现代管理学(英文) 教学课件Chapter 1 INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS
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
管理英语第一单元讲义01
Unit 1 Management FunctionsTeacher:Class Profile:Estimated time: 500 minutes in 10 periodsI Unit Objectives1. Students can fully understand the main ideas of the two reading passages aboutmanagement functions, successfully answer the comprehension questions, andindependently finish the language exercises.2. Students can identify the major elements of business letters and do simulated writingusing the common sentence structures learned from the samples.3. Students can understand conversations about establishing business relationship.4. Students can use recommended expressions to talk about establishing businessrelationship.5. Students can use the materials in this unit and those from other resources to accomplishin groups the field work project on management functions and then present the work inclass.II Materials and/or Equipment Needed1.English for Management2.Overhead projectorputerIII Unit ArrangementPeriods 1-3: Reading APeriods 4: Reading BPeriods 5-6: Simulated WritingPeriods 7-8: Listening and SpeakingPeriods 9-10: Field Work PresentationIV Teaching ProceduresPeriods 1-2 Reading A1.Introduction to Unit field work and lead-in to Reading A 10 min.a.Describe a situation where management functions are involved and introduce thefield work project by saying, for example:Hello, class. If you were the manager of a business company, what would you do tokeep your company running in the best possible state? Well, here is a chance foryou to find it out. You have about two weeks while we are learning this Unit, toaccomplish a field work project, which means a research task you do outside theclass. You are going to do it in groups. After two weeks, you are supposed topresent your work in class.b.Ask students to:-search the library or the Internet for information about cash management;-make a list of questions and use them to interview entrepreneurs about cash management;-write a report about what you have found and prepare for an in-class presentation.c.Lead in to Reading A by saying, for example:As the first step of your field work project, you may get some basic ideas aboutmanagement functions by going through Reading A.2. Pre-reading activities 20 min.Activity 1 Brainstorminga. Students work with partners and list some words relevant to “ManagementFunctions”b.Invite some students to give their list and provide the suggested list below ifnecessary:orders, sipping tea/coffee, chatting, newspapers, making plans…3. In-reading activities 40 min.Activity 1 Individual work: finding out the difficultiesa. Students read the text with attention to possible language difficulties and specialterms.b. Students raise questions concerning the difficulties found while reading.c. Encourage students to join in the explanation of difficult points.d. Then ask some more questions relevant to the paragraphs.Paragraph one:- How many functions does a manager perform according to Henri Fayol?- What functions do managers usually perform?- What are the functions mentioned in the two professors' textbook?- What is the author going to discuss in the following paragraphs?Paragraph two:- What does the planning function involve?- What’s the role of management in an organization?Paragraph three:- What is function organizing?- What does function organizing include?Paragraph four:-What is the function of leading?-What is management’s job?Paragraph five:- What is the final function of management?- Why is controlling function necessary?d. Comment on students’ performance.Activity 2 Pair work: reviewing the expressionsa. Students work in pairs with one reading out language points or special terms andthe other making a sentence, paraphrasing or translating.b. Monitor the work and provide help if necessary.Activity 3 Group work: getting the ideasa. Students work in groups to discuss- the different areas of management (hints: marketing, operation, human resources, finance, information);- the details of management functions.b. Group representatives report about their work.c. Invite peer comment and give feedback.Possible difficulties in Reading A- They plan, organize, command, coordinate, and control.coordinate: v. to harmonize in a common action or efforte.g. coordinating the moving parts of a machine; coordinate the colors of adesign.