国际商务管理（英文版）全套教学课件

国际商务管理2022InternationalbusinessmanagementPartATheoreticalKnowledgeText1.InternationalBusinessChapter1GlobalContextofBusinessText2.ImportanceofInternationalBusinessEducationPartBTopic-basedReadingText1.TheStateofGlobalizationin2021Text2.ImplementingInclusivePoliciesAcrossaGlobalOrganizationPartAText1InternationalBusinessPre-readingQuestions:1.Whatisinternationalbusiness?Internationalbusiness2.Whatarethefactorscausinggrowthinglobalizationinrecentdecades?Internationalbusinessreferstothetradeofgoods,services,technology,capitaland/orknowledgeacrossnationalbordersandataglobalortransnationalscale."Internationalbusiness"isalsodefinedasthestudyoftheinternationalizationprocessofmultinationalenterprises.PartAText1InternationalBusinessPre-readingQuestions:Thefactorscausinggrowthinglobalizationinrecentdecadesare:Technologyisexpanding,especiallyintransportationandcommunications.Governmentsareremovinginternationalbusinessrestrictions.Institutionsprovideservicestoeasetheconductofinternationalbusiness.Consumerswanttoknowaboutforeigngoodsandservices.Competitionhasbecomemoreglobal.Politicalrelationshipshaveimprovedamongsomemajoreconomicpowers.Countriescooperatemoreontransnationalissues.Cross-nationalcooperationandagreementshaveincreased.Text1InternationalBusinessInternationalbusinessreferstothetradeofgoods,services,technology,capitaland/orknowledgeacrossnationalbordersandataglobalortransnational

scale.Itinvolvescross-bordertransactionsofgoodsandservicesbetweentwoormorecountries.Transactionsofeconomicresourcesincludecapital,skills,andpeopleforthepurposeoftheinternationalproductionofphysicalgoodsandservicessuchasfinance,banking,insuranceandconstruction.Internationalbusinessisalsoknownasglobalization.Toconductbusinessoverseas,multinationalcompaniesneedtobridgeseparatenationalmarketsintooneglobalmarketplace.Therearetwomacro-scalefactorsthatunderline

thetrendofgreaterglobalization.Thefirstconsistsofeliminating

barrierstomakecross-bordertradeeasier(e.g.freeflowofgoodsandservices,andcapital,referredtoas“freetrade”).Thesecondistechnologicalchange,particularlydevelopmentsincommunication,informationprocessing

andtransportationtechnologies.“Internationalbusiness”isalsodefinedasthestudyoftheinternationalizationprocessofmultinationalenterprises.Amultinationalenterprise(MNE)isacompanythathasaworldwideapproachtomarkets,productionand/oroperationsinseveralcountries.“Internationalbusiness”isalsodefinedasthestudyoftheinternationalizationprocessofmultinationalenterprises.Amultinationalenterprise(MNE)isacompanythathasaworldwideapproachtomarkets,productionand/oroperationsinseveralcountries.InternationalizationThefirstphaseofHymer’sworkwashisdissertationin1960calledtheInternationalOperationsofNationalFirms.ForeignDirectInvestment(FDI)

Byanalyzingthetwotypesofinvestments,Hymerdistinguishedfinancialinvestmentfromdirectinvestment.Themaindistinguishingfeaturewascontrol.Portfolioinvestmentisamorepassiveapproach,andthemainpurposeisfinancialgain,whereasinforeigndirectinvestmentafirmhascontrolovertheoperationsabroad.

textTherearetwomaindeterminantsofFDI;whereanimperfectmarketstructureisthekeyelement.Thefirstisthefirm-specificadvantageswhicharedevelopedatthespecificcompanieshomecountryand,profitably,usedintheforeigncountry.TheseconddeterminantistheremovalofcontrolwhereHymerwrote:“Whenfirmsareinterconnected,theycompeteinsellinginthesamemarketoroneofthefirmsmayselltotheother,”andbecauseofthis“itmaybeprofitabletosubstitutecentralizeddecision-makingfordecentralizeddecision-making”.textTherehasbeengrowthinglobalizationinrecentdecadesduetothefollowingfactors:●

