labor dispute缺勤率absenteeism [,æbsən'ti:izəm]人员流动 turnover奖励 reward特许经营franchise热诚 zeal信心 confidence鼓舞 inspire要素 ingredient忠诚 loyalty奉献 devotion作风style品质 trait适应性 adaptability进取性 aggressiveness热情 enthusiasma毅力 persistence人际交往能力 interpersonal skills行政管理能力 administrative ability智力 intelligence专制式领导 autocratic leader民主式领导 democratic leader自由放任式领导 free-rein leader管理方格图 the managerial grid工作效率 work efficiency服从 obedience领导行为 leader behavior支持型领导supportive leadership参与型领导 participative leadership指导型领导 instrumental leadership 成就取向型领导 achievement-oriented leadership。
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
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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
大一管理学知识点总结英文
大一管理学知识点总结英文Management Knowledge Points Summary for FreshmenIntroduction:In the field of management, there are several fundamental concepts and theories that every freshman should be familiar with. This article aims to provide a comprehensive summary of key knowledge points in management.1. Planning:Planning is the process of setting goals, objectives, and strategies to achieve organizational success. It involves analyzing the current situation, identifying opportunities and threats, and formulating effective plans. The key elements of planning include goal setting, SWOT analysis (Strengths, Weaknesses, Opportunities, Threats), and action plan development.2. Organizing:Organizing refers to the arrangement of resources and tasks to achieve organizational objectives. This process includes designing the organization's structure, establishing job roles and responsibilities, and developing coordination mechanisms. Key concepts in organizing include specialization, departmentalization, authority, and span of control.3. Leading:Leading involves influencing and inspiring individuals to work towards achieving organizational goals. Effective leaders possess strong communication skills, motivate and empower their team members, and make informed decisions. Leadership styles, such as autocratic, democratic, and transformational leadership, are crucial in determining the success of a team or organization.4. Controlling:Controlling is the process of monitoring and evaluating performance to ensure that organizational objectives are being met. It involves establishing performance standards, measuring actual performance, comparing results, and taking corrective actions whennecessary. Key tools for control include financial reports, performance appraisals, and quality management techniques.5. Decision-Making:Decision-making is an integral part of management. It involves identifying and evaluating alternative courses of action and choosing the best solution to a problem or opportunity. Decision-making models, such as rational, bounded rationality, and intuitive decision-making, provide frameworks for making effective decisions. Factors influencing decision-making include organizational culture, ethics, and bias.6. Communication:Effective communication is essential for successful management. It involves transmitting information, ideas, and thoughts between individuals or groups. Communication can be verbal or non-verbal, formal or informal, and upward, downward, or lateral. Skills such as active listening, feedback, and body language play a crucial role in effective communication.7. Motivation:Motivation refers to the drive, desire, or willingness to put effort into achieving organizational goals. Managers need to understand different motivational theories, such as Maslow's hierarchy of needs, Herzberg's Two-Factor Theory, and Expectancy Theory, to inspire and motivate their employees. Recognition, rewards, and job enrichment are common strategies to enhance motivation.8. Teamwork:Teamwork is the collaborative