管理学完整课件.pptxVIP

MANAGEMENT: A GLOBAL PERSPECTIVEWeihrich and Koontz;What is management (P.4);Some Definitions;Managing: Science or Art? (P.10);What Do Managers Do? ;Fayol: Managerial Function;Katz: Managerial Skills;Mintzberg: the Managerial Roles ;Chapter 1 ;Scientific Management (P.12);4 of the 14 Principles by Fayol;Hawthorne Studies ;Illumination Experiment;Hawthorne Effect;Chapter 2. Management and Society: The External Environment, Social Responsibility, and Ethics ;The Organization and Its External Environment;Arguments for Social Involvement;Arguments Against Social Involvement;Ethical Theories;Definition of Whistle-Blowing;MANAGEMENT: A GLOBAL PERSPECTIVEWeihrich and Koontz;Country Alliances and Economic Blocs;Comparative Management;Japanese Management;Behaviors in Different Cultures (Hofstede);Gaining Competitive Advantage through Quality Management;Other Quality Approaches and Awards ;MANAGEMENT: A GLOBAL PERSPECTIVEWeihrich and Koontz;Definition of Planning;Relationship of planning and controlling: Siamese twins;Contents of Plans;Types of Plans;;Benefits of MBO;Failures of MBO;MANAGEMENT: A GLOBAL PERSPECTIVEWeihrich and Koontz;Definition of Strategy and Policies;Industry Analysis ;TOWS Matrix;Business Portfolio Matrix ;Business Portfolio Matrix;Hierarchy of Company Strategies;Business Strategies;MANAGEMENT: A GLOBAL PERSPECTIVEWeihrich and Koontz;Decision Making;Complete Rationality;Limited, or “Bounded,” Rationality;Decision-making Under Uncertainty;MANAGEMENT: A GLOBAL PERSPECTIVEWeihrich and Koontz;Definition of Organization;Formal Organization ;Informal Organization ;Horizontal Division: Department;Vertical Division;Contrasting Spans Of Control;Departmentation (Chapter 8);Traditional Organizational Design;Divisional Structure;Modern Organizational Structure;Matrix Structure ;Strategic Business Units ;Strategic Business Units;The Virtual Organization ;Boundaryless Organization;Definition of Reengineering ;Key Aspects of Reengineering;Authority