商業(yè)英語入門chapter課件

ManagementManagementLearningObjectivesDefinemanagementDescribemanagementfunctionsExplainorganizationalstructureDistinguishmanagementlevelsIdentifymanagementroleslistmanagementskillsLearningObjectives2WhyStudyManagement?Weallhaveavestedinterestinimprovingthewayorganizationsaremanaged.Becauseweinteractwithorganizationseverysingledayofourlives.WhyStudyManagement?Weallha3Onceyougraduatefromcollegeandbeginyourcareer,youwilleithermanageorbemanaged.Forthosewhoplanonmanagementcareers,anunderstandingofthemanagementprocessformsthefoundationonwhichtobuildyourmanagementskills.Onceyougraduatefromcollege4

Assumingthatyouwillprobablybeamanagerand/orworkforamanager,youcangainagreatdealofinsightintothewayyourbossbehavesandtheinternalworkingsoforganizationsbystudyingmanagement.

Assumingthatyouwillprobab5DefiningManagementManagementreferstotheprocessofcoordinatingworkactivitiessothattheyarecompletedefficientlyandeffectivelywithandthroughotherpeople.DefiningManagementManagement6MANAGEMENTTheapplicationofpanning,organization,directingandcontrollingfunctionsinthemostefficientmannerpossibletoaccomplishmeaningfulorganizationalobjectives.MANAGEMENTTheapplicationofManagementFunctionsTheprocessofmanagementrepresentsthefunctionsorprimaryactivitiesengagedinbymanagers.PlanningfunctionOrganizingfunctionDirectingfunctionControllingfunctionManagementFunctionsTheprocesPlanningPlansarenothing,planningiseverything.PlanningPlansarenothing,pla9PLANNINGdefininggoalsforfutureorganizationalperformanceanddecidingonthetasksanduseofresourcesneededtoattainthem.Theprocedures1.whatisthesituationnow?whatisthestatesoftheeconomyandotherenvironments?Whatopportunitiesexistformeetingpeople’sneeds?Whatproductsandcustomersaremostprofitable?Whydopeoplebuy(ornotbuy)ourproducts?Whoareourmajorcompetitors?Whatthreatsaretheytoourbusiness?2.wheredowewanttogo?Howmuchgrowthdowewant?Whatisourprofitgoal?Whatareoursocialobjectives?Whatareourpersonaldevelopmentobjectives.PLANNINGdefininggoalsforfut

3.Howcanwegettherefromhere?Thisisthemostimportantpartofplanning.Ittakesthreeforms:a.strategic(long-range)planningdeterminesthemajorgoalsoftheorganizationandusingresourcestoachievethosegoals.b.tactical(short-range)planningistheprocessofdevelopingdetailed,short-termstrategiesaboutwhatistobedone,whoistodoit,andhowitistobedone.operationalplanningistheprocessofsettingworkstandardsandschedulesnecessarytoimplementthetacticalobjectives.c.contingencyplanningistheprocessofpreparingalternativecoursesofactionthatmaybeusediftheprimaryplansdon’tachievetheorganization’sobjectives.3.HowcanwegettherefromORGANIZING

Organizinginvolvestheassignmentoftasksintodepartments,andtheallocationofresourcestodepartments.ORGANIZINGOrganizinginvolvesDeterminingwhattasksaretobedoneWhoistodothemHowthetasksaretobegroupedWhoreportstowhomWheredecisionsaretobemadeOrganizingDeterminingwhattasksareto13DIRECTINGDirectingistheuseofinfluencetomotivateemployeestoachieveorganizationalgoals.Itmeanscreatingasharedcultureandvalues,communicatinggoalstoemployeesthroughouttheorganization,andinfusingemployeeswiththedesiretoperformatahighlevel.Twostylesofdirecting:autocraticanddemocraticleadershipautocraticleadershiptheclosestyleofsupervision,meansprovidingsubordinatewithdetailedjobinstructions.democraticleadership,orgeneralsupervision(alsoreferredtoasparticipatory),meansthatthemanagerconsultswithsubordinatesaboutjobactivities,problems,andcorrectiveactions.DIRECTINGDirectingistheuseCONTROLLINGControllinginvolvesverifyingthatactualperformancematchestheplan.Theprocessofcontrolhasfivebasicsteps:1.Setclearstandardsfortime,quality,quantityandsoon.2.Monitorandrecordactualperformance(results).3.Compareresultsagainstplansandstandards.4.Communicateresultsanddeviationstotheemployeesinvolved.5.Takecorrectiveactionwhenneeded.CONTROLLINGControllinginvolveORGANIZATIONSTRUCTURETheformaldecision-makingframeworkbywhichjobtasksaredivided,grouped,andcoordinated.Formalizationisanimportantaspectofstructure.ThefirsstepintheorganizingprocessisdepartmentalizationORGANIZATIONSTRUCTURETheformDEPARTMENTALIZATIONThebasisonwhichworkorindividualsaregroupedintomanageableunits.FivetraditionalmethodsforgroupingworkactivitiesDepartmentalizationbyfunctionorganizesbythefunctionstobeperformed.Departmentalizationbyproductassemblesallfunctionsneededtomakeandmarketaparticularproductandplacedunderoneexecutive.Departmentalizationbygeographicalregionsgroupsjobsonthebasisofterritoryorgeography.DepartmentalizationbyprocessgroupsjobsonthebasisofproductorcustomersflowDepartmentalizationbycustomergroupsjobsonthebasisofacommonsetofneedsorproblemsofspecificcustomers.DEPARTMENTALIZATIONThebasisoMANAGEMENTLEVELSAsenterprisegrowfromanownertoagrouptoacorporation,anumberofmanageriallevelsofmanagement——toplevel,middlelevelandfirstlevel.Thishierarchydepictswhatisachainofcommand,orsimplyachannelofcommunication.Coordinationandcontrol.Thefirstlevelmanagerreportstoamiddle-levelmanager,whoreportstoatop-levelmanager.MANAGEMENTLEVELSAsenterpriseManagementLevelsForbetterorworse,oursocietyisstronglyinfluencedbymanagersandtheirorganizations.Goodmanagerscanturnstrawintogold,whilepoormanagerscandothereverse.

