【正文】 he quality of the anization is determined by the quality of its managers. ?Managers are held most accountable for an anization’s performance yet it is difficult to attribute good or poor performance directly to their influence on the anization. Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–23 Current Trends and Issues (cont’d) ? Knowledge Management ?The cultivation of a learning culture where anizational members systematically gather and share knowledge with others in order to achieve better performance. ? Learning Organization ?An anization that has developed the capacity to continuously learn, adapt, and change. Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–15 The Systems Approach ? System Defined ?A set of interrelated and interdependent parts arranged in a manner that produces a unified whole. ? Basic Types of Systems ?Closed systems ?Are not influenced by and do not interact with their environment (all system input and output is internal) ?Open systems ?Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environments Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–8 Major Approaches to Management ? Scientific Management ? General Administrative Theory ? Quantitative Management ? Organizational Behavior ? Systems Approach ? Contingency Approach Copyright 169。8th edition Steven P. Robbins Mary Coulter PowerPoint Presentation by Charlie Cook Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–7 Historical Background of Management ? Ancient Management ?Egypt (pyramids) and China (Great Wall) ?Veians (floating warship assembly lines) ? Adam Smith ?Published “The Wealth of Nations” in 1776 ?Advocated the division of labor (job specialization) to increase the productivity of workers ? Industrial Revolution ?Substituted machine power for human labor ?Created large anizations in need of management Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–14 The Hawthorne Studies ? A series of productivity experiments conducted at Western Electric from 1927 to 1932. ? Experimental findings ?Productivity unexpectedly increased under imposed adverse working conditions. ?The effect of incentive plans was less than expected. ? Research conclusion ?Social norms, group standards and attitudes more strongly influence individual output and work behavior than do moary incentives. Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–22 Current Trends and Issues (cont’d) ? EBusiness (Electronic Business) ?The work preformed by an anization using electronic linkages to its key constituencies ?Emerce: the sales and marketing ponent of an ebusiness ? Categories of EBusinesses ?Ebusiness enhanced anization ?Ebusiness enabled anization ?Total ebusiness anization Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–30 L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. ?The Environment (cont’d) ? Describe the ponents of the general environment. ? Define and discuss environmental uncertainty and its two dimensions. ? Define stake holders. ? Identify the most mon anizational stakeholders. ? Explain why stakeholder relationship management is important. Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–38 How Culture Affects Managers ? Cultural Constraints on Managers ?Whatever managerial actions the anization recognizes as proper or improper on its behalf ?Whatever anizational activities the anization values and encourages ?The overall strength or weakness of the anizational culture Simple rule for getting ahead in an anization: Find out what the anization rewards and do those things. Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–46 Managing Stakeholder Relationships 1. Identify the anization’s external stakeholders. 2. Determine the particular interests and concerns of the external stakeholders. 3. Decide how critical each external stakeholder is to the anization. 4. Determine how to manage each individual external stakeholder relationship.