商業(yè)英語_02Management

1、13a. Making decisions 決決策能力b. Adaptabilty 適應(yīng)應(yīng)力c. Planning the corporate objectives Lead-in13What is Management?13-Planning13Management FunctionsWhat: setting goalsHow: channels/resources to obtain the goalsWhy: why do we have to do planning? 1. identify opportunities 2. avoid problems (risk manageme

2、nt) 3. set directions of management 4. improve decision making “Plans are nothing, planning is everything”Process of Planning13Management Functions “計劃計劃趕不上變變化”Initial statusTerminal Status AHowTools/ channels123How: 1-2 strategic planning/long-term planningTactical planning/short-term planning TS-B

3、44 Contingency planningOrganizing13Management FunctionsCase study of successful organizing1. Structural reorganization-HP2. Loose organization-Semco3. “Tiger teams”-Honeywell Allocating resourcesAssigning tasksEstablishing procedures for accomplishing goalsDirecting13Management FunctionsTypes of dir

4、ecting:1. Autocratic2. Democratic3. What leadership style do you prefer?-Guiding & Motivating employees to work effectivelyto accomplish organizational goals and objectives-the ability to shape culture, communicate goals and motivate employees is critical to business successDirecting13Management Fun

5、ctionsAutocratic leadershipmanagerWorker AWorker BWorker CMake decisionsFollow the ordersDemocratic leadershipWorker AWorker BWorker CManagerParticipationControlling13Management FunctionsControlling five stepsSetting of standards-Measuring results against corporate objectives-Monitoring performance

6、relative to standards-Taking corrective actionVerifying & ModifyingQuestions P46Definition13By functionBy productBy geographical regionsBy processBy customerDepartmentalizationOrganizational StructureExercise:Draw a figure of departmentalization of Haier Group13Organizational StructureFigure of depa

7、rtmentalization of Haier GroupHaier GroupHaier Group DomesticHaier Group OverseasSouthCentralNorthProductionFinanceSalesTVWashingMachinePCR & DGovIndustrialConsumerParts ProducingAssemblyQuality Control1. Review theory and vocabulary 13 Homework2. Questions for discussion3. Exercises4. Preview the r

8、est of chapter 2.13Management Levelsa. Managerial hierarchyA chain of command13Management Levelsa. Managerial hierarchyA circular of commandTopMiddleFirstEmployees13Management Levelsb. Top Level ManagersFunctions:Setting organizational goalsDefining strategiesMonitoring & Interpreting external envir

9、onmentMaking decisionsCoordinate workDelegate powerHiring & FiringEvaluatingLeadingTitles:President, chairman, CEO,Vice-president of administration,Group head13Management Levelsc.Middle Level ManagersFunctions:Receiving broad overall strategies, mission and objectives;Translating into specific progr

10、am;ImplementingTitles:Plant supervisors, college deans,Project directors, regional sales coordinator,General manager, administrator,Deparment manager13Management Levelsd.First Level ManagersFunctions:Directing & ControllingWork directly with employees;Motivate employees;Translate overall corporate g

11、oals into action planLink b/t managers and non-managersTitles:supervisor, line manager, Section chief, office manager,Function head, like production,Sales, accounting13Management LevelsQuestions for thinking:Whats the relations of mangement four funtions and three levels?-Top level managers spend mo

12、st of the time on planningand organizing;-First level managers time is allocated on directing and controlling;-Top level holds the overall management of the organization;-Middle level implements top level goals;-Supervisors direct the actual work of the organization at the operating level.13Manageme

13、nt Levelse.Keystone of the organizationOriginal meaning of keystone:Central top stone of an arch; Take the pressure of both sidesWithout it, the arch would collapse.Supervisor-keystone of an organization13Management Levelse.Keystone of the organizationSupervisor-keystone of an organization-connector

14、: join management and employees;-communicating-interpreting goals and policies;-giving instructions;-satisfying the needs of employees;-undertaking pressureHSupervisorE13Management LevelsExercise:Draw a managerial hierarchy figure of our university, including job titles and levels.Top President /Cha

15、ncellor (Vice)校長長Middle President/College dean 學(xué)學(xué)院院長長First Director/Dean/Head of departments系主任Employees teachers and other staffs13Managerial Roles Entrepreneur Disturbance hander Decisional: Resource allocator Negotiator FigureheadInterpersonal: Leader Liaison MonitorInformational: Disseminator Sp

16、okespersona. Conceptual skill13-view the organization as a whole-especially important for top managers-thinking, information processing, planning概念技能概念技能”是高級經(jīng)理人員最迫切需要的技能是高級經(jīng)理人員最迫切需要的技能 ；“概念技能概念技能”實質(zhì)上是一種戰(zhàn)略思考及執(zhí)行的能力實質(zhì)上是一種戰(zhàn)略思考及執(zhí)行的能力Management SkillsExerciseb. human skill13-motivate, facilitate, coordina

17、te, lead, communicate-interpersonal relations are a type of human skills-need by all management levelsManagement Skills-particularly important at lower organizaitonal levels-develop verbal skills, writing skills, computer skillsc. technical skillQ:Whats the relations b/t management skills and levels?13 SkillsTop managementMiddle managementS