教學課件·管理學專業(yè)英語教程(第二版)1

1、Modern Management Movement管理學專業(yè)英語教程（精編版）（第二版） Fudan UniversityOutlines approaches to modern management123456 Process approach System approach Contingency approach Strategic management approach Japanese style management approach Excellence approach Fudan UniversityOutlines framework of the modern man

2、agement movement123 Classical theory Behavioral theory Quantitative theory4systems and contingency management theoryFudan UniversityHarod Koontz Management jungle theoryVariances in the process approachFudan University Process Approach Fudan University Process Approach PlanningOrganizingLeadingContr

3、ollingDefining goals establishing strategy, and developing plans to coordinate activitiesDetermining what needs to be done, how it will be done, and who is to do itMotivating, leading, and any other actions involved in dealing with peopleMonitoring activities to ensure that they are accomplished as

4、planned Lead toAchieving the organizations stated purposesProcess approach proposed by Fayol Fudan University System Approach Two basic types focus on production and efficiencyClosed system not influenced by and do not interact with their environment e.g. Taylors scientific management, Webers bureau

5、cratic theory, etc. Open system recognize and respond to their environment e.g. human relations school, organizational development, etc.Fudan University System Approach Von Bertalanffy“system” connected parts joined to form a whole in which the coordinated and combined effect of the subsystems creat

6、es synergy Internal behavior people inside organizations perform their individual and group tasks External behavior integrates organizational transactions with other organizations and institutions Fudan University System Approach Distinct purposeDeliberatestructurePeople organizationClosed system ro

7、utine tasks task specialization class specification chain of command formal hierarchy1864512Span of 8Employees=512Managers( level 1-3)=73Fudan University System Approach systemenvironmentenvironmentOpen system non-routine task performance interaction between staff and employees both vertically and h

8、orizontally prestige is externalized (reputation, knowledge)The organization takes resources (inputs) from the larger system (environment), and returns them to the environment in changed form (outputs)Fudan University Contingency Approach Simplistic principles are incompleteContingency approach is p

9、roposed by organizational theorists (Lawrence, Lorsch and Schein)Contingency management stresses the need for appraisal and analysis of the entire managerial environment within the organization.Contingency approach promotes organizational effectivenessIt sets centers on the best contingency playTher

10、e is an appropriate pattern for relationships which exists for organizationsAgreement exists between organizations and their internal and external environments, and between the management system and its various components.Fudan University Contingency Approach ThreePrincipleSetsStrategic management i

11、s concerned primarily with the decision-making process and actions which determine an organizations long-run performanceIt emphasizes monitoring and evaluating external and internal environmental opportunities and controls in view of an organizations strengths and weaknesses (case1: SWOT)Fudan Unive

12、rsity Strategic management Approach Fudan UniversityInternalExternalUtilizeImproveOpportunitiesCSR awarenessFavorable policies and environmentTechnological advantageAdvantage in marketing channelsCompatibility abilityLong-established company with significant experience in marketing and good relation

13、ship with manufacturers.Have not yet fully taken the large immature emerging Asian market. Cross-industry advantageGovernment price ceilingsSynergyWeak regional portabilityExpansion barrierMonitorEliminateThreats100% of the shareholders in 3 European countries and majorities in other European countr

14、ies.Low fees for calls made outside the home country）voice usage.Earning rate of primary business too highEffect of international financial crisisCompetition pressureIncompatibility with local communication standardsHard to differentiate different firmsStrengthWeakness CASE1: SWOT analysis on DIZZ c

15、ompanyFudan University Strategic management Approach Strategic management involves four basic components:(1) environmental scanning;(2) strategy formulation;(3) strategy implementation;(4) evaluation and control.e.g. Porters 5 competitive forces analysisFudan University Strategic management Approach

16、 Von Neumann and Morgenstern they defined strategy as a series of actions taken by a corporation which are decided on according to the particular situation Drucker describes strategy as a means of analyzing the present situation and changing it if necessaryChandler strategy is that it determines the

17、 basic long-term goals of a corporationAnsoff examined strategy, from a programmatic and analytic approachHofer and SchendelMintzberg strategy as a mediating force between an organization and its environment Strategic management Approach Deming,1950, introduced a comprehensive management system whic

18、h is the model for Japanese-style management, or total quality management (TQM)TQM uses statistics to analyses variability in production processes in order to improve the product quality continuouslyFudan Universitystructured annual improvements1major training programs2upper management leadership3Fu

19、dan University Strategic management Approach Juranthe first to deal with the broad management features of quality, which distinguishes him from those who advocate specific techniques, statistical or otherwise. He included three basic steps to progress: Strategic management Approach Crosby concept of

20、 zero defects quality is conformance to requirements and it can only be measured by the cost of non-conformance three components than can be used by orgznizations to prevent non-conformances-determination, education and implementation.Ouchi Theory Z corporations generated close relationships with th

