《管理学》罗宾斯Management-8th-Robbins-and-Coulter

Copyright©2005PrenticeHall,Inc.Allrightsreserved.1–2LEARNINGOUTLINE

FollowthisLearningOutlineasyoureadandstudythischapter.WhoAreManagers?Describewhoisdoingmanagerialworkintoday’sorganizations.Definewhomanagersare.Explainhowmanagerdifferfromnon-managerialemployees.Discusshowtoclassifymanagersinorganizations.WhatIsManagement?Definemanagement.Contrastefficiencyandeffectiveness.Explainwhyefficiencyandeffectivenessareimportanttomanagement.Copyright©2005PrenticeHall,Inc.Allrightsreserved.1–3LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.WhatDoManagersDo?Describethefourfunctionsofmanagement.ExplainMintzberg’smanagerialroles.Tellhowamanager’sincludereflectionandaction.DescribeKatz’sthreeessentialmanagerialskillsandhowtheimportanceoftheseskillschangesdependingonmanageriallevel.Listotherimportantmanagerialskillsandcompetencies.Discussthechangethatareimpactingmanagers’jobs.Explainwhycustomerserviceandinnovationareimportanttothemanager’sjob.Copyright©2005PrenticeHall,Inc.Allrightsreserved.1–4LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.WhatIsAnOrganization?Describethecharacteristicsofanorganization.Explainhowtheconceptofanorganizationischanging.WhyStudyManagement?Explaintheuniversalityofmanagementconcept.Discusswhyanunderstandingofmanagementisimportantevenifyoudon’tplantobeamanager.Describetherewardsandchallengesofbeingamanager.Copyright©2005PrenticeHall,Inc.Allrightsreserved.1–5WhoAreManagers?ManagerSomeonewhoworkswithandthroughotherpeoplebycoordinatingandintegratingtheirworkactivitiesinordertoaccomplishorganizationalgoals.Copyright©2005PrenticeHall,Inc.Allrightsreserved.1–6ClassifyingManagersFirst-lineManagersAreatthelowestlevelofmanagementandmanagetheworkofnon-managerialemployees.MiddleManagersManagetheworkoffirst-linemanagers.TopManagersAreresponsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganization.Copyright©2005PrenticeHall,Inc.Allrightsreserved.1–7WhatIsManagement?ManagerialConcernsEfficiency“Doingthingsright”GettingthemostoutputfortheleastinputsEffectiveness“Doingtherightthings”AttainingorganizationalgoalsCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–8WhatDoManagersDo?FunctionalApproachPlanningDefininggoals,establishingstrategiestoachievegoals,developingplanstointegrateandcoordinateactivitiesOrganizingArrangingworktoaccomplishorganizationalgoalsLeadingWorkingwithandthroughpeopletoaccomplishgoals.ControllingMonitoring,comparing,andcorrectingtheworkCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–9WhatDoManagersDo?(cont’d)ManagementRolesApproachInterpersonalrolesFigurehead,leader,liaisonInformationalrolesMonitor,disseminator,spokespersonDecisionalrolesDisturbancehandler,resourceallocator,negotiatorCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–10WhatDoManagersDo?(cont’d)SkillsApproachTechnicalskillsKnowledgeandproficiencyinaspecificfieldHumanskillsTheabilitytoworkwellwithotherpeopleConceptualskillsTheabilitytothinkandconceptualizeaboutabstractandcomplexsituationsconcerningtheorganizationCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–11HowTheManager’sJobIsChangingTheIncreasingImportanceofCustomersCustomers:thereasonthatorganizationsexistManagingcustomerrelationshipsistheresponsibilityofallmanagersandemployees.Consistenthighqualitycustomerserviceisessentialforsurvival.InnovationDoingthingsdifferently,exploringnewterritory,andtakingrisksManagersshouldencourageemployeestobeawareofandactonopportunitiesforinnovation.Copyright©2005PrenticeHall,Inc.Allrightsreserved.1–12WhatIsAnOrganization?AnOrganizationDefinedAdeliberatearrangementofpeopletoaccomplishsomespecificpurposeCommonCharacteristicsofOrganizationsHaveadistinctpurpose(goal)ComposedofpeopleHaveadeliberatestructureCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–13WhyStudyManagement?TheValueofStudyingManagementTheuniversalityofmanagementGoodmanagementisneededinallorganizations.TherealityofworkEmployeeseithermanageoraremanaged.RewardsandchallengesofbeingamanagerManagementofferschallenging,excitingandcreativeopportunitiesformeaningfulandfulfillingwork.Successfulmanagersreceivesignificantmonetaryrewardsfortheirefforts.PowerPointPresentationbyCharlieCookCopyright©2005PrenticeHall,Inc.

Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–15LEARNINGOUTLINE

FollowthisLearningOutlineasyoureadandstudythischapter.HistoricalBackgroundofManagementExplainwhystudyingmanagementhistoryisimportant.Describesomeearlyevidencesofmanagementpractice.DiscusswhydivisionoflaborandtheIndustrialRevolutionareimportanttothestudyofmanagement.Listsixmanagementapproaches.ScientificManagementDefinescientificmanagement.DescribetheimportantcontributionsmadebyFredrickW.TaylorandFrankandLillianGilbreth.Explainhowtoday’smanagersusescientificmanagement.Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–16LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.GeneralAdministrativeTheoristsTellwhatthegeneraladministrativetheoristsbroughttothestudyofmanagement.DescribehowFayolviewedthepracticeofmanagementExplainwhyFayoldevelopedhisprinciplesofmanagement.DiscussFayol’s14managementprinciples.DescribeMaxWeber’scontributiontothegeneraladministrativetheoryofmanagement,DefinethecharacteristicsofabureaucracyExplainhowtoday’smanagersusegeneraladministrativetheory.Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–17LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.QuantitativeApproachtoManagementDefinethequantitativeapproachandhowitevolved.Explainwhatthequantitativeapproachhascontributedtothefieldofmanagement.Discusshowtoday’smanagersmaynotbecomfortablewiththequantitativeapproach.TowardUnderOrganizationalBehaviorDefineorganizationalbehavior.DescribethecontributionsoftheearlyadvocatesofOB.DescribethedesignoftheHawthorneStudies.ExplainthecontributionsoftheHawthorneStudiestothefieldofmanagement.Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–18LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.TowardUnderstandingOrganizationalBehavior