Technologyisexpanding,especiallyintransportationandcommunications.●

Governmentsareremovinginternationalbusinessrestrictions.●

Institutionsprovideservicestoeasetheconductofinternationalbusiness.●

Consumerswanttoknowaboutforeigngoodsandservices.●

Competitionhasbecomemoreglobal.●

Politicalrelationshipshaveimprovedamongsomemajoreconomicpowers.●

Countriescooperatemoreontransnationalissues.●

Cross-nationalcooperationandagreementshaveincreased.Text2ImportanceofInternationalBusinessEducation1.Whataretheadvantagesofbeinganinternationalbusinesspersonwhoisfluentinlocallanguage?·havingtheabilitytodirectlycommunicatewithemployeesandcustomers·understandingthemannerofspeakingwithinbusinessinthelocalareatoimproveoverallproductivity·gainingrespectofcustomersandemployeesfromspeakingwiththemintheirnativetongueText2ImportanceofInternationalBusinessEducation2.Thebenefitsofunderstandinglocalcultureincludethefollowingbeingabletoprovidemarketingtechniquesthatarespecificallytailoredtothelocalmarketknowinghowotherbusinessesoperateandwhatmightormightnotbesocialtaboosunderstandingthetimestructureofanarea.Somesocietiesaremorefocusedontimeliness("beingontime")whileothersfocusondoingbusinessat"therighttime".associatingwithpeoplewhodonotknowseverallanguages.raisingawarenessoftheinter-relatednessofonecountry'spoliticalpoliciesandeconomicpracticesonanother;Text2ImportanceofInternationalBusinessEducationImportanceofLanguageandCulturalStudies●

havingtheabilitytodirectlycommunicatewithemployeesandcustomers;●

understandingthemannerofspeakingwithinbusinessinthelocalareatoimproveoverallproductivity;and●

gainingrespectofcustomersandemployeesfromspeakingwiththemintheirnativetongue.

Text2ImportanceofInternationalBusinessEducationExamplesofthebenefitofunderstandinglocalcultureincludethefollowing:●

beingabletoprovidemarketingtechniquesthatarespecificallytailoredtothelocalmarket;●

knowinghowotherbusinessesoperateandwhatmightormightnotbesocialtaboos;●

understandingthetimestructureofanarea;

Somesocietiesaremorefocusedontimeliness(“beingontime”)whileothersfocusondoingbusinessat“therighttime”.●

associatingwithpeoplewhodonotknowseverallanguages.

Text2ImportanceofInternationalBusinessEducationTheinternationalbusinessstandardsfocusonthefollowing:·raisingawarenessoftheinter-relatednessofonecountry’spoliticalpoliciesandeconomicpracticesonanother;·

learningtoimproveinternationalbusinessrelationsthroughappropriatecommunicationstrategies;·understandingtheglobalbusinessenvironment-thatis,theinterconnectionsofcultural,political,legal,economic,andethicalsystems;·exploringbasicconceptsunderlyinginternationalfinance,management,marketing,andtraderelations;and·identifyingformsofbusinessownershipandinternationalbusinessopportunities.

Text2ImportanceofInternationalBusinessEducationBusinessSchoolINSEADHarvardBusinessSchool(HBS)TheWhartonSchooloftheUniversityofPennsylvaniaExecutiveEducationText3TheStateofGlobalizationin20211.TradeFlows

2.CapitalFlows

3.InformationFlows

4.PeopleFlows

请替换文字内容Text4.ImplementingInclusivePoliciesAcrossaGlobalOrganizationChooseOfficeLocationsThatAlignwithYourDI&BValuesHelpGlobalTeamsUnderstandLocallyDrivenDiversityandInclusionPriorities