- Let’s briefly define what each of these functions encompasses.encompass: vt. to constitute or includee.g. a survey that encompassed a wide range of participants.- ..., and developing a comprehensive hierarchy of plans to integrate and coordinate activities.integrate: vt. to make into a whole by bringing all parts together; unify.e.g. integrated the new procedures into the work routine.- ..., they are engaging in leading.engage in: take part in or be occupied in sth.e.g. I have no time to engage in gossip.4. Post-reading activities30 min.Activity 1 Individual work: reviewing the ideasa. Students read the passage again and point out the main idea of each paragraph.b. Invite some students to present their work.c. Give comments and refer them to exercise I for the topic sentences of someparagraphs.Activity 2 Group work: learning more expressionsa. Students work in groups and discuss the expressions listed in exercise III.b. Students try to make sentences using the expressions.c. Student present the group work.d. Comment on group performance.5. Assignmenta. Students finish exercises III-VII based on what they have learned in Reading A.b. Students preview Reading B.c. Students spare some time for the field work project.Periods 3-4 Reading A (continued) and Reading B1. Reading A consolidating exercises 50 min.Activity 1 Individual work: dictationa. Books closed.b. Read out some words, phrases or sentences learned in Reading A and students writethem down.* Dictation materials for reference:- coordinate, formulate, framework, integrate, manage, motivate subordinate, be responsible for, management control, strategymanagement by objectives, management competencemanagement inventory form, management of trades, management principle - When managers motivate subordinates, direct the activities of others, select the most effective communication channel, or resolve conflicts among members, theyare engaging in leading.- This process of monitoring, comparing, and correcting is what we mean by the controlling function.c. Use overhead projector to check the work of some students or do peer-editing, i.e.ask students to check the work of fellow students.Activity 2 Individual work: translating expressionsa. Books closed.b. Use overhead projector to put the table in exercise VI on the screen and invitestudents to finish it off hand.c. Check answers and explain if necessary.d. Lead in to Reading B.Activity 3 Group work: making sentencesa. Students work in groups and make sentences using expressions from exercise Vand VII.b. Students present their work.c. Comment on student performance.2. Reading B 50 min.Activity 1 Individual work: finding out the difficultiesa. Students read the text with due attention to possible language difficulties andspecial terms.b. Students raise questions concerning the difficulties found while reading.c. Encourage students to join in the explanation of difficult points.d. Comment on students’ performance.Activity 2 Pair work: reviewing the expressionsa. Students work in pairs with one reading out language points or special terms andthe other making a sentence, paraphrasing or translating.b. Monitor the work and provide help if necessary.Activity 3 Group work: getting the ideasa. Students work in groups to discuss the letter of appointment and try to find out themain idea.b. Group representatives report about their work.c. Invite peer comment and give feedback.3. Assignmenta. Students finish exercises VIII and X.b. Students preview simulated writing.Periods 5-6 Simulated Writing1. Sample reading and simulated writing 100 min.Activity 1 Pair work: identifying the elements of a business lettera. Students read the sample business letter with attention to possible languagedifficulties and special terms.b. Students work in pairs to identify the major elements of a business letter.c. Monitor the work and provide help if necessary.d. Ask some students to