(cont’d)DiscussthecriticismsoftheHawthorneStudies.Discusshowtoday’smanagersusethebehavioralapproach.TheSystemsApproachDefineasystem.Contrastclosedsystemsandopensystems.Describeanorganizationusingthesystemsapproach.Discusshowthesystemsapproachisappropriateforunderstandingmanagement.Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–19LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.TheContingencyApproachDefinethecontingencyapproachExplainhowthecontingencyapproachdiffersfromtheearlytheoriesofmanagementDiscussthepopularcontingencyvariables.DiscusshowthecontingencyapproachisappropriateforstudyingmanagementCurrentIssuesandTrendsExplainwhyweneedtolookatthecurrenttrendsandissuesfacingmanagers.Defineworkforcediversity,entrepreneurship,e-business,learningorganization,knowledgemanagement,andqualitymanagement.Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–20HistoricalBackgroundofManagementAncientManagementEgypt(pyramids)andChina(GreatWall)Venetians(floatingwarshipassemblylines)AdamSmithPublished“TheWealthofNations”in1776Advocatedthedivisionoflabor(jobspecialization)toincreasetheproductivityofworkersIndustrialRevolutionSubstitutedmachinepowerforhumanlaborCreatedlargeorganizationsinneedofmanagementCopyright©2005PrenticeHall,Inc.Allrightsreserved.2–21MajorApproachestoManagementScientificManagementGeneralAdministrativeTheoryQuantitativeManagementOrganizationalBehaviorSystemsApproachContingencyApproachCopyright©2005PrenticeHall,Inc.Allrightsreserved.2–22ScientificManagementFredrickWinslowTaylorThe“father”ofscientificmanagementPublishedPrinciplesofScientificManagement(1911)Thetheoryofscientificmanagement:Usingscientificmethodstodefinethe“onebestway”forajobtobedonePuttingtherightpersononthejobwiththecorrecttoolsandequipmentHavingastandardizedmethodofdoingthejobProvidinganeconomicincentivetotheworkerCopyright©2005PrenticeHall,Inc.Allrightsreserved.2–23ScientificManagement(cont’d)FrankandLillianGilbrethFocusedonincreasingworkerproductivitythroughthereductionofwastedmotionDevelopedthemicrochronometertotimeworkermotionsandoptimizeperformance.HowDoToday’sManagersUseScientificManagement?UsetimeandmotionstudiestoincreaseproductivityHirethebestqualifiedemployeesDesignincentivesystemsbasedonoutputCopyright©2005PrenticeHall,Inc.Allrightsreserved.2–24GeneralAdministrativeTheoristsHenriFayolBelievedthatthepracticeofmanagementwasdistinctfromotherorganizationalfunctionsDevelopedfourteenprinciplesofmanagementthatappliedtoallorganizationalsituationsMaxWeberDevelopedatheoryofauthoritybasedonanidealtypeoforganization(bureaucracy)Emphasizedrationality,predictability,impersonality,technicalcompetence,andauthoritarianism.Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–25QuantitativeApproachtoManagementQuantitativeApproachAlsocalledoperationsresearchormanagementscienceEvolvedfrommathematicalandstatisticalmethodsdevelopedtosolveWWIImilitarylogisticsandqualitycontrolproblemsFocusesonimprovingmanagerialdecisionmakingbyapplying:Statistics,optimizationmodels,informationmodels,andcomputersimulationsCopyright©2005PrenticeHall,Inc.Allrightsreserved.2–26UnderstandingOrganizationalBehaviorOrganizationalBehavior(OB)Thestudyoftheactionsofpeopleatwork;peoplearethemostimportantassetofanorganizationEarlyOBAdvocatesRobertOwenHugoMunsterbergMaryParkerFollettChesterBarnardCopyright©2005PrenticeHall,Inc.Allrightsreserved.2–27TheHawthorneStudiesAseriesofproductivityexperimentsconductedatWesternElectricfrom1927to1932.ExperimentalfindingsProductivityunexpectedlyincreasedunderimposedadverseworkingconditions.Theeffectofincentiveplanswaslessthanexpected.ResearchconclusionSocialnorms,groupstandardsandattitudesmorestronglyinfluenceindividualoutputandworkbehaviorthandomonetaryincentives.Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–28TheSystemsApproachSystemDefinedAsetofinterrelatedandinterdependentpartsarrangedinamannerthatproducesaunifiedwhole.BasicTypesofSystemsClosedsystemsArenotinfluencedbyanddonotinteractwiththeirenvironment(allsysteminputandoutputisinternal)OpensystemsDynamicallyinteracttotheirenvironmentsbytakingininputsandtransformingthemintooutputsthataredistributedintotheirenvironmentsCopyright©2005PrenticeHall,Inc.Allrightsreserved.2–29ImplicationsoftheSystemsApproachCoordinationoftheorganization’spartsisessentialforproperfunctioningoftheentireorganization.Decisionsandactionstakeninoneareaoftheorganizationwillhaveaneffectinotherareasoftheorganization.Organizationsarenotself-containedand,therefore,mustadapttochangesintheirexternalenvironment.Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–30TheContingencyApproachContingencyApproachDefinedAlsosometimescalledthesituationalapproach.Thereisnooneuniversallyapplicablesetofmanagementprinciples(rules)bywhichtomanageorganizations.Organizationsareindividuallydifferent,facedifferentsituations(contingencyvariables),andrequiredifferentwaysofmanaging.Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–31CurrentTrendsandIssuesGlobalizationEthicsWorkforceDiversityEntrepreneurshipE-businessKnowledgeManagementLearningOrganizationsQualityManagementCopyright©2005PrenticeHall,Inc.Allrightsreserved.2–32CurrentTrendsandIssues(cont’d)GlobalizationManagementininternationalorganizationsPoliticalandculturalchallengesofoperatinginaglobalmarketEthicsIncreasedemphasisonethicseducationincollegecurriculumsIncreasedcreationanduseofcodesofethicsbybusinessesCopyright©2005PrenticeHall,Inc.Allrightsreserved.2–33CurrentTrendsandIssues(cont’d)WorkforceDiversityIncreasingheterogeneityintheworkforceMoregender,minority,ethnic,andotherformsofdiversityinemployeesAgingworkforceOlderemployeeswhoworklongerandnotretireThecostofpublicandprivatebenefitsforolderworkerswillincreaseIncreaseddemandforproductsandservicesrelatedtoagingCopyright©2005PrenticeHall,Inc.Allrightsreserved.2–34CurrentTrendsandIssues(cont’d)EntrepreneurshipDefinedTheprocesswherebyanindividualorgroupofindividualsuseorganizedeffortstocreatevalueandgrowbyfulfillingwantsandneedsthroughinnovationanduniqueness.EntrepreneurshipprocessPursuitofopportunitiesInnovationinproducts,services,orbusinessmethodsDesireforcontinualgrowthoftheorganizationCopyright©2005PrenticeHall,Inc.Allrightsreserved.2–35CurrentTrendsandIssues(cont’d)E-Business(ElectronicBusiness)TheworkpreformedbyanorganizationusingelectroniclinkagestoitskeyconstituenciesE-commerce:thesalesandmarketingcomponentofane-businessCategoriesofE-BusinessesE-businessenhancedorganizationE-businessenabledorganizationTotale-businessorganizationCopyright©2005PrenticeHall,Inc.Allrightsreserved.2–36CurrentTrendsandIssues(cont’d)KnowledgeManagementThecultivationofalearningculturewhereorganizationalmemberssystematicallygatherandshareknowledgewithothersinordertoachievebetterperformance.LearningOrganizationAnorganizationthathasdevelopedthecapacitytocontinuouslylearn,adapt,andchange.Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–37CurrentTrendsandIssues(cont’d)QualityManagementAphilosophyofmanagementdrivenbycontinualimprovementinthequalityofworkprocessesandrespondingtocustomerneedsandexpectationsInspiredbythetotalqualitymanagement(TQM)ideasofDemingandJuranQualityisnotdirectlyrelatedtocost.PowerPointPresentationbyCharlieCookCopyright©2005PrenticeHall,Inc.

Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.3–39LEARNINGOUTLINE

FollowthisLearningOutlineasyoureadandstudythischapter.TheManager:OmnipotentorSymbolicDefinetheomnipotentandsymbolicviewsofmanagement.Contrasttheactionofmanageraccordingtotheomnipotentandsymbolicviews.Explaintheparametersofmanagerialdiscretion.TheOrganization’sCultureDefineorganizationalculture.Explainwhatthedefinitionofcultureimplies.Describethesevendimensionsoforganizationalculture.Defineastrongculture.Copyright©2005PrenticeHall,Inc.Allrightsreserved.3–40LEARNINGOUTLINE

FollowthisLearningOutlineasyoureadandstudythischapter.TheOrganization’sCulture(cont’d)Listthefactorsthatinfluencethestrengthofanorganization’sculture.Discusstheimpactofastrongcultureonorganizationsandmanagers.Explainthesourceofanorganization’sculture.Describehowanorganization’sculturecontinues.Explainhowcultureistransmittedtoemployees.Describehowcultureaffectsmanagers.Describehowmanagerscancreateaculturethatsupportsdiversity.Copyright©2005PrenticeHall,Inc.Allrightsreserved.3–41LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.CurrentOrganizationalIssuesFacingManagersExplainhowastrongcultureaffectswhetheranorganizationisethical.Describethecharacteristicsofanethicalculture.Listsomesuggestionsforcreatingamoreethicalculture.Describethecharacteristicsofaninnovativeculture.Explainsixcharacteristicsofacustomer-responsiveculture.Discusstheactionsmanagerscantaketomaketheirculturesmorecustomer-responsive.Defineworkplacespirituality.Copyright©2005PrenticeHall,Inc.Allrightsreserved.3–42LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.CurrentOrganizationalIssuesFacingManagers(cont’d)Defineworkplacespirituality.Explainwhyworkplacespiritualityseemstobeanimportantconcern.Describethecharacteristicsofaspiritualorganization.Discussthecriticismsofspirituality.TheEnvironmentDefinetheexternalenvironmentanspecificandgeneralenvironment.Describethecomponentsofthespecificenvironment.Copyright©2005PrenticeHall,Inc.Allrightsreserved.3–43LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.TheEnvironment(cont’d)Describethecomponentsofthegeneralenvironment.Defineanddiscussenvironmentaluncertaintyanditstwodimensions.Definestakeholders.Identifythemostcommonorganizationalstakeholders.Explainwhystakeholderrelationshipmanagementisimportant.Copyright©2005PrenticeHall,Inc.Allrightsreserved.3–44TheManager:OmnipotentorSymbolic?OmnipotentViewofManagementManagersaredirectlyresponsibleforanorganization’ssuccessorfailure.Thequalityoftheorganizationisdeterminedbythequalityofitsmanagers.Managersareheldmostaccountable

