《管理专业英语》ppt课件.ppt

《《管理专业英语》ppt课件.ppt》由会员分享，可在线阅读，更多相关《《管理专业英语》ppt课件.ppt（45页珍藏版）》请在三一办公上搜索。

1、,Chapter 3 Managing Environmental Change&Innovation,The Changing Environment of Organizations and Managers,A certain amount of stability of the environment is essentialAdapting to change helps managers meet organizational goalsDealing successfully with change can increase efficiency and effectivenes

2、s,Environmental factors play a major role in determining an organizations success or failureGeneral Environment:composed of the nonspecific elements of the organizations surroundings that might affect the activities of the organization.The effects of these dimensions on the organization are broad an

3、d gradual.Task environment:Consist of specific elements of the organizations surroundings that are very likely to influence the organization(specific to organization,effects are likely to be direct),New EconomyNational borders no longer define an organizations operating boundariesTechnology opens up

4、 organizations and makes information more accessibleJob opportunities are for knowledge workersPopulation is characterized by cultural diversityBusiness accepts it social responsibilitiesEconomy is driven by small entrepreneurial firmsCustomer needs drive business,Three Waves Changed the WorldFirstl

5、y,Agriculture.Until the late nineteenth century,all economies were agrarian.Secondly,Industrialization.From the late 1800s until 1960s,most developed countries moved from agrarian societies to industrial societies.Third,Information.Information technology is transforming society from its manufacturin

6、g focus to one of service,The Organization and Its Environment,Environment is of critical importance to the success and failure of any organization.Managers need to have a keen understanding of their environmenthow it affects them and how they can affect it,External environment:the forces and instit

7、utions outside the organization the potentially can affect the organizations performance.It composes General environment and Task environmentGeneral Environment:Everything outside an organizations boundaries.The overall context of general environment are Economic,Legal,Political,Socio-culture,intern

8、ational,and technical forces.Broad economic,socio-cultural,political-legal,demographic,technological,and global conditions that may affect the organization.,Technologicaldimension,OwnersEmployeesPhysical EnvironmentBoard of DirectorsCulture,Economicdemension,Internationaldemension,Political-legaldem

9、ension,Socioculturaldemension,Suppliers,Strategicpartner,Regulators,Competitors,Customers,Figure 3-1 Organizations General Environment Dimensions,Dimensions of GE Affecting On Organization,Economic Dimension:the overall health and vitality of the economic system in which the organization operates;Te

10、chnological Dimension:methods that available for converting resources into products or services;Sociocultural Dimension:includes the customs,mores,values,and demographic characteristics of the society in which the organization functions,Politicallegal Dimension:the extent of government regulation of

11、 business and the general relationship between business and governmentInternational Dimension:the extent to which the organization is affected by business in other countriese.g.“The general environment of McDonald”on pp.34,Task Environment(specific environment):composed of specific groups and organi

12、zations that affect the firm,external forces that have a direct and immediate impact on the organization.Dimensions of Task EnvironmentCompetitors:seeking the same resources as the organizationCustomers:acquire an organizations products or resourcesSuppliers:provide resources for the org.Regulators:

13、control,legislate,or influence the organizations policies or practice,and regulatory agencies or interest groups,strategic partners who are a joint venture or partnership with the organization.,McDoonalds,McDonads,Regulators-Food and Drug administration-Securities and exchange commission-Environment

14、alProtection agency,Strategic Partners-Wal-MartDisneyForeign partners,Suppliers-Coca-cola-Wholesale food processors-Packaging manufacturers,Customers-Individual consumers-Institutional customers,Competitors-Burger KingDecosSubwayDairy Queen,The task environment of McDonald,Internal Environment,Task

15、Environment,Internal Environment,The internal environment are conditions and Stakeholders forces present and at work within an organization.Organizational stakeholders:that are any constituencies in the organizations external environment that are affected by the organizations decisions and actions,a

