unit2職場英語

1、Unit 2Ms Johnson, a reporter from _, is interviewing Neil, a manager in BT Company about the _. (A: Johnson B: Neil)A: So, Neil, do you think you could tell me something about the way BT is actually _?B: Yes, we are_ with about two thousand _. Most of them work here at our headquarters plant. And ou

2、r _ are located here.A: Well, could you say something abut the departmental structure?B: Yes, of course. Well, as you know weve got two factories, one in Jakarta, Indonesia. The general manager is over here in Hong Kong.A: And you are _ of each other, is that right?B: Oh, yes. Our two plants are fai

3、rly independent. I mean, I _ Sean Morrissey, the production manager, and we have to cooperate closely with Bob Kellerman,_.A: Who is responsible for the _?B: Oh, and I forgot to mention finance. The finance director is Chris Grey. Shes a very important woman. And her task is to make sure the money s

4、ide of things is OK. The _and such people, they report to her directly.A: Is research and development a separate department?B: Well, its a separate department and it has_.A: Are there any other features worth mentioning?B: Theres the Planning department-Henry Wallace is _ it. And the Purchasing Depa

5、rtment-they buy in the materials for production.A: Yes, and what about the Board of Directors and the chairman?B: Well, yes, theyre at the top, arent they? Of course, I mean, a couple of the _are directors themselves. The managing director, of course, thats Andrew CarterA: Thank you for your introdu

6、ction. Nice talking to you.B: My pleasure.Unit 2 Company StructureText A Board of Directors, Chairman and CEOA large business unit than an individual proprietorship or a partnership tends to be a corporation. Who makes corporate decisions?Typically, the dominant person will be the president or the m

7、anaging director of the corporation, and this executive may be made the chairperson of the board of directors- who, together with a small executive or steering committee of the board of directors, will advise and approve the actions of the president and the many vice-presidents. Then, what are the e

8、xact roles of board of director, chairman and CEO?Board of DirectorsA board of directors is a body of elected or appointed persons who jointly oversee the activities of a company or organization. The body sometimes has a different name, such as board of trustees, board of governors, board of manager

9、s, or executive board. It is often simply referred to as “the board.”A boards activities are determined by the powers, duties, and responsibilities delegated to it or conferred on it by an authority outside itself. These matters are typically detailed in the organizations bylaws. The bylaws commonly

10、 also specify the number of members of the board, how they are to be chosen, and when they are to meet.In an organization with voting members, e.g., a professional society, the board acts on behalf of, and is subordinate to, the organizations full assembly, which usually chooses the members of the b

11、oard. In a stock corporation, the board is elected by the stockholders and is the highest authority in the management of the corporation. In a nonstick corporation with no general voting membership, e.g., a university, the board is the supreme governing body of the institution.The legal responsibili

12、ties of boards and board members vary with the nature of the organization, and with the jurisdiction within which it operates. For public corporations, these responsibilities are typically much more rigorous and complex than for those of other types.Typically the board chooses one of its members to

13、be the chair or chairperson of the board of directors, traditionally also called chairman or chairwoman.Chairman The chairman is the highest officer of an organized group such as a board, committee, or deliberative assembly. A chair leads the board of directors, presides over meetings, and leads the

14、 board to consensus from the disparate points of view if its members. The chair is the presiding director over the other directors on the board and is expected to be fair, a good listener, and a good communicator. Directors have a high level of fiduciary responsibility for overseeing the operation o

15、f a corporation. The CEO is the head of the management committee and usually reports to the board, which is headed by the chair.Chair of the Board-Types and Their Relation to the Company ManagementIn the case of companies and similarly-organized bodies, there are generally two types of Chair: Non-ex

16、ecutive and Executive.Non-executive Chair of Board:A part-time officeholder who sits on and chairs the main board of a company.Provides support and advice to a CEO.This position usually entails fulfilling a similar function on a number of additional board committees, as well as being a political fig

17、urehead of the company.Executive Chair of Board:A full-time officeholder who typically leads the board and also takes a hands-on role in the companys day-to-day management.Help the CEO to oversee all the operational aspects involved in running the company, which include project planning and developm

18、ent, delivery, retail and leasing, sales, market research and many other areas within their extensive scope.Have overall responsibility for the company which involves engineering and controlling the companys current growth in and future expansion into international markets.In addition, oversees all

19、projects development activities and related businesses of the company, generating significant financial returns for the shareholders and driving sustainable development.The chairman often sets the style of leadership of the board which in turn filters down through the organization.In public companie

20、s, the role of the chairman of the board is distinct from that of the companys CEO or managing director. This point has more recently been brought into focus after corporate governance shortcomings were observed in companies where the two roles are combined. It is believed that the separation of fun

21、ctions within the board of directors or in the structure of the supervisory board and management board would facilitate control over the workings of the company and increase the accountability of the CEO or chair of the management board.CEOA chief executive officer (CEO) or chief executive is one of

22、 the highest-ranking corporate officer (executive) or administrator in charge of total management. The CEO reports to the board of directors.Typically, a CEO has several subordinate executives, each of whom has specific functional responsibilities. Common associates include chief financial officer (

23、CFO), chief operating officer (COO), chief technical officer (CTO), chief marketing officer (CMO), chief information officer (CIO), chief creative officer (CCO), and a director, or vice-president of human resources.Comparison between the Board and the CEOHeres a brief outline of the primary roles an

24、d responsibilities of the board and CEO which can be used to help you define role, responsibilities and the relationship between them.Role of the BoardRole of the CEOAppointed by and accountable to the shareholdersAppoints the CEOAppointed by and accountable to the Board of DirectorsAppoints the sta