present their work.Activity 2 Individual work: translating the business letter into Chinesea. Ask students to translate the business letter (Sample 2) into Chinese.b. Guide students if necessary.c. Provide the key to the exercises.Activity 3 Group work: writing a business lettera. Students read the sample business letter again.b. Write a business letter using the common sentence structures learned form thesamples.c. Group representatives report about their work using overhead projector ifnecessary.d. Invite peer comment and give feedback.2. Assignmenta. Students finish exercises III-V.b. Students practice the typical sentences and expressions in writing business letters.Periods 7-8 Listening and Speaking1. Listening 50 min.Activity 1 Individual work: understanding the dialoguesa. Books closed.b. Students listen to the dialogues on the tape and take notes.c. Books open.d. Students listen to the dialogues again and pinpoint important topic-relatedexpressions and special terms.e. Students ask questions concerning difficult points in the dialogues.f. Explain the difficult points.h. Students listen to the dialogues for the third time.Activity 2 Pair work: translating important expressions or sentencesa. Students work in pairs with one picking out some expressions or sentences fromthe dialogues and the other translating them to Chinese.b. Monitor students’ work and give help if necessary.c. Invite some pairs to present their work.d. Comment on student s’ work.2. Speaking 50 min.Activity 1 Pair work: role-playing the dialoguesa. Students work in pairs and role-play the dialogues.b. Invite some pairs to present their work.c. Comment on students’ performance.Activity 2 Pair work: role-playing the dialogue in exercise IVa. Students work in pairs and study the given situation and suggested expressions.b. Students prepare for the role play.c. Invite some pairs to present the dialogue.d. Comment on students’ performance.3. Assignmenta. Students finish exercises II and III.b. Students practice the expressions and patterns concerning establishing businessrelationship.Periods 9-10 Field Work Presentation 100 min.a.Each group gives a presentation in front of the class.b.Ss who are listening take notes or complete a student assessment form.c.Elicit peer comments on group performance.d.Give feedback.。
《现代管理学》第3版课件第1章
国家一流课程
2. 公司宗旨 公司宗旨旨在阐述公司长期的战略意向，其具体内容主要 说明公司目前和未来所要从事的经营业务范围。 美国学者德鲁克（Drucker F．）认为，提出“公司的业 务是什么”，也就等价于提出了“公司的宗旨是什么”。公司 的业务范围应包括企业的产品（或服务）、顾客对象、市场和 技术等几个方面。
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综上，管理活动的必要性体现在以下五个方面：
①管理可有效协调分工 ②管理可有效配置资源 ③管理可有效整合资源 ④管理可促进技术转化 ⑤管理有效形成生产力
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第一节 管理活动 二、管理的概念与特征 在漫长的管理理论和实践发展过程中，人们基于自己对管 理的认识，对管理的定义作出了各种不同的描述。这不仅是 因为管理的渊源太久，而且因为管理的内涵非常丰富。管理 活动贯穿于人类的全部活动，但人们对管理的认识差异很大， 至今对管理的概念都没有统一的认识。 以下列举管理学史上知名学者与专家对管理下的定义：
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（二）管理目标
➢ 综合性。管理既要实现组织效益最大化，还要最大限度地 确保员工个体发展。
➢ 可分性。管理目标在规范管理行为、管理活动过程中，可 分解为各管理层次、各专业职能管理、各方面的具体管理 目标与任务。
➢ 阶段性。管理目标的实现存在时序性，因各个时期不同的 主客观条件制约而呈现出阶段性，分目标的实现是总目标 实现的基础。
公司目标是一个体系。建立目标体系的目的是将公司的业 务使命转化成明确具体的业绩目标，从而使得公司的进展有一 个可以测度的标准。
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（二）管理者及其分类
➢ 按所处的管理层次进行分类。把各种不同的管理层次抽象 为三个基本的管理层次，即高层管理者、中层管理者和基 层管理者。
管理学基础双语课件第一章
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1–15
EXHIBIT 1–6 Distribution of Time per Activity by Organizational Level
Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll, “The Job(s) of Management.” Industrial Relations 4, no. 2 (1965), p. 103.
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1–4
EXHIBIT 1–1 Common Characteristics of Organizations
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1–5
People Differences
• Operatives
➢ People who work directly on a job or task and have no responsibility for overseeing the work of others.
• Middle Managers
➢ Individuals at levels of management between the first-line manager and top management
管理学原理 英文版 第一章
1-9
什么是管理？
• 管理
– 通过与其他人共同努力，既有效率又有效果地 把事情做好的过程
• 效果
– 是指做正确的事，通过做这些工作任务从而帮 助组织达到既定目标
• 效率
– 关注的是方法，即有效地使用人员、资金和设 备
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Chapter
管理者与管 理
Copyright © 2011 机械工业出版社华章公司.
