管理學(xué)原理英文版 第二章課件FOM6-CH02in

1、The Management Environment 管理環(huán)境EXHIBIT HM4The Organization and Its Environment組織與環(huán)境供給商客戶工會(huì)競(jìng)爭(zhēng)者政府壓力集團(tuán)全球的政治的社會(huì)的技術(shù)的經(jīng)濟(jì)的2L E A R N I N G O U T C O M E SDescribe the three waves in modern social history and their implications for organizations.Explain the importance of viewing management from a global pers

2、pective.Identify the ways in which technology is changing the managers job.Describe the difference between an e-business, e-commerce, and an e-organization.Define social responsibility and ethics.After reading this chapter, you will be able to:3L E A R N I N G O U T C O M E S (contd)Explain what is

3、meant by the term entrepreneurship and identify the components of the entrepreneurial venture.Describe the management implications of a diversified workforce.Identify the work/life concepts that affect employees.Explain why many corporations have downsized.Describe the key variables for creating a c

4、ustomer-responsive culture.Explain why companies focus on quality and continuous improvement.After reading this chapter, you will be able to:4The Changing Economy演化的經(jīng)濟(jì)形態(tài)Agriculture農(nóng)業(yè)化浪潮 Until the late nineteenth century, all economies were agrarian.Industrialization工業(yè)化浪潮From the late 1800s until the

5、 1960s, most developed countries moved from agrarian societies to industrial societies.Information信息化浪潮 Information technology is transforming society from its manufacturing focus to one of service.Knowledge workers知識(shí)工人5EXHIBIT 21The Changing Economy演化的經(jīng)濟(jì)形態(tài)Old Economy老經(jīng)濟(jì)New Economy新經(jīng)濟(jì)National border

6、s國(guó)界limit competitionNational borders are nearly meaningless in defining an organizations operating boundariesTechnology reinforces rigid hierarchies （等級(jí)）and limits access to information 信息限制Technology changes in the way information is created, stored, used, and shared have made it more accessible 信息

7、共享Job opportunities are for blue-collar （藍(lán)領(lǐng)）industrial workers Job opportunities are for knowledge workers （知識(shí)工人）Population is relatively homogeneous （同質(zhì)）Population is characterized by cultural diversity 文化多元化Business is estranged（異化） from its environment Business accepts its social responsibilities

8、 社會(huì)責(zé)任Economy is driven by large corporations 大企業(yè)驅(qū)動(dòng)Economy is driven by small entrepreneurial firms 具備企業(yè)家精神的小企業(yè)驅(qū)動(dòng)Customers get what business chooses to give them企業(yè)生產(chǎn)決定需求 Customer needs drive business 需求驅(qū)動(dòng)企業(yè)生產(chǎn)6A Global Marketplace全球市場(chǎng)Global Village地球村The concept of a boundaryless world; the production

9、 and marketing of goods and services worldwide.Borderless Organization無(wú)國(guó)界組織A management structure in which internal arrangements that impose artificial geographic barriers are broken down7EXHIBIT 22X8Global Competition全球競(jìng)爭(zhēng)Multinational Corporations (MNCs)Strategic AlliancesTypes of International Bus

10、inessesTransnational Corporation (TNC)Borderless Organization國(guó)際商務(wù)類型多國(guó)公司跨國(guó)公司戰(zhàn)略聯(lián)盟無(wú)國(guó)界組織9EXHIBIT 23Stages of Going Global全球化的階段第一階段被動(dòng)響應(yīng)第二階段初始主動(dòng)進(jìn)入第三階段建立國(guó)際化運(yùn)營(yíng)許可特許經(jīng)營(yíng)合資合作企業(yè) 國(guó)外分支機(jī)構(gòu) 10Globalizations Effect On Managers全球化對(duì)管理者的影響Parochialism 狹隘觀念 A narrow focus in which one sees things solely through ones own v

11、iew and from ones own perspectiveHofstedes Framework for Assessing Cultures霍夫斯泰德評(píng)估文化的框架:Power distance權(quán)力差距Individualism versus collectivism個(gè)人主義-集體主義Quantity of life versus quality of life生活數(shù)量生活質(zhì)量Uncertainty avoidance不確定性躲避Long-term versus short-term orientation長(zhǎng)期短期導(dǎo)向11Global Leadership and Organizat

