理解管理的情境：約束和挑戰(zhàn)-management11

1、© 2012 Prentice Hall, Inc.,2024年4月2日星期二,UnderstandingManagement’s Context:Constraints and Challenges,Chapter2,理解管理的情境:約束和挑戰(zhàn),© 2012 Prentice Hall, Inc.,2024年4月2日星期二,2.0.1 Let’s Get Real: Meet the Manager P

2、42-43,P42: MY JOB: I am an account director for Caliber Group, a full-service marketing/PR firm. My main responsibility is to work with our clients to determine what type of marketing or public relations they need to cr

3、eate better brand awareness and increase sales for their business.我是Caliber集團(tuán)的一名業(yè)務(wù)總監(jiān)。Caliber是一家提供全方位市場(chǎng)營(yíng)銷(xiāo)/公共關(guān)系服務(wù)的公司。我的主要職責(zé)是與我的客戶(hù)共同合作，以確定他們需要什么類(lèi)型的市場(chǎng)營(yíng)銷(xiāo)或公共關(guān)系服務(wù)來(lái)創(chuàng)造更高的品牌知名度和提高他們公司的銷(xiāo)售額。P43: WORST PART OF MY JOB: Budgets. In b

4、usiness, as in life, there are always budget limitations that we have to work within and still accomplish our goals.預(yù)算。在公司， 就如同在生活中那樣，我們始終都必須在預(yù)算框架內(nèi)行事并完成我們的目標(biāo)。,© 2012 Prentice Hall, Inc.,2024年4月2日星期二,2.0.1 Let’s Ge

5、t Real: Meet the Manager P42-43,P43: BEST MANAGEMENT ADVICE EVER RECEIVED: From my first boss—handle each piece of paper once. In the age of electronic correspondence you can relate this to e-mails as well. Basically t

6、he idea is to try to handle everything the first time around, so as not to waste time and energy. It’s a hard mantra to practice but it’s worthwhile if you can do it, at least most of the time.來(lái)自我的第一個(gè)老板：每份文件只處理一次。在這個(gè)電子

7、通信時(shí)代，你還可以把電子郵件也包括進(jìn)來(lái)。大體上講，這個(gè)觀點(diǎn)講的是爭(zhēng)取第一次就解決問(wèn)題，不要再浪費(fèi)時(shí)間和精力。這是一個(gè)實(shí)行起來(lái)非常艱巨的任務(wù)，但如果你能夠做到這一點(diǎn)，或者至少在絕大多數(shù)時(shí)間里做到，就是非常值得的。,© 2012 Prentice Hall, Inc.,2024年4月2日星期二,2.0.2 A Manager’s Dilemma p44,“Tri

8、al by ice.” That’s how one analyst described the aftermath of the 2007 Valentine’s Day ice and snowstorm that dealt a crushing blow to JetBlue Airways operations. “ 接受冰雪的審判?！?一位分析人士這樣描述2007 年情人節(jié)的冰雪天氣給美國(guó)捷藍(lán)航空公司的運(yùn)營(yíng)帶來(lái)的巨大考驗(yàn)

9、和打擊。With passengers stranded for hours on its planes stuck on runways and some 1,000 of its flights cancelled, the resulting uproar from customers and from airline regulators forced the company to take a long hard look

10、at itself. It was definitely a low point for JetBlue. Fast forward three years. JetBlue did everything it could to learn from that experience and to make itself better. A critical and significant piece in that process h

11、as been the company’s culture, which has developed around five key values: safety, caring, integrity, fun, and passion.在這之后的3年時(shí)間里，該公司使出了渾身解數(shù)， 從這次慘痛經(jīng)歷中吸取經(jīng)驗(yàn)和教訓(xùn)，以使自己變得更好。在這個(gè)過(guò)程中，一個(gè)至關(guān)重要的、具有顯著意義的方面是該公司的文化，它的形成圍繞著五種關(guān)鍵的價(jià)值觀：安全、關(guān)

