管理学原理 英文版c9
上海大学管理学英语unit9 C
basic sense, strategy is the overall mission of the
organization and the set of means for utilizing resources to accomplish the mission. H. Igor Ansoff,
the products or services in an industry have the
ability to influence the suppliers.
Power of Suppliers The power of suppliers, in turn, is the extent to
framework that guides managers in setting priorities and taking action to achieve goals. The term strategy, as commonly used, refers to both the ends – the overall goal or mission – and the means by which the ends will be achieved.
4.The organization’s information resources (quality and quantity of available information about competition, etc.) 5.Market position (market share, strength of product line, etc.) 6.Research and development efforts (quality and quantity of breakthroughs expected from R&D efforts, etc.)
管理学原理英文版最新版教学课件第9章
Usually, but not always
Group Behavior
Norms
Conformity
Exhibit 9-4 Examples of Cards Used in Asch’s Study
Learning Objective 9.1
• Define group and describe the stages of group development.
What Is a Group?
Exhibit 9-1 Examples of Formal Work Groups
• Command groups—Groups that are determined by the organization chart and composed of individuals who report directly to a given manager.
Fundamentals of Management
Tenth Edition
Chapter 9 Understanding
Groups and Managing Work
Teaபைடு நூலகம்s
Learning Objectives
9.1 Define group and describe the stages of group development.
Group Cohesiveness
Exhibit 9-3 Group Cohesiveness and Productivity
管理学原理英文
管理学原理英文Management Principles in English。
Management principles are the fundamental guidelines that govern the operation and decision-making processes within an organization. These principles are essential for effective leadership, efficient resource allocation, and successful goal achievement. In this document, we will explore the key management principles in English and their significance in the business world.First and foremost, one of the most important management principles is planning. Planning involves setting objectives, identifying resources, and determining the actions required to achieve the desired goals. It provides a roadmap for the organization, ensuring that all efforts are directed towards a common purpose. Effective planning helps in minimizing uncertainties and risks, and it lays the foundation for successful execution.Another crucial management principle is organizing. Organizing involves arranging resources, tasks, and people in a structured manner to achieve the objectives set during the planning phase. It includes creating an organizational structure, defining roles and responsibilities, and establishing communication channels. A well-organized organization ensures that everyone knows their responsibilities and works towards the common goals.Furthermore, the principle of leading is essential for effective management. Leading involves motivating, guiding, and influencing people to work towards the organization's goals. It requires strong communication skills, empathy, and the ability to inspire others. A good leader sets a positive example, fosters teamwork, and creates a supportive work environment.Additionally, the principle of controlling is crucial for monitoring and evaluating the performance of the organization. Controlling involves setting standards, measuring performance, comparing it with the standards, and taking corrective actions if necessary. It ensures that theorganization stays on track and deviations are addressed promptly.Moreover, the principle of coordination is vital for ensuring that all activities and efforts within the organization are harmonized. Coordination involves aligning the various functions and departments to work towards the common objectives. It requires effective communication, collaboration, and a clear understanding of interdependencies.In addition to these principles, there are several other management principles that are equally important, such as delegation, decision-making, and communication. Delegation involves assigning authority and responsibility to others, empowering them to make decisions and take ownership of their work. Effective decision-making requires critical thinking, analysis of information, and consideration of various alternatives. Communication is the cornerstone of successful management, as it ensures that information flows seamlessly within the organization and that everyone is on the same page.In conclusion, management principles in English are the foundation of effective leadership and organizational success. By understanding and applying these principles, managers can steer their organizations towards their goals, foster a positive work environment, and achieve sustainable growth. It is essential for all managers to continuously develop their understanding and application of these principles to adapt to the ever-changing business landscape.。
管理学原理(英文版·第6版)斯蒂芬·P·罗宾斯-FOM6_CH11in
Studies that sought to identify the behavioral characteristics of leaders related to performance effectivenessEmployee oriented leader
·
Production oriented leader
2
EXHIBIT 11–2
The Ohio State Studies
Studies that sought to identify independent dimensions of leader behaviorInitiating structure
·
Consideration
·
11
The University Of Michigan
2
Identifiable Leadership Behaviors
Autocratic Style of Leadership
Centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation.Democratic Style of LeadershipInvolves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback.
