綜合商務(wù)英語B1 課件 Unit 3 Companies

綜合商務(wù)英語（第1冊）Unit3

（第二版）Companies目錄CONTENTS1Lead-inThreeQuestions2TextA

StarbucksCoffeeCompany’sOrganizationalStructure3ExercisesReferenceKeys4TextB5ForBritaintoGrowFasterItNeedsBetterManagersCaseStudyLead-in第三單元1Lead-inThreequestions1.

Canyouexplainhowacompanyoradepartmentisorganized?2.

Whatarethemajorresponsibilitiesoftheboardofdirectors?3.

Whatarethefunctionsofdifferentdepartmentsinacompany?Open-mindedTextAStarbucksCoffeeCompany’sOrganizationalStructure第三單元2QuestionsonTextA(1)Doyouprefertoworkforabigcompanyorasmallcompany?Why?(2)CanyoudrawalayoutoforganizationalstructureforStarbucks?(3)Whatdoyouthinkofthefunctionsoftheorganizationalstructure?(4)WhatarethemajorfeaturesoftheorganizationalstructureofStarbucks?(5)Discusswithyourpartnersorgroupmembers,makeacomparisonofcompanystructurebetweenStarbucksandanothercompany.QuestionsonTextA(1)Doyouprefertoworkforabigcompanyorasmallcompany?Why?Iwouldprefertoworkforasmalltomediumsizedcompanyratherthananextremelylargecorporation.Thereareafewreasonsforthis:1.Moreopportunitytomakeanimpact.Inasmallercompany,Icouldhavemoreopportunitiestotakeonleadershiprolesandinitiativesthatwouldallowmetomakearealimpactonthebusiness.Inahugecorporation,it’seasiertofeellostintheshuffle.2.Moreexposureandlearning.Asmallercompanywilllikelyprovidemewithmorediverseexperiencesandbroaderexposuretodifferentrolesandfunctions.Thiscanacceleratemylearningcurve.3.Agilityandinnovation.Smallercompaniestendtobemoreagileandopentonewideas.Thereislessbureaucracystandinginthewayofinnovation.Thiscreatesabetterenvironmentformetogrowandbecreative.4.Closer-knitculture.Smallercompaniesoftenhaveagreatersenseofcommunityandcloseworkingrelationships.Iwouldenjoythecamaraderieandinternalnetworkingthisfacilitates.5.Opportunitytogrowwiththecompany.Joiningagrowingsmallormediumbusinessprovidesthepotentialtotakeonmoreresponsibilityandmoveuptheranksasthecompanyscales.Rapidcareergrowthpotentialappealstome.

Ofcourse,therearetrade-offstoconsider,likepotentialjobsecurityandinfrastructurebenefitsatahugecorporation.Butoverall,IthinkIwouldthriveandenjoycontributingtoamoreintimate,nimblecompanyenvironment.Thelearningopportunitiesandculturefitseembetteralignedwithmyvalues.QuestionsonTextA(2)CanyoudrawalayoutoforganizationalstructureforStarbucks?BasedontheinformationprovidedintextA,hereisabasiclayoutoftheorganizationalstructureforStarbucks:-CEO(HowardSchultz)-President&COO-CFO-BoardofDirectorsMajorDivisions:-Marketing-Finance-Accounting-HumanResources-InformationTechnologyRegionalDivisions:-ChinaandAsiaPacific(SeniorVP)-Americas(PresidentofUSOperations)-Europe,MiddleEast,Africa(SeniorVP)USGeographicDivisions:-Western-Northwest-Southeast-NortheastProductDivisions:-Coffeeandrelatedproducts-BakedGoods-MerchandiseCafeTeams:-ServiceandoperationsteamsTheoverallstructurecombinesfunctionaldepartments,geographicdivisions,productcategories,andlocalcafeteams.ThereisahierarchywiththeCEOatthetop,butalsoflexibilityforregionalandproductleaderstoadaptbasedonlocalmarketconditions.Theuseofcross-functionalteams,especiallyatthecafelevel,facilitatescustomerservice.QuestionsonTextA(3)Whatdoyouthinkofthefunctionsofthe