12、愛(ài)、誠(chéng)懇、樂(lè)趣和熱情。,© 2012 Prentice Hall, Inc.,2024年4月2日星期二,2.0.2 A Manager’s Dilemma （2） p44,CEO Dave Barger (on left in photo) knows how important an organization’s culture can be. He says, “The

13、hard product—airplanes, leather seats, satellite TVs, bricks and mortar—as long as you have a checkbook, they can be replicated. It’s the culture that can’t be replicated. . . . The human side of the equation is the most

14、 important thing we’re doing.” 該公司的首席執(zhí)行官戴夫? 巴吉爾深刻地懂得一個(gè)組織的文化有多么重要。他說(shuō)：“硬件方面的產(chǎn)品一一飛機(jī)、皮坐掎、衛(wèi)星電視、實(shí)體店— 只要你有錢(qián)，這些都可以復(fù)制， 而文化則不能… … 在這中間，人的因素是最重要的?！?As JetBlue continues to grow, even during rough economic times, how can managers

15、ensure that its culture continues? What Would You Do?隨著捷藍(lán)航空公司繼續(xù)成長(zhǎng)，包括在經(jīng)濟(jì)不景氣時(shí)， 管理者如何確保企業(yè)文化得以延續(xù)？你該怎么做？,© 2012 Prentice Hall, Inc.,2024年4月2日星期二,2.1.0

16、 p44,Here’s a company that recognizes how important culture is! JetBlue created a culture in which employees are treated with respect and are viewed as a core strategic asset. Since that almost catastrophic collapse

17、of its system in 2007, the company has topped all airlines in J.D. Power’s annual customer-service survey for five years running. Undoubtedly, its employees and the culture they work in have played a key role in that acc

18、omplishment.,這家公司認(rèn)識(shí)到文化何其重要！捷藍(lán)航空公司創(chuàng)造了一種尊重員工、把員工視為核心戰(zhàn)略資產(chǎn)的文化。自從該公司的系統(tǒng)在2007年幾乎崩潰之后，捷藍(lán)航空在全球著名的市場(chǎng)資訊研究機(jī)構(gòu)J. D. Power接下來(lái)幾年的顧客服務(wù)年度調(diào)查中都高居所有航空公司之首。毋庸置疑，捷藍(lán)航空的員工以及他們的文化在這其中發(fā)揮了關(guān)鍵作用,© 2012 Prentice Hall, Inc.,2024年4月2日星期二,2.1 The M

19、anager: Omnipotent or Symbolic? p44,2.1 管理者：萬(wàn)能的還是象征性的？In February 2010, when Ford Motor Company surpassed General Motors in sales for the first time in at least 50 years, GM announced an overhaul in its top managers’ r

20、anks. GM’s North American president said that “he could see clear as day that the mix and the structure of people weren’t right and that these changes were necessary for GM to move faster and win.” Such a move shuffling

21、managers is not all that uncommon in the corporate world, but why?2010年2月，福特汽車(chē)公司的銷(xiāo)售額在過(guò)去50多年中首次超過(guò)通用汽車(chē)公司，后者宣布對(duì)其高管實(shí)施重大調(diào)整。該公司北美地區(qū)總裁說(shuō)：“我能夠清楚地看出公司最高管理層的人選和結(jié)構(gòu)是不合理的，為了使公司更快速地行動(dòng)并且贏得勝利，作出這些調(diào)整是非常必要的?！?[2]在商界，管理者的調(diào)整或變動(dòng)是一件司空見(jiàn)慣的事情，可是

22、為什么呢？,© 2012 Prentice Hall, Inc.,2024年4月2日星期二,2.1 The Manager: Omnipotent or Symbolic? p44,How much difference does a manager make in how an organization performs? The dominant view in management theory and society