Fundamentals of Management
Sixth EditionRobbins and DeCenzowith contributions from Henry Moon
《管理学原理》英语教学课件CHAPTER9-Understanding Work Teams
Groupthink
Norm for consensus overrides the realistic appraisal of alternative courses of action
External pressure, tight budgets, recent failures
Symptoms of Groupthink
Illusion of invulnerability Belief in inherent morality of the group Collective rationalizations Stereotypes of other groups Self-censorship /Pressure on dissenters Illusions of unanimity Emergence of self-appointed mind guards
Open climate
Leader invites and accepts divergent thinking
Avoid being directive
Strong leader speaks last or not at all
Why Have Teams
Become So Popular?
Enables management to increase employee participation and motivation
Creating High-Performance Teams
Size - less than 10-12 members Proper mix of abilities and skills
管理学全英版第九章PPT教学课件
making. • Contrast programmed and nonprogrammed decisions. • Define the three forms of programmed decision making. • Contrast the three decision-making conditions.
problems. • Discuss why decision criteria are important in the
decision-making process. • Describe how managers develop, analyze, and select
alternatives. • Explain what happens during implementation and
6–5
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 Is An Organization?
• Describe the characteristics of an organization. • Explain how the concept of an organization is changing.
8th edition Steven P. Robbins
Mary Coulter
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
管理学原理英文版——计划planning
PPT文档演模板
管理学原理英文版——计划planning
MAKING A PLAN THAT WORKS
• There are several major parts to a good plan
§ 1. Goal Setting § 2. Goal commitment § 3. Action plan -- steps and resources § 4. Tracking systems § 5. Staying flexible -- no plan is in concrete
管理学原理英文版—— 计划planning
PPT文档演模板
2020/11/29
管理学原理英文版——计划planning
WHAT IS PLANNING?
• The definition of planning has two parts
§1. Selecting a goal
§2. Developing the strategy and tactics to achieve the goal3来自ew演讲完毕，谢谢听讲!
再见，see you again
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管理学原理英文版——计划planning
TOP TO BOTTOM PLANNING, cont’d
• 3. Lower level managers develop
operational plans
§Guide daily activities
§Of production and service
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管理学原理英文版——计划planning
PPT文档演模板
管理学原理英文版——计划planning
英文版管理学原理,Principles od management 第一章
incentives that align employees’and organization’s interests
5
9/27/2007
1 - 11
Benefits & Incentives
1-8
Who Makes the Strategic Decisions?
By Senior Group including CEO With Formal Strategic Planning Process By Business Unit Leaders By CEO or Equivalent By Others
Source: Best of 2005, Business Week, December 19, 2005
7
Question
•Are the functions of management only for managers in organizations or can they apply to you as a student as well? Explain.
1. Describe the basic functions of management 2. Identify where in an organization managers are
located 3. Discuss the challenges people encounter as they
become first-line managers 4. Describe the roles managers adopt to perform the
管理学原理英语
管理学原理英语Management PrinciplesIntroduction to Management PrinciplesManagement principles are a set of fundamental concepts that guide managers in their decision-making processes and actions. These principles are essential for effective management and are applicable in various organizational settings.1. Planning and Goal SettingPlanning involves setting objectives and determining the best course of action to achieve them. Managers should develop a clear vision and define specific goals that align with the organization's overall objectives. They should then formulate strategies, develop plans, and allocate resources to achieve these goals successfully.2. Organizing and CoordinationOrganizing refers to structuring and arranging resources and activities to accomplish organizational goals effectively. Managers need to divide tasks, assign responsibilities, and create a hierarchy of authority. Coordination is crucial to ensure that different individuals and departments work together towards common goals.3. Leading and MotivatingLeadership involves inspiring and guiding individuals and teams to achieve organizational objectives. Effective managers mustpossess strong leadership skills, such as the ability to communicate effectively, provide support, motivate employees, and resolve conflicts. Motivation is essential to encourage employees to perform at their best and contribute to organizational success.4. Controlling and Evaluating PerformanceControlling involves monitoring and evaluating performance to ensure that plans are on track. Managers should establish control mechanisms, such as performance indicators, and regularly assess progress. This allows them to identify deviations and take corrective measures promptly.ConclusionThese management principles provide a framework for managers to make informed decisions and effectively lead organizations. By understanding and applying these principles, managers can enhance productivity, improve employee satisfaction, and achieve long-term success.。
管理学原理(英文)