foranorganization’sperformance

yetitisdifficulttoattribute

goodorpoorperformance

directlytotheirinfluence

ontheorganization.Copyright©2005PrenticeHall,Inc.Allrightsreserved.3–45TheManager:OmnipotentorSymbolic?SymbolicViewofManagementMuchofanorganization’ssuccessorfailureisduetoexternalforcesoutsideofmanagers’control.Theabilityofmanagerstoaffectoutcomesisinfluencedandconstrainedbyexternalfactors.Theeconomy,customers,governmentalpolicies,competitors,industryconditions,

technology,andtheactionsof

previousmanagersManagerssymbolizecontroland

influencethroughtheiractionCopyright©2005PrenticeHall,Inc.Allrightsreserved.3–46TheOrganization’sCultureOrganizationalCultureAsystemofsharedmeaningsandcommonbeliefsheldbyorganizationalmembersthatdetermines,inalargedegree,howtheyacttowardseachother.“Thewaywedothingsaroundhere.”Values,symbols,rituals,myths,andpracticesImplications:Cultureisaperception.Cultureisshared.Cultureisdescriptive.Copyright©2005PrenticeHall,Inc.Allrightsreserved.3–47StrongversusWeakCulturesStrongCulturesAreculturesinwhichkeyvaluesaredeeplyheldandwidelyheld.Haveastronginfluenceonorganizationalmembers.FactorsInfluencingtheStrengthofCultureSizeoftheorganizationAgeoftheorganizationRateofemployeeturnoverStrengthoftheoriginalcultureClarityofculturalvaluesandbeliefsCopyright©2005PrenticeHall,Inc.Allrightsreserved.3–48BenefitsofaStrongCultureCreatesastrongeremployeecommitmenttotheorganization.Aidsintherecruitmentandsocializationofnewemployees.Fostershigherorganizational

performancebyinstillingand

promotingemployeeinitiative.Copyright©2005PrenticeHall,Inc.Allrightsreserved.3–49OrganizationalCultureSourcesofOrganizationalCultureTheorganization’sfounderVisionandmissionPastpracticesoftheorganizationThewaythingshavebeendoneThebehavioroftopmanagementContinuationoftheOrganizationalCultureRecruitmentoflike-mindedemployeeswho“fit.”SocializationofnewemployeestohelpthemadapttothecultureCopyright©2005PrenticeHall,Inc.Allrightsreserved.3–50HowEmployeesLearnCultureStoriesNarrativesofsignificanteventsoractionsofpeoplethatconveythespiritoftheorganizationRitualsRepetitivesequencesofactivitiesthatexpressandreinforcethevaluesoftheorganizationMaterialSymbolsPhysicalassetsdistinguishingtheorganizationLanguageAcronymsandjargonofterms,phrases,andwordmeaningsspecifictoanorganizationCopyright©2005PrenticeHall,Inc.Allrightsreserved.3–51HowCultureAffectsManagersCulturalConstraintsonManagersWhatevermanagerialactionstheorganizationrecognizesasproperorimproperonitsbehalfWhateverorganizationalactivitiestheorganizationvaluesandencouragesTheoverallstrengthorweaknessoftheorganizationalculture