25、ffEnsures that the organization is abidingby the law and is compliant i.e. responsiblefor statutory dutiesManages the organization in order to ensurecomplianceRepresents the organization to the widerCommunity and stakeholdersGoverns the organizationResponsible for policy formation Managers day to da

26、y contact-writespress releases etcManagers the organizationResponsible for policy implement actionResponsible for strategic planningResponsible for informing and guidingboard on realistic and achievable goalsResponsible for implementation of strategic plansApproves long term goalsMonitor and evaluat

27、es the implementationof policyDelivers on short term goalsProvides the board with relevant material withwhich to make policy level decisionsApproves annual budgetEstablishes fund raising policy/targetsEnsures annual auditPrepares annual budgetManages fund raising campaignsLiaises with auditors and p

28、rovides all financial recordsManages board meetingsSigns legal documentsInputs to agenda for board meetingsLiaises and manages relationships with the companys legal representativesText B Job DescriptionsJob descriptions are essential and they are required for recruitment so that you and all the othe

29、r applicants can understand the responsibility. Job descriptions are necessary for all people in work. A job description defines a persons role and accountability. Without a job description it is not possible for a person to properly commit to, or be held accountable for, a role.As an employee you m

30、ay have or be given the opportunity to take responsibility for your job description. This is good. It allows you to clarify expectations with your employer and your boss.The process of writing job descriptions is actually quite easy and straight-forward. Many people tend to start off with a list of

31、20-30 tasks, which is okay as a start, but this needs refining to far fewer points, around 8-12 is the ideal.Smaller organizations commonly require staff and managers to cover a wider or more mixed range of responsibilities than in large organizations (for example, the “office manager” role can comp

32、rise financial, HR, stock-control, scheduling and other duties). Therefore in smaller organizations, job descriptions might necessarily contain a greater number of listed responsibilities, perhaps 15-16. However, whatever the circumstances, the number of responsibilities should not exceed this, or t

33、he job description becomes unwieldy and ineffective.Any job description containing 20-30 tasks is actually more like a part of an operational manual, which serves a different purpose. Job descriptions should refer to the operational manual, or to “agreed procedures”, rather than include the details

34、of the tasks in the job description. If you include task detail in a job description you will need to change it when the task detail changes, as it will often do. What would you rather change, 100 job descriptions or one operational manual?Similarly, lengthy details of health and safety procedures s

35、hould not be included in a job description. Instead put them into a health and safety manual, and then simply refer to this in the job description. Again, when your health and safety procedure changes, would you rather change 100 job descriptions or just one health and safety manual?A useful process

36、 for refining and writing job descriptions responsibilities into fewer points and ( “responsibilities” rather than “individual tasks”), is to group the many individual tasks into main responsibility area, such as the list below (not all will be applicable to any single role).communicating (in relati

37、on to whom, what, how- and this is applicable to all below)planning and organizing (of what)managing information or general administration support (of what)monitoring and reporting (of what)evaluating and decision-making (of what)financial budgeting and control (of what)producing things (what)mainta

38、ining/repairing things (what)quality control (for production roles normally a separate responsibility; otherwise this is generally incorporated within other relevant responsibilities) (of what)health and safety (normally the same point for all job descriptions of a given staff grade)using equipment

39、and systems (what)creating and developing things (what)self-development (normally the same point for all job descriptions of a given staff grade)Plus any responsibilities for other staff if applicable, typically:recruiting (direct-reporting staff)assessing (direct-reporting staff)training (direct-re

40、porting staff)managing (direct-reporting staff)Senior roles will include more executive aspects:developing policyduty of care and corporate responsibilityformulation of direction and strategyYou will find that you can cluster most of the tasks on your (initially very long) list into a list of far fe

41、wer broad (but still specific) responsibilities according to the above examples of typical job description activity areas.Writing or re-writing a job description is a good opportunity to frame the roles as youd like it as well as reflect how it is at the moment, so try to think outside of the normal

42、 way of thinking, and if this is difficult seek the input of somebody who is less close to things.Job Description TemplateJob Title _Based at _(Business Unit, Section-if applicable)Position reports to _( Line Manager title, location, and Functional Manager, location if matrix management structure)Jo

43、b Purpose Summary _(ideally one sentence)Key Responsibilities and Accountabilities _(or “Duties.” 8-15 numbered points)Dimensions/Territory/Scope/Scale indicators _(the areas to which responsibilities extend and the scale of responsibilities extend and the scale of responsibilities-staff, customers,

44、 territory products, equipment, premises, etc.)Date and other relevant internal references _For senior job descriptions it is useful to break key responsibilities into sections covering Functional, Managerial, and Organizational areas.The most difficult part is the Key Responsibilities and Accountab

45、ilities section. Large organizations have generic versions for the most common organizational roles-so dont reinvent the wheel if something suitable already exists. If you have to create a job description from scratch, use this method to product the 8-15 responsibilities:1. Note down in a completely

46、 random fashion all of the aspects of the job.2. Think about: processes, planning, executing, monitoring, reporting, communicating, managing people/resources/activities/money/ionformation/inputs/outputs/communications/time.3. Combine and develop the random collection of ideas into a set of key respo

47、nsibilities. (A junior position will not need more than 8. A senior one might need 15.)4. Rank them roughly in order of importance.5. Have someone who knows or has done the job well check your list and amend as appropriate.6. Double check that everything on the list is genuinely important and achiev

48、able.Do not put targets into a job description. Targets are a moving output over which you need flexile control.Do not put “must achieve sales target” into a job description. This is a pure output and does not describe the job. The job description must describe the activities required to ensure that target will be met.Do not have as one of the key responsibilities.Job Description ExampleJob Description-SNP Co LtdTitle: Sales and Marketing ExecutiveReports to: Sales and Marketing Director