23、 in general is that managers are directly responsible for an organization’s success or failure. We call this perspective the omnipotent view of management. 一位管理者能夠給一個(gè)組織的績(jī)效帶來(lái)多大的不同？管理理論以及整個(gè)社會(huì)的主流觀點(diǎn)認(rèn)為，管理者對(duì)組織的成敗承擔(dān)直接責(zé)任。我們把這種觀

24、點(diǎn)稱(chēng)為管理萬(wàn)能論（omnipotent view of management)。In contrast, others have argued that much of an organization’s success or failure is due to external forces outside managers’ control. This perspective is called the symbolic view

25、 of management. Let’s look at each perspective to try and clarify just how much credit or blame managers should get for their organization’s performance.與此相反，其他一些人則認(rèn)為組織的成敗在很大程度上歸因于管理者無(wú)法控制的外部力量。這種觀點(diǎn)稱(chēng)為管理象征論 (symbolic view

26、 of management)。讓我們考察每一種觀點(diǎn)，弄清楚管理者應(yīng)該對(duì)組織的績(jī)效承擔(dān)多少功過(guò)。,© 2012 Prentice Hall, Inc.,2024年4月2日星期二,2.1.1 The Omnipotent View 管理萬(wàn)能論 p44,In Chapter 1, we stressed how important managers were to organizations.

27、Differences in an organization’s performance are assumed to be due to decisions and actions of its managers. Good managers anticipate change, exploit opportunities, correct poor performance, and lead their organizations.

28、 在第1章中，我們強(qiáng)調(diào)了管理者對(duì)組織是非常重要的。一個(gè)組織的績(jī)效差異被認(rèn)為應(yīng)歸因于該組織的管理者采取的決策和行動(dòng)。優(yōu)秀的管理者能夠預(yù)料到變化，抓住機(jī)會(huì)，糾正糟糕的表現(xiàn)，并且領(lǐng)導(dǎo)他們的組織。When profits are up, managers take the credit and are rewarded with bonuses, stock options, and the like. When profits are d

29、own, top managers are often fired in the belief that “new blood” will bring improved results. 當(dāng)利潤(rùn)增加時(shí)，管理者享受功勞，并且獲得獎(jiǎng)金、股票期權(quán)等作為獎(jiǎng)勵(lì)。當(dāng)利潤(rùn)下降時(shí)，高層管理者往往被解雇，人們對(duì)此所持的觀點(diǎn)是： “ 新鮮血液” 將會(huì)帶來(lái)更好的結(jié)果。,© 2012 Prentice Hall, Inc.,2024年4月2日星期二

30、,2.1.1 The Omnipotent View 管理萬(wàn)能論 p44,For instance, the CEO of Cott Corporation was fired because some of its largest customers were threatening to leave and the company’s share prices had declined sharp

31、ly. In this view, someone has to be held accountable when organizations perform poorly regardless of the reasons, and that “someone” is the manager. Of course, when things go well, managers also get the credit—even if th

32、ey had little to do with achieving the positive outcomes.例如，科特公司的首席執(zhí)行官遭到解雇，因?yàn)樵摴镜囊恍┐罂蛻?hù)威脅說(shuō)要和它斷絕業(yè)務(wù)來(lái)往，導(dǎo)致該公司的股價(jià)急劇下跌。[3]從這個(gè)角度來(lái)說(shuō)，當(dāng)組織表現(xiàn)糟糕時(shí)，無(wú)論是什么原因，都必須有人來(lái)承擔(dān)責(zé)任，而這個(gè)人必然是管理者。當(dāng)然，當(dāng)情況良好時(shí)，管理者也能享受功勞— 即便實(shí)現(xiàn)的積極結(jié)果與他們沒(méi)什么關(guān)系。,© 2012 Prent

33、ice Hall, Inc.,2024年4月2日星期二,The Manager: Omnipotent or Symbolic? （9th）,Omnipotent View of ManagementManagers are directly responsible for an organization’s success or failure.The quality of the organization is determin

