管理学课件(经典)

管理学-Management请思考：n为什么来学管理学？n你体会哪些管理？n科技是第一生产力吗？朱融基管理科学，兴国之道经管类必修的基础课，培养从事管理职位的管理技能与综合素质。课程定位教学目的管理入门，初步养成作为新世纪人才的管理思维模式。正确理解中英文管理的基本概念，掌握管理的普遍规律、基本原理和一般方法，并能综合运用于对实际问题的分析，初步具有解决一般管理问题的能力，培养综合管理素质，为以后学习其它专业管理课程打下基础。学习目标21世纪经管人才本课程在管理学体系中的地位 管理学知识体系管理学知识体系管理实践管理实践指指导导 指导指导 提供基础提供基础本课程内容体系管理学原理上篇：管理原理下篇：管理职能管理系统管理思想计 划组 织领 导控 制 教学与考核方法 目的：做学习主人，生动活泼地学，目的：做学习主人，生动活泼地学，教学方法n 以调动学生的积极性为核心；n 由以教师为中心转为以学生为中心。n 本课采用英语和国语相结合的双语教学，以培养同学学习和借鉴国外先进的管理经验和掌握经济理论动态的能力。n 除讲授方法外，有头脑风暴法、多媒体教学、角色扮演、调查与访问、情景剧、计算机模拟、网络冲浪、管理沙龙等。n考核体系：建立以能力为核心的、开放式的全程化考核系统。1、理解概念、注重能力2、多元性与开放性答案3、实行全程化考核。n考核结构如图 考核方法考核方法如何学好本课程？1.良好的学习态度态度决定成败 2.预习、复习、充足的课余准备 3.课外带问题自学、案例讨论、分组团队学习 4.要求通读全书，积极参与教学工作 参考资料n1 1、报纸类（电子版）、报纸类（电子版）中国经济时报中国经营报中国市场经济报 经济参考报中国消费者报经济日报 国际经贸报今日商报 企业市场报投资导报经贸导报经济与信息厂长经理日报市场报 n 2 2、杂志类、杂志类管理世界、财经导刊、中国企业家、环球企业家、东方企业家、新财经、新财富、经济、财富 中文版、财经、商界、经理人、创业者、创业家、企业文化 参考资料n3 3、经济网站、经济网站n IBM知识管理研究院网站 http:/ 国 金 融 时 报 的 知 识 管 理 网 站http:/ http:/ http:/ 水木清华站 MANAGEMENT版n企业评价网、企业之桥网、中国企业网、中国市场网、百万企业、世界华商网、世界企业报道ManagementBrief contentsn1.Introduction to management1.Introduction to management and organizations-and organizations-管理者与组织管理者与组织n2.Management Yesterday and Today-2.Management Yesterday and Today-管理学的管理学的历史历史n3.Organizational Culture and the 3.Organizational Culture and the Environment-Environment-组织文化和环境组织文化和环境 n4.Social responsibility and Managerial 4.Social responsibility and Managerial Ethics-Ethics-社会责任与管理道德社会责任与管理道德 n5.Decision-Making:the essence of the 5.Decision-Making:the essence of the ManagerManagers job-s job-决策：管理者工作的实质决策：管理者工作的实质n6.Foundation of Planning-6.Foundation of Planning-计划的基础计划的基础n7.Strategic Management-7.Strategic Management-战略管理战略管理 n8.Planning Tools and Techniques计划的工具和技术n 9.Organizational Structure and Design组织结构与设计 n10.Managerial Communication and Information Technology管理沟通与信息技术 n11.Human Resource Management人力资源管理 n12.Motivating Employees激励员工 n13.Leadership领导 n14.Foundations of Control控制的基础 话 题与企业家对话思索案例1，谈谈你对海尔与中联公司成败的关键的看法。1.1.Introduction to managementIntroduction to management and organizations and organizations 管理者与组织管理者与组织 Learning Objectives1.Why study management?2.Who are Managers?3.What is Management?4.What do managers do?5.What is an organization?1-1-1-1-20202020Why Study Management？1.1 Why Study Management?nUniversality of Management-管理的普遍性nmanagement is needed nin all types and sizes of organizationsnat all organizational levelsnin all work areasnmanagement functions must be performed in all organizations-1-1-1-1-21212121EXHIBIT 1.11:UNIVERSAL NEED FOR MANAGEMENT1-1-1-1-22222222Why Study Management?(cont.)nThe Reality of Worknmost people have some managerial responsibilitiesnmost people work for a managerChallenges of Being a Manager-being a manager is hard work-must deal with a variety of personalities（需要与各种性格的人打交道）-must motivate workers in the face of uncertainty-（需要在不确定情况下激励工人）1-1-1-1-23232323Why Study Management?(cont.)nRewards of Being a Manager回报ncreate an environment that allows others to do create an environment that allows others to do their best worktheir best work创造一种工作环境使得组织成员充分发挥他们的创造一种工作环境使得组织成员充分发挥他们的能力能力nprovide opportunities to think creativelyprovide opportunities to think creatively-提供机会进行创造性的思考提供机会进行创造性的思考 nhelp others find meaning and fulfillment in help others find meaning and fulfillment in work work 帮助他人发现工作的意义和完成工作帮助他人发现工作的意义和完成工作nmeet and work with a variety of peoplemeet and work with a variety of people与多样化的员工一道工作与多样化的员工一道工作1-1-1-1-242424241.2 Who are managers-谁是管理者nManager：Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals.