罗宾斯管理学制约管理的环境因素

EleventhEditionSTEPHENP.ROBBINSMARYCOULTER管理的环境：Environemnt：Culture,EthicsandSocialResponsibilityChapter2-13–22013年我国十位最高工资的经理人员单位：万元来源：福布斯51483元2013年城镇单位就业人员平均工资排名CEO年龄13年总薪酬所属公司上市代码所属行业1杨元庆4913022联想集团0992.HK电脑硬件、储存设备及电脑周边2蔡衍明5710485中国旺旺0151.HK包装食品与肉类3夏海钧504904恒大地产3333.HK房地产开发4戴永革453191人和商业1387.HK房地产经营公司5祝维沙583180裕兴科技8005.HK消费电子产品6李振江583037神威药业2877.HK制药7邵明晓473022龙湖地产0960.HK房地产开发8车冯升522680四环医药0460.HK制药9魏应州602562康师傅控股0322.HK包装食品与肉类10马化腾432314腾讯控股0700.HK互联网软件与服务3–3排名名字总薪酬1大卫·扎拉夫探索通信的总裁兼首席执行官$156,077,9122MichaelT.薯条自由全球的副董事长、总裁兼首席执行官$111,914,3193马里奥·j·加百利加百利资产管理投资者的创始人、董事长兼首席执行官$88,518,4114萨提亚Nadella微软的首席执行官$84,308,7555尼古拉斯伍德曼GoPro的创始人兼首席执行官$77,427,1756格雷戈里B.马费伊自由媒体与自由互动的总裁兼首席执行官$73,750,8827劳伦斯J.埃里森甲骨文公司的执行总裁和首席技术官$67,261,2518史蒂文M.Mollenkopf高通的首席执行官$60,740,5929大卫T.HamamotoNorthStarRealtyFinance的董事长的首席执行官$60,334,39610莱斯利·莫维斯维雅康姆总裁和首席营运官$54,403,721TopTenAmericanmanagers3–51.TheManager:Omnipotent管理者是万能的吗？3–61.TheManager:OmnipotentorSymbolic管理者是万能的还是象征性的？3–71.1OmnipotentViewofManagement•管理的万能论Managersaredirectlyresponsibleforanorganization’ssuccessorfailure.Thequalityoftheorganizationisdeterminedbythequalityofitsmanagers.Managersareheldaccountableforanorganization’sperformanceExamples:HighpayoftopmanagersResignationofHead-coachesofsportteamswhichhaspoorperformance3–81.2SymbolicViewofManagement管理的象征论Muchofanorganization’ssuccessorfailureisduetoexternalforcesoutsideofmanagers’control.Theabilityofmanagerstoaffectoutcomesisinfluencedandconstrainedbyexternalfactors.Theeconomy,customers,governmentalpolicies,competitors,industryconditions,technology,andtheactionsofpreviousmanagersManagerssymbolizecontrolandinfluencethroughtheiraction.Example：Topmanagersofsomestate-ownedenterprises3–91.3RealitySuggestsaSynthesis管理的自主决定权Exhibit3–1ConstraintsonManagerialDiscretionP45•Managersareneitherall-powerfulnorhelpless.•Buttheirdecisionandactionoptionsareconstrained.外部环境内部环境3–10Exhibit3–9TheExternalEnvironmentTheGeneralEnvironmentTheSpecificEnvironmentP573–112.1DefiningtheExternalEnvironment•ExternalEnvironmentThosefactorsandforcesoutsidetheorganizationthataffecttheorganization’sperformance.•ComponentsoftheExternalEnvironmentSpecificenvironment:externalforcesthathaveadirectandimmediateimpactonmanagers’decisionsandactionsandaredirectlyrelevanttotheachievementofanorganization’sgoals.Generalenvironment:broadexternalconditionsthatmayaffectanorganization.3–12Exhibit3–9TheExternalEnvironmentTheGeneralEnvironmentTheSpecificEnvironmentP57一般环境•政府（政治、法律、政策）政府规划、政府导向产业、政府限制产业、政治稳定•经济经济发展状况与周期，GDP，通胀率，汇率，基础设施•人口老龄化，教育，健康，•技术IT，生物医疗•全球化资本、贸易、人才3–133–14Club-Med3–15Exhibit3–9TheExternalEnvironmentTheGeneralEnvironmentTheSpecificEnvironmentP57Example:CustomerChangesofClubMedBroadmeaningofsuppliers,bank,school,etcManagerscan’taffordtoignorecompetitorsExample:PeoplefortheEthicalTreatmentofAnimals归真堂上市3–162.2HowManagersdealwiththeEnvironmentAffects•(1)Jobsandemployment•环境和雇佣的关系3–17•民工潮的消退•最低工资的上涨•《劳动法》•独生子女政策的后果•大学扩招•未来你可能的研究内容？ExamplesofGeneralenvironmentaffectingbusiness3–182.2HowManagersdealwiththeEnvironmentAffects•(2)AssessingEnvironmentalUncertainty•评估环境的不确定性和复杂性Theextenttowhichmanagershaveknowledgeofandareabletopredictchangetheirorganization’sexternalenvironmentisaffectedby:EnvironmentalUncertainty-thedegreeofchangeandcomplexityinanorganization’senvironment.EnvironmentalComplexity-thenumberofcomponentsinanorganization’senvironmentandtheextentoftheorganization’sknowledgeaboutthosecomponents.Exhibit2-3:EnvironmentalUncertaintyMatrixP493–20(3)ManagingStakeholderRelationships处理好利益相关者关系•WhoareStakeholdersAnyconstituenciesintheorganization’senvironmentthatareaffectedbytheorganization’sdecisionsandactions是组织外部环境中受组织决策和行动影响的任何相关群体。2.2HowManagersdealwiththeEnvironmentAffects3–21Exhibit2–4OrganizationalStakeholdersP513–22(3)ManagingStakeholderRelationships•WhyManageStakeholderRelationships?ItprovedbyresearchersthatconsideringtheinterestsofallmainstakeholderscanleadtoimprovedorganizationalperformanceIt’sthe“right”thingtodogiventheinterdependenceoftheorganizationanditsexternalstakeholders.(tobediscussedlatter).ExternalgroupsaresourcesofInputsandoutletsofoutputs3–23HowtoManagingStakeholderRelationships1.Whoarethey-Identifytheorganization’sexternalstakeholders.2.Whatdotheyconcern-Determinetheparticularinterestsandconcernsoftheexternalstakeholders.3.HowImportant-Decidehowcriticaleachexternalstakeholderistotheorganization.4.TakeAction-Determinehowtomanageeachindividualexternalstakeholderrelationship.3–243.TheInternalEnvironment•Sevendimensionsoforganizationalculture•Impactofastrongcultureonorganizationsandmanagers•Sourceofanorganization’sculture•Howcultureistransmittedtoemployees•Howcultureaffectsmanagers3–253.1WhatIsOrganizationalCulture?PersonalityofanorganizationThesharedvalues,principles,traditions,andwaysofdoingthingsthatinfluencethewayorganizationalmembersact.“Thewaywedothingsaroundhere.”Values,symbols,rituals,myths,andpracticesExamples:differencesbetweenstate-ownedenterprises;jointventures/Japanesecompanies/AmericanfirmsEvo