effort of a group of individuals to achieve a common goal. Managers need to foster a positive team culture, establish clear roles and responsibilities, and promote effective communication within the team. The stages of team development, including forming, storming, norming, performing, and adjourning, are important to consider in managing teams.Conclusion:Understanding and applying these management knowledge points is crucial for freshmen in their pursuit of a successful career in management. This summary provides a solid foundation for further exploration and application of management theories and practices. Bymastering these knowledge points, freshmen can enhance their managerial skills and contribute to organizational success.。
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第一章1.管理职能：计划、组织、领导、控制。
management functions: planning、organizing、leading、controlling.2.管理角色（management roles）、①人际关系角色：挂名首脑、领导者、联络者Interpersonal：figurehead、leader、liaison②信息传递角色：监听者、传播者、发言人Informational: monitor、disseminator、spokesperson③决策制定角色：企业家、混乱驾驭者、资源分配者、谈判者Decisional: entrepreneur、disturbance handler、resource allocator、negotiator3、管理技能（management skills）概念技能、沟通技能、效果技能、人际技能Conceptual、communication、effectiveness、interpersonal4、组织的特点①有明确的目的（distinct purpose）②有人员构成（people）③有精细的结构（deliberate structure）第二章1、管理理论（management theories）：科学管理（scientific management）一般行政管理理论（general administrative theorists）定量方法（quantitative approach）组织行为（organizational behavior）系统观（systems approach）权变理论（contingency approach）第三章1、管理万能论（omnipotent view of management）管理象征论（symbolic view of management）2、组织文化的七个维度（dimensions）关注细节，成果导向，员工导向，团队导向，进取性，稳定性，创新与风险承受力Attention to detail, outcome orientation, people organization, team organization， aggressiveness， stability，innovation and risk taking 3、文化传播给员工的途径：故事，仪式，有形信条，语言Stories，ritual，material symbols，language4、创新的文化的特点①．挑战与参与（challenge）②. 自由（freedom）③. 信任和开发（trust and openness）④. 计划时间（idea time）⑤. 幽默（playfulness/humor）⑥. 冲突解决（conflict resolution）⑦. 讨论（debates）⑧. 冒险（risk taking）第六章1、决策制定过程（the decision-making process）①.识别决策问题（identification of a problem）②.确定决策标准（identification of decision criteria）③.为决策标准分配权重（allocation of weight to criteria）④.开发备份方案（development of alternatives）⑤.分析备份方案（analysis of alternatives）⑥.选择备择方案（selection of an alternatives）⑦.实施备择方案（implementation of the alternatives）⑧.评估决策结果（evaluating decision effectiveness）2、决策制定的错误（decision-making errors and biases）：自负（overconfidence）后见（hindsight）自利型（self-serving）沉没成本（sunk costs）随机性（randomness）典型性（representation）有效性（availability）框架效应（framing）证实（confirmation）选择性认知（selective perception）锚定效应（anchoring effect）即时满足（immediate gratification）4、计划工作（planning）：①、定义组织目的（defining the organization’s goals）②、制定全局战略（establishing an overall strategy）③、开发一组广泛的相关计划（developing plans）5、计划的目的（purposes of planning）:①、它给出了管理者和非管理者努力的方向（planning provides direction to managers and nonmanagers alike）②、它通过迫使管理者具有前瞻性来降低不确定性（planning reduce uncertainty by forcing managers to look ahead, anticipate change, consider the impact of change, and develop appropriate responses）③、计划可以减少活动的重复和浪费（planning minimizes waste and redundancy）④、计划设定目标和标准，可以用于控制（planning establishes the goals or standards used in controlling）6、计划和绩效（planning and performance）①正式的计划工作通常带来较高的绩效、较高的资产回报率，以及其他积极的财富Formal planning is associated with positive financial results such as higher profits, higher return on assets, and so forth.②计划工作的质量以及实现计划的适当措施，通常要比计划工作本身对绩效的贡献更大Doing a good job of planning and implementing those plans play a bigger part in high performance than does the extent and amount of planning done.③正式计划并不必然的导致至高绩效，外部环境的影响通常是更关键的Formal planning didn’t lead to higher performance, the external environment often was the culprit.④计划与绩效的关系还受到计划时间结构的影响。
一般的组织要改进它的绩效，至少需要四年期的系统性的正式计划工作。
