教学课件·管理学专业英语教程(第二版)1.ppt

1、Modern Management Movement管理学专业英语教程（精编版）（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 UniversityOutlinesOutlines framework of the mod

2、ern management movementframework of the modern management movement123 Classical theory Behavioral theory Quantitative theory4systems and contingency management theoryFudan University Harod Koontz Management jungle theory Variances in the process approachFudan University Process Approach Fudan Univer

3、sity Process Approach Defining 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 accom

4、plished as 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,Webe

5、rs bureaucratic 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 cr

6、eates 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

7、 routine 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

8、 horizontally 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 incomplete Contingency approach is propo

9、sed 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 playThere is a

10、n 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 ThreePrincipleSetsFudan University Strategic ma

11、nagement Approach Fudan UniversityInternalExternalUtilizeImproveOpportunitiesCSR awarenessFavorable policies and environmentTechnological advantageAdvantage in marketing channelsCompatibility abilityLong-established company with significant experience in marketing and good relationship with manufact

12、urers.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 countries.Low fees for cal

13、ls 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 companyanalysis on DIZ

14、Z companyFudan 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 V

15、on 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 necessary Chandler strategy is that it determines the

16、basic long-term goals of a corporation Ansoff examined strategy,from a programmatic and analytic approach Hofer and Schendel Mintzberg strategy as a mediating force between an organization and its environment Strategic management Approach Deming,1950,introduced a comprehensive management system whic

17、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 UniversityFudan University Strategic management Approach Juranthe first to deal with the broad ma

18、nagement 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 zero defects quality is conformance to requirements and it can only be measured by the c

19、ost 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 their employees and even made long-term employment commitments to the new hires They also de

20、veloped their employees talents and focused on teamwork through lateral job rotations and collective decision making.Fudan UniversityFudan University Excellence Approach Peters and Waterman The major focus of excellence management is improving management in order to gain or maintain excellence withi

21、n a corporation.effective organizations continue to strive for improvement.Fudan UniversityReferences Management（9th edition）,Stephen P.Robbins&Mary Coulter Practice of Management,Drucker 1954 The Art of Japanese Management,Pascale&Athos,1981 In Search of Excellence,Peters&WatermanWhat Is Strategy?管

22、理学专业英语教程（精编版）（第二版）Fudan University1245Fudan University Outlines Outlines Background Introduction Operational Effectiveness Operation Effectiveness VS Strategic PositioningStrategy Rests on Unique Activities3 Productivity Frontier For almost two decades,managers have been learning to play by a new se

23、t 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.They must nurture a few core competencies in the race to stay ahead of rivals.Fudan University Ba

24、ckground Introduction Fudan University Background Introduction BarriersCopymarket positionGlobalizationPositioning-once the heart of strategy-is rejected as too static for todays dynamic markets and changing technologies.According to the new dogma,rivals can quickly copy any market position,and comp

25、etitive 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 nimble.Fudan University Background Introduction v But those beliefs are dangerous half-truths,and they are

26、 leading more and more companies down the path of mutually destructive competition.v In many industries,however,what some call hyper-competition is a self-inflicted wound,not the inevitable outcome of a changing paradigm of competition.v The root of the problem is the failure to distinguish between

27、operational effectiveness and strategy.Operational EffectivenessStrategyWhy?Fudan UniversityThe probable answer：The quest for productivity,quality,and speed has spawned a remarkable number of management tools and techniques:total quality management,benchmarking,time-based competition,outsourcing,par

28、tnering,reengineering,change management.Although the resulting operational improvements have often been dramatic,many companies have been frustrated by their inability to translate those gains into sustainable profitability.And bit by bit,almost imperceptibly,management tools have taken the place of

29、 strategy.As managers push to improve on all fronts,they move farther away from viable competitive positions.Background Introduction Fudan University Operational Effectivenessv Operational Effectiveness(OE)and strategy are both essential to superior performance,which after all,is the primary goal of

30、 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 outperform rivalscharge higher average unit pricesgreater efficiency results in lower average unit costsFudan University Operationa

31、l EffectivenessOthersTraining employeesDeliverSellProduceCreateOverall advantage Or disadvantagevUltimately,all differences between companies in cost or price derive from the hundreds of activities(e.g.the right chart)vCost is generated by performing activities,and cost advantage arises from perform

32、ing particular activities more efficiently than competitors.vSimilarly,differentiation arises from both the choice of activities and how they are performed.Activities,then,are the basic units of competitive advantage.vOverall advantage or disadvantage results from all a companys activities,not only

33、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 affect and.Operational EffectivenessFudan Universityeliminate wasted effortemploy more advanced technologymotivate employees bet

34、terhave greater insight into managing particular activities or sets of activitiesImagine for a moment a productivity frontier 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 creat

35、e at a given cost,using the best available technologies,skills,management techniques,and purchased inputs.The productivity 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 improve

36、s its OE,it moves toward the frontier.Doing so may require capital investment,different personnel,or simply new ways of managing.Productivity FrontierFudan Universitythree-dimensional productivity frontierplanar productivity frontierThe productivity frontier is constantly shifting outward as new tec

37、hnologies and management approaches are developed and as new inputs become available.Laptop computers,mobile 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 pro

38、cessing and after-sales support.Similarly,lean production,which involves a family of activities,has 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 regr

39、ession to calculate different influences from different factors Productivity FrontierFor at least the past decade,managers have been preoccupied with improving OE.:Hoping to keep up with shifts in the productivity frontier,managers have embraced continuous improvement,empowerment,change management.T

40、he popularity of and the:reflect the growing 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 p

41、ractice of rapid changeovers in the 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 t

42、o achieve superior profitability.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 solut

43、ions-those that can be used in 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

44、 formers:Lower cost for the management techniques,new technologies,input improvements,and superior ways of meeting customers needs.Fudan University Operation Effectivenesssimilar activities better than rivals perform them.includes but is not limited to efficiencyrefers to any number of practices tha

45、t allow a company to better utilize its inputs by,for example,reducing defects in products or developing better products faster.Operation Effectiveness VS Strategic Positioningv Strategic Positioningv performing different activities from rivals v or performing similar activities in different ways.No

46、tice the differences!Fudan UniversityWhy operation effectiveness is insufficient?OE competition shifts the productivity frontier outward,effectively raising the bar for everyone.But although such competition produces in OE,it leads to The second reason that improved OE is insufficient-competitive co

47、nvergence-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 improvements in quality,cycle times,or s

48、upplier 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.Operation Effectiveness VS Strategic Positi

49、oningFudan 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.The competitors left standing are often thos

50、e 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 imitation and homogeneity.Gradually,managers have