国际商务的环境chapter-3-The-Internal-Environment-of-Business-课件.ppt

1、Chapter 3The Internal Environment of BusinessLearning outcomesFOutline the broad approaches to organisation and management,paying particular attention to the systems approachFIdentify alternative organization structures used by business organizationsFDiscuss major aspects of the functional managemen

2、t of firmsFIllustrate the interaction between a firms internal and external environments.Text:Organization:the Internal Environment FThree areas of the internal organisation:FI.approaches to understanding organisationsFII.organisation structures FIII.key functions within the enterprise.Central theme

3、:managementFManagement is seen both as a system of roles fulfilled by individuals who manage the organisation and as a process which enables an organisation to achieve its objectives.FThe essential point:a function of organisations,rather than as a controlling elementFits task:enable the organisatio

4、n to identify and achieve its objectives and to adapt to change.I.Approaches to organisation and managementFThree main categories:F1.The classical approachF2.The human relation approachF3.The systems approach1.The classical approachFThe classicists basically viewed organisations as formal structures

5、 established to achieve a particular number of objectives under the direction of management FTwo important sub-groupings:F(1)“scientific management”(F.W.Taylor)F(2)“bureaucracy”(Max Weber)2.The human relation approachFThis approach emphasises the importance of people in the work situation and the in

6、fluence of social and psychological factors in shaping organisational behaviour.FElton Mayo&Hawthorne Experiments FMaslows“hierarchy of needs”FMcGregors“Theory X and Theory Y”Elton Mayos Hawthorne ExperimentsFat the Western Electric Company(USA)between 1924 and 1932.Findividuals at work were members

7、 of informal(i.e.unofficial)as well as formal groups F group influences were fundamental to explaining individual behaviour.Maslows Need HierarchyCD 7-4Figure 7-3PhysiologicalMost basic need.SafetyConsists of the need to be safe.LoveThe desire to love and be loved.EsteemNeed for reputation,prestige,

8、and recognition from others.Self-ActualizationDesire for self-fulfillment.Maslows Need HierarchyMcGregors Theory X and YFIn his book,The Human Side of Enterprise,Douglas,a social psychologist,McGreogr proposed Theory X and Y.FDouglas McGreogr said that management style and decision-making depends on

9、 which theory management believes applies to their staff.Theory X assumes the average worker:Fdislikes work and attempts to avoid it Fprefers to be directed Favoids responsibility Fwants security above all else Theory Y assumes the average worker:Ffinds work fulfilling and enjoyableFis self directed

10、 to meet objectives if he/she is committed to them Fseeks and accepts responsibility Fwants to learn,grow and develop Problems of Theory XFrely on money and benefits to satisfy employees lower needs,and once those needs are satisfied,the source of motivation is lost.FHinder satisfaction of higher-le

11、ver needs.Theory Y management implicationsFDecentralization and delegationFJob enlargementFParticipative managementFPerformance appraisalsTheory ZFTheory Z was developed by William Ouchi in his book,Theory Z:How American Management Can Meet the Japanese Challenge.FEach theory starts with a set of as

12、sumptions about people.FTheory Z essentially advocates a combination of all thats best about theory Y and modern Japanese management.Theory Z assumes the average worker:Fis loyal Fcan be trusted Fis able to handle freedom in doing his/her job Fis interested in teamwork FTheory Z also places more rel

13、iance on the attitude and responsibilities of the workers,whereas Mcgregors XY theory is mainly focused on management and motivation from the managers and organisations perspective.Theory Z may for some be like trying to manage the kitchen at the Ritz before mastering the ability to cook a decent fr

14、ied breakfast.3.The systems approachFOrganisations were seen as complex systems of people,tasks and technologies that were part of and interacted with a larger environment,comprising a wide range of influences.F Organisations are open systems,interacting with environment as they convert inputs into

15、output.Approaches to organisation and managementFBusiness organisations usually have sub-systems which deal with activities such as production,marketing,accounting and human resource management and each of these in turn may involve smaller sub-systems.FInteract between theminterface.FManagement is s

16、een as a critical sub-system within the total organisation,responsible for the co-ordination of the other sub-systems and for ensuring that internal and external relationships are managed effectively.Contingency approachFThere is no single form if organisation best suited to all situations.FIssues o

17、f organisational design and management depend on choosing the best combination in the light of the relevant situational variables;this might mean different structures and styles coexisting within an organisation.II.Organisation structureFThe resulting pattern of relationships between individuals and

18、 roles constitutes what is known as the organisations structure and represents the means by which the purpose and work of the enterprise is carried out.FIt also provides a framework through which communications can occur and within which the processes of management can be applied.Organisation struct

19、ureFThrough its structure an organisation should be able to:FAchieve efficiency in the utilisation of resources;FProvide opportunities for monitoring organisational performance;FEnsure the accountability of individuals;FGuarantee co-ordination between the different parts of the enterprise;FProvide a

20、n efficient and effective means of organisational communication;FCreate job satisfaction,including opportunities for progression;andFAdapt to changing circumstances brought about by internal or external developments.Organisation structureFLine relationships:authority flows vertically downward throug

