管理学专业英语chapter9_ORGANIZATIONAL_DESIGN__LEARNING教材教学课件.ppt

CHAPTER 9 ORGANIZATIONAL DESIGN LEARNING Organizational Design Learning Organizational Structure Organizational Organiza-tional learning ⊕ people ⊕ documents ⊕ competition ⊕Environments ⊕ Computer networks ⊕published information Reactions to Decline Down sizing Core business Mergers Alliances Different cultural responses Text A Co’s environments include Its publics, suppliers, and distribution channels INTRODUCTION (Continued)The Firm and Its Publics Government Public Citizen-Action Public Media Public Financial Public General Public Local Public The Firm Reading 1#Building a Core Competence(continued) ※the implication of building a core competence; ※ways to build a core competence; ※ways of determining a core competence; ◇whether it helps a company get into a wide variety of markets; ◇whether it adds something important to the final product; ◇should be difficult for competitors to imitate or copy; Core competence Provide consumer benefits Not easy for competitors to imitate Leveraged widely to many products and markets. Core competence Core competence The Diversified Corporation 有些公司的房子很好看，但地基不稳，一有大风就倒了. -------马云 READING #2Knowledge is Everybody’s Business ◆features of a knowledge-creating company: ※not a specialized activity; ※the job of everyone; ※workers’ ideas become a part of the new information; ※upper management to coordinate the ideas. READING #2 (CONTINUED) Benchmarking Unrelated businesses Senior Managers Middle Managers Workers RD Past experience Sources of New Knowledge Sources of New Knowledge KEY TO EXERCISES Intro. EXERCISE #2. What kinds of raw materials would you need to manufacture the following products? Furniture: wood, metal, leather, plastic, glass Office equipment: wood, metal, leather, plastic, glass Cars and trucks: metal, rubber, glass, leather, glass  Company Core Competence Products Honda el