Syllabus for undergraduate of OUCCourse name：Principle of managementCourse time：48 class hoursCourse teacher：Dong Zhiwen1.Course OverviewPrinciple of management is a professional basic course of all kinds of management specialty. Following the six functions of management, this course includes basic functions, basic principles and basic methods of management. In addition, this course focuses on the systematic analysis and research of the practice of modern enterprise’management, it is an important basic course for students to learn other management courses.2.Student Learning OutcomesBy learning this course, the students can master the basic principle of management, basic theory, basic knowledge and basic skill. Moreover they are expected to master management skill to do the work such as decision-making, planning, organizing, leading, controlling and innovation. the students can broaden the train of thought, renew the idea, grasp the basic knowledge of management, and their ability to solve problems in practical economic activities can be improved.- 1 -3.Course Expectations(1) Come to class, listen carefully in class, participate in class discussion, in-class exercises and tests actively.(2) Finish homework on time.(3)Complete a certain amount of reading literature and background information.4.AssignmentsIn unit 3(planning) and unit 6(leading) teacher arranges practicing teaching. The students are required to find informant about project, make presentation and discuss case.5.Books To Purchase《Management: Principle and Methods》(6th edition),compiled by Zhou Sanduo, Chen Chuanming, Jia Dingliang, Fudan University publishing house, December 2014.6.Grading PolicyTest method is close-exam.Comprehensive evaluation system: the final grade consists of regular grades and final test scores. The regular grades are grading by their attendance and other behaviors in class, design for homework and so on. T- 1 -The regular grades accounts for 40 percent of the final grade and the final test scores accounts for 60 percent of the final grade.7.Course Calendar- 1 -。
管理学原理 英文
管理学原理英文IntroductionPrinciples of ManagementManagement principles are fundamental concepts, theories, and guidelines that help individuals and organizations effectively manage and coordinate activities to achieve goals. These principles, often developed through research and practical experience, provide a framework for decision-making and improve overall organizational performance.1. PlanningThe planning principle involves setting organizational goals and developing strategies and action plans to achieve them. It includes analyzing the internal and external environment, identifying opportunities and threats, and designing effective strategies that align with the organization's mission and vision.2. OrganizingOrganizing involves determining how tasks and resources are to be allocated within the organization. This principle focuses on establishing the structure of the organization, including defining the roles and responsibilities of employees, establishing reporting relationships, and creating systems and processes to coordinate activities and achieve goals.3. StaffingStaffing is the principle that focuses on acquiring and retaining qualified employees to fill positions within the organization. This involves attracting suitable candidates, selecting the best fit for each role, orienting and training new employees, and continuously developing and motivating the workforce to maximize productivity and achieve organizational objectives.4. LeadingLeading involves guiding and motivating employees to accomplish organizational goals. This principle encompasses aspects such as effective communication, inspiring and influencing others, resolving conflicts, and providing feedback and support to encourage high performance and maintain employee engagement.5. ControllingThe controlling principle ensures that organizational activities are aligned with plans and objectives. It involves monitoring performance, comparing actual results to desired outcomes, and taking corrective actions when necessary. Controlling helps in maintaining standards, reducing deviations, and improving overall efficiency and effectiveness.ConclusionUnderstanding and applying management principles is essential for effective management and organizational success. These principles provide a foundation for making informed decisions, creating aproductive work environment, and achieving strategic objectives. By using these principles, managers can address challenges, optimize resources, and achieve sustainable growth for their organizations.。
管理学原理英文版——计划planning
Of production and service
5 STEPS TO RATIONAL DECISION-MAKING
• 1. Defining the problem • 2. Establish and weight criteria • 3. Generate alternatives • 4. Evaluate alternatives • 5. Determine the best solution
ቤተ መጻሕፍቲ ባይዱ
MAKING A PLAN THAT WORKS
• There are several major parts to a good plan
1. Goal Setting 2. Goal commitment 3. Action plan -- steps and resources 4. Tracking systems 5. Staying flexible -- no plan is in concrete
THE FUNCTION OF PLANNING
WHAT IS PLANNING?
