chapter 2 the management environment 管理環境 the management environment 管理環境 part i:...

Chapter 2

The Management Environment

管理環境The Management Environment

管理環境

PART I: Introduction

2–2 Management─The Management Environment 吳明泉博士 2006

Learning Objectives1. The Changing Economy 變動的經濟2. Global perspective 全球化觀點3. Technology 的影響與 E 化4. Social responsibility and ethics 社會責任與道德5. Entrepreneurship 創業精神6. Diversified workforce 多元化的勞工與

Downsizing 人力縮減7. Work vs. life concepts 工作與生活的觀念8. Customer-responsive culture 反應顧客的文化

and quality improvement 品質改善


The Changing Economy變動的經濟• Agriculture 農業

Until the late nineteenth century, all economies were agrarian.

• Industrialization 工業化From the late 1800s until the 1960s, most

developed countries moved from agrarian societies to industrial societies.

• Information 資訊Information technology is transforming

society from its manufacturing focus to one of service.


The Changing Economy

Exhibit 2.1

Old Economy

• National borders limit competition

• Technology reinforces rigid hierarchies and limits access to information

• Job opportunities are for blue-collar industrial workers

• Population is relatively homogeneous

• Business is estranged from its environment

• Economy is driven by large corporations

• Customers get what business chooses to give them

New Economy

• National borders no longer define an organization’s operating boundaries

• Technological change makes information more accessible

• Job opportunities are for knowledge workers

• Population is characterized by cultural diversity

• Business accepts its social responsibilities

• Economy is driven by small entrepreneurial firms

• Customer needs drive business


A Global Marketplace 全球市場• Global village地球村

The concept of a boundaryless world; the production and marketing of goods and services worldwide.

• Borderless organization無疆界組織A management structure in which internal

arrangements that impose artificial geographic barriers are broken down


Global Competition 全球化競爭• Multinational corporations (MNCs)多國公司

Companies that maintain significant operations in two or more countries simultaneously but are based in one home country.

• Transnational corporation (TNC)跨國公司A company that maintains significant operations in

more than one country simultaneously and decentralizes decision making in each operation to the local country.

• Strategic alliances 策略聯盟A domestic firm and a foreign firm share the cost of

developing products or building production facilities in a foreign country.


Stages of Going Global

Exhibit 2.3

• 將其產品出口至外國。承諾去開發國外市場，或是在國外生產產品。 • 積極追求國際市場的強烈承諾。


Globalization’s Effect On Managers

• Parochialism 偏狹主義A narrow focus in which one sees things

solely through one’s own view and from one’s own perspective

• Hofstede’s framework for assessing cultures:Power distanceIndividualism versus collectivismQuantity of life versus quality of lifeUncertainty avoidanceLong-term versus short-term orientation


Hofstede的文化構面

• 權力距離是用來衡量一個社會對於權力機構與組織間的不平等分佈所接受的程度。

• 個人主義是指在一個鬆散的社會結構中，人們都是追求個人與其家庭的利益。

• 生活的質與量有些文化強調生活的量，同時重視肯定 ( 穩定 ) 、金錢和物質。有些文化強調生活的質，重視人群關係、注意與關心其他人的福利。

• 不確定的規避一個對不確定有高度規避的社會乃以成員間日增的焦慮為特徵，它常表現為緊張、壓力與富攻擊性。

• 長期與短期之導向


Global Leadership and Organizational Behavior Effectiveness (GLOBE)

• An ongoing cross-cultural investigation of leadership and national culture

Confirms and extends Hofstede’s earlier work on national cultural dimensions and leadership.

Also found that the strength of cultural dimensions appear to be changing.

• Cultural DimensionsAssertivenessFuture orientationGender differentiationUncertainty avoidancePower distance Individualism/

Collectivism In-group collectivismPerformance

orientationHumane orientation


GLOBE Highlights

Exhibit 2.4Source: M. Javidan and R. J. House, “Cultural Acumen for the Global Manager: Lessons from Project GLOBE,” Organizational Dynamics, Spring 2001, pp. 289–305.


GLOBE Highlights

Exhibit 2.4 (cont’d)Source: M. Javidan and R. J. House, “Cultural Acumen for the Global Manager: Lessons from Project GLOBE,” Organizational Dynamics, Spring 2001, pp. 289–305.


Emphasis on Technology 重視科技• Technology

Any equipment, tools, or operating methods that are designed to make work more efficient

• Information Technology (IT)Benefits of IT

Cost savings (e.g., inventory control)Freedom from fixed locations for operations

Challenges Increased worker skill requirementsA leveling of the the competitive playing field that

increases competition


Internet Business Terms

• E-commerceAny computer transaction that occurs when

data are processed and transmitted over the Internet

• E-organizationThe applications of e-business concepts

offered to stakeholders.

• E-businessThe full breadth of activities included in a

successful Internet-based enterprise


What Defines an E-Business?

Exhibit 2.5

Internet Linkages


IT 對 Manager’s Job 的影響• Effectiveness and efficiency

Managers have access to more complete and accurate information than before, enabling them to function as better managers.

