管理学原理英文版 第二章课件FOM6-CH02in

1、The Management Environment 管理环境EXHIBIT HM4The Organization and Its Environment组织与环境供给商客户工会竞争者政府压力集团全球的政治的社会的技术的经济的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演化的经济形态Agriculture农业化浪潮 Until the late nineteenth century, all economies were agrarian.Industrialization工业化浪潮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知识工人5EXHIBIT 21The Changing Economy演化的经济形态Old Economy老经济New Economy新经济National border

6、s国界limit competitionNational borders are nearly meaningless in defining an organizations operating boundariesTechnology reinforces rigid hierarchies （等级）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 （蓝领）industrial workers Job opportunities are for knowledge workers （知识工人）Population is relatively homogeneous （同质）Population is characterized by cultural diversity 文化多元化Business is estranged（异化） from its environment Business accepts its social responsibilities

8、 社会责任Economy is driven by large corporations 大企业驱动Economy is driven by small entrepreneurial firms 具备企业家精神的小企业驱动Customers get what business chooses to give them企业生产决定需求 Customer needs drive business 需求驱动企业生产6A Global Marketplace全球市场Global Village地球村The concept of a boundaryless world; the production

9、 and marketing of goods and services worldwide.Borderless Organization无国界组织A management structure in which internal arrangements that impose artificial geographic barriers are broken down7EXHIBIT 22X8Global Competition全球竞争Multinational Corporations (MNCs)Strategic AlliancesTypes of International Bus

10、inessesTransnational Corporation (TNC)Borderless Organization国际商务类型多国公司跨国公司战略联盟无国界组织9EXHIBIT 23Stages of Going Global全球化的阶段第一阶段被动响应第二阶段初始主动进入第三阶段建立国际化运营许可特许经营合资合作企业 国外分支机构 10Globalizations Effect On Managers全球化对管理者的影响Parochialism 狭隘观念 A narrow focus in which one sees things solely through ones own v

11、iew and from ones own perspectiveHofstedes Framework for Assessing Cultures霍夫斯泰德评估文化的框架:Power distance权力差距Individualism versus collectivism个人主义-集体主义Quantity of life versus quality of life生活数量生活质量Uncertainty avoidance不确定性躲避Long-term versus short-term orientation长期短期导向11Global Leadership and Organizat

12、ional Behavior Effectiveness (GLOBE)全球领导和组织行为的有效性框架缩写为GLOBE框架A Cross-cultural Investigation of Leadership and National Culture领导和国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文化维度Assertiveness决断性Future orientation未来导向Gender differentiation性别差异Uncertainty avoidance不确定性躲避Power distance权力差距Individualism/collectivism个人主义集体主义In-group collectivism圈内集体主义Performance orientation绩效导向Humane orientation人性倾向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.决断性未来导向性别差异不确定性躲避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.个人主义集体主义圈内集体主义绩效导向人性导向14Emphasis on Technology对技术的重视Technology技术Any equipment, tools, or operating methods that are designed to make work more efficientInformation Technology (IT)信息技术Benefits of IT信息技术的好处Cost savings (e.g., inventory control)节省本钱Freedom from fixed locations

16、for operations解除地点的束缚Challenges挑战Increased worker skill requirements需要更多技巧A leveling of the the competitive playing field that increases competition增加竞争15Internet Business Terms互联网术语E-Commerce电子商务交易Any computer transaction that occurs when data are processed and transmitted over the InternetE-Organi

17、zation虚拟组织The applications of e-business concepts offered to stakeholders.E-Business 电子企业，基于互联网的企业活动The full breadth of activities included in a successful Internet-based enterprise16EXHIBIT 25What Defines an E-Business?什么决定电子企业活动企业内联网和企业外联网Global Internet 全球化互联网Private Intranet and Extranet私用企业内联网和

18、外联网17In What Ways Does Technology Alter A Managers Job?技术以什么方式改变管理者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工作场所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社会对企业的期望Social Responsibility社会责任A firms obligation, beyond that required by the law and economics, to pursue long-term goals that are beneficial to society.Social Obligation社会义务The obligation of a business to meet its e

20、conomic and legal responsibilities and no more.Social Responsiveness社会响应The ability of a firm to adapt to changing societal conditions.19EXHIBIT 26Arguments For and Against Social Responsibility赞成和反对企业社会责任的论点Public expectations公众期望Long-run profits长时间利润 Ethical obligation道德义务Public image公众形象Better en

21、vironment环境友好Discouragement of further government regulation防止未来政府监管Balance of responsibility and power责任和权力的平衡Stockholder interests利益攸关者利益Possession of resources占有资源Superiority of prevention over cures预防胜于治疗Arguments for the social responsibility of business are赞成:Violation of profit maximization与利

22、润最大化原那么背离 Dilution of purpose.淡化使命 Costs本钱Too much power权力过大Lack of skills缺乏技能Lack of accountability.缺乏明确的责任Lack of broad public support缺乏广泛的公众支持Arguments against the social responsibility of business are反对: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职业道德标准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三种关于道德的观点Utilitarian view of ethics实用主义道德观Rights view o

25、f ethics道德的权力观Theory of justice view of ethics道德的公平理论22Guidelines for Acting Ethically有道德地做事的行动指南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?什么是企业家创业)精神？Entrepreneurship创业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?企业家做什么？No Two Entrepreneurs Are Exactly AlikeThey are creating something new, something different. Theyre searching for change, responding to it, and exploiting it.Intrapreneur内部创业者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外来劳动力特征More heterogeneous/diverse更异质Increasingly older老龄化More multicultural多文化Diversity will require more managerial sensitivity to individual differences.要求管理者对个体差异更敏感26EXHIBIT 28Mars, Incorporated Diversity Philosophy多元化哲学“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劳

32、动力供给调整Downsizing缩小规模An activity in an organization designed to create a more efficient operation through extensive layoffsRightsizing适宜规模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缩小规模适宜规模外包29Flexible Workforces可变劳动力Core employees核心员工The small group of full-time employees of an organization who provide some essential job tasks for the organizationContingent workforce应急工Part-time, temporary,

34、and contract workers who are available for hire on an as-needed basis30EXHIBIT 29Contingent Workers应急工Part-time employees兼职员工Work fewer than 40 hours a weekAre a good source of staffing for peak hours.May be involved in job sharingTemporary employees临时员工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