Simpleruleforgettingaheadinanorganization:Findoutwhattheorganizationrewardsanddothosethings.Copyright©2005PrenticeHall,Inc.Allrightsreserved.3–52OrganizationCultureIssuesCreatinganEthicalCultureHighinrisktoleranceLowtomoderateaggressivenessFocusonmeansaswellasoutcomesCreatinganInnovativeCultureChallengeandinvolvementFreedomTrustandopennessIdeatimePlayfulness/humorConflictresolutionDebatesRisk-takingCopyright©2005PrenticeHall,Inc.Allrightsreserved.3–53OrganizationCultureIssues(cont’d)CreatingaCustomer-ResponsiveCultureHiringtherighttypeofemployees(oneswithastronginterestinservingcustomers)Havingfewrigidrules,procedures,andregulationsUsingwidespreadempowermentofemployeesHavinggoodlisteningskillsinrelatingtocustomers’messagesProvidingroleclaritytoemployeestoreduceambiguityandconflictandincreasejobsatisfactionHavingconscientious,caringemployeeswillingtotakeinitiativeCopyright©2005PrenticeHall,Inc.Allrightsreserved.3–54SpiritualityandOrganizationalCultureWorkplaceSpiritualityTherecognitionthatpeoplehaveaninnerlifethatnourishesandisnourishedbymeaningfulworkthattakesplaceinthecontextofcommunity.CharacteristicsofaSpiritualOrganizationStrongsenseofpurposeFocusonindividualdevelopmentTrustandopennessEmployeeempowermentTolerationofemployees’expressionCopyright©2005PrenticeHall,Inc.Allrightsreserved.3–55BenefitsofSpiritualityImprovedemployeeproductivityReductionofemployeeturnoverStrongerorganizationalperformanceIncreasedcreativityIncreasedemployeesatisfactionIncreasedteamperformanceIncreasedorganizationalperformanceCopyright©2005PrenticeHall,Inc.Allrightsreserved.3–56DefiningtheExternalEnvironmentExternalEnvironmentTheforcesandinstitutionsoutsidetheorganizationthatpotentiallycanaffecttheorganization’sperformance.ComponentsoftheExternalEnvironmentSpecificenvironment:externalforcesthathaveadirectandimmediateimpactontheorganization.Generalenvironment:broadeconomic,socio-cultural,political/legal,demographic,technological,andglobalconditionsthatmayaffecttheorganization.Copyright©2005PrenticeHall,Inc.Allrightsreserved.3–57HowtheEnvironmentAffectsManagersEnvironmentalUncertaintyTheextenttowhichmanagershaveknowledgeofandareabletopredictchangetheirorganization’sexternalenvironmentisaffectedby:Complexityoftheenvironment:thenumberofcomponentsinanorganization’sexternalenvironment.Degreeofchangeinenvironmentalcomponents:howdynamicorstabletheexternalenvironmentis.Copyright©2005PrenticeHall,Inc.Allrightsreserved.3–58StakeholderRelationshipsStakeholdersAnyconstituenciesintheorganization’sexternalenvironmentthatareaffectedbytheorganization’sdecisionsandactionsWhyManageStakeholderRelationships?Itcanleadtoimprovedorganizationalperformance.It’sthe“right”thingtodogiventheinterdependenceoftheorganizationanditsexternalstakeholders.Copyright©2005PrenticeHall,Inc.Allrightsreserved.3–59ManagingStakeholderRelationshipsIdentifytheorganization’sexternalstakeholders.Determinetheparticularinterestsandconcernsoftheexternalstakeholders.Decidehowcriticaleachexternalstakeholderistotheorganization.Determinehowtomanageeachindividualexternalstakeholderrelationship.PowerPointPresentationbyCharlieCookCopyright©2005PrenticeHall,Inc.

Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.4–61LEARNINGOUTLINE

FollowthisLearningOutlineasyoureadandstudythischapter.WhatYourGlobalPerspective?Defineparochialismandexplainwhyitcanleadtoproblems.Contrastethnocentric,polycentric,andgeocentricattitudestowardsglobalbusiness.DescribetheadvantageanddrawbacksofthethreeattitudestowardsglobalbusinessUnderstandingtheGlobalEnvironmentDescribethebenefitsfromfreetrade.TellwhytheEuropeanUnionbeganDescribethecurrentstatusoftheEuropeanUnionDiscusstheNorthAmericanFreeTradeAgreement.Copyright©2005PrenticeHall,Inc.Allrightsreserved.4–62LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.UnderstandingtheGlobalEnvironment(cont’d)DescribeotherregionaltradeallianceinLatinAmerica.TellabouttheAssociationofSoutheastAsianNations.Describeotherregionaltradealliances.Explaintheinterdependencethatglobalizationinvolves.DescribetheformationoftheWorldTradeOrganization.DiscusstheroleoftheWTO.DoingBusinessGloballyContrastMNCs,TNCs,andborderlessorganizations.RelateMNCs,TNCs,andborderlessorganizationstothethreeattitudestowardsglobalbusiness.Copyright©2005PrenticeHall,Inc.Allrightsreserved.4–63LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.DoingBusinessGloballyD