商務英語課件 (1).ppt

IntroductiontoBusinessEnglish Chapter2Management GeneralProcessofBusinessActivity DefinitionofManagement definition1 coordinatepeopleapplicationofmanagerialfunctionsinthemostefficientmannertoaccomplishorganizationalobjectives4functions objectiveplanningoperationalorganizationtaskdirectionprocesscontrolling DefinitionofManagement definition2 allocateresourcesprocessofcoordinatingpeople otherresourcestoachievethegoalsofanorganization4typesofresources naturalresourceshumanresourcesfinancialresourcestechnologicalresources Management 2aspects management TraditionalFunctions planning organizing Text Text controlling instruction 4classicfunctions directing 4FunctionsofManagement Planningselectgoals waystoattainthem Organizingassigntask allocateresources Leadinginspire motivatestaffs ControllingMonitoractivities makecorrections Controllingmonitoractivities makecorrection FunctionsofManagement energize empower Text Text communicate coordination 4newfunctions support planandplanning Plansarenothing planningiseverything Whatdoesitmean differencebetweenplanandplanningplan arrangementinadvanceplanning continuousprocessofmakingplansHowtoachieveeffectiveplanning adapttochangebyidentifyingopportunitiesandavoidingproblemsadoptSWOTanalysisandPESTanalysis SWOTanalysis Strengths Opportunities Weakness Threats internalandexternalfactors 4TypesofPlanning Exercise variousbizplans planthatfocusesonthelong termgoals 1 planforaspecificsectionoverashorttime 2 specificshort termplantorealizeasinglegoal 3 planwhichexplainsanewbizactivity howtostart 4 5 6 planofwhattodo whoisresponsible reserveplanwhichwillonlybeusedifnecessary strategicplan tacticalplan operationalplan bizplan actionplan contingencyplan BasicLeadingStyle Exercise LeadershipStyle hie tra gro tea com ope co cre per goa ins OrganizationalStructure keywords corporategovernanceformalizationdepartmentalizationorganizationchart influencingfactors externalenvironmentcorporatestrategybusinessfield scalehumanresources elementsforconsideration managerialcentralizationvs decentralizationoperationalspecializationvs coordinationstructuraldifferentiationvs integration TypesofOrganizationalStructure simpleorganizationalstructure 1 functionalorganizationalstructure divisionalorganizationalstructure matrixorganizationalstructure 5 networkstructure Pyramidal SimpleStructure workers seniormanagement FunctionalStructure ProductDivisionStructure GeographicDivisionStructure CustomerDivisionStructure MatrixStructure NetworkStructure Aclusterofdifferentorganizationswhoseactionsarecoordinatedbycontracts agreements ManagementLevels CEO CFO COO guideandcontroloverallactivitiesdivisionmanagerimplementthecorporatestrategysupervisor teamleadercoordinate supervisetheoperation HenryMintzberg 亨利 明茨伯格 HenryMintzberg1939 加拿大管理學家 他是國際管理學界最具原創(chuàng)性的管理大師 對管理領域常提出打破傳統(tǒng)及偶像迷信的獨到見解 是管理者角色學派的主要代表人物 明茨伯格在組織管理學方面的主要貢獻在于對管理者工作的分析 1973年 他以一本 管理工作的實質 TheNatureofManagerialWork 一舉成名 該書揭示了管理者的三大類角色 人際角色 信息角色 決策角色 仔細考察了管理者的工作及其對組織的巨大作用 并就如何提高管理效率為管理者提供了建議 在2000年管理科學年會上 明茨伯格因對管理學的貢獻而獲 杰出學者 獎 10RolesofManagers 3TypesofManagementSkills 美國學者 RobertL Katz 高效管理者的三項技能 1955 TermstoRemember managementfunctions管理職能 p38 customerneeds客戶需求 p40 strategicobjective戰(zhàn)略目標 p41 contingencyplanning應急計劃 p41 autocraticleadership專制