当代商业概论总结解析

1Chapter11.Definebusinessandprofitsizationthatprovidesgoodsorservicestoearnprofits •Businessconsistsofallprofit-seekingactivitiesandenterprisesthatprovide目thathaveprimaryobjectivesotherthanreturningprofitstotheirowners.Itythefactorsofproductiontrprnrphysicalresourcesresourcessdmixedeconomiesy➢Aneconomicsysteminwhichthegovernmentownsandoperatesallsourcesofproduction➢Aneconomicsysteminwhichbuyersandsellersinteract([ˌɪntər'ækt]15.Explainthefactorsthatdrivedemandandsupply.tary([ˌkɒmplɪˈmentri]互补的)itemst(2)FactorsDrivingSupply•factorsofproduction(Centralroleindeterminingtheoverallsupplyofgoodsandservicesisplayedbyfactorsofproduction.)•Otherfactorsliketaxesandthenumberofsupplierswillalsoinfluencethe6.Describeeachofthefourdifferenttypesofmarketstructuresinaprivateenterprisesystem.Perfectcompetitionmonopolisticmnplistikcompetition竞([mə'nɒpəlɪ]垄断)Perfectcompetitionexistswhenallfirmsinanindustryaresmallandthenumberoffirmsislarge.Pricesaredeterminedbymarketforcesassupplyanddemand.Inmonopolisticcompetition,manysellerstrytomaketheirproductsatleaseseemtobedifferentfromthoseofcompetitors.Productdifferentiationgivessellerssomecontroloverprices.Whenanindustryhasonlyahandfulofsellers,anoligopolyexists.TheentryofrdAndthepricesofcomparableproductsareusuallysimilarAmonopolyexistswhenanindustryormarkethasonlyoneproducer.Asole1supplierenjoysnearlycompletecontroloverthepricesofitsproducts.CharactCharacteristiceNumberofntryeindustrySimilarityofrolmsrperfectFairlyeasymerlativelyeasyNoneimilaropolyublicutilityNodirectlyle7.Identifyanddescribethefourstagesofthebusinesscycle.[prɒ'sperətɪ][rɪˈseʃn][dɪ'preʃn]8.Explainhowproductivity,price-levelchanges,andemploymentlevelsaffectthe19.DiscusshowmonetarypolicyandfiscalpolicyareusedtomanageanrmanceFiscalPolicy财政政策Governmentinfluenceseconomybyspendingandtaxationdecisions.Governmentusesfiscalpolicytocontrolinflations([ɪn'fleɪJn]通货膨胀),reduceunemployment,improvethegeneralwelfareofcitizens,andencourageeconomicgrowth.BusinessethicsarestandardsofbusinessconductandmoralvaluesbySocialresponsibilityreferstotheoverallwayinwhichabusinessattemptstobalanceitscommitmentstorelevantgroupsandindividualsinitssocialenvironments.2.Describethefactorsthatinfluencebusinessethics,atindividual,organizational,velsIndividual:values,workbackground,familystatus,personalityOrganizational:TopLevelMgmt.Philosophy,theFirm’sRewardSystem,JobDimensionsEnvironmental:Competition,economicconditions,social/culturalinstitutionsIndividualismainlylookingoutforhisorherinterest.Rulesarefollowedonlyoutoffearofpunishmentorhopeofreward.decisionsdbecauseitisapartofbelongtothegroupslIndividualfollowspersonalprinciplesforresolvingethicaldilemmas.Heorsheconsiderspersonal,groupandsocialinterests.4.Identifycommonethicaldilemmasintheworkplace.Conflictofinterest,honestyandintegrity(正直),loyaltyVStruth,whistle-blowing(揭发).5.Discusshoworganizationsshapeethicalbehavior.6.Summarizetheresponsibilitiesofbusinesstothegeneralpublic,customers,employeesandinvestors.stotheGeneralPublicblicHealthIssuesb)ProtectingtheEnvironmentGreenwashing:Usingadvertisingtoprojectagreenimagewithoutductserialsforreused)CorporatePhilanthropy([fɪ'lænθrəpɪ]慈善事业)17.ExplaindifferentstancesinCSRtAccommodativectivelySeeksvelybuteChapterifytheindustriesinwhichmostsmallfirmsareestablishedServicesretailingconstructionwholesaling发,financeandinsurance金融保险,manufacturing制造业,transportation运输.2.Comparetheadvantagesanddisadvantagesofsmallbusinesses.Smallfirmscanoftenoperatewithgreaterflexibilitythanlargercorporationscanachieve.Thisflexibilityallowssmallbusinesstodevelopinnovativeproducts,lowercosts,providesuperiorcustomerservice,andfillisolatedniches.