The planning/performance relationship seems to be influenced by the planning time frame; that is, organizations seem to need at least four years of systematic formal planning before seeing any impact on performance.7、计划工作的两个重要因素（planning involves 2 important elements）目标（goals）计划（plans）9、目标设定的步骤（steps in goal setting）①审视组织的使命（review the organization’s mission, the purpose of an organization）②评估可获得的资源(evaluate available resources)③考虑相关因素(determine the goals individually or with input from others)④写下目标且与相关人员沟通（write down the goals and communicate them to all who need to know）⑤评估结果判断目标是否达到（review results and whether goals are being met）10、对计划工作的批评（criticisms of planning）①计划可能会造成刚性（planning may create rigidity）②动态环境是难以计划的（plans can’t be developed for a dynamic environment）③正式计划不能代替直觉和创造性（formal plans can’t replace intuition and creativity）④计划工作者有可能将管理者的注意力集中在今天的竞争而不是明天的生存上（planning focuses manager s’ attention on today’s competition, not on tomorrow’s survival）⑤正式的计划会强化成功，但也会因此导致失败（formal planning reinforces success, which may lead to failure）⑥仅有计划是不够的（just planning isn’t enough）11、动态环境下有效的计划工作（effective planning in dynamic environment）①开发的计划既具体又灵活（develop plans that are specific but flexible）②计划工作是一个持续的过程（planning is an ongoing process）③在环境发生变化是改变前进的方向（change directions if environmental conditions warrant）④努力坚持规划（persistence in planning efforts）⑤将组织结构扁平化（flattening the organizational hierarchy）第十章1、组织设计的六要素（involves decisions about six key elements）工作专门化（work specialization）部门化（departmentalization）指挥连（chain of command）管理跨度（span of control）集权与分权（centralization and decentralization）正规化（formalization）2、部门化（departmentalization）职能部门化（functional-）产品部门化（product-）过程部门化（process-）地区部门化（geographical-）顾客部门化（customer-）跨职能团队（cross-functional teams）3、组织形式（two organizational forms）机械式组织（mechanistic organization）有机式组织（organic organization）4、权变因素（contingency factors）战略（strategy）规模（size）技术（technology）文化(culture)环境不确定性（degree of environmental uncertainty）5、常见的组织设计（common organizational designs）①传统的组织设计（traditional organizational designs）简单结构（simple structure）职能型结构（functional structure）事业部型结构（divisional structure）②现代的组织设计（contemporary organizational designs）团队结构（team structure）矩阵-项目结构（matrix-project structure）无边界组织（boundaryless structure）第十一章1、沟通的定义：传递（transfer）理解（understanding）2、沟通的类型：人际沟通(interpersonal-)组织沟通（organizational）3、沟通的功能（functions of communication）①沟通可以通过几种不同的方式来控制员工的行为Communication acts to control employee behavior in several ways.②沟通可以激励员工Communication encourages motivation.③共同提供了一种释放情感的情绪表达机制，并满足了成员的社会需要Communication provides a release for emotional expression of feelings and for fulfillment of social needs.④沟通可以为个人和群体提供决策所需的信息Communication provides information that individuals and groups need to get things done.4、沟通过程（communication process）信息源（communication source）信息（the massage）编码（encoding）通道（the channel）解码（decoding）接受者（the receiver）反馈（feedback）① 外部力量（external forces ）1）市场力量（the marketplace ）2）技术（technology ）3）政府的法律法规是变革微不足道的推动力（governmental laws and regulations are a frequent impetus for change ）4）劳动力市场的波动（the fluctuation in labor markets ）5）经济变化（economic changes ）② 内部力量（internal forces ）1）组织战略的重新制定或修订A redefinition or modification of an organization ’s strategy2）劳动力队伍是很少改变的（An organization’s workforce is static.3）新设备的引进The introduction of new equipment represents.4）员工的态度Employee attitudes2、变革过程的两种不同观点（2 views of the change process）①风平浪静观（the calm waters metaphor）1)解冻（unfreezing）1.增强驱动力（increasing the driving forces）2.减弱制约力（decreasing the restraining forces）2)变革（changing）3)再冻结（refreezing）②急流险滩观（white-water rapids metaphor）与日益有信息、思想和知识主导的新时代的动态环境相适应It’s consistent with a world that’s increasingly dominated by information,ideas, and knowledge.3、变革的类型（types of change）结构变革（changing structure）技术变革（changing technology）人员变革（changing people）4、变革的原因①变革使已知的东西变成模糊不清和不确定的Change replaces the known with ambiguity and uncertainty.