• The definition of planning has two parts
1. Selecting a goal
2. Developing the strategy and tactics to achieve the goal
ADVANTAGES OF PLANNING
• Good planning can produce
1. Focus on goals 2. Direction of effort 3. Intensified effort 4. Persistence of effort 5. Creation of strategies and tactics
管理学,罗宾斯,9版,英文Robbinsfom915.ppt
Copyright ©2019 Pearson Education, Inc.
15-7
Operations Management and Company Strategy
Successful organizations recognize the crucial role that operations management plays as part of the overall organizational strategy to achieve and maintain global leadership.
Copyright ©2019 Pearson Education, Inc.
15-8
15.2
Define the nature and purpose of value chain management.
Copyright ©2019 Pearson Education, Inc.
agement
Copyright ©2019 Pearson Education, Inc.
15-10
Value Chain
Copyright ©2019 Pearson Education, Inc.
15-11
Goals of Value Chain Management
Copyright ©2019 Pearson Education, Inc.
• Describe how value chain management is done. • Discuss contemporary issues in managing
operations.
Copyright ©2019 Pearson Education, Inc.
管理学原理资料整理(中英文版)
特别说明，以下笔记版权所有，要外传或转发请知会本人，得到本人允许方可进行！Made by Rae.L管理学原理（Management ）1.Management:The process of coordinating work activities so that they are completed efficientlyand effectively with and through other people.(同别人一起，或通过别人使活动完成得更有效的过程。
)2.随着企业的扩大，企业必将走向规范化，而不再是纯粹的人情化。
group.Management is the art of removing blocks to such performance.Management is the art of creation an environment in such an organized group where people can perform as individuals and yet cooperate toward …4.Management:Elements of definition(要素)：①Efficiency --getting the most output from the least amount of inputs.(以最少的投入得到最大的收入)②Effectively —completing activities so that organizational goals are attained.效果 （管理者完整地实现了组织的目标）*企业越大，风险越大！理念是企业生存的重要要素！！！--“doing the right things ”--concerned with ends△效率可以弥补，但效果却无可挽救！5.Mission 对于一个企业非常重要。
（动力、计划性、实际性等。
《管理学原理双语》课件
3 其他疑问
如果有任何其他问题或疑虑，请随时向我们提问。
《管理学原理双语》PPT 课件
通过《管理学原理双语》PPT课件，我们将深入探讨管理学的基本原理和核心 概念，帮助学生学习和理解管理知识，掌握有效的管理技能。
课程介绍
1 课程背景
了解为什么学习管理学对个人和组织都至关 重要。
2 课程目标
明确学习此课程的目的和预期收获。
3 课程内容
概述课程中将涵盖的主要主题和学习内容。
课件资料
提供课程相关的幻灯片和资源 文件。
学习辅导
为学生提供辅导和支持的途径。
学习评估
1
作业和考试
评估学生对课程内容的理解和应用能力。