管理者通过协调他人的活动达到与别人一起或者通过别人实现组织目标的目的。Who are managers？Who Are Managers?(cont.)nManagerial Titles管理者的头衔nFirst-line managersFirst-line managers-manage the work of non-managerial individuals who are directly involved with the production or creation of the organizations products 基层管理者管理着非管理雇员所从事的工作，这些工作是生产和提供组织的产品的工作nMiddle managersMiddle managers-all managers between the first-line level and the top level of the organization-manage the first-line managers中层管理者包括所有处于基层和高层之间的各个管理层次的管理者1-1-1-1-26262626Who Are Managers?(cont.)nManagerial Titles管理者的头衔nTop managersTop managers-responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization.高层管理者承担着制定广泛的组织决策、为组织制定计划和目标的责任1-1-1-1-27272727Organizational levels-组织的层次Non-managerial EmployeesTopManagersMiddleManagersFirst-lineManagers1.3 What is Management-什么是管理?nthe process of coordinating work activities so that they are completed efficiently and effectively with and through other people -同别人一起，或通过别人使活动完成得更有效的过程。What is Management?(cont.)nelements of definitionnEfficiencyEfficiency 效率-getting the most output from the least amount of inputsn“doing things right”nconcerned with meansnEffectivenessEffectiveness 效果-completing activities so that organizational goals are attainedn“doing the right things”nconcerned with ends1-1-1-1-30303030Efficiency and Effectiveness in Management-管理中的效率和效果Management Strives For:Low resource waste(high efficiency)High goal attainment(high effectiveness)ResourceUsageEfficiency(Means)GoalAttainmentEffectiveness(Ends)Low WasteHigh Attainment1-1-1-1-313131311.4 What Do Managers Do?1-1-1-1-323232321.4 What Do Managers Do?Management Functions and Process-most useful conceptualization of the managers jobn1.Planning 1.Planning defining goals,establishing defining goals,establishing strategies for achieving those goals,and strategies for achieving those goals,and developing plans to integrate and coordinate developing plans to integrate and coordinate activitiesactivities 计划-确定目标，制定战略，开发分计划以协调活动 n2.Organizing-determining what tasks are to be 2.Organizing-determining what tasks are to be done,who is to do them,how the tasks are to be done,who is to do them,how the tasks are to be grouped,grouped,who reports to whom,and where who reports to whom,and where decisions are madedecisions are made 组织-决定组织要完成的任务是什么，谁完成，这些任务怎么分类组合，谁向谁报告，各种决策应在哪一级制定1-1-1-1-33333333What Do Managers Do?(cont.)n3.Leading-directing and motivating all 3.Leading-directing and motivating all involved parties and dealing with employee involved parties and dealing with employee behavior issuesbehavior issues 领导领导-激励下属，指导他们活动，选择最有效的沟激励下属，指导他们活动，选择最有效的沟通渠道，解决组织成员间的冲突。通渠道，解决组织成员间的冲突。n4.Controlling-monitoring activities to 4.Controlling-monitoring activities to ensure that they are going as plannedensure that they are going as planned 控制控制-监控、比较和纠正的活动监控、比较和纠正的活动.nmanagerial activities are usually done in a managerial activities are usually done in a continuous manner continuous manner What Do Managers Do?