②我们出于习惯地做出事情We do things out of habit.③担心失去已有的The fear of losing something already possessed.④有人顾虑变革不符合组织的目标和利益A person believes that the change is in compatible with the goals and interestsof the organization.5、对应变革阻力的策略教育和沟通（education and communication）参与（participation）促进与支持（facilitation and support）谈判（negotiation）操纵与合作（manipulation and co-optation）强制（coercion）挑选接受变革的员工（selecting people who accept change）6、变革最可能发生的条件①大规模危机出现（a dramatic crisis occurs）②领导职位易人（leadership changes hands）③组织新而小（the organizations young and small）④文化力弱（the culture is weak）6、减缓压力（reducing stress）①管理者应该确保选定的人员具有与职务要求相对应的能力Managers need to make sure that an employee’s abilities match the jobrequirement.②甄选过程中切合实际的工作介绍会减少对工作期望认识的模糊产生的压力A realistic job preview during the selection process can minimize stress byreducing ambiguity over job expectations.③职务再设计Job redesign7、提高变革成功可能性的方法①把注意力集中在使组织做好变革的准备上Focusing on making the organization ready for change②理解他们自己在过程中的职责Understanding their own role in the process③增加员工个人的职责Increasing the role of individual employees8、成功进行变革的因素①利用变革Embracing change②认清自己在过程中的重要职责Recognize their own important role in the process③需要组织全员的参与Making change happen successfully revolves around getting all organizational members involved9、激发组织创新的三个因素（3 sets of variables of stimulate innovation）①结构（structure variables）1）有机结构对创新有正面的影响Organic structure positively influence innovation2）拥有富足的资源能为创新提供另一重要的基石The easy availability of plentiful resources provides a key building blockfor innovation3）单位间密切的沟通有利于克服创新潜在的障碍Frequent interunit communication helps break down barriers toinnovation4）创新性组织试图将创新活动的时间压力最小化，而不管是否身处激流险滩型环境Innovative organizations try to minimize extreme time pressure oncreative activities despite the demands of white-water-rapids-typeenvironments5）当一个组织的结构为源于工作和非工作的创造提供明确的支持时，雇员的表现会更具有创造性When a organization’s structure provided explicit support for creativityfrom work and nonwork sources, an employee’s creative performancewas enhanced②文化（cultural variables）③人力资源实践（human resource variables）10、充满创新精神组织的特征①接受模棱两可（acceptance of ambiguity）②容忍不切实际（tolerance of the impractical）③接受外部控制少（low external controls）④接受风险（tolerance of risk）⑤容忍冲突（tolerance of conflict）⑥注重结果甚于手段（focus on ends rather than means）⑦强调开放系统（open-system focus）⑧正面反馈（positive feedback）4、影响群体的外部环境组织战略（the organization’s strategy）权力结构（authority relationships）正式规章制度（formal rules and regulations）人事录用标准（employee selection criteria）可获得的组织资源（availability of organizational resources）组织绩效管理系统（the organization’s performance management system and culture）文化和群体所在空间的总体布局（general physical layout of the group’s work place）5、群体成员资源（group member resources）群体成员的知识（member’s knowledge）个人能力（abilities）技能（skills）人格特质（personality）6、群体结构（group structure）角色（roles）规范（norms）遵从（conformity）地位系统（status systems）群体规模（group size）群里内聚力（group cohesiveness）正式领导（formal leadership positions）7、社会惰化的原因（what causes social loafing effect）①群体成员相信其他人没有尽到应尽的责任It may be due to belief that others in the group are not carrying their fair share②责任扩散The dispersion of responsibility8、群体运行过程（group processes）群体决策（group decision making）冲突管理（conflict management）9、群体决策的优势①．提供更全面完整的信息和知识(generate more complete information and knowledge)②．产生更多样化的备选方案(generate more diverse alternatives )③．增加解决方案的可接受性（increase acceptance of a solution）④．增强合理性（increase legitimacy）10、群体决策的劣势①．花费时间（time consuming）②．少数人控制局面（minority domination）③．遵从压力（pressures to conform）④．责任不明（ambiguous responsibility）第十六章1、早期的动机理论①马斯洛的需要层次理论（Maslow’s Hierarchy of needs theory）自我实现需要←尊重需要←社交需要←安全需←生理需要②麦格雷文的X、Y理论（McGregor’s theory X and Y）X理论：消极的人性观念（a negative view of people）Y理论：积极的人性观念（a positive view of people）③赫兹伯格的双因素理论（Herzberg’s Two-Factor Theory）内部因素（激励因素）与工作满意有关，外部因素（保健因素）与工作不满意度有关。