16、nd they are people an organizations that are directly affected by the behaviors of an organization that have a stake in its performance.,Stakeholders Conditions and ForcesOwners,who are persons with legal property right to business;Board of directors,elected by the stockholders and are charged with

17、overseeing the general management of the firm to ensure that it is run in a way that best serves the stockholders interestEmployees,who work for the firm and have a vested interest in its continued operation and existencePhysical work environment:the actual physical environment of the organization a

18、nd the work that people do.,Why Should We Managing Stakeholder Relationship?,Managing it can lead to improved organizational performance;Its the“right”thing to do given the interdependence of the organization and its external stakeholdersIt can identify the organizations external stakeholders,To det

19、ermine the particular interest and concerns of the external stakeholdersDecide how critical each external stakeholder is to the organizationDetermine how to manage each individual external stakeholder relationship,How Environments affects organizations,Environment change occurs in two ways:The degre

20、e to which change in environment is occurring The degree of homogeneity or complexity of the environment,Organization,Customers,Unions,Social and PoliticalAction Groups,Shareholders,Competitors,Communities,Trade and IndustryAssociation,Suppliers,Governments,Media,Employees,Figure 3-2 The Stakeholder

21、s of an Organization,Environment Uncertainty:A driving force that influences organizational decisions.In other words,the extent to which managers have knowledge of and are able to predict change their organizations external environment is affected by complexity of the environment(the number of compo

22、nents in an organizations external environment),and the degree of change in environment components(How dynamic or stable the external environment is),Environmental Uncertainty Matrix,Cell(simple,stable)Stable and predictable environment:few components in environment,components are somewhat similar a

23、nd remain basically the same,minimal need for sophisticated knowledge of components.Cell(Simple,Dynamic)Dynamic and unpredictable environment:few components in environment,components are somewhat similar but are in continual process of change,minimal need for sophisticated knowledge of components.,C

24、ell(Complex,Stable)Stable and predictable environment:many components are there in the environment,components are not similar to one another and remain basically the same,and high need for sophisticated knowledge of components.Cell(Complex,Dynamic)Dynamic and unpredictable environment:many component

25、s in environment,components are not similar to one another and are in continual process of change,and high need for sophisticated knowledge of components,Moderate Uncertainty,Least Uncertainty,Most Uncertainty,Moderate Uncertainty,Degree of Change,Dynamic,Stable,Complex,Simple,Figure 3-3 Environment

26、 Change,Complexity,and Uncertainty,How Organizations Respond to Their Environment,Can set a boundary spanner to accumulate information through contact outside of the organization.Environment scanning is the process of monitoring the environment.Establish information summarize system and deliver info

27、rmation in a form that pertinent to a managers needs,Through Strategic response to maintain the status quo,altering the current strategy,or adopting a new strategy.If necessary,firms can combine,purchase,or form new business partnership or alliance with another firm.Organization can incorporate flex

28、ibility in its structural design to adapt to its environmental conditionAnd also can change the nature of the competitive conditions in its environment to suit its needs.Through pursuing new or changed relationship with suppliers,customers,and regulators can alter the organizations environment in a

29、way that favors the organization.,The Environment and Organizational Effectiveness,Systems resource approach:Acquiring the resources needed from the environmentInternal processes approach:Combining the resources attained from environment in an efficient and productive manner focuses on transformatio

30、n processes(production efficiencies)Goal approach:Facilitates the attainment of organizational goalsfocuses on outputs,Strategic constituencies approach:Satisfy the strategic constituents in the environmentfocuses on feedback(satisfying stakeholders)Combined approach:to make it easier to acquire fut

31、ure resource from the environment.Organizational Effectiveness requires that the organization is do a good job of procuring resources,managing them properly,achieving its goals,and satisfying its constituencies.P.41-The Model of Organizational Effectiveness,Level of International Business Activity,D