BroadenInclusiveLanguageInitiativesBeyondEnglish

请替换文字内容Text4.ImplementingInclusivePoliciesAcrossaGlobalOrganizationChooseOfficeLocationsThatAlignwithYourDI&BValuesAmongthefactorsweexplored:●

Doesthecountryhavestronglegislationonsexualharassmentingeneral?●

Doesthecountryhavestronglegislationonsexualharassmentintheworkplace?●

Doesthecountryhavelegislationmandatingequalcompensationforworkofequalvalue?●

Ispaidmaternityleavemandatedbylaw?●

Ispaidpaternityleavemandatedbylaw?

国际商务管理2022InternationalbusinessmanagementPartATheoreticalKnowledgeText1.InternationalBusinessOperationsChapter2GlobalBusinessEntryStrategiesText2.RisksofInternationalBusinessEntryPartBTopic-basedReadingText3.WillCovid-19HaveaLastingImpactonGlobalization?Text4.WeCan’tUndoGlobalization,ButWeCanImproveItPartA

Text1.InternationalBusinessPre-readingQuestions:1.Whatarethesixdifferentmodesofentrytointernationalbusiness?Sixmodes2.Whatarethephysicalandsocialfactorsthataffectinternationalbusiness?exportingturnkeyprojectslicensingfranchisingestablishingjointventureswithahost-countryfirmsettingupanewwhollyownedsubsidiaryinthehostcountryPartA

Text1.InternationalBusinessPre-readingQuestions:1.Whatarethesixdifferentmodesofentrytointernationalbusiness?Factors2.Whatarethephysicalandsocialfactorsthataffectinternationalbusiness?geographicalinfluencespoliticalpolicieslegalpoliciesbehaviouralfactorseconomicforcesTypesofOperationsMerchandiseexports:goodsexported-notincludingservices.Merchandiseimports:Thephysicalgoodorproductthatisimportedintotherespectivecountry.CountriesimportproductsorgoodsthattheircountrylacksinServiceexports:Serviceexportsissimplyaresidentofonecountryprovidingaservicetoanothercountry.Acloudsoftwareplatformisusedbypeopleorcompaniesoutsidethehomecountry.sixdifferentmodesofentryThesixdifferentmodesofentryareexporting,turnkeyprojects,licensing,franchising,establishingjointventureswithahost-countryfirm,orsettingupanewwhollyownedsubsidiaryinthehostcountry.Exporting

isthesaleofaproductinadifferentnationalmarketthanacentralizedhubofmanufacturing.Inaturnkeyproject,anindependentcontractorishiredbythecompanytooverseeallofthepreparationforenteringaforeignmarket.Licensingandfranchisingaretwoadditionalentrymodesthataresimilarinoperation.Licensingallowsalicensortogranttherightstoanintangiblepropertytothelicenseeforaspecifiedperiodoftimeforaroyaltyfee.ChoiceofEntryModeAjointventureandwhollyownedsubsidiaryaretwomoreentrymodesininternationalbusiness.Ajointventureiswhenafirmcreatedisjointlyownedbytwoormorecompanies(Mostjointventureare50-50partnerships).Thesevariablesareglobalconcentration,globalsynergies,andglobalstrategicmotivationsofMNC.ChoiceofEntryModeGlobalConcentration:manyMNEsshareandoverlapmarketswithalimitednumberofothercorporationsinthesameindustry.GlobalSynergies:thereuseorsharingofresourcesbyacorporationandmayincludemarketingdepartmentsorotherinputsthatcanbeusedinmultiplemarkets.Thisincludes,amongotherthings,brandnamerecognition.ChoiceofEntryModeGlobalStrategicMotivations:otherfactorsbeyondentrymodethatarethebasicreasonsforcorporateexpansionintoanadditionalmarket.Thesearestrategicreasonsthatmayincludeestablishingaforeignoutpostforexpansion,developingsourcingsitesamongotherstrategicreasons.PhysicalandSocialFactorsGeographicalInfluences:Thesefactorsare:thegeographicalsize,theclimaticchallengeshappeningthroughouttheworld,thenaturalresourcesavailableonaspecificterritory,thepopulationdistributioninacountry,etc.PoliticalPolicies:Politicaldisputes,particularlythosethatresultinthemilitaryconfrontation,candisrupttradeandinvestment.LegalPolicies:Domesticandinternationallawsplayabigroleindetermininghowacompanycanoperateoverseas.BehaviouralFactors:Inaforeignenvironment,therelateddisciplinessuchasanthropology,psychology,andsociologyarehelpfulformanagerstogetabetterunderstandingofvalues,attitudes,andbeliefs.EconomicForces:Economicsexplainscountrydifferencesincosts,currencyvalues,andmarketsize.PartA