(cont.)nManagement Roles-管理者角色nspecific categories of managerial behaviornInterpersonalInterpersonal-involve people and duties that are ceremonial and symbolic in nature-人际关系角人际关系角色色nInformationalInformational-receiving,collecting,and disseminating information-信息角色信息角色nDecisionalDecisional-revolve around making choices-决策决策角色角色nemphasis that managers give to the various roles seems to change with their organizational level1-1-1-1-35353535EXHIBIT 1.4:MINTZBERGEXHIBIT 1.4:MINTZBERGS MANAGERIAL ROLES-S MANAGERIAL ROLES-明茨伯格的管理者角色明茨伯格的管理者角色1-1-1-1-36363636What Do Managers Do?(cont.)nManagement Skills-管理技能n1.Technical1.Technical-knowledge of and proficiency in a certain specialized field-技术技能技术技能熟悉和精通某种特定专业领域的知识n2.Human2.Human-ability to work well with other people both individually and in a group-人际技能人际技能n3.Conceptual3.Conceptual-ability to think and to conceptualize about abstract and complex situations-概念技能概念技能对复杂情况进行抽象和概念化的技能nsee the organization as a wholenunderstand the relationships among subunitsnvisualize how the organization fits into its broader environment 1-1-1-1-37373737EXHIBIT 1.5:SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS不同管理层次所需的技能（P11)1-1-1-1-38383838What Do Managers Do?(cont.)nManaging SystemsnSystemSystem-a set of interrelated and interdependent parts arranged in a manner that produces a unified whole 系统-一组相互关联和相互依赖的组成部分按一定方式形成的整体 n(1).Closed system(1).Closed system-not influenced by and do not-not influenced by and do not interact with their environmentinteract with their environment 封闭系统封闭系统-不与它所处环境发生相互作用。不与它所处环境发生相互作用。1-1-1-1-39393939n(2).Open system(2).Open system-dramatically interact with their environment开放系统开放系统动态地与它所处的环境发生相互作动态地与它所处的环境发生相互作用。用。norganizations-take in inputs from their environmentsntransform or process inputs into outputsnoutputs are distributed into the environment nmanagers mustncoordinate various work activitiesnensure that interdependent parts work togethernrecognize and understand the impact of various external factors ndecisions and actions taken in one organizational area will affect other areas and vice versa1-1-1-1-40404040SystemThe Organization As An Open SystemTransformationEmployees work activitiesManagement activitiesTechnology and operations methodsOutputsInputsRaw materialsHuman resourcesCapitalTechnologyInformationProducts and servicesFinancial resultsInformationHuman resultsEnvironmentEnvironmentFeedback1-1-1-1-41414141Managing in Different and Changing Situations在不同的和变化的情境中进行管理nrequire managers to use different approaches and techniquesnContingency perspectiveContingency perspective-different ways of managing are required in different organizations and different circumstances 权变观点（情境方式）在不同的组织，所面对的情境不同，要求不同的管理方式nstresses that there are no simplistic or universal rulesncontingency variablecontingency variable权变变量权变变量1-1-1-1-42424242EXHIBIT 1.8:POPULAR CONTINGENCY VARIABLES-普遍的权变变量1-1-1-1-434343431.5 What Is An Organization?nOrganizationna deliberate arrangement of people to accomplish some specific purpose 组织是对人员的一种精心安排，以实现某些特定的目的。nelements of definitionneach organization has a distinct purposeneach organization is composed of peoplenall organizations develop some deliberate structurentodays organizations have adopted:nflexible work arrangementsnopen communicationsngreater responsiveness to changes1-1-1-1-44444444EXHIBIT 1.10:THE CHANGING ORGANIZATION1-1-1-1-454545451.6 管理定义的多样化n泰勒的定义：管理是一门怎样建立目标,然后用最好的方法经过他人的努力来达到的艺术。