管理学英文课件(13)

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

• Malcolm Baldrige National Quality Award established by the U.S. Congress in 1987 • ISO 9000, pioneered by the Europeans • European Quality Award given by the European Foundation
Arguments Against Social Involvement
• • • • • • • Violation of profit maximization Dilution of purpose Costs Too much power Lack of skills Lack of accountability Lack of universal support
• France
– Le Plan and the Cadre
• Germany
– Authority and Codetermination
• Korea
– Chaebol and Inhwa
Japanese Management
• Lifetime Employment • Seniority System • Decision Making in Japan
Chapter 2. Management and Society: The External Environment, Social Responsibility, and Ethics
The Organization and Its External Environment
Arguments for Social Involvement
Definition of Whistle-Blowing

- Example: awarding pay raises or providing verbal praise for good performance.
➢Effective managers use reward power to signal to employees that they are doing a good job.
© Copyright McGraw-Hill. All rights reserved.
13–10
I. The Nature of Leadership
* Leadership Across Cultures 跨文化领导
➢Japanese managers are group-oriented, while U.S managers focuses more on profitability.
2. Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavioral models of leadership.
© Copyright McGraw-Hill. All rights reserved.
13–6
Chapter Outline (cont’d)
III. Transformational Leadership 变革型领导
➢Being a Charismatic Leader ➢Stimulating Subordinates Intellectually ➢Engaging in Developmental

What Do Managers Do? (cont.)
• Management Roles
• specific categories of managerial behavior
• Interpersonal - involve people and
duties that are ceremonial and symbolic in nature
• published principles of management
• fundamental, teachable rules of management
© Prentice Hall, 2002
2-11
第11页/共101页
EXHIBIT 2.4: WEBER’S IDEAL BUREAUCRACY
Born 1856; died 1915
Known as ‘father of scientific management’
In 1881, as chief engineer for Midvale Steel, studied how tasks were done
Began first time & motion studies
© Prentice Hall, 2002
1-1
第1页/共101页
Organizational Levels
Top Managers
Middle Managers
First-line Managers
Non-managerial Employees
© Prentice Hall, 2002
1-2
第2页/共101页
• Informational - receiving, collecting,

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Part 4 Organizing
Chapter 10 Organizational Structure and Design
Defining organizational structure Organizational design decisions Common organizational designs
The decision-making process The pervasiveness of decision making The manager as decision maker
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Part 3 Planning(Cont’d)
Chapter 7 Foundations of Planning
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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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21
Part 6 Controlling(Cont’d)
Chapter 20 Controlling for Organizational Performance
Organizational performance Tools for monitoring and measuring

1-26
Why Are Customers Important?
Consistent, high-quality customer service is essential to survival
Copyright © 2015 Pearson Education, Inc.
1-27
Why Is Innovation Important?
1-19
Which Approach Takes the Prize?
Functions ☑
Roles
☐
Copyright © 2015 Pearson Education, Inc.
1-20
What Skills Do Managers Need?
Conceptual Skills
Interpersonal Skills
1-22
Why Study Management?
We all have a vested interest in improving how organizations are managed.
Copyright © 2015 Pearson Education, Inc.
1-23
Why Study Management? (cont.)
1-6
Copyright © 2015 Pearson Education, Inc.
1-7
What Titles Do Managers Have?
Top Managers • Make decisions about the direction of an organization
Middle Managers • Manage other managers

• Scientific Management
• Describe the important contributions made by Fredrick W. Taylor and Frank and Lillian Gilbreth.
• Explain how today’s managers use scientific management.
❖ The theory of scientific management
– Using scientific methods to define the “one best way” for a job to be done:
• Putting the right person on the job with the correct tools and equipment.将正确的人员安排在适当的工作上，采用正确的工 具和设备
oGeneral Administrative Theorists
• Discuss Fayol’s 14 management principles.
• Describe Max Weber’s contribution to the general administrative theory of management.
2–14
Scientific Management (cont’d)
Follow this Learning Outline as you read and study this chapter.
•Toward Understanding Organizational Behavior
• Describe the contributions of the early advocates of OB. • Explain the contributions of the Hawthorne Studies to the

– Informal groups
• Groups that are independently formed to meet the social needs of their members.
13 - 3
EXHIBIT 13-1 EXAMPLES OF FORMAL WORK GROUPS
13 - 4
13 - 16
GROUP STRUCTURE (CONT.)
Group Processes – processes that go on
within a work group determines group performance and satisfaction. These include:
13 - 18
EXHIBIT 13-6 CREATIVE GROUP DECISION MAKING
13 - 19
CONFLICT MANAGEMENT
Conflict – perceived incompatible differences
that result in interference or opposition. • Traditional view of conflict – the view that all conflict is bad and must be avoided. • Human relations view of conflict – the view that conflict is a natural and inevitable outcome in any group.
• Advantages of group decision-making
– More complete information and knowledge – A diversity of experience and perspectives – Increased acceptance of a solution

Historical Background of Management --early examples of management --Adam Smith --industrial revolution
Division of Labor ( Job Specialization)
The breakdown of jobs into narrow and repetitive tasks.

criticism

Long on intellectual appeal and catchy terminology and short on verifiable facts and practical advice
Contingency Perspective
A management approach that says that organizations are different, face different situations (contingencies), and require different ways of managing.
Employees are social beings. Besides formal groups, there exist informal groups in organizations. Management can increase

the morale of employees by increasing their satisfaction in order to improve productivity.
bureaucracy
A form of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.

Developing forecasts collaboratively and maintaining the required capacity across the operations.
Channel-wide S&OP can detect early warning signals of demand and takes into account vendor and carrier Fcuadpaanbilities, capacity, and constraints
Principle 1
❖Segment customers based on the service needs of distinct groups and adapt the supply chain to serve these segments profitably.
Principle 1
❖ Unsuccessful efforts:
▪ functionally defined and narrowly focused
▪ lack sustaining infrastructure ▪ uncoordinated change
activity erupts
Summary
Distill seven fundamental principles of supply chain management.
Supplier's price ↑
Inventory ↑
Principle 5 ❖Fundamental prerequisite
Maintenance
Repair
Operating supplies
Direct materials