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Chapter 2 ： The Management Environment管理的外部環境

Fall 2009 Revised by Grace F. Wang

Fundamentals of ManagementSixth Edition

Robbins and DeCenzoWith contributions from Henry Moon

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Learning OutcomesAfter reading this chapter, I will be able to:1. Describe the three waves in modern social history

and their implications for organizations.

2. Explain the importance of viewing management from a global perspective.

3. Identify the ways in which technology is changing the manager’s job.

4. Describe the difference between an e-business, e-commerce, and an e-organization.

5. Define social responsibility and ethics.

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Learning Outcomes (cont’d)

6. Explain what is meant by the term entrepreneurship and identify the components of the entrepreneurial venture.

7. Describe the management implications of a diversified workforce.

8. Identify which work/life concepts are affecting employees.

9. Explain why many corporations have downsized.

10. Describe the key variables for creating a customer-responsive culture.

11. Explain why companies focus on quality and continuous improvement.

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The Changing Economy ( 變動中的經濟 )

• Agriculture ( 農業時代 )Until the late nineteenth century, all

economies were agrarian.

• Industrialization ( 工業時代 )From the late 1800s until the 1960s, most

developed countries moved from agrarian societies to industrial societies.

• Information ( 資訊時代 ) Information technology is transforming society

from its manufacturing focus to one of service.

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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

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A Global Marketplace

• 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

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Manager’s Perspectives toward the Global Village 管理者對地球村的觀點

1. 自我中心 (Ethnocentric) ：此乃基於 Parochialism ，狹隘的世界觀，有民族優越感，歧視外國，無法辨識國際間差異；最好在本國經營，總部也位於本國 (Home Country) 。

2. 多國中心 (Polycentric) ：在地主國 (Host Country) 經營國外企業與設立該地區營運總部比較適合，因為在地主國的經理知道最適合當地的作業方法和實務。

3. 全球中心 (Geocentric) ：放眼全球，以最適合本公司的方式經營，只要能提高經營的效能與效率，在世界任何地區設立營運總部皆可。簡言之，全球整合，因地制宜。

總之，管理者應對不同風俗與實務敏感，並設法適應。

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Global Competition：全球競爭之下的國際企業類型

• Multinational corporations (MNCs)(多國企業 ) Companies that maintain significant operations in two or

more countries simultaneously but are based in one home country.

• Transnational corporation (TNC)(跨國企業 ) 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.

• Borderless Organization( 無疆界組織 )

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Stages of Going Global

Exhibit 2.3：全球化的階段

被動的因應 最初的明顯進入 國際營運的建立

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Globalization’s Effect On Managers

• Hofstede’s framework for assessing cultures

( 霍夫斯泰德用來評估國家文化的五個構面 ) :

Power distance ( 權力距離 ) Individualism versus collectivism ( 個人主義 / 集體主義 )

Quantity of life versus quality of life ( 生活的量 /質 )

Uncertainty avoidance ( 不確定性的規避 )Long-term versus short-term orientation ( 長程導向 / 短程導向 )

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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 Dimensions Assertiveness Future orientation Gender differentiation Uncertainty avoidance Power distance Individualism/

Collectivism In-group collectivism Performance orientation Humane orientation

參照 2009年中譯本 PP.35-37

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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.

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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.

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Emphasis on Technology( 重視技術 )

• TechnologyAny 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 requirements A leveling of the competitive playing field that increases

competition

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Internet Business Terms

• E-commerce( 電子商務 )Any computer transaction that occurs when

data are processed and transmitted over the Internet

• E-organization (E化組織 )The applications of e-business concepts offered

to stakeholders( 利害關係人 ).

• E-business (E化企業 )The full breadth of activities included in a

successful Internet-based enterprise

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What Defines an

E-Business?

Exhibit 2.5

INTERNET

企業與網際網路的連結

Degree of network linkage 網路連結的程度

企業內部與外部的連結

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In What Ways Does Technology Alter A Manager’s Job?

• Effectiveness and efficiencyManagers 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.

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Society’s Expectations of Business

• Social responsibility ( 社會責任 )A firm’s obligation, beyond that required by the

law and economics, to pursue long-term goals that are beneficial to society. ( 企業為追求對社會有益的長期目標 , 在超越法令與經濟要求之外所承擔的義務 .)

• Social obligation ( 社會義務 )The obligation of a business to meet its

economic and legal responsibilities and no more. ( 企業為配合其經濟和法律責任應盡的義務 .)

• Social responsiveness ( 社會回應 )The ability of a firm to adapt to changing societal

conditions. ( 企業對社會情況變更之調適能量 .)

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Arguments for Social Responsibility

Exhibit 2.6

• Public expectations

( 順應大眾的期望 )

• Long-run profits ( 獲致長期利潤 )

• Ethical obligation ( 背負道義責任 )

• Public image ( 提昇公眾形象 )

• Better environment

( 致力於較佳環境 )

• Discouragement of further government regulation

( 減少政府管制 )

• Balance of responsibility and power ( 平衡權力與責任 )

• Stockholder interests

( 增加股東利益 )

• Possession of resources

( 擁有較多資源 )

• Superiority of prevention over cures ( 預防勝於治療 )

Source: Adapted from R. J. Monsen Jr., “The Social Attitudes of Management,” in J. M. McGuire, ed. Contemporary Management: Issues and Views (Upper Saddle River, NJ: Prentice Hall, 1974), p. 616: and K. Davis and W. Frederick, Business and Society: Management, Public Policy, Ethics, 5th ed. (New York: McGraw-Hill, 1984), pp. 28–41.