organizationalstructure?Organizationalstructureisofkeyimportancesinceitoutlineshowactivitiesarecoordinated,supervised,anddirectedtowardstheachievementoforganizationalgoals.Whendevelopingorganizationalstructure,organizationstypicallyhavetwoapproaches,whichareeitherafunctionalormatrixorganizationstructure.Afunctionalorganizationisthemoretraditionalorganizationalstructurewheretheorganizationisdividedintodepartmentsbasedonspecializedfunctionalareas,suchasinformationtechnology,engineering,marketing,andlegalaffairs.QuestionsonTextA(4)WhatarethemajorfeaturesoftheorganizationalstructureofStarbucks?Major

featuresofStarbucks’organizationalstructure:-Matrixstructure-Combinationoffunctionaldepartmentsandgeographic/productdivisions.Providessharedresourcesandcapabilitieswhileallowingforlocalcustomization.-Regionaldivisions-GroupedbygeographicregionslikeChina,Americas,Europe,etc.Enableslocalizationofofferings.-Productdivisions-Focusoncoreofferingslikecoffee,bakedgoods,merchandise.Allowsforproductinnovationandexpertise.-Frontlineteams-Cafeoutletshavecross-functionalteamsfocusedoncustomerexperience.Empowersbaristasandshiftleads.-Sharedservicesmodel-Manyback-endfunctionslikemarketing,HR,ITarecentralized.Providesefficiencyandconsistency.-Executiveleadership-CEOsetsvisionandstrategy.COOrunsoperations.CFOoverseesfinances.Boardprovidesgovernance.-Dualreporting-Employeesreporttobothfunctionalandgeographic/productmanager.Alignsglobalandlocalpriorities.-Blendofcentralizationanddecentralization-Globalintegrationbalancedwithlocalflexibility.Functionscentrallywhileregions/productsadapt.-Organicgrowth-Newproductsandstoresdrivenbyregionalneedsandlocaldemographics.Supportsinnovation.-Strongcorporateculture-Sharedvaluesandvisionconnectsallemployees.Cultureenablescustomerfocus.Thematrixstructure,regionalfocus,sharedservices,andculturearekeyelementsoftheorganizationaldesign.Overallitsupportsgrowth,flexibility,andinnovation.QuestionsonTextA(5)Discusswithyourpartnersorgroupmembers,makea

comparisonofcompanystructurebetweenStarbucksandanothercompany.StarbucksvsMcDonald’s:-Starbucksusesamatrixstructurecombiningfunctionaldepartmentsandgeographic/productdivisions.McDonald’shasamoretraditionalhierarchicalfunctionalstructure.-StarbuckshasaregionalfocuswithdivisionalunitsforChina,Americas,Europe,etc.McDonald’shasgeographicalzonesbutoperatesmorecentrally.-Starbuckshasproduct-focuseddivisionsforcoffee,food,merchandise.McDonald’sorganizesaroundthecorefoodproductsratherthanbranding.-Starbucksemphasizesfrontlineserviceteamsatcafeoutlets.McDonald'sdelegatestofranchiseesatindividualrestaurants.-Starbucksbalancesglobalintegrationandlocalflexibility.McDonald’sfavorsglobalintegrationandconsistency.-Starbucksencouragesorganicgrowthandinnovation.McDonald’sgrowthismoresystematicandprocess-driven.-Starbucksinvestsheavilyinitscorporateculture.McDonald’shasaculturebutitislesspronounced.Insummary,Starbuckshasamoredecentralized,flexiblestructurethatempowersregional/localcustomization.McDonald’scentralizesmorecontrolanddecisionmaking.Eachmodelalignswiththecompany’sstrategy—Starbucksfororganicinnovationandcustomerexperience,McDonald’sforefficientoperationsandconsistency.U3:TextAStarbucksCoffeeCompany’sOrganizationalStructure1

Anormalcorporatestructure[1]consistsofvariousdepartmentsthatcontributetothecompany’soverallmissionandgoals.CommondepartmentsincludeMarketing,

Finance,?Accounting,?Human?Resources,?and?IT.?These?five?divisions?represent?the?majordepartmentswithinapubliclytradedcompany,thoughthereareoftensmallerdepartmentswithinautonomousfirms.ThereistypicallyaCEO,andBoardofDirectors[2],composedofthedirectorsofeachdepartment.Therearealsocompanypresidents,vicepresidents,andCFOs.?2

CEOs,CFOs,presidentsandvicepresidents:what’s?the?difference??With?the?changing?corporatehorizon,ithasbecomeincreasinglydifficulttokeeptrackofwhatpeopledoandwheretheystandonthecorporateladder.Shouldwebepayingmoreattentiontonewsrelating?to?the?CFO?or?the?vice

president??What?exactly?do?they?do?