Text2.RisksofInternationalBusinessEntryPre-readingQuestions:1.Whataretherisksofdoinginternationalbusiness?Risks2.Whatisoperationalrisk?Themainrisksofinternationalbusinessentryincludefaultyplanning,operationalrisk,politicalrisk,technologicalrisk,environmentalrisk,economicrisk,financialrisk,terrorismandbribery.FaultyPlanning:TheuseofconventionalSWOTanalysis,marketresearch,andculturalresearch,willgiveafirmappropriatetooltoreduceriskoffailureabroad.OperationalRisk:Acompanyhastobeconsciousabouttheproductioncoststonotwastetimeandmoney.PoliticalRisk:Howagovernmentgovernsacountry(governance)canaffecttheoperationsofafirm.Thegovernmentmightbecorrupt,hostile,ortotalitarian;andmayhaveanegativeimagearoundtheglobe.TechnologicalRisk:include“lackofsecurityinelectronictransactions,thecostofdevelopingnewtechnology...thefactthatthisnewtechnologymayfail,and,whenallofthesearecoupledwiththeoutdatedexistingtechnology,[thefactthat]theresultmaycreateadangerouseffectindoingbusinessintheinternationalarena”.EnvironmentalRisk:Companiesthatestablishasubsidiaryorfactoryabroadneedtobeconsciousabouttheexternalizationstheywillproduce,assomemayhavenegativeeffectssuchasnoiseorpollution.EconomicRisk:ThesearetheeconomicrisksexplainedbyProfessorOkolo:“Thiscomesfromtheinabilityofacountrytomeetitsfinancialobligations.Inpractice,thebiggestproblemarisingfromeconomicmismanagementhasbeeninflation.FinancialRisk:AccordingtoProfessorOkolo:“Thisareaisaffectedbythecurrencyexchangerate,governmentflexibilityinallowingthefirmstorepatriateprofitsorfundsoutsidethecountry.Thedevaluationandinflationwillalsoaffectthefirm’sabilitytooperateatanefficientcapacityandstillbestable.”Terrorism:Terrorismisavoluntaryactofviolencetowardsagroup(s)ofpeople.Inmostcases,actsofterrorismisderivedfromhatredofreligious,politicalandculturalbeliefs.Bribery:Briberyistheactofreceivingorsolicitingofanyitemsorservicesofvaluetoinfluencetheactionsofapartywithpublicorlegalobligations.SWOT:SWOTanalysis(alternativelySWOTmatrix)isanacronymforstrengths,weaknesses,opportunities,andthreatsandisastructuredplanningmethodthatevaluatesthosefourelementsofaprojectorbusinessventure.PartB