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Arguments against Social Responsibility

Exhibit 2.6 (cont’d)

• Violation of profit maximization ( 危及利潤極大化 )

• Dilution of purpose ( 企業目標模糊 )

• Costs ( 成本較高 )

• Too much power ( 成為社會的權勢者 )

• Lack of skills ( 缺乏處理社會事務的技能 )

• Lack of accountability

( 缺乏對行為後果負責之約束力 )

• Lack of broad public support ( 缺乏大眾支持 )

Source: Adapted from R. J. Monsen Jr., “The Social Attitudes of Management,” in J. M. McGuire, ed. Contemporary Management: Issues and Views (Upper Saddle River, NJ: Prentice Hall, 1974), p. 616: and K. Davis and W. Frederick, Business and Society: Management, Public Policy, Ethics, 5th ed. (New York: McGraw-Hill, 1984), pp. 28–41.

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Ethics and Business

• Ethics ( 倫理或道德 )A set of rules or principles that defines right

and wrong conduct ( 界定行為對錯的一套規定與原則 )

• Code of ethics ( 倫理的規範 )A formal document that states an

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

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Three Views of Ethics( 倫理的三種觀點 )

Exhibit 2.7

• Utilitarian view of ethics ( 功利觀點 )Making decisions solely on the basis of their

outcomes or consequences. ( 最大多數人的最大利益 )

• Rights view of ethics ( 權利觀點 )Respecting and protecting individual liberties

and privileges ( 基本人權的保護與尊重 )

• Theory of justice view of ethics ( 公正觀點 )Fairly and impartially imposing and enforcing

rules. ( 公正無私地遵守規則 )Source: G. F. Cavanaugh, D. J. Moberg, and M. Valasquez, “The Ethics of Organizational Politics.” Academy of Management Journal (June 1981): 363–74.

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Guidelines for Acting Ethically( 符合道德行為的指導方針 )

1. Know your organization’s policy on ethics.

2. Understand the ethics policy.

3. Think before you act.

4. Ask yourself what-if questions.

5. Seek opinions from others.

6. Do what you truly believe is right.

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What Is Entrepreneurship?(創業家精神 )• Entrepreneurship

The process of initiating a business venture, organizing the necessary resources, and assuming the risks and rewards

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

advantagesStarting the venture.Managing the venture

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What Do Entrepreneurs Do?

• No two entrepreneurs are exactly alikeThey are creating something new, something

different. They’re searching for change, responding to it,

and exploiting it.

• Intrapreneur( 內部創業家 )A person 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.

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Diversity and the Workforce of 2010(2010年代之工作人力的多樣化 )• Increasing workforce diversity

More variation in the background of organizational members in terms of gender, race, age, sexual orientation, and ethnicity

• Characteristics of the future workforceMore heterogeneous/diverse Increasingly olderMore multicultural

• Diversity will require more managerial sensitivity to individual differences.

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Labor Supply and Demand Adjustments

• Downsizing( 組織縮減 )An activity in an organization designed to

create a more efficient operation through extensive layoffs

• Rightsizing( 組織規模修正 )Linking staffing levels to organizational goals

• Outsourcing( 委外，外包 )An organization’s use of outside firms for

providing necessary products and services

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Flexible Workforces( 彈性工作力 )

• Core employees( 核心員工 )The small group of full-time employees of an

organization who provide some essential job tasks for the organization

• Contingent workforce( 權變的員工 )Part-time, temporary, and contract workers

who are available for hire on an as-needed basis

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Contingent Workers

Exhibit 2.9

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

• Temporary employees Are generally employed during peak periods Can fill in for employees for an extended period of time Create a fixed labor cost during a specified period

• Contract workers Are 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

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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

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Making a Company’s Culture More Customer-responsive( 如何使組織文化更能回應顧客 )• 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

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Shaping a Customer-

Responsive Culture

Exhibit 2.10：

塑造顧客回應文化

適當雇用

行動的自由

賦權的員工

良好的傾聽技巧

組織的公民行為

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Increased Concern for Quality( 對品質關切的提升 )

• Continuous improvementOrganizational commitment to constantly

improving the quality of a product or service Joseph Juran W. Edwards Deming

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

• Work process engineeringRadical or quantum change in an organization

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Components of Continuous Improvement

Exhibit 2.11

1. Intense focus on the customer.

2. Concern for continuous improvement.

3. Improvement in the quality of everything the organization does.

4. Accurate measurement.

5. Empowerment of employees.

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Deming´s 全面品質管理 (TQM)(Deming´s Total Quality Management) • 特別強調顧客 (Intense focus the customer) 顧客不僅指外界購買商品或服務的人，亦包括內

部人員 ( 如運送及會計人員 ) ，這些人與組織內其他的人有互動與提供服務。

• 關心持續的改進 (Concern for continual improvement)

全面品質管理 (TQM)是承諾永遠不會滿意於現狀。「非常好」並不是最好，品質永遠可以改進。

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Deming´s 全面品質管理 (TQM) (Deming´s Total Quality Management)

( 續 )

• 改進組織所做每件事情的品質 (Improvement in the quality of everything the organization does)

TQM使用非常廣義的品質觀念。這不僅考慮最後的商品，而且考慮組織如何處理送貨、是否快速處理顧客抱怨、以及電話答詢時是否有禮貌等等。

• 精確的衡量 (Accurate measurement) TQM使用統計方法來衡量組織運作中之關鍵變數。再將這些數值與標準值或參考值比對以發現問題、追尋根源、並消除肇因。

• 賦權員工 (Empowerment of employees) TQM將線上員工納入改進過程中。在 TQM方案中，團隊組合常被用來作為發現及解決問題的賦權工具。