1. An introduction to business:
1.1 Definitions：
Organizations mediate between the wider society and the individual, and joining an organization as an employee exposes the individual to substantial direction and control. Despite the self-activity of their members, organizations as corporate bodies do have economic and political powers above and beyond those of the particular individuals that comprise them.（個(gè)人理解的含義為：商業(yè)是一個(gè)連接個(gè)人與外部社會(huì)的中介組織。個(gè)人通過(guò)成為這種中介組織的雇員來(lái)控制組織的走向。盡管每個(gè)組織中的個(gè)體有其自身的行動(dòng)（或者說(shuō)價(jià)值觀吧）毛嫉，但組織作為一個(gè)合作的整體有其凌駕于個(gè)人之上的經(jīng)濟(jì)政治力量杏死。）
另一個(gè)簡(jiǎn)短的定義：A deliberate arrangement of people to accomplish some specific purpose.（商業(yè)就是一群人組成的一個(gè)嚴(yán)密的組織去完成一些特定的目標(biāo)膏执。）
這里面可以看到商業(yè)的三個(gè)重要組成部分：一個(gè)清晰的目標(biāo)（Distinct purpose）淹朋；由人組成（People）仅孩；有嚴(yán)密的組織架構(gòu)（Deliberate structure）
1.2 Business, roles and responsibilities
Fundamentally, business need to balance the needs & expectations of stakeholders（平衡干系人的需求與期望）
There are also many useful frameworks including the triple bottom line,which is the idea that business should have 3 areas of focus:
Economic: a focus on Profit
Social: a focus on People
Environment: a focus on the Planet
1.3 Success?
想一想為什么有的公司能這么成功菜职，但是有的沒(méi)有
1.4 Stakeholders分析模型
Definition: The stakeholders in a firm are individuals and constituencies that contribute, either voluntarily or involuntarily to its wealth-creating capacity and activities, and who are therefore its potential beneficiaries and or risk bearers.（干系人指一些能有意無(wú)意地影響到公司盈利能力，從而讓自己從中獲利或者經(jīng)歷風(fēng)險(xiǎn)的個(gè)人或組織）
分類(lèi)：
Internal- operate within the business and core to its day to day functioning.
External- outside the firm but who care about or are affected by its activities and performance
存在的問(wèn)題：
Business需要平衡干系人的需求肉微，因?yàn)楦上等岁P(guān)心的點(diǎn)未必是和商業(yè)目標(biāo)一致的匾鸥。比如說(shuō)，經(jīng)理總是希望以最低的公司雇人碉纳；但是員工卻希望拿到盡可能高的工資勿负。同理，供應(yīng)商希望能以更高的價(jià)格賣(mài)東西劳曹；但是我們卻希望以更低的價(jià)格買(mǎi)進(jìn)奴愉。
問(wèn)題分析流程：
i、Identified stakeholders（確定干系人）
ii铁孵、Identified their interest（明確干系人的利益——他關(guān)心的是什么锭硼？）
iii、Indicate their competent interest（從economic蜕劝，social檀头，environment三個(gè)方面看有什么因素會(huì)影響他們的利益轰异？）
Competing interests可以從另外3個(gè)角度來(lái)分析影響stakeholders利益的因素:
Resources base 關(guān)心錢(qián)（或者說(shuō)經(jīng)濟(jì)）的：Investors, Customers and ?Employees
Industry structure 關(guān)心行業(yè)發(fā)展（或者說(shuō)社會(huì)）的：Supplier, Competitors and regulator
Social political ?Arena 關(guān)心環(huán)境的：Government, Local ?communities, Protest group
vi、Address whether we can balance the interest or not -If not , there is issue (No need to resolve it)（分析鳖擒，當(dāng)干系人利益受到影響的時(shí)候溉浙，我方能否平衡（或者說(shuō)解決）這一影響對(duì)我方的影響烫止。如果不行蒋荚，那就是問(wèn)題，需要去解決馆蠕。）
1.5 Creating & adding Value
Businesses create “value” for customers by doing things like（商業(yè)的本質(zhì)是為市場(chǎng)（消費(fèi)者）提供價(jià)值）：
i期升、Providing Quality Products & Services– what do they offer to the marketplace
ii、Focusing on Exceptional Customer Service– often a key source of competitive advantage
iii互躬、Building efficient and effective systems of work – reflected in the resource-based view (RBV) affirm success
The Input /Output Model:
可以從以下6各方面評(píng)價(jià)它：
Environmental(climate change, emissions, pollution);political(policy, unrest & conflict, elections);economic(interest & exchange rate, competition, price);social cultural(demographics,diversity, buying trends);technology(online, mobile computing, robotics);legal(law, regulations, health & safety).
Value Chain:
The Primary Activities:
–Inbound logistics（采購(gòu)）– these are the processes related to receiving, storing and distributing inputs internally（包括內(nèi)部的采購(gòu)播赁，儲(chǔ)存和資源分配）
–Operations（生產(chǎn)）– these are the transformation activities that change inputs into outputs that are sold to customers
–Outbound logistics（出廠物流）– these activities deliver your product or service to your customer, like collection, storage, and distribution
–Marketing and sales（營(yíng)銷(xiāo)）– these are the processes you use to persuade customer to purchase from you instead of your competitors
–Service（服務(wù)）– these are the activities related to maintaining he value of your product or service to your customers, once it has been purchased
The Support Activities:
–Procurement（資源取得）– this is what the organization does to get the resources it needs to operate
–Human Resource Management（人力資源管理）– this is how well the company recruits, hires, trains, motivates rewards and retains its workers
–Technological Development（科技發(fā)展）– these activities relate to managing and processing information as well as protecting the companies’ knowledge base
–Infrastructure（基礎(chǔ)設(shè)施）– these are the companies’ support systems, and the functions that allow it to maintain its daily operations
2.The central role of managers
Four functions of management：
–Planning（計(jì)劃）typically involves understanding your environment, developing strategies, setting goals etc.（分析當(dāng)前環(huán)境，想出應(yīng)對(duì)策略吼渡，設(shè)定目標(biāo)等）
–Organizing（組織）typically involves designing the organization, and deciding on and managing the work of the team（對(duì)人員進(jìn)行分組容为，并分配工作）
–Leading（領(lǐng)導(dǎo)）typically involves understanding behavior, inspiring, motivating, influencing, communication etc.（通過(guò)溝通，影響力寺酪，發(fā)掘員工內(nèi)部動(dòng)力坎背，激勵(lì)法，理解員工行為等方法來(lái)領(lǐng)導(dǎo)完成工作）
–Controlling（規(guī)范）typically involves defining standards, and measures of performance and success（指定一些標(biāo)準(zhǔn)寄雀，績(jī)效考評(píng)等來(lái)規(guī)范員工）
3.Critical thinking in business
簡(jiǎn)單的說(shuō)就是用第一周的那八個(gè)點(diǎn)來(lái)批判性地看第二周講的三個(gè)主要模型（stakeholder分析模型得滤；Value Chain模型；Four functions of management）