n法约尔的定义：管理就是计划,组织,控制,指挥,协调。n西蒙的定义：管理就是决策。n马克斯韦伯定义：管理就是协调活动。n美国管理协会的定义：管理是通过他人的努力来达到目标。对管理定义的归纳强调作业过程强调作业过程：管理是计划、组织、领导、控制的过程；强调管理的核心环节：强调管理的核心环节：管理就是决策；强调对人的管理：强调对人的管理：管理就是通过其他 人把事办好；强调管理者个人作用：强调管理者个人作用：管理就是领导；强调管理的本质：强调管理的本质：管理就是协调。1.7 1.7 管理属性管理属性 n管理二重性原理：管理既有自然属性，又有社会属性。n自然属性自然属性 ：同生产力相联系的管理的：同生产力相联系的管理的普遍性，是由生产力决定的。普遍性，是由生产力决定的。n社会属性社会属性 ：同生产关系相联系的管理：同生产关系相联系的管理的特殊性，是由生产关系决定的。的特殊性，是由生产关系决定的。管理的二重性管理的二重性管理属性的关系图管理属性的关系图自然属性主要体现在组织生产要素上。社会属性 主要体现在协调生产关系上。管理属性 管理是科学与艺术的结合管理是科学与艺术的结合n管理的科学性：强调其客观规律性；n管理的艺术性：强调其灵活性与创造性。1 1、你你觉觉得得管管理理重重要要吗吗？你你对对学学好好管管理理学学充充满满了了信心吗？信心吗？2 2、实实际际管管理理中中需需要要管管理理者者具具备备哪哪些些素素质质？基基层层管理者最重要的素质与技能是什么？管理者最重要的素质与技能是什么？3 3、请请举举例例说说明明为为什什么么说说管管理理既既是是科科学学又又是是艺艺术术？4 4、分分析析一一个个管管理理成成功功的的案案例例，谈谈谈谈自自己己对对管管理理的理解。的理解。5 5、访访问问一一位位你你感感兴兴趣趣的的管管理理者者，了了解解他他的的职职位位、职职责责和和胜胜任任工工作作所所（应应）具具备备的的素素质质与与能力。能力。思考与训练思考与训练 课后作业n结合所学内容与三孔啤酒公司的实际，在右图的空格中填写管理者的职能与主要工作。返回管理者Case applicationSweet Musicn1.Which management skill-conceptual,human,or technical-do you think would be most important to Chris Martin?Case applicationSweet MusicnConceptual management skills are the most important nHe must also have a certain amount of human skills nThe skills he needs the least is technical skillsCase applicationSweet Music(cont.)n5.Chriss management style was described by employees as friendly and personal,yet firm and direct.What do you think this means as far as the way he plans,organizes,leads,and controls?Do you think this style would work in other organizations or does this style work only because its a family business and Chris is the sixth generation of the family to run the business?Case applicationSweet Music(cont.)nHe manages in a friendly manner,but can really get quite serious and aggressive when the occasion demands.Very people-oriented,but also process-oriented.Case applicationSweet Music(cont.)nIts quite effective in other organizations.nAs long as business is going well,Herb and Chris are pretty friendly and personal,but during a difficult time,both gentlemen would probably choose to be less friendly and more decisive and serious.2.Management Yesterday and Today -管理的昨天和今天The purposenA knowledge of management history can help you understand todays management theory and practice.关于管理历史的知识能帮你理解今天的管理理论和实践。Learning Objectives1.Managements Connection To Other Fields2.Development Of Major Management Theories3.Current Trends And Issues2.1 Managements Connection To Other Fields 管理与其他研究领域的联系nAnthropologyAnthropology-work on cultures and social environments 人类学-文化和社会环境nEconomicsEconomics-concern about the allocation and distribution of scarce resources 经济学分配和配置稀缺资源nPhilosophyPhilosophy-examines the nature of things 哲学考察事物的本质，特别是价值观和伦理道德2-2-2-2-61616161nPolitical sciencePolitical science-effect of political environment on individuals and groups 政治学研究个人和群体在政治环境中的行为nPsychologyPsychology-seeks to measure,explain,and change human behavior 心理学测量、解释和改变行为nSociologySociology-studies people in relation to their fellow human beings 社会学研究人们相互之间的关系2-2-2-2-626262622.2 Development Of Major Management TheoriesHistoricalHistoricalBackgroundBackgroundScientificScientificManagementManagementGeneralGeneralAdministrativeAdministrativeTheoristsTheoristsQuantitativeQuantitativeApproachApproachManagement TheoriesManagement TheoriesIndustrialIndustrialRevolutionRevolutionAdam