学习目标：
• • • • • 识别谁是管理者以及他们在哪里工作 定义什么是管理 描述管理者的工作 解释为什么学习管理非常重要 描述重新塑造和重新定义管理的要素
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1-31
为什么对管理者工作来说创新很重要？
• “再也没有比不创新 更具风险了”
• 创新不只是对高技术 公司重要，而是所有 类型的组织所必须的。
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
1-32
历史单元
1-8
管理者在组织中的称谓是什么？
• 高层管理者
– 负责制定与组织发展方向有关的决策 – 总裁、副总裁、首席执行官
• 中层管理者
– 管理另外一些管理者 – 例如，地区经理、部门经理
• 基层管理者
– 负责指导非管理类员工
– 例如，主管、团队领导
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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。
现代管理学课件
理化。
主要内容：制定科学的作业方法、标准化原理、计件工资制、
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劳资关系等。
组织行为学理论
代表人物
赫茨伯格、马斯洛等
核心思想
研究组织中人的行为与心理对管理的影响。
主要内容
激励理论、群体动力学、组织文化等。
领导力理论
代表人物
德鲁克、科特等
核心思想
强调领导者在组织中的重要性，以及领导力对组织绩效的影响。
激励员工
通过激励手段，激发员工的积极性和创造力 ，提高员工的工作效率。
决策指挥
在关键时刻，能够迅速做出决策，指挥员工 按照计划完成任务。
控制职能
制定控制标准
根据组织的计划和目标，制定合理的控制标准， 确保组织的稳定发展。
信息反馈
建立有效的信息反馈机制，及时了解员工的工作 情况和组织的运行状况。
ABCD
人力资源管理实践
总结词
人力资源管理实践是指将人力资源管理理论应用到实际管理过程中的活动。
详细描述
人力资源管理实践包括招聘和选拔、培训和发展、绩效管理和薪酬福利等环节 。通过实践，管理者可以更好地理解人力资源管理的理论和方法，提高人力资 源管理的效果和效率。
市场营销管理实践
总结词
市场营销管理实践是指将市场营销理论应用到实际管理过程中的活动。
人，确保组织的正常运转。
制定规章制度
制定各项规章制度，规范组织内部的管理和 运作。
组织文化建设
培育积极向上的组织文化，增强员工的归属 感和凝聚力。
领导职能
明确目标
明确组织的目标和任务，为员工提供清晰的 工作方向。
沟通协调
与员工保持良好的沟通，及时了解员工的需 求和意见，协调各方面的关系。
现代管理学知识概述(ppt 61页)PPT学习课件
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不确定性意味着管理者没有足够的有关 环境变化的信息，从而难以了解环境和预测 未来变化。管理者的一项重要工作就是要弄 清楚组织环境中到底有多少能够给企业提供 机会或造成威胁的力量。
组织环境的不确定性由两个相关因素引 起：环境变化的程度及环境的复杂程度。
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4.1.3技术力量（Technological Forces）：
巨大的科技进步，将改变以往的“游戏规 则”，每一个企业都必须确定自己的应对策略。
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4.1.4 社会文化力量(Sociocultural Forces)：
不仅包括人口因素，还包括社会的准则、习惯 以及整个社会所持有的价值观。
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任务环境包括那些对管理者的日 常工作产生影响的因素，它与组织的 相关程度较高，直接影响组织的日常 经营和绩效。例如，企业的竞争者、 供应商和顾客等。
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组织还有其内部环境，它是由处于组 织内部的要素构成的，如雇员、管理模式， 特别是组织的文化，它由组织内部共享的价 值观、规章制度、规范条例、风格特征等内 容构成。组织文化不仅决定了组织内部雇员 的行为方式，而且决定了组织对外部环境适 应能力的高低。
4.1.5 政治和法律力量（Political and Legal
Forces）： 指的是地方、中央政府所制定的政策、法律法
规及政府的政治活动对企业行为的影响。
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4.2 具体（任务）环境
具体环境是与组织实现其目标直接 相关的那部分环境，即直接影响企业经 营的那些因素。它是由对组织绩效产生 积极或消极影响的关键顾客群或要素组 成的。一般包括供应商、客户或顾客、 竞争者、政府机构及特殊利益集团。
现代管理学---罗珉ppt
第一章导论我拥有六个忠诚的仆人，他们会教我一切。
他们的名字是：什么(what)，为什么(why)，何时(when)，如何做(how)，何处(where)及何人(who)。
——Rudyard Kipling 何为管理学？●管理学(Management)是一门跨学科的边缘科学和应用科学，融合社会科学领域的社会学、心理学、行为科学、人类学、政治学和经济学的知识和自然科学领域的数学、统计学、信息学、工业工程学、计算机科学和其它科技取向学科的知识。
