管理学基础双语课件第二章

1、Chapter 2The Management EnvironmentChapter 2The Management Envir 2008 Prentice Hall, Inc. All rights reserved.22L 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 perspec

2、tive.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: 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All

3、rights reserved.23L E A R N I N G O U T C O M E S (contd)Explain what is 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 man

4、y corporations have downsized.Describe the key variables for creating a customer-responsive culture.Explain why companies focus on quality and continuous improvement.After reading this chapter, you will be able to: 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.24The Chang

5、ing EconomyAgricultureUntil the late nineteenth century, all economies were agrarian.IndustrializationFrom the late 1800s until the 1960s, most developed countries moved from agrarian societies to industrial societies.InformationInformation technology is transforming society from its manufacturing f

6、ocus to one of service.Knowledge workers 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.25EXHIBIT 21The Changing EconomyOld EconomyNew EconomyNational borders limit competition National borders are nearly meaningless in defining an organizations operating boundaries Techno

7、logy reinforces rigid hierarchies and limits access to information Technology changes in the way information is created, stored, used, and shared have made it more accessible Job opportunities are for blue-collar industrial workers Job opportunities are for knowledge workers Population is relatively

8、 homogeneous Population is characterized by cultural diversity Business is estranged from its environment Business accepts its social responsibilities Economy is driven by large corporations Economy is driven by small entrepreneurial firms Customers get what business chooses to give them Customer ne

9、eds drive business 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.26A Global MarketplaceGlobal VillageThe concept of a boundaryless world; the production and marketing of goods and services worldwide.Borderless OrganizationA management structure in which internal arrangeme

10、nts that impose artificial geographic barriers are broken down 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.27EXHIBIT 22X 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.28Global CompetitionMultinational Corporations (MNCs)Strategic AlliancesTyp

11、es of International BusinessesTransnational Corporation (TNC)Borderless Organization 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.29EXHIBIT 23Stages of Going Global 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.210Globalizations Effect On Mana

12、gersParochialismA narrow focus in which one sees things solely through ones own view and from ones own perspectiveHofstedes Framework for Assessing Cultures:Power distanceIndividualism versus collectivismQuantity of life versus quality of lifeUncertainty avoidanceLong-term versus short-term orientat

13、ion 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.211Global Leadership and Organizational Behavior Effectiveness (GLOBE)A Cross-cultural Investigation of Leadership and National CultureConfirms and extends Hofstedes work on national cultural dimensions and leadership.Foun

14、d that the strength of cultural dimensions appear to be changing.Cultural DimensionsAssertivenessFuture orientationGender differentiationUncertainty avoidancePower distanceIndividualism/collectivismIn-group collectivismPerformance orientationHumane orientation 2008 Prentice Hall, Inc. All 2008 Prent

15、ice Hall, Inc. All rights reserved.212EXHIBIT 24GLOBE HighlightsSource: M. Javidan and R. J. House, “Cultural Acumen for the Global Manager: Lessons from Project GLOBE,” Organizational Dynamics (Spring 2001), pp. 289305. 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.213EX

16、HIBIT 24GLOBE Highlights (contd)Source: M. Javidan and R. J. House, “Cultural Acumen for the Global Manager: Lessons from Project GLOBE,” Organizational Dynamics (Spring 2001), pp. 289305. 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.214Emphasis on TechnologyTechnologyAn

17、y equipment, tools, or operating methods that are designed to make work more efficientInformation Technology (IT)Benefits of ITCost savings (e.g., inventory control)Freedom from fixed locations for operationsChallengesIncreased worker skill requirementsA leveling of the the competitive playing field

18、 that increases competition 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.215Internet Business TermsE-CommerceAny computer transaction that occurs when data are processed and transmitted over the InternetE-OrganizationThe applications of e-business concepts offered to sta

19、keholders.E-BusinessThe full breadth of activities included in a successful Internet-based enterprise 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.216EXHIBIT 25What Defines an E-Business? 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.217In Wha

20、t Ways Does Technology Alter A Managers Job?Effectiveness and EfficiencyManagers have access to more complete and accurate information than before, enabling them to function as better managers.PlaceTelecommuting: the linking of a workers computer and modem with those of co-workers and management at