12、ional Behavior Effectiveness (GLOBE)全球領(lǐng)導(dǎo)和組織行為的有效性框架縮寫(xiě)為GLOBE框架A Cross-cultural Investigation of Leadership and National Culture領(lǐng)導(dǎo)和國(guó)家文化的交叉文化研究Confirms and extends Hofstedes work on national cultural dimensions and leadership.Found that the strength of cultural dimensions appear to be changing.Cultural

13、 Dimensions文化維度Assertiveness決斷性Future orientation未來(lái)導(dǎo)向Gender differentiation性別差異Uncertainty avoidance不確定性躲避Power distance權(quán)力差距Individualism/collectivism個(gè)人主義集體主義In-group collectivism圈內(nèi)集體主義Performance orientation績(jī)效導(dǎo)向Humane orientation人性傾向12EXHIBIT 24GLOBE HighlightsSource: M. Javidan and R. J. House, “C

14、ultural Acumen for the Global Manager: Lessons from Project GLOBE, Organizational Dynamics (Spring 2001), pp. 289305.決斷性未來(lái)導(dǎo)向性別差異不確定性躲避13EXHIBIT 24GLOBE Highlights (contd)Source: M. Javidan and R. J. House, “Cultural Acumen for the Global Manager: Lessons from Project GLOBE, Organizational Dynamics (

15、Spring 2001), pp. 289305.個(gè)人主義集體主義圈內(nèi)集體主義績(jī)效導(dǎo)向人性導(dǎo)向14Emphasis on Technology對(duì)技術(shù)的重視Technology技術(shù)Any equipment, tools, or operating methods that are designed to make work more efficientInformation Technology (IT)信息技術(shù)Benefits of IT信息技術(shù)的好處Cost savings (e.g., inventory control)節(jié)省本錢Freedom from fixed locations

16、for operations解除地點(diǎn)的束縛Challenges挑戰(zhàn)Increased worker skill requirements需要更多技巧A leveling of the the competitive playing field that increases competition增加競(jìng)爭(zhēng)15Internet Business Terms互聯(lián)網(wǎng)術(shù)語(yǔ)E-Commerce電子商務(wù)交易Any computer transaction that occurs when data are processed and transmitted over the InternetE-Organi

17、zation虛擬組織The applications of e-business concepts offered to stakeholders.E-Business 電子企業(yè)，基于互聯(lián)網(wǎng)的企業(yè)活動(dòng)The full breadth of activities included in a successful Internet-based enterprise16EXHIBIT 25What Defines an E-Business?什么決定電子企業(yè)活動(dòng)企業(yè)內(nèi)聯(lián)網(wǎng)和企業(yè)外聯(lián)網(wǎng)Global Internet 全球化互聯(lián)網(wǎng)Private Intranet and Extranet私用企業(yè)內(nèi)聯(lián)網(wǎng)和

18、外聯(lián)網(wǎng)17In What Ways Does Technology Alter A Managers Job?技術(shù)以什么方式改變管理者Effectiveness and Efficiency有效果性和有效率Managers have access to more complete and accurate information than before, enabling them to function as better managers.Place工作場(chǎng)所Telecommuting: the linking of a workers computer and modem with tho

19、se of co-workers and management at an office.18Societys Expectations of Business社會(huì)對(duì)企業(yè)的期望Social Responsibility社會(huì)責(zé)任A firms obligation, beyond that required by the law and economics, to pursue long-term goals that are beneficial to society.Social Obligation社會(huì)義務(wù)The obligation of a business to meet its e

20、conomic and legal responsibilities and no more.Social Responsiveness社會(huì)響應(yīng)The ability of a firm to adapt to changing societal conditions.19EXHIBIT 26Arguments For and Against Social Responsibility贊成和反對(duì)企業(yè)社會(huì)責(zé)任的論點(diǎn)Public expectations公眾期望Long-run profits長(zhǎng)時(shí)間利潤(rùn) Ethical obligation道德義務(wù)Public image公眾形象Better en

21、vironment環(huán)境友好Discouragement of further government regulation防止未來(lái)政府監(jiān)管Balance of responsibility and power責(zé)任和權(quán)力的平衡Stockholder interests利益攸關(guān)者利益Possession of resources占有資源Superiority of prevention over cures預(yù)防勝于治療Arguments for the social responsibility of business are贊成:Violation of profit maximization與利