TEXT3.WillCovid-19HaveaLastingImpactonGlobalization?WhatAreGlobalization’sPost-CoronavirusProspects?2.Whatarethephysicalandsocialfactorsthataffectinternationalbusiness?1.Startwithglobalgrowthpatterns,wherethekeylessonisthatinternationalflowstendtoswingdramaticallywithmacroeconomiccycles.2.Supplychainpolicieshavecomebacktothetopoftheagenda,andshiftingapproacheshavethepotentialtoreshapetradeandFDIflows.3.SuperpowerfrictionsandfragilityhadalreadydestabilizedtheinternationalbusinessenvironmentbeforeCovid-19,andthepandemicaddsnewlayersofcomplexity.4.Ongoingtechnologicalshiftssuchastheadoptionofe-commerce,videoconferencing,androbotshaveallbeensuperchargedbyCovid-19.5.PublicopinionaboutglobalizationmaytakeanothernegativeturnduetoCovid-19,scalingbackthesurprisinglystrongsupportfortradeandimmigrationreportedinrecentpolling.PartB

TEXT4.WeCan’tUndoGlobalization,ButWeCanImproveItHowtohelpthosehurtbytradeandglobalization2.Whatarethephysicalandsocialfactorsthataffectinternationalbusiness?Weneedtoreinvestindislocatedcommunitieslowerthecostsandbarrierstotradematchsmallerfirmswithforeignmarkets,matchcommunitieswithforeigninvestors,ensureunfetteredaccesstocross-borderdigitalplatforms,providegreatersafetynetmeasures,updateoursystemofunemploymentinsurance,providerelocationassistance,encourageportablehealthinsuranceretrainourworkersforthenewopportunitiesthatwillresult.国际商务管理2022InternationalbusinessmanagementPartATheoreticalKnowledgeText1OrganizationalStructureChapter3BusinessOrganizationsText2.InternationalOrganizationsPartBTopic-basedReadingText3.Text3HowtoSuccessfullyScaleaFlatOrganizationText4.HowMidsizeCompaniesCanAdapttoChangingDemandPartAText1.InternationalBusinessPre-readingQuestions:1.Whatarethetypesoforganizationstructure?

Types2.Whatarethetypesoforganizationaccordingtoitsorganizationalstructure?functionalstructuresproduct-basedStructuregeographically-basedStructure

matrixStructurePartAText1.InternationalBusinessPre-readingQuestions:Factorsflatorganization(horizontalorganization)tallorganization(hierarchicalorganization)2.Whatarethetypesoforganizationaccordingtoitsorganizationalstructure?TypesofOrganizationalStructureFunctionalstructureisanorganizationstructurewhereactivitiesaregroupedintodepartmentsbyfunction,andformalcoordinationoccursattheapex.TypesofOrganizationalStructureProduct-basedStructure

isanorganizationstructurewhereactivitiesaregroupedaccordingtoproductorservice,andformalcoordinationofmanagementfunctionsoccursseparatelyforeach.

TypesofOrganizationalStructureGeographically-basedStructuretakesasimilarform:eachunitisbasedonaparticulargeographicalarea.

MatrixStructureisanorganizationstructureinwhichindividualsreporttomanagersinmorethanonedepartmentorfunction.Thebenefitsofmatrixorganizationaresaidtobethatitfacilitatesinterdepartmentalcoordinationduringinnovation,and,byweakeningdepartmentalboundaries,encouragesgreaterflexibilityandcreativity.

TypesofOrganizationalStructureWeak/FunctionalMatrix：Aprojectmanagerwithonlylimitedauthorityisassignedtooverseethecross-functionalaspectsoftheproject.

Balanced/FunctionalMatrix:Aprojectmanagerisassignedtooverseetheproject.Powerissharedequallybetweentheprojectmanagerandthefunctionalmanagers.Itbringsthebestaspectsoffunctionalandprojectizedorganizations.Strong/ProjectMatrix:Aprojectmanagerisprimarilyresponsiblefortheproject.Functionalmanagersprovidetechnicalexpertiseandassignresourcesasneeded.

TypesofOrganizationalStructureTypesofOrganizationalStructureFlatOrganization：Aflatorganization(alsoknownashorizontalorganization)hasanorganizationalstructurewithfewornolevelsofmiddlemanagementbetweenstaffandexecutives.