21、h the structure from superior to subordinate.FStaff relationships:senior personnel appoint assistants who normally have no authority over other staff but act as an extension of their superior.FFunctional relations:between specialists(or advisers)and line managers and their subordinates.The personnel

22、 or computing function may be one such service that creates a functional relationship.FLateral relationships:particularly between individuals occupying equivalent positions within different departments or sections.Structure changeFInternal changes:a firm may have to find ways to restructure its orga

23、nisation as the environment in which it operates changes in order to remain competitive and meet stakeholder needs.F Solutions:a partial or wholesale shift in the organisations form;structural downsizing;re-engineering.Structure changeF Downsizing essentially involves shrinking the organisation to m

24、ake it“leaner”and“fitter”and hopefully more“flexible”in its response to the marketplace.FDownsizing can be used as a vehicle for cultural change:embracing notions of continuous improvement and innovation.FDanger:restructuring is not a cure for all problems;not helpful to products and morale.Aspects

25、of functional management FMost organisation structures reflect a degree of functional specialisation.The management of functions and of the relationships between them will be a key factor in the success of the enterprise and in its ability to respond to external demands for change.FThe majority of e

26、xternal influences tend to be beyond the organisations control.Key termsFClassical theories of organisation 传统组织理论传统组织理论FContingency approaches 权变权变方法方法Futilisation of resources 资源资源利用利用Fmonitoring organisational performance 监控组织绩效监控组织绩效Faccountability of individuals 个人职责个人职责Fjob satisfaction 工作满意度工

27、作满意度FLine relationships 直线关系直线关系FStaff relationships 参谋关系参谋关系FFunctional relations 函数关系函数关系FLateral relationships 横向关系横向关系FDownsizing 裁员裁员FFunctional organisation 功能功能性组织性组织FHierarchy of needs 需求层次需求层次FHuman resource management 人力资源管理人力资源管理FRe-engineering 重组工程重组工程Fspan of control 控制幅度控制幅度FScientific

28、 management 科学化科学化管理管理FSub-system 子系统子系统 SynopsisFOrganizations structure and functions were seen to provide a good illustration of the interface between the internal and external environments.Appreciating the existence of this interface is facilitated by adopting a systems approach to organisationa

29、l analysis.Summary of key pointsFManagement is a key aspect of the internal environment of the business organisation.FTheories of organisation and management basically fall into three categories:classical theories;human relations approached;systems approaches.FThe systems view of organisations depic

30、ts businesses as open systems interacting with their external environment as they convert inputs into outputs.FThe external environment of the organisation affects all aspects of the business including its structures,functions and processes.FStructural change tends to be a feature of large modern or

31、ganisation.FWithin the organisation the different business functions such as marketing,production,HRM,purchasing and son on are influenced by external factors of both a general and operational kind.Comprehension questionsFSummary the main categories of the theories of organizations and management.FL

32、ist two great figures and their main contribution of the classical theories of management.FList several aspects that human relation approach focuses.FAfter reading the part of“organization structure”,please point out the essence of structure and give explanation.FWhat are the two ways of structural

33、change which tends to be a feature of large modern organizations?Apply your understandingFDescribe the structure of an organisation with which you are familiar(e.g.through employment or work experience),indicating why the organisation is structured in the way it is.Are there any alternative forms of

34、 structure the organisation could adopt?Apply your understandingFAs a student on a business studies course,you have decided to get some practical experience of the business world by running a small venture with a number of colleagues which you hope will also earn you enough income to support you dur

35、ing your time at college or university.Your idea involves printing and selling customised T-shirts throughout the institution and possibly to a wider market.Design an appropriate organisational structure which you feel will help you achieve your objectives,indicating your rationale for choosing such

36、 a structure and the formal pattern of relationships between individuals.Apply your understandingFIn self-selecting groups of three or four,identify an organisation which you feel has a bureaucratic structure.Produce a report indicating”those features of the organisations structure,management and op

37、erations which best fit the idea of bureaucracy;andthe practical consequences of these features for the working of the organisation.FGive examples to support your comments.Essay questionsFIn your opinion what are likely to be the key factors determining how a global company will organise itself?Case

38、 study:Team-based structures at Saab Training SystemsFCase-related questions:F1.Why did the functional structure not suit the companys strategy?F2.How did the team-based structure help?F3.What problems could the team-based approach create?Point-counterpointFAre managers directly responsible for an o

39、rganizations success or failure?Or will external forces account for it?PointFThe quality of an organizations managers determines the quality of the organization itself.Its assumed that differences in an organizations effectiveness or efficiency are due to the decisions and actions of its managers.FW

40、hen organizations perform poorly,manager has to be held accountable regardless of the reasons why.Of course,when things go well,managers also get the credit.CounterpointFIts unreasonable to expect managers to significantly affect an organizations performance.Instead,and organizations results are inf