SmithAdam SmithEarly AdvocatesEarly AdvocatesHawthorne StudiesHawthorne StudiesOrganizationaOrganizational lBehaviorBehavior2-2-2-2-63636363Early ExamplesEarly Examplesof Managementof Management2.2.1 Historical Background Of ManagementnOrganizations Have Existed for Thousands of Yearsnearly management practiceearly management practicenthe Pyramids,Great Wall of Chinathe Pyramids,Great Wall of ChinanSignificant Pre-Twentieth-Century EventsnWealth of NationsWealth of Nations-Adam Smith-Adam Smith国富论国富论-亚当亚当斯密斯密ndivision of labordivision of labor-breakdown of jobs into narrow and -breakdown of jobs into narrow and repetitive tasks increased productivityrepetitive tasks increased productivity劳动分工劳动分工将工作分解成狭窄的重复性的任务将提高生产率。将工作分解成狭窄的重复性的任务将提高生产率。n分工提高工作效率的原因分析：分工提高工作效率的原因分析：n （1 1）工人技术熟练程度的提高；）工人技术熟练程度的提高；n （2 2）转换工种所需时间的节约；）转换工种所需时间的节约；n （3 3）技术进步，即许多方便操作且节约时间的劳动工具被制造出）技术进步，即许多方便操作且节约时间的劳动工具被制造出来。来。2-2-2-2-646464642.2.1 Historical Background Of ManagementnSignificant Pre-Twentieth-Century EventsnIndustrial RevolutionIndustrial Revolution-产业革命nsubstitution of machine power for human power以机器力代替人力nlarge organizations required formal large organizations required formal management-management-大型组织需要正式的管理人员大型组织需要正式的管理人员2-2-2-2-656565652.2.2 Scientific Management-科学管理nF.W.Taylor 弗雷德里克弗雷德里克.W.W.泰罗：泰罗：n 1856年出身于费城一个富裕家庭。1875年因眼疾终止大学学业进入费城的一家工厂当制模工和机工学徒，1878年进入费城的米德维尔钢厂当机工并在夜校学习，获得工程学位后提升为该厂的总工程师。1890年离开该厂，1891年开业专门从事管理咨询工作。1901年，45岁的泰罗便从有报酬的工作岗位上退休，作为一名不取报酬的顾问和演讲者到处宣扬他的科学管理思想，并以这种方式度过了他一生中的最后14年。1915年，泰罗死于他的家乡费城，终年59岁。泰罗一生论著较多，如 论传送带、记件工资制 等，代表著为 科学管理原理。2-2-2-2-666666662.2.2 Scientific Management(cont.)nF.W.Taylor-Principles of Scientific Management-弗雷德里克弗雷德里克.W.W.泰罗：泰罗：“科学管理科学管理”理论理论nuse of scientific methods to define the“one best way”for a job to be done 应用科学方法确定从事工作的最佳方式2-2-2-2-67676767员工为什么会磨洋工？如何解决磨洋工现象泰勒的主要观点n管理是一门科学n劳资应该开展一场心理革命n制定科学的工作方法n科学地选择和培训工人n实行职能工长制n实行差别计件工资制管理是一门科学n不能仅靠超人与经验n管理有方法与原则n管理知识可以通过培训获得n对管理应象对待数学,机械学一样提倡一场心理革命n效率低是因为劳资对立n劳资对立是分配利益对立n双方应该重点放在提高效率n最后双方都受益心理革命：由分大饼到做大饼科学选择与培训工人n不同的人适合干不同的事n干同一件事应有一种最好的方法n师傅带徒弟是不可取的n对工人进行统一培训实行职能工长制n计划工长n执行工长n质量工长n工艺工长n每人都有指挥权差别计件工资制n完成100件,每件1元,共100元n完成80件,每件0.9元,共72元n完成120件,每件1.20元,共144元n产量差30件,工资差52元n计件加超额任务给奖金EXHIBIT 2.2:TAYLORS FOUR PRINCIPLES OF MANAGEMENT2-2-2-2-75757575nFrank and Lillian Gilbreth吉尔布雷思夫妇nuse of motion pictures to study hand-and-body movements-动作研究nMicrochronometerMicrochronometer精密计时装置ntherbligstherbligs-classification system for 17 basic hand motions-动作分类体系对泰勒制的评价n科学管理的创始人n泰勒的实践精神令人感动n把科学的方法用到管理上n把人当经济人n局限于基层管理高效率、低成本、高工资、高利润的新局面。2.2.3.General Administrative Theorists 一般行政管理原理nHenri Fayol-（法）亨利法）亨利法约尔法约尔-“现代组织管理之父”n1841年出生于法国，1860年大学毕业，并以采矿工程师的身份开始其职业生涯。1888年被任命为所在的科芒博联矿冶公司的总经理，一干就是30年，到1918年77岁时才从总经理的位置上退休，然后一直致力于他的管理思想的宣传，直至1925年去世，终年84岁。n 法约尔一生著述颇多，且大多数著作都是在退休后完成的。其代表性著作是1916年用法文出版的 工业管理和一般管理。2-2-2-2-78787878nHenri Fayol-（法）亨利法）亨利法约尔法约尔nconcerned with making the overall organization more effectivendeveloped theories of what constituted good management practicenproposed a universal set of management functionsnpublished principles of managementprinciples of managementnfundamental,teachable rules of managementn研究的中心问题是组织结构和管理原则的合理化，管理人员职责分工的合理化。