3

Thereisagreatdiversityincorporateformsasenterprisesmayrangefromsinglecompanytomulti-corporateconglomerate.ThefourmaincorporatestructuresareFunctional,Divisional,Geographic,andtheMatrix.Realistically,mostcorporationstendtohavea“hybrid”structure,whichisacombinationofdifferentmodelswithonedominant

strategy.4

StarbucksCoffeeCompanyisthelargestcoffeehousechainintheworld.Thefirm’sindustryleadershipispartlyattributed

totheappropriatenessofitsorganizationalstructure.Acompany’sorganizationalstructureinfluencesmanagementandleadership,communication,change,andothervariablescriticaltobusinesssuccess.Starbuckshasevolvedtohaveanorganizationalstructurethatmatchescurrentbusinessneeds.ThisorganizationalstructureisuniquetoStarbucks,althoughitcanbecharacterizedbasedonaconventionaltypologyoforganizationalstructures.Starbuckssucceedsbecauseitsorganizationalstructuregrowswiththebusiness,enablingthecompanytooptimize

processesandthequalityofitsgoodsandservices.5

StarbucksCoffee’sorganizationalstructureevolvestoservetheneedsofthebusiness.Thisstructuresupportsthecompany’saimsinglobalexpansionanddiversification.6

Starbuckshasamatrixorganizationalstructure,whichisahybridmixtureofdifferentfeaturesfromthebasictypesoforganizationalstructure.ThefollowingarethemainfeaturesofStarbucksCoffee’sorganizationalstructure:a.Functionalstructureb.Geographicdivisionsc.Product-baseddivisionsd.TeamsFeaturesofStarbucksCoffee’sOrganizationalStructure7

ThefunctionalstructurefeatureofStarbucksCoffee’sorganizationalstructurereferstogroupingbasedonbusinessfunction.Forexample,thecompanyhasanHRdepartment,afinancedepartmentandamarketingdepartment.These

departmentsaremostpronouncedatthetoplevelsofStarbucksCoffee’sorganizationalstructure,suchasatthecorporateheadquarters.ThisfeaturerelateswithhierarchyintheorganizationalstructureofStarbucks.Forinstance,thecorporateHRdepartment

implementspoliciesapplicabletoallStarbuckscafés.Thefunctionalstructurefeatureofthefirm’sorganizationalstructurefacilitatestop-downmonitoringandcontrol,withtheCEOatthetop.FunctionalStructure.8

StarbucksCoffee’sorganizationalstructurealsoinvolvesgeographicdivisions.Atpresent,thecompanyhasthreeregionaldivisionsfortheglobalmarket:(a)ChinaandAsia-Pacific,(b)Americas,and(c)Europe,MiddleEast,RussiaandAfrica.Also,intheU.S.market,StarbucksCoffee’sorganizationalstructureinvolvesfurthergeographicdivisions:(a)Western,(b)Northwest,(c)Southeast,and(d)Northeast.Eachgeographicdivisionhasaseniorvicepresident.Inthisway,eachStarbucksmanagerreportstotwosuperiors:thegeographichead(e.g.PresidentofU.S.Operations)andthefunctionalhead(e.g.CorporateHRManager).ThisfeatureofStarbucksCoffee’sorganizational

structuresupportsclosermanagerialsupportforgeographicneeds.Eachdivisionheadisgivenahighdegreeofflexibilityinadjustingstrategiesandpoliciestosuitspecificmarketconditions.GeographicDivisions.9

Starbucksalsousesproduct-baseddivisionsinitsorganizationalstructure.Thesedivisionsaddressproductlines.Forexample,Starbuckshasadivisionforcoffeeandrelatedproducts,anotherdivisionforbakedgoods,andanotherdivisionformerchandiselikemugs.Thisfeatureofthefirm’sorganizationalstructureenablesfocusoncertainproductlines.Inthisway,Starbuckseffectivelydevelopsandinnovatesitsproductswithsupportfromitsorganizationalstructure.Product-basedDivisions.10

TeamsareusedindifferentpartsofStarbucksCoffee’sorganizationalstructure.However,teamsaremostnotableatthelowestorganizationallevels,particularlytheStarbuckscafés.Ineachcafé,thefirmhasteamsorganizedtodelivergoodsandservicetocustomers.ThisfeatureofStarbucksCoffee’sorganizationalstructureenablesthecompanytoprovideeffectiveandefficientservicetoconsumers.Teams.11