• PlaceTelecommuting: the linking of a worker’s

computer and modem with those of co-workers and management at an office.


Society’s Expectations of Business社會對企業的期待• Social responsibility 責任

A firm’s obligation, beyond that required by the law and economics, to pursue long-term goals that are beneficial to society. 企業在法律與經濟要求之餘的義務，是為了要追求長期對社會有益的目標

• Social obligation 義務The obligation of a business to meet its economic

and legal responsibilities and no more. 企業滿足它的經濟與法律責任時，它已做到法律最低的要求

• Social responsiveness 反應The ability of a firm to adapt to changing societal

conditions. 公司依社會條件變化的適應能耐。


Ethics and Business

• Ethics道德A set of rules or principles that defines

right and wrong conduct 指界定正確或錯誤行為的一套規則或原則。

• Code of ethics 道德規範A formal document that states an

organization’s primary values and the ethical rules it expects managers and operatives to follow


Three Views of Ethics道德觀

Exhibit 2.7

• Utilitarian 功利的 view of ethicsMaking decisions solely on the basis of their

outcomes or consequences. 意指決策完全以其結果為依歸的狀況

• Rights 權利的 view of ethicsRespecting and protecting individual liberties

and privileges 尊重與保護個人自由與權利• Theory of justice 正義理論 view of ethics

Fairly and impartially imposing and enforcing rules. 著重公正不偏地執行規則的狀況。

Source: G. F. Cavanaugh, D. J. Moberg, and M. Valasquez, “The Ethics of Organizational Politics.” Academy of Management Journal (June 1981): 363–74.


What Is Entrepreneurship?

• Entrepreneurship創業精神The process of initiating a business venture,

organizing the necessary resources, and assuming the risks and rewards 指開設一個企業投資、籌組必要資源、並且承擔風險與報酬的過程。

• Steps in the entrepreneurial processExploring the entrepreneurial context. Identifying opportunities and competitive

advantagesStarting the venture.Managing the venture


What Do Entrepreneurs Do?• No two entrepreneurs are exactly alike

They are creating something new, something different.

They’re searching for change, responding to it, and exploiting it.

• Intrapreneur內部創業家A persons within an organization who

demonstrates entrepreneurial characteristics—has confidence in his or her abilities, is willing to seize opportunities for change, and expects surprises and capitalizes on them.


Diversity 多元化 and the Workforce勞工 of 2010• Increasing workforce diversityMore variation in the background of

organizational members in terms of gender, race, age, sexual orientation, and ethnicity

• Characteristics of the future workforceMore heterogeneous/diverse 異質多元Increasingly older 老化More multicultural 多種文化

• Diversity will require more managerial sensitivity to individual differences.


Labor Supply and Demand Adjustments勞動供給與需求調整

• Downsizing 縮減An activity in an organization designed to

create a more efficient operation through extensive layoffs

• Rightsizing 整編Linking staffing levels to organizational

goals

• Outsourcing 外包An organization’s use of outside firms for

providing necessary products and services


Flexible Workforces

• Core 核心 employeesThe small group of full-time employees of

an organization who provide some essential job tasks for the organization

• Contingent 權變 workforcePart-time, temporary, and contract workers

who are available for hire on an as-needed basis


Contingent Workers

Exhibit 2.9

• Part-time employees 半職員工Work fewer than 40 hours a weekAre a good source of staffing for peak hours.May be involved in job sharing

• Temporary 臨時 employeesAre generally employed during peak periodsCan fill in for employees for an extended period of timeCreate a fixed labor cost during a specified period

• Contract 合約 workersAre hired by organizations to work on specific projects. Are paid when the firm receives particular deliverables.Are a labor cost that is fixed by contract


Is There a Pending Labor Shortage in the United States?

• 2010 U.S. Labor ShortageFewer available workers

Retiring baby boomers

Immigration restrictions

• Implication for managersMore sophisticated

recruitment and retention strategies


Shaping a Customer-

Responsive Culture

Exhibit 2.10

適當選材

良好的傾聽技巧

組織良民行為

授權員工

行動自由


More Customer-responsive Culture• Actions that create employees with the competence,

ability, and willingness to solve customer problems as they arise:

Selection: hiring the right personalities and attitudes

Training: developing the customer-focus employees

Organizing: creating customer-friendly controls

Empowerment: independence in relating to customers

Leadership: commitment to the customer-focus vision

Evaluation: performance measured by behaviors

Rewards: contingent on outstanding customer service


Increased Concern for Quality

• Continuous improvement 持續改善Organizational commitment to constantly

improving the quality of a product or serviceJoseph JuranW. Edwards Deming

Kaizen: the Japanese term for an organization committed to continuous improvement

• Work (Business) process (Re)engineering (Redesign) 程序再造（工程）Radical or quantum change in an

organization


• 強調顧客。• 持續改善。• 改善組織內

任何事的品質。

• 準確衡量。• 員工授權。

• Intense focus on the customer.

• Concern for continuous improvement.

• Improvement in the quality of everything the organization does.

• Accurate measurement.• Empowerment of employees.

Components of Continuous Improvement

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