['aɪsəleɪtɪd]偏远的[nɪtʃiz]商机However,smallbusinessalsomustoperatewithfewerresourcesthanlargecorporationscanapply.Asaresult,theymustsufferfromfinanciallimitations1imposeexcessiveburdensonsmallbusiness.3.Explainhowfranchisingcanprovideopportunitiesforbothfranchisorsandfranchisees(被特许人).Franchiseesbenefitfromtheparentcorporations'experienceandexpertise.Thefranchisermaypickthestorelocation,negotiatethelease,purchaseequipment,andsupportfinancing.Franchisingoffersthebenefitofbrandrecognition,whichcanmakeiteasiertoattractcustomersandreducethecostsofadvertisingaswellasincreasethelikelihoodofsuccess.4.Definethetermentrepreneuranddistinguishamongentrepreneurs,small-businessowners,andmanagers.rBusinesspersonwhoacceptstherisksandopportunitiesinvolvedincreating,andgrowinganewbusinesssOwnerDoesnothaveplansforgrowth.5.StartingandfundingasmallbusinessADisadvantage:HigherriskofbusinessfailureAAdvantage:AvoidsproblemsofanexistingbusinessFranchising6.Identifythreedifferenttypesofentrepreneurs.企业家•Classicentrepreneurs—personwhoseesabusinessopportunityanduseresourcestotapthatmarket.[ɪntræprə'ni:ɜ:]公司内企业家,内部创业者7.Identifypersonalitytraitsthattypicallycharacterizesuccessfulentrepreneurs.Successfulentrepreneursmayhaveseveraltraits,includingvision,highenergylevel,needtoachieve,self-confidenceandoptimism,toleranceforfailure,creativity,toleranceforambiguity(含糊),andinternationallocusofcontrol.Areconcernedaboutgoodcustomerrelationstyandriskusinessplansandconsensus8.Summarizethethreebasicformsofbusinessownershipandtheadvantagesisadvantagesofeachformrshipses2)Partnerships合伙企业Inmostcases,partnerssharethesUnlimitedLiability(majorundraisingprofitsequallyorinproportiontotheir1playnoroleinitsmanagementutprovideallthelabores•Moretalentandmoney(themoststriking)•Morefundraisingcapability['fʌndˌreɪzɪŋ]筹款的•Relativelyeasytoformetorshipswiththefinancial➢ComparativeSummary:ThreeFormsofBusinessUnlimitedliabilityDisagreementsamongnerstyerofcorporationstrictedrestrictedordependsonnershipementUndercontrolofboardofectorswhichisselectedbystockholdersEndsdeathdecisionownerEndsdeathwithofwithrdecisionofanyrtnerAsstatedinperpetualorforifiederiodofyearsessformProprietorshipnershipestmentnerstyunlimitedunlimitedofbyofesability9.TypeofCorporationssdcontrolflud•ComplicatedandexpensivetongFeaturesSubjectSubjecttocorporatetaxationPubliclyheldStockwidelyheldamongmanyinvestorsSubjecttocorporatetaxationSubchapterSelyheldcorporationlityOrganizedmuchlikeapubliclyheldcorporationalliabilityusinessliabilitylSubjecttoregulationinmultiplecountriesstoformanewcompanynpurchaseofonecompanybyanothertsThepotentialforhigherstandardsoflivingandimprovedbusinessprofitability.2.Discusstherelationshipofabsoluteandcomparativeadvantagetointernational13.Describehownationsmeasureinternationaltradeandthesignificanceofexchangerates.ntsng➢DomesticcompaniesmaymoveproductiontocheapersitesinforeignpaniesfinditeasiertoexportproductspaniesfindithardertoexportproductsaniesmayinvestinproductionfacilitiesEurocommoncurrencysharedamongmostofthemembersoftheEuropeanUnion(excludingDenmark,Sweden,andtheUnitedKingdom)Absoluteadvantageabilitytoproducesomethingcheaperand/orhigherqualityrcountryComparativeadvantageabilitytoproducemoreefficientlyorbetterthanothertionsNationalcompetitiveadvantageinternationalcompetitiveadvantagestemmingfromacombinationoffactorconditions,demandconditions,relatedandesandfirmstrategiesstructuresandrivalriesFactorconditions:laborcapitalentrepreneursphysicalresourcesandDemandconditions:reflectalargedomesticconsumerbasethatpromotesRelatedandsupportingindustries:stronglocalorregionalsuppliersand/orstomersStrategies,structures,andrivalries:firmsandindustriesthatstresscostGoinginternational:gauginginternationaldemand;adaptingtocustomerurcingandoffshoringLevelofinternationalinvolvement:exportersandimporters;internationallfirmsOutsourcing:practiceofpayingsuppliersanddistributorstoperformcertainrialsorservicesurcingtoforeigncountriesBenefits:1)focusontheircoreactivitiesandavoidgettingsidetrackedonizationstructuresIndependentagent;licensingarrangements;branchoffices;foreigndirectIndependentagent:foreignindividualororganizationthatagreestorepresentLicensingarrangement:arrangementinwhichfirmschooseforeignindividualsororganizationstomanufactureormarkettheirproductsinlfirmStrategicalliance:arrangement(alsocalledjointventure)inwhichacompanyfindsaforeignpartnertocontributeapproximatelyhalfofresourcesneededtoestablishandoperateanewbusinessinthepartner’scountryForeigndirectinvestment:arrangementinwhichafirmbuysorestablishesnothercountry4.Identifythemajorbarriersthatconfrontglobalbusinesses.esLegalandpoliticaldifferences:setconditionsfordoingbusiness;controlflowofcapitalandusetaxlegislation;evenconfiscatethepropertyofforeign-Quota:restrictiononthenumberofproductsofacertaintypethatcanbeEmbargo:governmentorderbanningexportationand/orimportationofauntrySubsidy:governmentpaymenttohelpadomesticbusinesscompetewithProtectionism:practiceofprotectingdomesticbusinessagainstforeignLocalcontentlaws:lawrequiringthatproductssoldinaparticularcountrymadethereBusinesspracticelaw:laworregulationgoverningbusinesspracticesingivencountriespracticesingivencountriesCartel:associationofproducerswhosepurposeistocontrolsupplyandpricesDumping:sellingaproductabroadforlessthanthecostofproductionat5.ExplainhowinternationaltradeorganizationsandeconomiccommunitiesreduceternationaltradeInternationalTradetoreducelEconomiccommunitiescreatepartnerships,foundfreetradearea,customsarea6.Comparethedifferentlevelsofinvolvementusedbybusinesseswhenenteringglobalmarkets.portersInternationalFirmsMultinationalFirms跨国的ormoreforeignImporter:firmthatbuysproductsinforeignmarketsandthenimportsthemryInternationalfirms:firmsthatconductasignificantportionofitsbusinessinforeigncountries;conductagooddealoftheirbusinessabroadandmayevenmaintainoverseasmanufacturingfacilities.Multinationalfirm:firmthatdesigns,produces,andmarketsproductsin7.Distinguishbetweenaglobalbusinessstrategyandamulti-domesticbusinessChapter5Management:processofplanning,organizing,leading,andcontrollinganOrganizing:managementprocessofdetermininghowbesttoarrangeanorganization’sresourcesandactivitiesintoacoherentstructureLeading:managementprocessofguidingandmotivatingemployeestomeetanesControlling:managementprocessofmonitoringanorganization’sperformancetoensurethatitismeetingitsgoals1.Identifytypesofmanagersbylevelandarea.linesbyarea:humanresourcesmanagers,operationmanagers,marketingmanagers,informationmanagers,financialmanagersandothermanagers.enessMiddlemanager:managerresponsibleforimplementingthestrategiesandworkingoalssetbytopmanagersFirst-linemanager:managerresponsibleforsupervisingtheworkforsupervisingtheofemployees2.Describethebasicmanagementskills.Technicalskillsabilitytounderstandandapplythetechniques,knowledge,andtoolsandequipmentofaspecificdisciplineordepartment•Humanskills—interpersonalskillsthatenableamanagertoworkeffectivelywithandthroughpeople•Conceptualskills[kənˈseptʃuəl]adj.