21、an office. 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.218Societys Expectations of BusinessSocial ResponsibilityA firms obligation, beyond that required by the law and economics, to pursue long-term goals that are beneficial to society.Social ObligationThe obligation of

22、 a business to meet its economic and legal responsibilities and no more.Social ResponsivenessThe ability of a firm to adapt to changing societal conditions. 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.219EXHIBIT 26Arguments For and Against Social ResponsibilityPublic ex

23、pectationsLong-run profitsEthical obligationPublic imageBetter environmentDiscouragement of further government regulationBalance of responsibility and powerStockholder interestsPossession of resourcesSuperiority of prevention over curesArguments for the social responsibility of business are:Violatio

24、n of profit maximizationDilution of purpose.CostsToo much powerLack of skillsLack of accountability.Lack of broad public supportArguments against the social responsibility of business are:Source: Adapted from R. J. Monsen Jr., “The Social Attitudes of Management,” in J. M. McGuire, ed. Contemporary

25、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. 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.220Ho

26、w Do Managers Become More Socially Responsible?EthicsA set of rules or principles that defines right and wrong conduct.Code of EthicsA formal document that states an organizations primary values and the ethical rules it expects managers and operatives to follow. 2008 Prentice Hall, Inc. All 2008 Pre

27、ntice Hall, Inc. All rights reserved.221EXHIBIT 27Three Views of EthicsUtilitarian view of ethicsRights view of ethicsTheory of justice view of ethics 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.222Guidelines for Acting EthicallyKnow your organizations policy on ethics.

28、Understand the ethics policy.Think before you act.Ask yourself what-if questions.Seek opinions from others.Do what you truly believe is right. 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.223What Is Entrepreneurship?EntrepreneurshipThe process of initiating a business ve

29、nture, organizing the necessary resources, and assuming the risks and rewardsSteps in the Entrepreneurial ProcessExploring the entrepreneurial contextIdentifying opportunities and competitive advantagesStarting the ventureManaging the venture 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All

30、 rights reserved.224What Do Entrepreneurs Do?No Two Entrepreneurs Are Exactly AlikeThey are creating something new, something different. Theyre searching for change, responding to it, and exploiting it.IntrapreneurA person within an organization who demonstrates entrepreneurial characteristicshas co

31、nfidence in his or her abilities, is willing to seize opportunities for change, and expects surprises and capitalizes on them. 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.225Diversity and the Workforce of 2010Increasing Workforce DiversityMore variation in the backgroun

32、d of organizational members in terms of gender, race, age, sexual orientation, and ethnicityCharacteristics of the Future WorkforceMore heterogeneous/diverseIncreasingly olderMore multiculturalDiversity will require more managerial sensitivity to individual differences. 2008 Prentice Hall, Inc. All

33、2008 Prentice Hall, Inc. All rights reserved.226EXHIBIT 28Mars, Incorporated Diversity Philosophy“Distinctive 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 work

34、force made up of associates from many different backgrounds, much as our society and consumer base consist 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 wit

35、h permission of Masterfoods USA, a division of Mars, Incorporated. 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.227Labor Supply and Demand AdjustmentsDownsizingAn activity in an organization designed to create a more efficient operation through extensive layoffsRightsizi

36、ngLinking staffing levels to organizational goalsOutsourcingAn organizations use of outside firms for providing necessary products and services 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.228Why Do Organizations Lay Off Workers?DownsizingOutsourcingLabor Supply and Dema

37、nd AdjustmentsRightsizing 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.229Flexible WorkforcesCore employeesThe small group of full-time employees of an organization who provide some essential job tasks for the organizationContingent workforcePart-time, temporary, and con

38、tract workers who are available for hire on an as-needed basis 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.230EXHIBIT 29Contingent WorkersPart-time employeesWork fewer than 40 hours a weekAre a good source of staffing for peak hours.May be involved in job sharingTempora

39、ry employeesAre generally employed during peak periodsCan fill in for employees for an extended period of timeCreate a fixed labor cost during a specified periodContract workersAre hired by organizations to work on specific projects. Are paid when the firm receives particular deliverables.Are a labor cost that is fixed by contract 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.231Is There a Pending Labor Shortage in the United States?201