Starbuckshasreformeditsorganizationalstructureovertime.By2007,thecompanywasexpandingrapidly,suchthatitshiftedfocusawayfromcustomerstowardstrategicglobalexpansion.However,Starbucksexperiencedsignificantdeclineinsalesin2007.This

declinewasworsenedbecauseofthelackoffocusoncustomerexperience.WhenHoward

SchultzresumedtheCEOpositionin2008,hechangedStarbucksCoffee’sorganizationalstructuretobringbackfocusoncustomerexperience.Newregionaldivisionswerecreated,andteamsatStarbuckscafésweregivenbettertraining.Thus,thecurrentorganizationalstructureofStarbucksisaresultofthisreformtoimprovecustomerexperienceandthefirm’sfinancialperformance.conglomerate/k?n'ɡl?m?rIt/n.Aconglomerateisalargebusinessfirmconsistingofseveraldifferentcompanies.企業(yè)集團(tuán)(TEM-4;CET-6)eg.—PolicehavecloseddowntheradioandTVbroadcastsofSenegal’slargestmediaconglomerate,Walfadjri,followingacourtinjunctionorderingthemediagrouptopaylicensefeesforthemusictheyair.dominant/'d?mIn?nt/adj.Someoneorsomethingthatisdominantismorepowerful,successful,influential,ornoticeablethanotherpeopleorthings.處于支配地位的(TEM-4;CET-4)eg.—ShewasadominantfigureintheFrenchfilmindustry.attribute/?'trIbju:t/v.Ifyouattributesomethingtoaneventorsituation,youthinkthatitwascausedbythateventorsituation.把……歸因于(TEM-4;CET-4)eg.—Womentendtoattributetheirsuccesstoexternalcausessuchasluck.conventional/k?n'ven??nl/adj.Aconventionalmethodorproductisonethatisusuallyusedorthathasbeeninuseforalongtime.傳統(tǒng)的（方法或產(chǎn)品等）(TEM-4;CET-4)eg.—TheconventionalpracticeflourishesintheUnitedStates.optimize/'?ptImaIz/v.Tooptimizeaplan,system,ormachinemeanstoarrangeordesignitsothatitoperatesassmoothlyandefficientlyaspossible.使優(yōu)化(TEM-8;CET-6)eg.—ThenewsystemshavebeenoptimizedforrunningMicrosoftWindows.

hierarchy/'haI?rɑ:ki/n.Ahierarchyisasystemoforganizingpeopleintodifferentranksorlevelsofimportance,forexampleinsocietyorinacompany.層級；等級制度(TEM-4;CET-4)eg.—LikemostotherAmericancompanieswitharigidhierarchy,workersandmanagershadstrictlydefinedduties.implement/'ImplIm?nt/v.Ifyouimplementsomethingsuchasaplan,youensurethatwhathasbeenplannedisdone.實施；執(zhí)行(TEM-4;CET-6)eg.—Thegovernmentpromisedtoimplementanewsystemtocontrolfinancialloaninstitutions.merchandise/'m?:t??ndaIz/n.productsthatarebought,sold,ortraded商品(TEM-4)eg.—Heownsamail-ordercompanythatprovidesmerchandiseforpeoplesufferingfromallergies.StructureofTextAIntroductionAnormalcorporatestructureconsistsofvariousdepartmentsa.FunctionalstructureFeaturesofStarbucksCoffee’sOrganizationalStructureConclusionMarketingFinanceAccountingb.GeographicdivisionsPart1Para.1-3Part2Para.4-10Human?ResourcesITPart3Para.11c.Product-baseddivisionsd.TeamsStarbuckshasreformeditsorganizationalstructureovertime.Exercises第三單元32.Paraphrase:Replacetheexpressionsofthebold.(1)Acompany’sorganizationalstructureinfluencesmanagementandleadership,communication,change,andothervariablescriticaltobusinesssuccess.becriticalto:beextremely(vitally)importantto...Acompany’sorganizationalstructureinfluencesmanagementandleadership,communication,change,andothervariableswhichareextremelyimportantto(orvitallyimportantto)businesssuccess.2.Paraphrase:Replacetheexpressionsofthebold.(2)StarbucksCoffee’sorganizationalstructureevolvestoservetheneedsofthebusiness.evolveto:graduallychangeanddevelopintodifferentformsStarbucksCoffee’sorganizationalstructuregraduallydevelopsmoreadvancedtoservethe