2-2-2-2-79797979EXHIBIT 2.3:FAYOLS 14 PRINCIPLES OF MANAGEMENT2-2-2-2-80808080nMax Weberndeveloped a theory of authority structures and relations发展了权威的结构与关系理论nBureaucracyBureaucracy-ideal type of organizationnclearly defined hierarchy-清晰定义等级制度ndetailed rules and regulationsnimpersonal relationships2-2-2-2-81818181EXHIBIT 2.4:WEBERS IDEAL BUREAUCRACY2-2-2-2-828282822.2.4.Quantitative Approach To Management-管理的数量方法2-2-2-2-83838383n以经济效果好坏作为评价标准。n使衡量各项活动效果的标准定量化，并借助于数学模型找出最优的实施方案和描述事物的现状及发展规律。n依靠计算机进行管理。n特别强调用先进的科学理论和管理方法。主导思想：使用先进的数学方法及管理手段，使生产主导思想：使用先进的数学方法及管理手段，使生产力得到最为合理的组织，以获得最佳的经济效益，而力得到最为合理的组织，以获得最佳的经济效益，而较少考虑人的因素。较少考虑人的因素。2.2.4.Quantitative Approach To Management(cont.)nOperations Research(Management Science)Operations Research(Management Science)nuse of quantitative techniques to improve use of quantitative techniques to improve decision makingdecision makingnapplications of statistics-applications of statistics-统计学统计学noptimization models-optimization models-最优化模型最优化模型ncomputer simulations of management computer simulations of management activities-activities-计算机模拟计算机模拟nLinear programmingLinear programming-improves resource -improves resource allocation decisionsallocation decisions线性规划线性规划-改进资源分配决改进资源分配决策策nCritical-path scheduling analysisCritical-path scheduling analysis-improves -improves work schedulingwork scheduling关键路线进度分析关键路线进度分析2-2-2-2-848484842.2.5.Toward Understanding Organizational Behavior理解组织的行为nOrganizational Behaviornstudy of the actions of people at worknearly advocatesnlate 1800s and early 1900s nbelieved that people were the most important asset of the organization人是组织最重要的资产nideas provided the basis for a variety of human resource management programsnemployee selection员工选择nemployee motivation员工激励2-2-2-2-85858585EXHIBIT 2.5:EARLY ADVOCATES OF OB (P38)2-2-2-2-86868686nHawthorne Studies-霍桑实验nstarted in 1924 at Western Electric Companynbegan with illumination studies-照明实验nintensity of illumination not related to productivitynElton MayoElton Mayo-studies of job designnrevealed the importance of social norms as determinants of individual work behavior揭示社会规范是对个人工作行为的更关键的决定因素nchanged the dominant view that employees were no different from any other machines改变了那个时代占主导地位的认为员工与组织所用的机器没太大差别的观点2-2-2-2-878787872.2.5.Toward Understanding Organizational Behavior(cont.)2.3 Current Trends And Issues-当前的趋势和问题nGlobalization-全球化nall organizations are faced with the opportunities and challenges of operating in a global marketnno longer constrained by national bordersnWorkforce Diversity-劳动力多元化n“melting potmelting pot”approachapproach versus celebration celebration of differencesof differences溶化锅方式与庆贺差异化2-2-2-2-88888888nEntrepreneurshipEntrepreneurship创业精神创业精神nthree important themesnpursuit of opportunities-pursuit of opportunities-对机会的追求对机会的追求 capitalizing on environmental change to create valueninnovationinnovation 创新创新-introducing new approaches to satisfy unfulfilled market needsngrowthgrowth 增长增长-not content to remain smallnwill continue to be important in all societiesnwill influence profit and not-for-profit organizations2-2-2-2-898989892.3 Current Trends And Issues(cont.)2.3 Current Trends And Issues(cont.)nManaging in an E-Business WorldnE-commerceE-commerce-any form of business exchange or transaction in which parties interact electronically 电子商务-企业与其利益方通过电子方式进行交换与交易的任何形式nE-businessE-business-comprehensive term describing the way an organization does its work by using electronic(Inter