管理学(management)(英文大纲)课件

管理學(Management)吳文雄主任高雄應用科技大學資管系管理學(Management)吳文雄主任內容(Contents)Part1IntroductionPart2DefiningtheManager’sTerrainPart3PlanningPart4OrganizingPart5LeadingPart6Controlling內容(Contents)Part1IntroductionPart1IntroductionChapter1IntroductiontoManagementandOrganizationWhoaremanagers?Whatismanagement?Whatdomanagersdo?Whatisanorganization?Whystudymanagement?Part1IntroductionChapter1InPart1Introduction(Cont’d)Chapter2ManagementYesterdayandTodayManagement’sconnectiontootherfieldsofstudyHistoricalbackgroundofmanagementScientificmanagementGeneraladministrativetheoristsQuantitativeapproachtomanagementTowardunderstandingorganizationbehaviorCurrenttrendsandissuesPart1Introduction(Cont’d)ChaPart2DefiningtheManager’sTerrainChapter3OrganizationalCultureandtheEnvironment:TheConstraintsThemanager:OmnipotentorSymbolic?Theorganization’sCultureTheenvironmentPart2DefiningtheManager’sPart2DefiningtheManager’sTerrain(Cont’d)Chapter4ManaginginaGlobalEnvironmentWhoownswhat?What’syourglobalperspective?UnderstandingtheglobalenvironmentHoworganizationsgoglobalManaginginaglobalenvironmentIsaglobalassignmentforyou?Part2DefiningtheManager’sPart2DefiningtheManager’sTerrain(Cont’d)Chapter5SocialResponsibilityandManagerialEthicsWhatissocialresponsibility?SocialresponsibilityandeconomicperformanceThe“Greening”ofmanagementManagerialethicsAfinalthoughtPart2DefiningtheManager’sPart3PlanningChapter6Decision-Making:TheEssenceoftheManager’sJobThedecision-makingprocessThepervasivenessofdecisionmakingThemanagerasdecisionmakerPart3PlanningChapter6DecisPart3Planning(Cont’d)Chapter7FoundationsofPlanningWhatisplanning?Whydomanagersplan?Howdomanagersplan?ContemporaryissuesinplanningPart3Planning(Cont’d)ChapterPart3Planning(Cont’d)Chapter8StrategicManagementTheimportanceofstrategicmanagementThestrategicmanagementprocessTypesoforganizationalstrategiesPart3Planning(Cont’d)ChapterPart3Planning(Cont’d)Chapter9PlanningToolsandTechniquesTechniquesforassessingtheenvironmentTechniquesforallocatingresourcesContemporaryplanningtechniquesPart3Planning(Cont’d)ChapterPart4OrganizingChapter10OrganizationalStructureandDesignDefiningorganizationalstructureOrganizationaldesigndecisionsCommonorganizationaldesignsPart4OrganizingChapter10OrPart4Organizing(Cont’d)Chapter11ManagerialCommunicationandInformationTechnologyUnderstandingmanagerialcommunicationTheprocessofinterpersonalcommunicationOrganizationalcommunicationUnderstandinginformationtechnologyPart4Organizing(Cont’d)ChaptPart4Organizing(Cont’d)Chapter12HumanResourceManagementWhyhumanresourcemanagementisimportantThehumanresourcemanagementprocessHumanresourceplanningRecruitmentandDecruitmentSelectionOrientationEmployeetrainingEmployeeperformancemanagementCompensationandBenefitsCareerdevelopmentCurrentissuesinhumanresourcemanagementPart4Organizing(Cont’d)ChaptPart4Organizing(Cont’d)Chapter13ManagingChangeandInnovationWhatischange?Forcesforchange?TwoviewsofthechangeprocessManagingchangeContemporaryissuesinmanagingchangeStimulatinginnovationPart4Organizing(Cont’d)ChaptPart5LeadingChapter14FoundationsofBehaviorWhylookatindividualbehavior?AttitudesPersonalityPerceptionLearningPart5LeadingChapter14FoundPart5Leading(Cont’d)Chapter15UnderstandingGroupsandTeamsUnderstandinggroupbehaviorTurninggroupintoeffectiveteamsDevelopingandmanagingeffectiveteamsPart5Leading(Cont’d)ChapterPart5Leading(Cont’d)Chapter16MotivatingEmployeesWhatismotivation?EarlytheoriesofmotivationContemporarytheoriesofmotivationCurrentissuesinmotivationFromtheorytopractice:SuggestionsformotivatingemployeePart5Leading(Cont’d)ChapterPart5Leading(Cont’d)Chapter17LeadershipManagersversusleadersEarlyleadershiptheoriesContingencytheoriesofleadershipCutting-edgeapproachestoleadershipContemporaryissuesinleadershipPart5Leading(Cont’d)ChapterPart6ControllingChapter18FoundationsofControlWhatiscontrol?Whyiscontrolimportant?ThecontrolprocessTypesofcontrolImplicationsformanagersContemporaryissuesincontrolPart6ControllingChapter18FPart6Controlling(Cont’d)Chapter19OperationsandValueChainManagementWhatisoperationsmanagementandwhyisitimportant?ValuechainmanagementCurrentissuesinoperationsmanagementPart6Controlling(Cont’d)ChapPart6Controlling(Cont’d)Chapter20ControllingforOrganizationalPerformanceOrganizationalperformanceToolsformonitoringandmeasuringorganizationalperformanceAmanager’sroleinhelpingorganizationsachievehighperformancelevelsPart6Controlling(Cont’d)Chap管理學(Management)吳文雄主任高雄應用科技大學資管系管理學(Management)吳文雄主任內容(Contents)Part1IntroductionPart2DefiningtheManager’sTerrainPart3PlanningPart4OrganizingPart5LeadingPart6Controlling內容(Contents)Part1IntroductionPart1IntroductionChapter1IntroductiontoManagementandOrganizationWhoaremanagers?Whatismanagement?Whatdomanagersdo?Whatisanorganization?Whystudymanagement?Part1IntroductionChapter1InPart1Introduction(Cont’d)Chapter2ManagementYesterdayandTodayManagement’sconnectiontootherfieldsofstudyHistoricalbackgroundofmanagementScientificmanagementGeneraladministrativetheoristsQuantitativeapproachtomanagementTowardunderstandingorganizationbehaviorCurrenttrendsandissuesPart1Introduction(Cont’d)ChaPart2DefiningtheManager’sTerrainChapter3OrganizationalCultureandtheEnvironment:TheConstraintsThemanager:OmnipotentorSymbolic?Theorganization’sCultureTheenvironmentPart2DefiningtheManager’sPart2DefiningtheManager’sTerrain(Cont’d)Chapter4ManaginginaGlobalEnvironmentWhoownswhat?What’syourglobalperspective?UnderstandingtheglobalenvironmentHoworganizationsgoglobalManaginginaglobalenvironmentIsaglobalassignmentforyou?Part2DefiningtheManager’sPart2DefiningtheManager’sTerrain(Cont’d)Chapter5SocialResponsibilityandManagerialEthicsWhatissocialresponsibility?SocialresponsibilityandeconomicperformanceThe“Greening”ofmanagementManagerialethicsAfinalthoughtPart2DefiningtheManager’sPart3PlanningChapter6Decision-Making:TheEssenceoftheManager’sJobThedecision-makingprocessThepervasivenessofdecisionmakingThemanagerasdecisionmakerPart3PlanningChapter6DecisPart3Planning(Cont’d)Chapter7FoundationsofPlanningWhatisplanning?Whydomanagersplan?Howdomanagersplan?ContemporaryissuesinplanningPart3Planning(Cont’d)ChapterPart3Planning(Cont’d)Chapter8StrategicManagementTheimportanceofstrategicmanagementThestrategicmanagementprocessTypesoforganizationalstrategiesPart3Planning(Cont’d)ChapterPart3Planning(Cont’d)Chapter9PlanningToolsandTechniquesTechniquesforassessingtheenvironmentTechniquesforallocatingresourcesContemporaryplanningtechniquesPart3Planning(Cont’d)ChapterPart4OrganizingChapter10OrganizationalStructureandDesignDefiningorganizationalstructureOrganizationaldesigndecisionsCommonorganizationaldesignsPart4OrganizingChapter10OrPart4Organizing(Cont’d)Chapter11ManagerialCommunicationandInformationTechnologyUnderstandingmanagerialcommunicationTheprocessofinterpersonalcommunicationOrganizationalcommunicationUnderstandinginformationtechnologyPart4Organizing(Cont’d)ChaptPart4Organizing(Cont’d)Chapter12HumanResourceManagementWhyhumanresourcemanagementisimportantThehumanresourcemanagementprocessHumanresourceplanningRecruitmentandDecruitmentSelectionOrientationEmployeetrainingEmployeeperformancemanagementCompensationandBenefitsCareerdevelopmentCurrentissuesinhumanresourcemanagementPart4Organizing(Cont’d)ChaptPart4Organizing(Cont’d)Chapter13ManagingChangeandInnovationWhatischange?Forcesforchange?TwoviewsofthechangeprocessManagingchangeContemporaryissuesinmanagingchangeStimulatinginnovationPart4Organizing(Cont’d)ChaptPart5LeadingChapter14FoundationsofBehaviorWhylookatindividualbehavior?AttitudesPersonalityPerceptionLearningPart5LeadingChapter14FoundPart5Leading(Cont’d)Chapter15UnderstandingGroupsandTeamsUnderstandinggroupbehaviorTurninggroupintoeffectiveteamsDevelopingandmanagingeffectiveteamsPart5Leading(Cont’d)ChapterPart5Leading(Cont’d)Chapter16MotivatingEmployeesWhatismotivation?EarlytheoriesofmotivationContemporarytheoriesofmotivationCurrentissuesinmotivationFromtheorytopractice:Suggestionsformo