课堂参与
2
考核学生在课堂上的积极参与和贡献。
3
课程总结
总结课程学习成果和个人反思。
常见问题
1 如何购买教材？
提供购买教材的指导和建议。
2 如何联系老师？
提供与老师沟通和交流的方式。
4 教学方法
介绍采用的教学方法和互动学习工具。
教学大纲
第一章：管理学概述
介绍管理学的发展历史和主要理论。
第三章：决策与计划
探讨管理决策和有效计划的重要性。
第二章：管理环境和职能
讨论管理的外部环境和不同层级的管理职能。
第四章：组织和领导
解析组织结构和领导力的关键要素。
教学资源
课程教材
推荐教材和参考书籍以帮助学 生更好地学习。
管理学原理英文教材(清华大学出版社)中文翻译精简版
第六章制定决策：管理者工作的本质一、决策制定过程每个人不论是在组织内或组织的哪个领域中，都在制定决策，也就是说他们要在两个或更多的方案中做出选择。
决策制定过程（decision-making process）的步骤，包括8个步骤：识别决策问题、确定决策标准、以及为每个决策标准分配权重，然后进入开发、分析和选择备择方案，这些方案要能够解决你的问题。
接下来是实施备择方案，以及最终评估决策的结果。
步骤1：识别决策问题决策制定过程开始于一个存在的问题，也就是开始于现状与希望状态之间的差异。
问题的识别不那么简单，在事情被确认为问题之前，管理者需要意识到问题，感到有采取行动的压力，以及拥有采取行动的资源。
步骤2、确认决策标准对于解决问题来说，确认决策标准非常重要，管理者必须决定什么与制定决策有关。
无论决策标准是否被清晰的陈述，每一个决策者都会有某些标准来指导他的决策。
步骤3、为决策标准分配权重决策标准并非都是同等重要，因而决策制定者必须为每一项标准分配权重，以便正确的规定它们的优先次序。
采用你个人的偏好来排列指标的优先次序，这些指标是你在决策过程第2步确认的。
步骤4、开发备择方案决策制定者列出可供选择的决策方案，这些方案要能够解决决策所面对的问题，无需对这一步所列出的方案进行评估，只需要列出它们既可。
步骤5、分析备择方案一旦确认了备择方案，决策制度者必须认真的分析每一种方案，对每一种方案的评价是将其与决策标准进行比较，通过比较，每一种备择方案的优点和缺点就变得明显了。
步骤6、选择备择方案从所有备择方案中选择最佳方案是很重要的。
步骤7、实施备择方案实施（implementation）包含了将决策传送给有关人员和部门，并要求他们对实施结果作出承诺。
步骤8、评估决策结果评估决策结果，看看问题是否得到解决。
二、决策的普遍性制定决策是管理者所有四个职能的组成部分，这也是管理者在计划、组织、领导和控制时通常被称为决策制定者的原因。
管理学原理英文教材(清华大学出版社)中文翻译精简版
第十七章领导一、管理者与领导者领导：是一个影响他人并拥有管理职权的人。
二、早期的领导理论：管理方格：使用“关心人”和“关心生产”两个维度，并对领导者对这些行为的使用进行了评估。
在坐标轴上从1到9标度它们。
根据这两个维度把管理者方格分为五种类型：贫乏型管理（1，1）：以最低限度的努力完成必须的工作，从而维持组织成员的身份。
任务型管理（9，1）：由于工作条件的安排从而使工作实现高效运作，使人的因素的干预降到最低程度。
中庸之道型管理（5，5）：在必须完成的工作与维持令人满意的士气水平之间保持平衡，使组织绩效得以充分实现成为可能。
乡村俱乐部型管理（1，9）：对员工的需要关怀备至，创造了一个舒适、友好的组织氛围和工作基调。
团队型管理（9，9）：工作由具有奉献精神的员工完成，由于组织目标的“共同利益关系”而形成了相互信赖，带来了信任与尊重的关系。
在五种风格中，（9，9）型管理者工作效果最佳。
但没有研究证据支持9,9风格在所有情景下都是最有效的。
三、权变的领导理论费德勒的权变模型：有效的群体绩效取决于两个方面的恰当匹配：其一是与下属发生相互作用的领导者风格；其二是领导者能够控制和影响情境的程度。
该模型基于这样的前提假设：在不同类型的情境中，总有某种领导风格最为有效。
这一理论的关键在于首先界定领导风格以及不同的情境类型，然后建立领导风格与情境的恰当组合。
费德勒认为，影响领导成功与否的关键因素之一是个体的基本领导风格，他进一步指出个体风格属于两类之一：任务取向或关系取向。
费德勒开发了“最难共事者”（LPC）问卷，如果领导者对最难共事的同事用一些较为接纳和喜欢的词来描述（LPC得分高），那么这个领导属于关系取向型。
如果你对最难共事者用贬义词描述（LPC得分低），你的领导风格属于任务取向型。
费德勒认为一个人的领导风格是固定不变的。
接下来去评估情境，并将领导者与情境进行匹配。
费德勒的研究给出了确定情境因素的三项权变维度：领导者—成员关系：领导对下属的信任、信赖和尊重的程度。
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of individuals from various work areas or groups whose members have been trained to do each others’ jobs.