●管理学所探讨的是组织机构本身有关的管理问题，它包括组织内的管理者、管理者与下属、组织的行为、组织与组织之间以及组织与外部环境之间的关系等。
本章学习概要●管理学学科体系●管理学主要流派●管理学的统一●管理理论研究的热点●管理学应用的热点课题第一节现代管理学的学科体系●从广义上讲，包括了组织机构的管理职能，和企业组织的营运职能，如市场营销、人力资源、会计、财务、生产与作业等。
●从狭义上讲，主要探讨组织机构资源的有效配置和利用、组织结构的设计、员工的行为和激励问题以及组织的战略问题等。
本课件的管理学指的是狭义的管理学。
美国管理学会(Academy of Management) 的分类：企业政策与战略组织的发展与变革冲突管理管理的社会事项人力资源管理组织的沟通与信息系统创新与创业国际企业管理组织理论管理教育的发展组织行为管理咨询等我国有关管理学学科体系的传统分类：●我国管理学界受职能（或过程）学派亨利·法约尔及管理过程学派哈罗德·孔茨的影响，我国现今的管理学研究是从职能角度出发的，大多数管理学教科书都沿用管理职能（或过程）学派的体系。
●我国传统的管理学主要是指组织机构的管理职能，如计划或战略、决策、组织、控制、领导、激励、人事、创新、协调和组织的发展等。
第二节管理学的主要理论流派●二次大战前管理学著作大多出自实际工作者（泰罗、法约尔、穆尼、巴纳德等）之手，管理理论家对管理学的研究少有建树。
管理专业英语完整版PPT培训课件
Scientific management: This theory emphasizes the use of scientific methods to improve work efficiency and productivity It emphasizes the standardization of work processes, the use of time and motion studies, and the development of job descriptions and instructions
Analysis
目录
• Improvement of Management Professional English Application Ability
• Summary and Outlook
目录
01
Introduction
Training objectives and significance
Organization development
Organization development is a management approach that emphasizes changes and development in organizations It uses a variety of techniques to help organizations improve their performance, including team building, training, and reconstruction
Overview of Training Content
Management related English documents
罗宾斯《管理学》第十版 英文课件 第一章
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–5
Classifying Managers
• First-line Managers
Individuals who manage the work of non-managerial employees.
• Middle Managers
Individuals who manage the work of first-line managers.
• Top Managers
Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
1–11
What Managers Do?
• Three Approaches to Defining What Managers Do.
Functions they perform. Roles they play. Skills they need.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–8
What Is Management?
• Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
现代管理学PPT课件
领导职能
指挥与决策
作为领导者，需要具备高瞻远瞩 的视野和果断的决策能力，为组 织指明方向。
建立信任
领导者应通过诚信和专业素养建 立与员工的信任关系，增强组织 的凝聚力。
沟通协调
领导者需要具备良好的沟通协调 能力，化解矛盾，促进团队协作。
激励与培训
领导者应关注员工成长和发展， 通过激励和培训提高员工的工作 积极性和能力。
国际贸易与合作
全球化使得国际贸易和合 作成为企业发展的重要方 向，企业需要具备全球化 的视野和战略。
人力资源管理
全球化背景下，企业需要 具备国际化的人力资源管 理理念和方法，以吸引和 留住优秀人才。
可持续发展与绿色管理
企业社会责任
可持续发展要求企业不仅要追求经济效益，还要承担社会责任， 关注环境保护和社会公益事业。
云计算技术为企业提供了灵活、高效 的数据存储和处理方式，对企业管理 方式产生深远影响。
数字化转型
数字化转型已经成为企业发展的重要 趋势，数字化管理将提高企业的运营 效率和决策准确性。
全球化背景下的管理挑战
01
02
03
跨国企业经营管理
在全球化的背景下，跨国 企业的经营管理面临诸多 挑战，如文化差异、法律 法规差异等。
控制职能
制定标准
根据组织目标和计划，制定具 体的工作标准和考核指标。
监控执行