34、ed by the quality of its managers.Managers are held accountable for an organization’s performance yet it is difficult to attribute good or poor performance directly to their influence on the organization.,© 20

35、12 Prentice Hall, Inc.,2024年4月2日星期二,2.1.2 The Symbolic View 管理象征論 p45,***In the 1990s, Cisco Systems was the picture of success. Growing rapidly, it was widely praised by analysts for its brilliant strategy

36、, masterful management of acquisitions and superb customer focus.” As Cisco’s performance declined during the early part of the twenty-first century, analysts said that its strategy was flawed, its acquisition approach w

37、as haphazard, and its customer service was poor.20世紀(jì)90年代，思科公司是成功的代表。因?yàn)樵摴境砷L(zhǎng)迅速，分析人士普遍贊揚(yáng)它“ 具有明智的戰(zhàn)略、大師級(jí)的知識(shí)管理和非凡的客戶(hù)導(dǎo)向” 。[4]然而，由于思科公司在21世紀(jì)頭幾年的表現(xiàn)下滑，分析人士說(shuō)它的戰(zhàn)略是有缺陷的，它的知識(shí)管理體系是凌亂的，而且它的客服質(zhì)量是糟糕的。Was declining performance due to th

38、e managers’ decisions and actions, or was it due to external circumstances beyond their control? The symbolic view would suggest the latter.不斷下滑的表現(xiàn)是源于管理者的決策和行動(dòng)，還是源于管理者無(wú)法控制的外部情況？管理象征論將會(huì)選擇后一種答案。,© 2012 Prentice Hall,

39、 Inc.,2024年4月2日星期二,2.1.2 The Symbolic View 管理象征論 p45,The symbolic view says that a manager’s ability to affect performance outcomes is influenced and constrained by external factors. According to th

40、is view, it’s unreasonable to expect managers to significantly affect an organization’s performance. Instead, performance is influenced by factors over which managers have little control such as the economy, customers, g

41、overnmental policies, competitors’ actions, industry conditions, and decisions made by previous managers.管理象征論認(rèn)為，管理者影響績(jī)效結(jié)果的能力受到外部因素的影響和制約。[5]根據(jù)這種觀點(diǎn)，期望管理者顯著影響組織的績(jī)效是不合乎情理的。相反，對(duì)績(jī)效產(chǎn)生影響的是管理者基本上無(wú)法控制的因素，例如，經(jīng)濟(jì)、顧客、政府政策、競(jìng)爭(zhēng)者的行動(dòng)、行業(yè)

42、狀況，以及前任管理者作出的決策。,© 2012 Prentice Hall, Inc.,2024年4月2日星期二,2.1.2 The Symbolic View p45,This view is labeled “symbolic” because it’s based on the belief that managers symbolize c

43、ontrol and influence. How do they do that? By developing plans, making decisions, and engaging in other managerial activities to make sense out of random, confusing, and ambiguous situations. However, the actual part tha

44、t managers play in organizational success or failure is limited according to this view.這種觀點(diǎn)被貼上“ 象征性的” 標(biāo)簽，因?yàn)樗腔谶@樣一種理念：管理者象征著控制和影響。[6]管理者如何進(jìn)行控制和影響？通過(guò)制定計(jì)劃、作出決策和實(shí)施其他管理行為，以便從隨機(jī)的、混淆的和模糊的情況中理清頭緒。不過(guò)，根據(jù)這種觀點(diǎn)，對(duì)于組織的成敗，管理者在其中發(fā)揮的真正作

45、用是有限的。,© 2012 Prentice Hall, Inc.,2024年4月2日星期二,The Manager: Omnipotent or Symbolic? （9th）,Symbolic View of ManagementMuch of an organization’s success or failure is due to external forces outside of managers’ contr

46、ol.The ability of managers to affect outcomes is influenced and constrained by external factors.The economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous

47、 managersManagers symbolize control and influence through their action.,© 2012 Prentice Hall, Inc.,2024年4月2日星期二,2.1.3 The Manager: Omnipotent or Symbolic? p45,In reality, managers are neither all-powerful

48、nor helpless. But their decisions and actions are constrained. As you can see in Exhibit 2-1, external constraints come from the organization’s environment and internal constraints come from the organization’s culture.,,

49、,EXHIBIT 2-1 Constraints on Managerial Discretion 對(duì)管理權(quán)限的約束,在現(xiàn)實(shí)生活中，管理者既不是全能的，也不是毫無(wú)助益的，但他們的決策和行動(dòng)是受到約束的。如同你在圖表2-1 中可以看到的那樣，外部約束來(lái)自該組織的環(huán)境，而內(nèi)部約束則來(lái)自該組織的文化。,© 2012 Prentice Hall, Inc.,2024年4月2日星期二,2.2 The External Envi

50、ronment: Constraints and Challenges p46,Despite the fact that appliance sales are expected to climb for the first time in four years, Whirlpool Corporation, which already shut down 10 percent of its production capacity,

51、 continues to cut costs and scale down capacity even more.雖然預(yù)計(jì)家用電器的銷(xiāo)售額將會(huì)實(shí)現(xiàn)4 年內(nèi)的首次增長(zhǎng)，但是已經(jīng)將10% 的生產(chǎn)能力予以削減的惠而浦公司，將繼續(xù)削減成本和更大力度地降低生產(chǎn)規(guī)模。[7] And it’s not alone in its protective, defensive actions. 惠而浦公司并不是唯一采取保護(hù)型和防守型措施的商家。,&

52、#169; 2012 Prentice Hall, Inc.,2024年4月2日星期二,2.2 The External Environment: Constraints and Challenges p46,The decade from 2000 to 2009 was a challenging one for organizations. For instance, some well-known stand-alone bu

53、sinesses at the beginning of the decade were acquired by other companies during this time, including Compaq (now a part of Hewlett-Packard), Gillette (now a part of Procter & Gamble), Anheuser-Busch (now a part of An

54、heuser-Busch InBev), and Merrill Lynch (now a part of Bank of America); others disappeared altogether, including Lehman Brothers, Circuit City, and Steve & Barry’s (all now bankrupt) and WorldCom and Enron (both done

55、 in by ethics scandals).從2000年到2009年的這10年，對(duì)于組織來(lái)說(shuō)是非常嚴(yán)峻的時(shí)期。例如，一些在本世紀(jì)初還聞名遐邇、成就非凡的公司，在這10年中被其他公司收購(gòu)，包括康柏公司（現(xiàn)在成為惠普公司的一部分）、吉列公司（現(xiàn)在成為寶潔公司的一部分）、安海斯-布希公司（現(xiàn)在是安海斯-布希英博公司的一部分）、美林公司（現(xiàn)在是美洲銀行的一部分）；其他一些公司則徹底消失了，包括雷曼兄弟公司、電路城公司、Steve &

56、; Barry’s ( 這些公司現(xiàn)在都已經(jīng)破產(chǎn)）、世界通訊公司、安然公司（這兩家公司由于道德丑聞而完蛋）。[8],© 2012 Prentice Hall, Inc.,2024年4月2日星期二,2.2 The External Environment: Constraints and Challenges p46,Anyone who doubts the impact the external environment ha

57、s on managing just needs to look at what’s happened during the last decade.如果有人懷疑外部環(huán)境對(duì)管理的影響，那么他只需要看看過(guò)去這10 年內(nèi)發(fā)生了什么事情。,© 2012 Prentice Hall, Inc.,2024年4月2日星期二,2.2.0 external environment p46,The term external e

58、nvironment refers to factors and forces outside the organization that affect its performance. It includes several different components. “外部環(huán)境” 這個(gè)術(shù)語(yǔ)指的是組織之外能夠?qū)υ摻M織的績(jī)效產(chǎn)生影響的因素和力量。外部環(huán)境包括許多不同的組成部分。,The economic component encom

