Unit 3-4管理英语.pptxVIP

Unit3 Management and theExternal Environment;External Environment;I. Direct Forces;1. Customers;Conduct customer research, especially current-customer research ;2. Competitors;A buyer organization is vulnerable to several potential supplier problems;4. Human Resources;II. Indirect Forces;1. Technological;Keep abreast of technological change;2. Economic;Organizations must continually monitor changes in the chief economic indicators to minimize threats and capitalize on opportunities.;3. Political, Legal and Regulatory;For example,;4. Cultural and Social;5. International;An increasing number of companies are entering international markets for two main reasons: Weakening opportunities at home Outstanding opportunities at abroad;eeeeeee;Unit4 Management and Social Responsibility;The purposes of this unit: To provide a basis for understanding the meaning and implications of social responsibility To provide guidelines by which managers can determine socially responsible behavior;I. Social Responsibility;1. Social Obligation;Milton Friedman (1912-2006);Four primary arguments: Businesses are accountable to their shareholders. Socially responsible activities should be determined by law, public policy, or the actions and contributions of private individuals. If management allocates profits to socially improvement activities, it is abusing its authority. These actions by management may work to the disadvantage of society. ;2. Social Reaction;A somewhat restrictive interpretation: ;A broader interpretation: ;The Essence: ;3. Social Responsiveness;The broadest meaning of social responsibility Superior to a social obligation or social reaction perspective for two reasons: Business’ economic activities and goals cannot be neatly separated from the social activities and goals of society. Business’ involvement in social problems is not an abuse of authority. ;A Continuum of Social Responsibility;II. Social Responsive Activities;6. Employee safety and healt