对组织运行过程进行实时监控 ，确保各项工作按照计划和标 准进行。
偏差纠正
当发现实际工作与计划和标准 存在偏差时，及时采取措施进 行纠正。
绩效评估
定期对员工和部门工作绩效进 行评估，为奖惩、培训等提供
依据。
Part
04
管理实践与挑战
现代管理学第一章课件
现代管理学客观题主观题单选多选判断说明题简答题论述题案例分析题25*15*25*35*61*101*10相信直觉熟记正确的肯定错误的改正精炼答点适当拓展结合案例分析考试分值1 2 3 4when （选择）who （选择）where （选择）why （简答、论述）5what （简答、名词解释）how （简答、论述、案例分析）5个“W”，一个“H”第一章管理与管理学管理概述01一、管理的含义 P421、管理起源于人类的共同劳动，凡是有人类生活的地方就必然有管理。
（单选、判断）2、管理：在社会活动中，一定的人或组织依据所拥有的权力，通过一系列的职能活动，对人力、物力、财力及其他资源进行协调或处理，以达到预期目标的活动过程。
（单选）史前人类社会管理的特点资本主义社会的管理的特点前资本主义国家的管理的特点现代管理的特点二、管理的历史发展1、史前人类社会管理的特点 （简答）（1）习惯化的管理方式：依赖于传统（2）原始民主的管理制度 ：部落首领（3）简单的管理机构：氏族组织（4）人格化的管理权力：人格魅力（5）单一的公共事务管理：谋取生活资料（1）管理阶层兴起、管理成为政治统治的手段（2）管理内容趋于复杂，管理权力开始分化（3）管理制度产生，但在管理中的作用受到限制（古巴比伦：《汉穆拉比法典》）（4）管理思想提出，但经验管理仍占主导地位（古希腊柏拉图的《理想国》、亚里士多德的《政治学》、孔子的《论语》、孙武的《孙子兵法》、司马迁的《史记》）（2）实行分权管理（3）崇尚法制管理（4）经济管理成为管理的重点4.现代管理的基本特点 P46（多选、简答）（1）系统化管理（2）民主化管理（3）科学化管理（4）法治化管理（5）以人为本（6）追求效率三、现代管理领域的划分 P47现代管理分为公共管理和私人管理两大领域公共管理指各类公共组织对国家和社会公共事务的管理，比如公共行政管理、非政府公共组织的管理；私人管理指社会成员对个人事务和私人领域的自主性、自治性管理，比如家庭管理、私人企业管理、私人事务所管理等。
《现代管理学》全套课件
知识管理理论
知识的获取、存储、共享 和创新是组织持续竞争优 势的源泉。
当代管理思想
学习型组织
彼得·圣吉的《第五项修炼》，倡 导组织学习和知识创新。
精益管理
通过消除浪费和持续改进，实现 组织效率和效益的最大化。
敏捷管理
快速响应市场变化，灵活调整组 织结构和业务流程，保持竞争优 势。
战略管理
制定和实施组织战略，明确目标、 分析环境、配置资源、评估绩效，
管理学的研究对象
管理学的研究对象包括各种类型的组织 （如企业、政府、非营利组织等）以及这 些组织内部的管理活动。它关注组织的目 标设定、计划制定、资源配置、领导激励、 控制评估等方面的问题。
VS
管理学的研究方法
管理学的研究方法包括定性研究和定量研 究两大类。定性研究主要通过访谈、观察、 案例分析等方法收集和分析非数值型数据， 以揭示管理现象的内在规律和本质特征； 定量研究则运用数学、统计学等工具对数 值型数据进行处理和分析，以验证管理理 论和假设的可靠性。
培训需求分析
通过调查、访谈等方式， 了解员工和组织的培训需 求。
培训计划制定
根据培训需求，制定培训 计划，包括培训内容、方 式、时间和地点等。
培训实施与评估
按照培训计划进行培训， 并对培训效果进行评估， 不断改进和完善培训计划。
绩效管理
绩效计划制定
根据组织目标和岗位职责，制定 绩效计划，明确考核标准和权重。
管理学的发展
管理学经历了古典管理理论、行为科学理论、现代管理理论等 发展阶段，逐渐形成了完整的学科体系。随着科技的进步和全 球化的加速，管理学不断面临新的挑战和机遇，也在不断发展 和创新。
现代管理学的特点与趋势
现代管理学的特点
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)
现代管理学：第一章
3 高层管理者处于组织管理中的最高位置;对组织负有 全面的责任;其主要任务是决策;决定一个组织的大政 方针;同时也沟通组织与外界的交往联系;他很少从事 于具体的事务性的工作;而把精力放在组织全局性或 战略性的问题上去 如公司的董事长;学校的校长 行政 机关的首脑等
三 管理者角色 ㈠亨利·明茨伯格的管理者角色理论 1 主要内容 20世纪60年代初期;通过对5名总经理的工作进行了一
现代行为科学研究认为;缺乏管理欲的人是不可能敢 作敢为的 因此;管理愿望是决定一个人能否学会并运 用管理基本技能的主要因素
作为一名管理者;除了要有强烈的管理意愿外;还要有 良好的精神素质;即要具有创新精神 实干精神 合作 精神和奉献精神
19
2 知识 知识是提高管理水平和管理艺术的基础和源泉 管理
管理是依据事物发展的客观规律;通过综合运用人力 资源和其他物质资源;以有效地实现目标的过程
这一定义包含以下内容： ⑴管理的内容是协调 ⑵管理的实质是一种手段 ⑶管理的作用在于它的有效性
5
二 管理的职能 20世纪初期;法国工业家亨利·法约尔提出;所有的管
理者都履行五种管理职能：计划 组织 指挥 协调 控 制 到了20世纪50年代中期;加利福尼亚大学洛杉机分校 的两位教授：哈罗德·孔茨和西里尔·奥唐奈采用计 划 组织 人事 领导和控制五种职能作为管理教科书 的基本框架 时至今日;最普及的管理学教科书都按照管理职能来 组织内容;不过这五个职能已经精简为四个基本职能： 计划 组织 领导 控制
这是由法国实业家 现代管理理论的创始人法约尔提 出来的 这一定义强调了管理的过程;表示管理者发挥 的职能或从事的主要活动 后来者在这一定义的基础 上;对管理的职能稍作变化;提出了第二种看法