32、omestic Business:they mostly acquire all of its resources and sell all of their products or services within a single country.International Business:they normally based in a single country,yet acquire a meaningful share of its resources and/or revenues from other countries.,Multinational Corporate(MN

33、C):the business have transcended national boundaries and buys raw materials,finance,and manufactures and sells their products and services in a world-wide marketplaceGlobal Business:the business that have transcended national boundaries and are not committed to a single home country,Level of Interna

34、tional Business Activity,Lowest,Highest,DomesticBusiness,InternationalBusiness,MultinationalBusiness,Global Business,Figure 3-3 Level of International Business Activity,Organizations Global Perspective,Ethnocentric:Is the parochialistic belief that the best work approaches and practices are those of

35、 the home country;Polycentric:the attitude view that the managers in the host country know the best work approaches and practices for running their business;Geocentric:is a world-oriented view that focuses on using the best approaches and people from around the globe View:Figurev3-12 on page 43,Orga

36、nizational Design Differences,The following factors should be considered:The complexity of the organization;Authority,decision making,evaluation and control issues are different;Rewards and punishment are different;Identification of the organization difference;Recruiting,Staffing,and Development of

37、HR.,Types of Global Organizations,TNC=Transnational CorporationThe business that maintains significant operation in more than one country simultaneously and decentralizes decision making in each operation to the local countryMNC=Multinational CorporationThe corporate that has significant operations

38、in two or more countries simultaneously but manages the operations from a base home country,The International Environment for Global organizations,Economic systems may differentPolitical structures are variable Legal complexitiesLocal customs and beliefsEducational levels are differentManagement att

39、itudes are variableLanguage barriersCultural differences,The Stages of Globalization,Stage I ExportingIndirect ExportingDirect ExportingStage II ContractingHiring Foreign AgenciesEstablish Contractors/Partners relationshipLicensing and Franchising Stage III InvestingBuilding Foreign subsidiariesPurc

40、hasing and mergingDirect investmentView pp45“how business go global”,The Pros and Cons of Different methods Enter into Foreign Market,Importing and Exporting Pros:(1)small cash outlay;(2)Low risks;(3)No adaptation necessary on its products Cons:(1)High tariffs and taxes;(2)High freight costs;(3)Gove

41、rnment restrictions/None-tariffs barriers.,2.Licensing and FranchisingPros:Increased profitability;Extended profitability;Available for investigation Cons:Inflexibility No rights on managementHelps competitors,3.Strategic Alliance and Joint VentureAdvantages:Quick market entryShare risks with partne

42、rsAccess to materials and technologyEasy to be accepted by foreign customersDisadvantages:May lose core competition/technologyShared ownershipLimited control on managementMay help foreign competitors,4.Direct InvestmentAdvantages:Enhanced control on operating and managementExisting infrastructureRig

43、hts to receive and distribute the profitsDisadvantages:Most complexityLong-term to get returnsThe highest risksGreater uncertainty,Challenges in Managing Global Environment,Political/Legal Environment1.Govermental Stability 2.Incentives for International Trade 3.Control on international Trade 4.Econ

44、omic communities,EconomicEnvironmentEconomic System 2.Natural Resources 3.Infrastructure,Cultural EnvironmentValues,symbol,beliefs and languageIndividual differences across cultures,International Management Functions,Figure 3-4 Challenges in Managing Global Environment,You are the most important one

45、!,Keep in DoingYou will be the best one!Thank You!,Review and Practice,1.Why managers should consider change?2.What are the dimensions should be considered in general environment and task environment?3.In managing organizational change,what should the management do?Managing changing should begin fro

46、m where,and with who?,4.Why the management should consider the stakeholders management?5.How the environments affected on organizations?6.Point out the levels of international business activities and their characters.,7.What are the Global attitudes toward international operations?And their key nature on organizational design?8.What are the stages are involved in business globalization?And each steps main activities?9.How many modes are there in business enter into foreign market?And the features of each?,Good Begin,Half Done!好的开始是成功的一半！,