21、eir employees and even made long-term employment commitments to the new hires They also developed their employees talents and focused on teamwork through lateral job rotations and collective decision making.Fudan UniversityFudan University Excellence Approach Peters and WatermanThe major focus of ex

22、cellence management is improving management in order to gain or maintain excellence within a corporation.effective organizations continue to strive for improvement.Fudan UniversityReferences Management （9th edition）, Stephen P. Robbins & Mary CoulterPractice of Management, Drucker 1954The Art of Jap

23、anese Management, Pascale & Athos, 1981In Search of Excellence, Peters & WatermanWhat Is Strategy?管理學專業(yè)英語教程（精編版）（第二版） Fudan University1245Fudan University Outlines Background Introduction Operational Effectiveness Operation Effectiveness VS Strategic PositioningStrategy Rests on Unique Activities3 P

24、roductivity Frontier For almost two decades, managers have been learning to play by a new set of rules:Companies must be flexible to respond rapidly to competitive and market changes. They must benchmark continuously to achieve best practice. They must outsource aggressively to gain efficiencies. Th

25、ey must nurture a few core competencies in the race to stay ahead of rivals.Fudan University Background Introduction Fudan University Background Introduction BarriersCopymarket positionGlobalizationPositioning-once the heart of strategy-is rejected as too static for todays dynamic markets and changi

26、ng technologies. According to the new dogma, rivals can quickly copy any market position, and competitive advantage is, at best, temporary. Some barriers to competition are falling as regulation eases and markets become global.Companies have properly invested energy in becoming leaner and more nimbl

27、e. Fudan University Background Introduction But those beliefs are dangerous half-truths, and they are leading more and more companies down the path of mutually destructive competition.In many industries, however, what some call hyper-competition is a self-inflicted wound, not the inevitable outcome

28、of a changing paradigm of competition.The root of the problem is the failure to distinguish between operational effectiveness and strategy.Operational EffectivenessStrategyWhy?Fudan UniversityThe probable answer：The quest for productivity, quality, and speed has spawned a remarkable number of manage

29、ment tools and techniques: total quality management, benchmarking, time-based competition, outsourcing, partnering, reengineering, change management. Although the resulting operational improvements have often been dramatic, many companies have been frustrated by their inability to translate those ga

30、ins into sustainable profitability. And bit by bit, almost imperceptibly, management tools have taken the place of strategy. As managers push to improve on all fronts, they move farther away from viable competitive positions. Background Introduction Fudan University Operational EffectivenessOperatio

31、nal Effectiveness (OE) and strategy are both essential to superior performance, which after all, is the primary goal of any enterprise. But they work in very different ways.Create comparable value at a lower costBoth greater value & lower costDeliver greater value to customersA company can outperfor

32、m rivalscharge higher average unit pricesgreater efficiency results in lower average unit costsFudan University Operational EffectivenessOthersTraining employeesDeliverSellProduceCreateOverall advantage Or disadvantageUltimately, all differences between companies in cost or price derive from the hun

33、dreds of activities (e.g. the right chart)Cost is generated by performing activities, and cost advantage arises from performing particular activities more efficiently than competitors. Similarly, differentiation arises from both the choice of activities and how they are performed. Activities, then,

34、are the basic units of competitive advantage. Overall advantage or disadvantage results from all a companys activities, not only a few.Differences in OE among companies are pervasiveSuch differences in OE are an important source of differences in profitability among competitors because they directly

35、 affect relative cost positions and levels of differentiation. Operational EffectivenessFudan Universityeliminate wasted effortemploy more advanced technologymotivate employees betterhave greater insight into managing particular activities or sets of activitiesImagine for a moment a productivity fro

36、ntier that constitutes the sum of all existing best practices at any given time. Think of it as the maximum value that a company delivering a particular product or service can create at a given cost, using the best available technologies, skills, management techniques, and purchased inputs. The prod

37、uctivity frontier can apply to individual activities, to groups of linked activities such as order processing and manufacturing, and to an entire companys activities. When a company improves its OE, it moves toward the frontier. Doing so may require capital investment, different personnel, or simply

38、 new ways of managing. Productivity FrontierFudan Universitythree-dimensional productivity frontierplanar productivity frontierThe productivity frontier is constantly shifting outward as new technologies and management approaches are developed and as new inputs become available. Laptop computers, mo

39、bile communications, the Internet, and software have redefined the productivity frontier for sales-force operations and created rich possibilities for linking sales with such activities as order processing and after-sales support. Similarly, lean production, which involves a family of activities, ha

40、s allowed substantial improvements in manufacturing productivity and asset utilization.Fudan University*We can use Matlab to draw multidimensional situations*We also can use multidimensional linear regression to calculate different influences from different factors Productivity FrontierFor at least

