Contemporary Management教学课件电子教案全套课件.pptx

;;Management Key Concepts;Additional Key Concepts;Achieving High Performance;Organizational Performance;Managerial Functions;;Planning;Organizing;Leading;Controlling;Management Levels;;Restructuring;Management Trends;Managerial Roles;Interpersonal Roles;Informational Roles;Decisional Roles;Managerial Skills;Skill Type Needed by Manager Level;Management Challenges;;Scientific Management theory;Job specialization;Evolution of Management Theory;Scientific Management;The 4 Principles ;Problems of Scientific Management;The Gilbreths;Administrative Management;Bureaucratic Principles;Key points of Bureaucracy;Fayol’s Principles;Fayol’s Principles;Fayol’s Principles;Behavioral Management;The Hawthorne Studies;Theory X and Y;Theory X v. Theory Y;Theory Z;Management Science;Organization-Environment Theory;Systems Considerations;The Organization as an Open System;Contingency Theory;Structures;;Organizational Environment;Forces in the Organizational Environment;Task Environment;Task Environment;Task Environment;Industry Life Cycle;Shakeout stage: at end of growth, there is a slowing customer demand. Competitor rivalry increases, prices fall. Least efficient firms fail and leave industry. Maturity stage: most customers have bought the product, growth is slow. Relationships between suppliers, distributors more stable. Usually, industry dominated by a few, large firms. Decline stage: falling demand for the product. Prices fall, weaker firms leave the industry.;The General Environment;Technological forces: skills equipment used in design, production and distribution. Result in new opportunities or threats to managers. Often make products obsolete very quickly. Can change how we manage. Socialcultural forces: result from changes in the social or national culture of society. Social structure refers to the relationships between people and groups. Different societies have vastly different social structures. National culture includes the values that characterize a society. Values and