22、潤(rùn)最大化原那么背離 Dilution of purpose.淡化使命 Costs本錢Too much power權(quán)力過(guò)大Lack of skills缺乏技能Lack of accountability.缺乏明確的責(zé)任Lack of broad public support缺乏廣泛的公眾支持Arguments against the social responsibility of business are反對(duì):Source: Adapted from R. J. Monsen Jr., “The Social Attitudes of Management, in J. M. McGuire,

23、 ed. Contemporary Management: Issues and Views (Upper Saddle River, NJ: Prentice Hall, 1974), p. 616: and K. Davis and W. Frederick, Business and Society: Management, Public Policy, Ethics, 5th ed. (New York: McGraw-Hill, 1984), pp. 2841.20How Do Managers Become More Socially Responsible?Ethics道德A s

24、et of rules or principles that defines right and wrong conduct.Code of Ethics職業(yè)道德標(biāo)準(zhǔn)A formal document that states an organizations primary values and the ethical rules it expects managers and operatives to follow.21EXHIBIT 27Three Views of Ethics三種關(guān)于道德的觀點(diǎn)Utilitarian view of ethics實(shí)用主義道德觀Rights view o

25、f ethics道德的權(quán)力觀Theory of justice view of ethics道德的公平理論22Guidelines for Acting Ethically有道德地做事的行動(dòng)指南Know your organizations policy on ethics.Understand the ethics policy.Think before you act.Ask yourself what-if questions.Seek opinions from others.Do what you truly believe is right.23What Is Entreprene

26、urship?什么是企業(yè)家創(chuàng)業(yè))精神？Entrepreneurship創(chuàng)業(yè)The process of initiating a business venture, organizing the necessary resources, and assuming the risks and rewardsSteps in the Entrepreneurial ProcessExploring the entrepreneurial contextIdentifying opportunities and competitive advantagesStarting the ventureMa

27、naging the venture24What Do Entrepreneurs Do?企業(yè)家做什么？No Two Entrepreneurs Are Exactly AlikeThey are creating something new, something different. Theyre searching for change, responding to it, and exploiting it.Intrapreneur內(nèi)部創(chuàng)業(yè)者A person within an organization who demonstrates entrepreneurial character

28、isticshas confidence in his or her abilities, is willing to seize opportunities for change, and expects surprises and capitalizes on them.25Diversity 多元化and the Workforce of 2021Increasing Workforce DiversityMore variation in the background of organizational members in terms of gender, race, age, se

29、xual orientation, and ethnicityCharacteristics of the Future Workforce外來(lái)勞動(dòng)力特征More heterogeneous/diverse更異質(zhì)Increasingly older老齡化More multicultural多文化Diversity will require more managerial sensitivity to individual differences.要求管理者對(duì)個(gè)體差異更敏感26EXHIBIT 28Mars, Incorporated Diversity Philosophy多元化哲學(xué)“Disti

30、nctive voices working together within a common culture is one of the ways we have described how we do business at Mars. We believe that the success of our business can be enhanced by having a workforce made up of associates from many different backgrounds, much as our society and consumer base consi

31、st of a wide variety of individuals. We value the talents and contributions of our diverse workforce in reaching toward our future and in playing responsible leadership roles.Source: Reprinted with permission of Masterfoods USA, a division of Mars, Incorporated.27Labor Supply and Demand Adjustments勞

32、動(dòng)力供給調(diào)整Downsizing縮小規(guī)模An activity in an organization designed to create a more efficient operation through extensive layoffsRightsizing適宜規(guī)模Linking staffing levels to organizational goalsOutsourcing外包An organizations use of outside firms for providing necessary products and services28Why Do Organizatio

33、ns Lay Off Workers?DownsizingOutsourcingLabor Supply and Demand AdjustmentsRightsizing縮小規(guī)模適宜規(guī)模外包29Flexible Workforces可變勞動(dòng)力Core employees核心員工The small group of full-time employees of an organization who provide some essential job tasks for the organizationContingent workforce應(yīng)急工Part-time, temporary,

34、and contract workers who are available for hire on an as-needed basis30EXHIBIT 29Contingent Workers應(yīng)急工Part-time employees兼職員工Work fewer than 40 hours a weekAre a good source of staffing for peak hours.May be involved in job sharingTemporary employees臨時(shí)員工Are generally employed during peak periodsCan fill in for employees for an extended period of timeCreate a fixed labor cost during a specified periodContract workers合同工Are hired by organizations to work on specific projects. Are paid when the firm receives particular deliverables.Are a labor cost that is fixed by contrac