观念的，概念的—abilitytoseetheorganizationasaunifiedwholeandtounderstandhoweachpartoftheoverallithotherpartsonMakingSkillscializedtasksgandgettingalongwithpeopleConceptualskills:abilitiestothinkintheabstract,diagnoseandanalyzedifferentDecision-makingskills:skillsindefiningproblemsandselectingthebestcoursesofatedwiththeproductiveuseoftimeStrategicmanagement:processofhelpinganorganizationmaintainaneffectiveStrategy:broadsetoforganizationalplansforimplementingthedecisionsmadeforalsMissionstatement:organization’sstatementofhowitwillachieveitspurposeintheenvironmentinwhichitconductsitsbusinessLong-termgoal:goalsetforanextendedtime,typicallyfiveyearsormoreintotheraperiodofonetofiveyearsintothefuturehorttermgoalgoalsetfortheverynearfutureCorporatestrategy:strategyfordeterminingafirm’soverallattitudetowardgrowthandthewayitwillmanageitsbusinessorproductlinesBusiness(orcompetitivestrategy)strategy,atthebusiness-unitorproduct-linelevel,mpetitivepositionFunctionalstrategy:strategybywhichmanagersinspecificareasdecidehowbesttoachievecorporategoalsthroughproductivity3.Explaintheimportanceofsettinggoalsandformulatingstrategies.esdirectionandguidanceformanagersatalllevelspsfirmsallocateresourceselpstodefinecorporateculturesmanagersassessperformanceFormulatingstrategiesdescribeanorganization’sintentions,outlinehowtomeetthegoals,andincludetheresponsivenesstonewchallengesandnewneeds.Strategyformulation:creationofabroadprogramfordefiningandmeetingan4.Processofstrategicplanning.ttingStrategicGoals–Strategicgoalsarederivedfromafirm’smissionstatementtheEnvironmentSWOTAnalysis–Assessinginternalstrengthsandweaknessesandexternalopportunities.Environmentalanalysis.OrganizationalanalysistheOrganizationandItsEnvironment–MatchingenvironmentalthreatsandopportunitiesagainstcorporateirmsmissionstatementSwotanalysis:identificationandanalysisoforganizationalstrengthsandweaknessesandenvironmentalopportunitiesandthreatsaspartofstrategyformulationEnvironmentalanalysis:processofscanningthebusinessenvironmentforthreatsandopportunitiesngafirmsstrengthsandweaknesses5.Summarizethemajorbenefitsofplanninganddistinguishamongstrategicplanning,tacticalplanning,andoperationalplanning.Planning:managementprocessofdeterminingwhatanorganizationneedstodoandhowbesttogetitdonePlanninghelpsacompanytoturnvisionintoaction,takeadvantageofopportunities,andavoidcostlymistakes.1–Stepsneededtomeetstrategicgoals;resourceallocations;focusoncompanypriorities–Shorter-termplansforimplementingspecificaspectsofthecompany’snceStrategicplan:planreflectingdecisionsaboutresourceallocations,companyepsneededtomeetstrategicgoalsTacticalplan:generallyshort-termplanconcernedwithimplementingspecificOperationalplan:plansettingshort-termtargetsfordaily,weekly,ormonthlyormanceContingencyplanning:identificationofaspectsofabusinessoritsenvironmentthatmightentailchangesinstrategyCrisismanagement:thesharedexperiences,stories,beliefs,andnormsthation6.Explainthedevelopmentandimportanceofcorporateculture.––––tionnorganizationvelystableisItistypicallyshapedbythefirm’sfounderandperpetuatedthroughformalCorporateculture:thesharedexperiences,stories,beliefs,andnormsthatcharacterize1Chapter6Organizationalstructure:specificationofthejobstobedonewithinanorganizationnotherOrganizationchart:diagramdepictingacompany’sstructureandshowingemployeeswheretheyfitintoitsoperationsChainofcommand:reportingrelationshipswithinacompanyJobspecialization:processofidentifyingthespecificjobsthatneedtobedoneanddesignatingthepeoplewhowillperformthemDepartmentalization:processofgroupingjobsintologicalunitsProfitcenter:separatecompanyunitresponsibleforitsowncostsandprofitsProductdepartmentalization:dividingofanorganizationaccordingtospecificproductscreatedProcessdepartmentalization:dividingofanorganizationaccordingtoproductioncessesusedtocreateagoodorservice