TallOrganization：

Atallorganization(alsoknownashierarchicalorganization)isanorganizationalstructurewhereeveryentityintheorganization,exceptone,issubordinatetoasingleotherentity.

OrganizationalCircleTheflatstructureiscommoninsmallcompanies(entrepreneurial

start-ups,universityspinoffs).Ascompaniesgrow,theytendtobecomemorecomplexandhierarchical,whichleadtoanexpandedstructure,withmorelevelsanddepartments.

However,inrarecases,suchastheexamplesofValve,GitHub,Inc.and37signals,theorganizationremainsveryflatasitgrows,eschewingmiddlemanagers.

Text2InternationalOrganizationsPre-readingQuestions:1.Whatdotheseacronymsrepresent?

2.WhatarethemainresponsibilitiesofWTO?IMF-InternationalMonetaryFundGATT-TheGeneralAgreementonTariffsandTradeWTO-WorldTradeOrganizationEU-EuropeanUnionNAFTA-NorthAmericanFreeTradeAgreementUN-UnitedNationsAPEC-TheAsia-PacificEconomicCooperationPartAText1.InternationalBusinessPre-readingQuestions:（1）facilitatetradeingoods,servicesandintellectualpropertybetweenparticipatingcountries;administeranindependentdisputeresolutionprocessaimedatenforcingparticipants'adherencetoWTOagreementsandresolvingtrade-relateddisputes;（2）prohibitdiscriminationbetweentradingpartners,butprovidesexceptionsforenvironmentalprotection,nationalsecurity,andotherimportantgoals.2.TheWorldTradeOrganization(WTO)isanintergovernmentalorganizationconcernedwiththeregulationofinternationaltradebetweennations.Itsmainresponsibilitiesare:ConceptsInternationalMonetaryFund(IMF)isaninternationalfinancialinstitution,workingtofosterglobalmonetarycooperation,securefinancialstability,facilitateinternationaltrade,promotehighemploymentandsustainableeconomicgrowth,andreducepovertyaroundtheworld.GeneralAgreementonTariffsandTrade(GATT)isalegalagreementbetweenmanycountries,whoseoverallpurposewastopromoteinternationaltradebyreducingoreliminatingtradebarrierssuchastariffsorquotas.

WorldTradeOrganization(WTO)isanintergovernmentalorganizationconcernedwiththeregulationofinternationaltradebetweennationsandregions.

ConceptsTheEuropeanUnion(EU)isapoliticalandeconomicunionof27memberstatesthatarelocatedprimarilyinEurope.TheEUhasdevelopedaninternalsinglemarketthroughastandardisedsystemoflawsthatapplyinallmemberstatesinthosematters,andonlythosematters,wheremembershaveagreedtoactasone.TheNorthAmericanFreeTradeAgreement(NAFTA)isanagreementsignedbyCanada,MexicoandtheUnitedStates,creatingatrilateraltradeblocinNorthAmerica.TheUnitedNations(UN)isanintergovernmentalorganizationtaskedtopromoteinternationalcooperationandtocreateandmaintaininternationalorder.ConceptsTheAsia-PacificEconomicCooperation(APEC)isaninter-governmentalforumfor21membereconomiesinthePacificRimthatpromotesfreetradethroughouttheAsia-Pacificregion.Text3HowtoSuccessfullyScaleaFlatOrganizationStartups,inparticular,oftenadoptaself-directedapproach,butwhentheygrowandscaleup,manybecomemoreorless“normal”—whichistosaytheirmiddle-managementranksswell,andtheydevelopincreasinglylargebureaucraciesandhierarchies.CoordinationthroughenablingmechanismsGrowthcreatesaneedforcoordination,whichcaneasilystifleautonomy.Companiescanovercomethisproblembydevelopingenablingmechanisms.OnesuchmechanismusedatFuturiceisa3×2frameworkthat’sdesignedtosupportstrategicdecision-makingthroughouttheorganizationandacrosstribes.