59、passes factors such as interest rates, inflation, changes in disposable income, stock market fluctuations, and business cycle stages. 經(jīng)濟(jì)部分包括利率、通貨膨脹、可支配收入的變化、股票市場(chǎng)的波動(dòng)、經(jīng)濟(jì)周期的階段等因素。The demographic component is concerned wit

60、h trends in population characteristics such as age, race, gender, education level, geographic location, income, and family composition.人口部分涉及人口特征（例如年齡、種族、性別、受教育程度、地理位置、收人、家庭構(gòu)成）的發(fā)展趨勢(shì)。,© 2012 Prentice Hall, Inc.,2024

61、年4月2日星期二,2.2.0 external environment p46,The political/legal component looks at federal, state, and local laws, as well as global laws and laws of other countries. It also includes a country’s political conditions and

62、stability.政治/法律部分考察的是聯(lián)邦、各州以及地方上的法律法規(guī)，還有全球法和其他國(guó)家的法律，它還包括一個(gè)國(guó)家的政治狀況和穩(wěn)定性。The sociocultural component is concerned with societal and cultural factors such as values, attitudes, trends, traditions, lifestyles, beliefs, tast

63、es, and patterns of behavior. 社會(huì)文化部分指的是社會(huì)的和文化的因素，例如價(jià)值觀、態(tài)度、趨勢(shì)、傳統(tǒng)、生活方式、信仰、品位，以及行為模式。The technological component is concerned with scientific or industrial innovations. 技術(shù)部分指的是科技發(fā)明和工業(yè)創(chuàng)新。And the global component encompas

64、ses those issues associated with globalization and a world economy. 全球部分包括各種與全球化和世界經(jīng)濟(jì)相關(guān)的事項(xiàng)。,© 2012 Prentice Hall, Inc.,2024年4月2日星期二,2.2.1 The Economic Environment （1） p47,※You know the economic conte

65、xt has changed when a blue-ribbon company like General Motors declares bankruptcy; the Organization for Economic Cooperation and Development predicts some 25 million unemployed individuals globally; 8.4 million jobs in t

66、he United States vanish; and the economic vocabulary includes terminology such as toxic assets, collateralized debt obligations, TARP, bailouts, economic stabilization, wraparound mortgages, and stress tests. 當(dāng)通用汽車(chē)這樣的一

67、流企業(yè)宣布破產(chǎn)時(shí)，你知道經(jīng)濟(jì)環(huán)境發(fā)生了變化；經(jīng)濟(jì)合作與發(fā)展組織預(yù)測(cè)，全球大約有2500萬(wàn)失業(yè)人口；美國(guó)有840萬(wàn)個(gè)工作崗位消失；經(jīng)濟(jì)詞匯包括了這樣的術(shù)語(yǔ)：毒藥資產(chǎn)、債務(wù)抵押債券、緊急援助、經(jīng)濟(jì)穩(wěn)定計(jì)劃、循環(huán)抵押貸款、壓力測(cè)試，等等。[9]To understand what this economic environment is like, we need to look at the changes that have taken

68、 place and the impact of those changes on the way organizations are managed.為了理解這種經(jīng)濟(jì)環(huán)境是什么樣子，我們需要考察已經(jīng)發(fā)生的變化以及這些變化對(duì)管理組織的方式所產(chǎn)生的影響。,© 2012 Prentice Hall, Inc.,2024年4月2日星期二,2.2.1 The Economic Environment （2）

69、 p47,The economic crisis—called the “Great Recession” by some analysts—began with turmoil in home mortgage markets in the United States when many homeowners found themselves unable to make their payments. The proble

70、ms soon affected businesses as credit markets collapsed. All of a sudden, credit was no longer readily available to fund business activities. It didn’t take long for these economic troubles to spread worldwide.這次經(jīng)濟(jì)危機(jī)—有些