forbetterorworse:whethertheresultisgoodorbadManagementLevels19TopManagersMiddleManagersFirst-linemanagersOperatives商業(yè)英語入門chapter課件20TOPLEVELMANAGERSTheyareresponsibleforsettingorganizationalgoals,definingstrategiesforachievingthem,monitoringandinterpretingtheexternalenvironment,andmakingdecisionsthataffecttheentireorganization.Amongthemostimportantresponsibilitiesfortopmanagersarecommunicatingasharevisionfortheorganization,shapingcorporateculture,andnurturinganentrepreneurialspiritthatcanhelpthecompanykeeppacewithrapidchange.TOPLEVELMANAGERSTheyareresMIDDLELEVELMANAGERSTheyreceivethebroadoverallstrategies,missions,andobjectivesfromthetop-levelmanagersandtranslatethemintospecificactionprograms.Theemphasisisonimplementingthebroadorganizationalplans.MIDDLELEVELMANAGERSTheyreceFIRSTLEVELMANAGERS

Thefirst-lineorsupervisorylevel,isdirectlyresponsiblefortheprecisedetailneededtocoordinatetheworkofnon-managers.Mostofthesupervisor’stimeisallocatedtothefunctionsofdirectingandcontrolling.FIRSTLEVELMANAGERSThefirstManagementRolesManagementrolesrefertospecificcategoriesofmanagerialbehavior.managementrole：管理者角色ManagementRoles24MANAGERIALROLESAroleisasetofexpectationsforamanager'sbehavior.TenrolesdividedintothreegroupsInterpersonal(managingthroughpeople)Informational(managingbyinformation)Decisional(managingaction)MANAGERIALROLESAroleisaseINTERPERSONALROLESThreeinterpersonalrolesFigureheadrole:themanagerhandlesceremonialandsymbolicactivitiesforthedepartmentororganization.Liaisonrole:themanagerinteractswithpeersandpeopleinsideandoutsidetheorganization.Theleaderroleencompassesrelationshipswithsubordinates,includingmotivation,communication,andinfluence.INTERPERSONALROLESThreeinterINFORMATIONROLEInformationrolesdescribetheactivitiesusedtomaintainanddevelopaninformationnetwork.Inthemonitorrole,themanagerreceivesandcollectsinformationfrommanysources.Intheroleofdisseminator,themanagertransmitsspecialinformationintotheorganization.Intheroleofspokesperson,themanagerdisseminatestheorganization’sinformationintoitsenvironment.INFORMATIONROLEInformationroDecisionalRolesentrepreneurdisturbancehandlerresourceallocatornegotiatorDecisionalRolesentrepreneur28DECISIONALROLESTheuniqueaccesstoinformationplacesthemanageratthecenteroforganizationaldecision-making.Intheentrepreneurrole,themanagerinitiateschange.Inthedisturbancehandlerrole,themanagerresolvesconflictsamongsubordinatesorbetweenthemanager’sdepartmentandotherdepartments.Theresourceallocatorrolepertainstodecisionsabouthowtoallocatepeople,time,equipment,budget,andotherresourcestoattaindesiredoutcomes.Inthenegotiatorrole,themanagernegotiatesonbehalfoftheorganization.DECISIONALROLESTheuniqueaccMANAGEMENTSKILLSTheabilitytouseknowledge,behaviours,andaptitudestoperformsatask.MANAGEMENTSKILLSTheabilitytCONCEPTUALSKILLThecognitiveabilitytoseetheorganizationasawholeandtherelationshipamongitsparts.Itinvolvesthemanager’sthinking,informationprocessing,andplanningabilities.Itinvolvesknowingwhereone’sdepartmentfitsintothetotalorganizationandhowtheorganizationfitsintotheindustry,thecommunity,andthebroaderbusinessandsocialenvironment.Itmeanstheabilityto“thinkstrategically”——totakethebroad,long-termview.CONCEPTUALSKILLThecognitiveHUMANSKILLThemanager’abilitytoworkwithandthroughotherpeopleandtoworkeffectivelyasagroupmember.Thisskillisdemonstratedinthewayamanagerrelatestootherpeople,includingtheabilitytomotivate,facilitate,coordinate,lead,communicate,andresolveconflicts.HUMANSKILLThemanager’abilitTECHNICALSKILLTheunderstandingofandproficiencyintheperformanceofspecialtasks.Itincludesmasteryofthemethods,techniques,andequipmentinvolvedinspecificfunctionssuchasengineering,manufacturing,orfinance.Italsoincludesspecializedknowledge,analyticalabilityandthecompetentuseoftoolsandtechniquestosolveproblemsinthatspecificdiscipline.TECHNICALSKILLTheunderstandiBusinessEnglishTestsTheCambridgeBusinessEnglishCertificate(BEC)TestofEnglishforInternationalCommunication(TOEIC)BusinessEnglishTestsTheCambCAMBRIDGEBECEXAMINATIONTheCambridgeBusinessEnglishCertificate(BEC)isaninternationalbusinessEnglishexamwhichoffersalanguagequalificationforlearnerswhouse,orwillneedtouse,Englishfortheirwork.CAMBRIDGEBECEXAMINATIONTheCItisavailableatthreelevels:CambridgeBECHigherCambridgeBECVantageCambridgeBECPreliminaryTheyarethepracticalexaminationsthatfocuses