Text4

HowMidsizeCompaniesCanAdapttoChangingDemandInvestinginInnovationGatheringValuableMarketplaceIntelligencePrioritizingCollaboration

国际商务管理2022InternationalbusinessmanagementPartATheoreticalKnowledgeText1.ManagementTheoriesChapter4ManagingtheBusinessText2.ConceptsRelatedtoBusinessManagementPartBTopic-basedReadingText1.Research:AddingWomentotheC-SuiteChanges—HowCompaniesThinkText2.WanttoBeaBetterManager?GetaProtégéPartAText1.ManagementTheoriesPre-readingQuestions:1.Whatarethemaintheoriesonmanagement?

MainTheories2.WhataretheFayol’sGeneralPrinciplesofManagement?Fayol’sGeneralPrinciplesofManagementMaxWeber'sBureaucraticModel(Legal-RationalModel)PeterDrucker’sConceptoftheCorporationFrederickTaylor’sPrinciplesofScientificManagementPartAText1.ManagementTheoriesPre-readingQuestions:2.WhataretheFayol’sGeneralPrinciplesofManagement?divisionofworkauthorityandresponsibilitydisciplineunityofcommandsubordinationofindividualinteresttogeneralinterestremunerationcentralizationanddecentralizationscalarchainorderequitystabilityoftenureofpersonnelinitiativeespritdecorpsMaxWeber’sBureaucraticModelHisanalysisofbureaucracyemphasisedthatmodernstateinstitutionsareincreasinglybasedonrational-legalauthority.MaxWeber’srational-legalauthority(alsoknownasbureaucraticauthority)isaformofleadershipinwhichtheauthorityofanorganizationorarulingregimeislargelytiedtolegalrationality,legallegitimacyandbureaucracy.Themajorityofthemodernstatesofthetwentiethandtwenty-firstcenturiesarerational-legalauthorities,accordingtothosewhousethisformofclassification.Arigiddivisionoflaborisestablishedwhichclearlyidentifiestheregulartasksanddutiesoftheparticularbureaucraticsystem.Arigiddivisionoflaborisestablishedwhichclearlyidentifiestheregulartasksanddutiesoftheparticularbureaucraticsystem.Therearefirmlyestablishedchainsofcommand,andthedutiesandcapacitytocoerceotherstocomplyisdescribedbyregulation.

Regularandcontinuousexecutionoftheassigneddutiesisundertakenbyhiringpeoplewithparticularqualificationswhicharecertified.

PeterDrucker’sConceptoftheCorporationConceptoftheCorporationisanexaminationofGeneralMotors’operations,delvingintohowlargecorporationsimpactsocietyonabroadlevel.FrederickTaylor’sPrinciplesofScientificManagementScientificManagementisatheoryofmanagementthatanalyzesandsynthesizesworkflows.Itsmainobjectiveisimprovingeconomicefficiency,especiallylaborproductivity.TEXT2.ConceptsRelatedtoBusinessManagement输入标题Pre-readingQuestionsWhataretheattributesofagoodleaderandagoodmanager?

2.Howdoesmanagementdifferfromleadership,andhowdomanagersdifferfromleaders?Theattributesofagoodleaderandagoodmanagerare:Leader:haveasenseofmission;arecharismatic;areabletoinfluencepeopletoworktogetherforacommoncause;aredecisive;usecreativeproblemsolvingtopromotebettercareandapositiveworkingenvironment.Manager:goodorganizationalskills;abilitytocommabilitytocommunicatetasksandexpectedresultseffectively;abilitytonegotiatevariousadministrativeandregulatoryprocesses;gooddelegationskills.Managementdifferfromleadership,andhowdoesmanagersdifferfromleadersin:countingvaluevscreatingvalue.Managerscountvaluewhileleadersfocusoncreatingvalue.circlesofinfluencevscirclesofpower.Managerscreatecirclesofpowerwhil