41、the past decade, managers have been preoccupied with improving OE.Learning organization: Hoping to keep up with shifts in the productivity frontier, managers have embraced continuous improvement, empowerment, change management. The popularity of outsourcing and the virtual corporation: reflect the g

42、rowing recognition that it is difficult to perform all activities as productively as specialists.As companies move to the frontier, they can often improve on multiple dimensions of performance at the same time. For example, manufacturers that adopted the Japanese practice of rapid changeovers in the

43、 1980s were able to lower cost and improve differentiation simultaneously. Fudan Universitybenchmarkingtime-based competitionTQMeliminate inefficiencies improve customer satisfactionachieve best practice Productivity FrontierConstant improvement in OE is necessary to achieve superior profitability.

44、However, it is not usually sufficient. Few companies have competed successfully on the basis of OE over an extended period, and staying ahead of rivals gets harder every day.The most obvious reason for that is the rapid diffusion of best practices. The most generic solutions-those that can be used i

45、n multiple settings-diffuse the fastest. Witness the proliferation of operational efficiency techniques accelerated by support from consultants.Fudan University Productivity FrontierBarriersCopygeneric solutionsRapid diffusion of best practicesThe later-comers surpass the formers:Lower cost for the

46、management techniques, new technologies, input improvements, and superior ways of meeting customers needs. Fudan UniversityOperation Effectivenesssimilar activities better than rivals perform them.includes but is not limited to efficiencyrefers to any number of practices that allow a company to bett

47、er utilize its inputs by, for example, reducing defects in products or developing better products faster. Operation Effectiveness VS Strategic PositioningStrategic Positioningperforming different activities from rivals or performing similar activities in different ways.Notice the differences!Fudan U

48、niversityWhy operation effectiveness is insufficient?OE competition shifts the productivity frontier outward, effectively raising the bar for everyone. But although such competition produces absolute improvement in OE, it leads to relative improvement for no one. The second reason that improved OE i

49、s insufficient-competitive convergence-is more subtle and insidious. The more benchmarking companies do, the more they look alike. The more that rivals outsource activities to efficient third parties, often the same ones, the more generic those activities become. As rivals imitate one anothers impro

50、vements in quality, cycle times, or supplier partnerships, strategies converge and competition becomes a series of races down identical paths that no one can win. Competition based on OE alone is mutually destructive, leading to wars of attrition that can be arrested only by limiting competition. Op

51、eration Effectiveness VS Strategic PositioningFudan UniversityThe recent wave of industry consolidation through mergers makes sense in the context of OE competition. Driven by performance pressures but lacking strategic vision, company after company has had no better idea than to buy up its rivals.

52、The competitors left standing are often those that outlasted others, not companies with real advantage. After a decade of impressive gains in OE, many companies are facing diminishing returns. Continuous improvement has been etched on managers brains. But its tools unwittingly draw companies toward

53、imitation and homogeneity. Gradually, managers have let OE supplant strategy. The result is zero-sum competition, static or declining prices, and pressures on costs that compromise companies ability to invest in the business for the long term. Operation Effectiveness VS Strategic PositioningCompetit

54、ive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value.Case: Southwest Airlines Companyoffers short-haul, low-cost, point-to-point service between midsize cities and secondary airports in large citiesavoids large airports

55、and does not fly great distances.Its customers include business travelers, families, and students, sensitive customers, who otherwise would travel by bus or car, and convenience-oriented travelers who would choose a full-service airline on other routes.Fudan UniversityStrategy Rests on Unique Activi

56、tiesFudan UniversityStrategy Rests on Unique ActivitiesSouthwest Airlines CompanyTailors all its activities to deliver low-cost, convenient service on its particular type of route. Through fast turnarounds at the gate of only 15 minutes, Southwest is able to keep planes flying longer hours than riva

57、ls and provide frequent departures with fewer aircraft. Southwest does not offer meals, assigned seats, interline baggage checking, or premium classes of service. Automated ticketing at the gate encourages customers to bypass travel agents, allowing Southwest to avoid their commissions. A standardiz

58、ed fleet of 737 aircraft boosts the efficiency of maintenance.A full-service airlineConfigured to get passengers from almost any point A to any point B. To reach a large number of destinations and serve passengers with connecting flights, full-service airlines employ a hub-and-spoke system centered

59、on major airports. To attract passengers who desire more comfort, they offer first-class or business-class service. To accommodate passengers who must change planes, they coordinate schedules and check and transfer baggage. Because some passengers will be traveling for many hours, full-service airli

60、nes serve meals.Fudan UniversityStrategy Rests on Unique ActivitiesStrategic positions emerge from three distinct sources, which are not mutually exclusive and often overlap. producing a subset of an industrys products or servicesserving most or all the needs of a particular group of customerssegmen