• Self-Managed Teams
Groups that are essentially independent and in
individuals who come together to achieve specific goals. Formal groups
Work groups defined by the organization’s structure that have designated work assignments and tasks. – Appropriate behaviors are defined by and directed toward organizational goals.
someone who occupies a given position in a social unit that assist the group in task accomplishment or maintaining group member satisfaction. Role conflict: experiencing differing role expectations
Informal groups
Groups that are independently formed to meet the social needs of their members.
© 2011 Prentice Hall, Inc. All rights reserved.
9–4
EXHIBIT 9–1
Major Concepts Of Group Behavior (cont’d)
• Conformity
Individuals conform in order to be accepted by
groups. Group pressures can have an effect on an individual member’s judgment and attitudes. Groupthink
addition to their own tasks, take on traditional responsibilities such as hiring, planning and scheduling, and performance evaluations.
© 2011 Prentice Hall, Inc. All rights reserved.
Fundamentals of Management
Seventh Edition
Robbins, DeCenzo, and Coulter
CHAPTER Part IV: Leading
9
© 2011 Prentice Hall, Inc. All rights reserved.
Understanding Groups and Managing Work Teams 了解团体行为与管理工作团队
criteria considered. Social loafing: the tendency of individuals in a group to decrease their efforts when responsibility and individual achievement cannot be measured.
structure that is fully functional and accepted by team members.
• Stage 2: Storming
Intragroup conflict
• Stage 5: Adjourning
The team prepares for its
• Norms
Acceptable standards or expectations that are
shared by the group’s members.
Effort and performance Dress codes Loyalty norms
© 2011 Prentice Hall, Inc. All rights reserved. 9–9
10. Explain how managers can keep teams from becoming stagnant.
© 2011 Prentice Hall, Inc. All rights reserved.
9–3
Understanding Groups
• Group
Two or more interacting and interdependent
• ask Groups
Groups composed of individuals brought together to
complete a specific job task; their existence is often temporary because once the task is completed, the group disbands.
© 2011 Prentice Hall, Inc. All rights reserved.
9–11
Major Concepts Of Group Behavior (cont’d)
• Status
A prestige grading, position, or rank within a group
© 2011 Prentice Hall, Inc. All rights reserved.
9–5
EXHIBIT 9–1
Examples of Formal Work Groups (cont’d)
• Cross-Functional Teams
Groups that bring together the knowledge and skills
5. Describe the five stages of team development.
6. Contrast work groups with work teams.
7. Identify four common types of work teams.
© 2011 Prentice Hall, Inc. All rights reserved. 9–2
© 2011 Prentice Hall, Inc. All rights reserved.
9–12
Major Concepts Of Group Behavior (cont’d)
• Size
Size is a benefit or a hindrance depending on the
Examples of Formal Work Groups
• Command Groups
Groups that are determined by the organization chart
and composed of individuals who report directly to a given manager.
predominates within the group
disbandment.
• Stage 3: Norming
Close relationships
develop and group members begin to demonstrate cohesiveness.
© 2011 Prentice Hall, Inc. All rights reserved.
9–6
The Stages Of Team Development
• Stage 1: Forming
The team experiences
• Stage 4: Performing
The team develops a
uncertainty about its purpose, structure, and leadership.
• Group Cohesiveness
The degree to which members of a group are
© 2011 Prentice Hall, Inc. All rights reserved.
9–10
EXHIBIT 9–3
Examples of Cards Used in Asch’s Study
Solomon Asch and Group Conformity: Does the desire to be accepted as a part of a group leave one susceptible to conforming to the group’s norms? Will the group exert pressure that is strong enough to change a member’s attitude and behavior? According to the research by Solomon Asch, the answer appears to be yes.
L E A R N I N G O U T C O M E S (cont’d) After reading this chapter, you will be able to:
8. List the characteristics of high-performing work teams.