2 管理是通过计划工作 组织工作 领导工作 和控制工作的诸过程来协调所有的资源;以便 达到既定的目标
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Efficiency and Effectiveness in Management
Efficiency (Means) Effectiveness (Ends)
Resource Usage
Low Waste
© Prentice Hall, 2002 1-5
Organizational Levels
Top Managers
Middle Managers First-line Managers Non-managerial Employees
© Prentice Hall, 2002 1-6
What Is Management?
Chapter 1 INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS
© Prentice Hall, 2002 1-1
Learning Objectives
You should learn to: – Explain what a manager is and how the role of a manager has changed – Define management – Distinguish between efficiency and effectiveness – Describe the basic management functions and the management process – Identify the roles performed by managers
© Prentice Hall, 2002
1-4
Who Are Managers? (cont.)
Managerial Titles
– First-line managers - manage the work of nonmanagerial individuals who are directly involved with the production or creation of the organization’s products – Middle managers - all managers between the first-line level and the top level of the organization • manage the first-line managers – Top managers - responsible for making organizationwide decisions and establishing the plans and goals that affect the entire organization
© Prentice Hall, 2002
1u should learn to: – Describe the skills managers need – Explain what managers do using the systems perspective – Identify what managers do using the contingency perspective – Describe what an organization is and how the concept of an organization has changed – Explain the value of studying management
Management
– the process of coordinating work activities so that they are completed efficiently and effectively with and through other people – elements of definition • Process - represents ongoing functions or primary activities engaged in by managers • Coordinating - distinguishes a managerial position from a non-managerial one
© Prentice Hall, 2002 1-7
What is Management? (cont.)
Management (cont.) – elements of definition • Efficiency - getting the most output from the least amount of inputs –“doing things right” – concerned with means • Effectiveness - completing activities so that organizational goals are attained –“doing the right things” – concerned with ends
© Prentice Hall, 2002
1-3
Who Are Managers?
Manager
– someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals – changing nature of organizations and work has blurred the clear lines of distinction between managers and non-managerial employees