41、luenced by factors outside the control of management.FManagers have a limited effect on organizational outcomes.Frederick W TaylorF费雷德里克泰勒（18561915）是美国著名发明家和古典管理学家，科学管理的创始人，被尊称为“科学管理之父”。他不断在工厂实地进行试验，系统地研究和分析工人的操作方法和动作所花费的时间，逐渐形成其管理体系科学管理。泰罗主要著作有科学管理原理（1911）和科学管理（1912）。Henri FayolF亨利法约尔（1841-925）是法国

42、一般管理之父，西方古典管理理论在法国的最杰出代表。法约尔的管理功能理论认为管理功能包括计划、组织、命令、协调和控制。主要著作为一般管理和工业管理。Lyndall F UrwickF 林德尔厄威克(1891-1984)是英国著名的管理史家、教育家、管理学家。其最大的贡献是对经典的管理理论进行了综合。他在行政管理原理一书中，把各种管理理论加以综合，创造出一个新的体系：他把泰勒(Taylor)的科学管理理论和科学分析方法作为指导一切管理职能的基本原则，把法约尔的计划、组织、控制三个管理要素作为管理过程的三个主要职能，将法约尔的管理原则放在管理的职能之下，如在控制职能之下的职能有配备人员、挑选和安排教

43、育人员等。Max WeberF 马克斯韦伯（1864-1920）是德国的政治经济学家和社会学家，他被公认是现代社会学和公共行政学最重要的创始人之一。官僚组织理论是韦伯在20世纪早期提出并发展的一种权威结构理论，并依据权威关系来描述组织活动。这是一种体现劳动分工原则的，有着明确定义的等级和详细的规则与制度，一季非个人关系的组织模式。George Elton MayoF乔治埃尔顿梅奥是美国管理学家，原籍澳大利亚，早期的行为科学人际关系学说的创始人，美国艺术与科学院院士。使梅奥闻名于世的是他对霍桑实验所做的贡献。霍桑实验是一项以科学管理的逻辑为基础的实验，在霍桑实验的基础上，梅奥分别于1933年和1

44、945年出版了工业文明的人类问题和工业文明的社会问题两部名著。霍桑实验以及埃尔顿梅奥对霍桑实验结果的分析对西方管理理论的发展产生了重大而久远的影响，使西方管理思想在经历过早期管理理论和古典管理理论阶段之后进入到行为科学管理理论阶段。Maslows hierarchy theory of needsF由美国科学家亚伯拉罕马斯洛所提出的马斯洛需求层次理论亦称“基本需求层次理论”，是行为科学的理论之一，它把需求分成生理需求、安全需求、社交需求、尊重需求和自我实现需求五类，依次由较低层次到较高层次。MeGregors Theory X and Theory YF 道格拉斯麦格雷戈(Douglas M

45、Mc Gregor，19061964）是美国著名的行为科学家，他提出的著名“X理论一Y理论”，即：麦格雷戈的人性假设与管理方式理论。X理论认为人们有消极的工作源动力，而Y理论则认为人们有积极的工作源动力。Ouichi/Theory ZF由美国日裔学者威廉大内（William Ouchi）在1981年出版的Z理论一书中提出来的Z理论，是在X理论和Y理论管理学说的基础上提出，强调组织管理的文化因素，并认为自制在生产力上不仅需要考虑技术和利润等硬性指标，而且还应考虑软性因素，如信任、人与人之间的密切关系和微妙性等。X理论体现了西方的管理原则，而Z理论则强调在组织管理中加入东方的人性化因素，是东西方文

46、化和管理哲学的碰撞与融合。Chris ArgyrisF阿吉瑞斯是行动科学研究领域著名学家，他和熊恩（Donald Schon）共同发展了组织学习理论，提出了行动学习的循环，即“提出问题引入理论尝试应用个人反思”四个步骤，以帮助实践者从经验中获得知识，并提出行动学习循环较重视应用理论和个人反思，还提出单环学习（Single-Loop learning）和双环学习(Double-Loop learning)的理论。Rensis LikertF伦西斯利克特（19031981），美国教育家和组织心理学家，以其设计的利克特量表（Likert Scales）和管理风格的研究而闻名。Frederick He

47、rzbergF弗雷德里克赫茨伯格（）是美国心理学家、管理理论家、行为科学家，双因素理论的创始人。双因素理论(Two Factor Theory)又叫激励保健理论(Motivator-Hygiene Theory)。WebalertFWebsites on entrepreneurship:Fentrepreneurship.mit.eduFentreworldFCompanies House is at companieshouse.gov.ukFProcter&Gambles website is at pgFHonda is at hondamotercycle/Further readi

48、ngFCampbell,D.J.(2019).Organisations and the Business Environment.Butterworth-Heinemann.FMorrison,J.(2019).The International Business Environment:Diversity and the Global Economy.Palgrave.FMullins,L.J.(2019)Management and Organisational Behavior,7th edition.Financial Times/Prentice Hall.AssignmentsFPreview Chapter 3.FRead more articles about the political environment facing international businessFFind out American political systems and their effects on American business.Thank You!