needsofthebusiness.2.Paraphrase:Replacetheexpressionsofthebold.(3)ThecorporateHRdepartmentimplementspoliciesapplicabletoallStarbuckscafés.beapplicableto:berelevanttoorcanbeappliedto...ThecorporateHRdepartmentimplementspolicieswhichcanbeappliedtoallStarbucks

cafés.2.Paraphrase:Replacetheexpressionsofthebold.(4)Eachdivisionheadisgivenahighdegreeofflexibilityinadjustingstrategiesandpoliciestosuitspecificmarketconditions.adjustto:changesomethingsothatitismoreeffectiveorappropriateEachdivisionheadisgivenahighdegreeof

flexibilityinchangingstrategiesandpoliciesintomoreeffectiveonestosuitspecificmarketconditions.2.Paraphrase:Replacetheexpressionsofthebold.(5)Thisdeclinewasworsenedbecauseofthelackoffocusoncustomerexperience.lackof:thefactthatsomethingisnotavailableorthatthereisnotenoughofitThisdeclinewasworsenedbecausethereisnotenoughfocusoncustomerexperience.3.

Vocabulary:Completethejobintroductionwiththewordsandexpressionsinthebox,andyoucanmakeyourownjobintroductiononthebasisofthewordsandexpressionsinthebox.Chief(1)___Officer(CEO)—Asthe(2)___manager,theCEOistypicallyresponsibleforthecorporation’sentireoperationsandreportsdirectlytothechairmanandboardofdirectors.idItistheCEO’sresponsibilityto(3)___boarddecisionsandinitiatives,andtomaintainsmoothoperationofthefirmwithseniormanagement’sassistance.Chief(4)___Officer(COO)—Responsibleforthecorporation’soperations,theCOOlooksafterissuesrelatedtomarketing,sales,productionand(5)___.Morehands-onthantheCEO,theCOOlooksafterday-to-dayactivitieswhileprovidingfeedbacktotheCEO.TheCOOisoftenreferredtoasaseniorvicepresident.Chief(6)___Officer(CFO)—AlsoreportingdirectlytotheCEO,theCFOisresponsibleforanalyzingandreviewingfinancialdata,reportingfinancialperformance,preparing(7)___andmonitoring(8)___andcosts.abchef4.Cloze:Decidewhichofthechoicesgivenbelowwouldbestcompletethepassageifinsertedinthecorrespondingblanks.Asisknowntoall,theorganizationandmanagementofwagesandsalariesareverycomplex.Generallyspeaking,theAccountsDepartmentis(1)___forcalculationsofpay,whilethePersonnelDepartmentisinterestedindiscussionswiththeemployeesaboutpay.BIfafirmwantsto(2)___anewwageandsalarystructure,itisessentialthatthefirmshoulddecideona(3)___ofjobevaluationandwaysofmeasuringtheperformanceofitsemployees.Inordertobe(4)___,thatnewpaystructurewillneedagreementbetweenTradeUnionsandemployers.Injobevaluation,alloftherequirementsofeachjobaredefinedinadetailedjobdescription.Eachofthoserequirementsisgivenavalue,usuallyin“points,”whichare(5)___togethertogiveatotalvalueforthejob.Formiddleandhighermanagement,aspecialmethodisusedtoevaluatemanagersontheirknowledgeofthejob,theirresponsibility,andtheir(6)___tosolveproblems.Becauseofthedifficultyinmeasuringmanagementwork,however,jobgradesformanagersareoftendecidedwithout(7)___toanevaluationsystembasedonpoints.OHIDMFInattemptingtodesignapaysystem,thePersonnelDepartmentshould(8)__thevalueofeachjobwiththeseinthejobmarket.(9)____,paymentforajobshouldvarywithanydifferencesinthewaythatthejobisperformed.Whereitissimpletomeasuretheworkdone,asintheworksdonewithhands,monetaryencouragementschemesareoftenchosen.For(10)___workers,wheremeasurementisdifficult,methodsofadditionalpaymentsareemployed.AKG5.

E-CTranslation:TranslatethefollowingsentencesintoChinese.(1)

Ioftenencountersomeinternalconflictsbetweensales,distributionandadministration.我經(jīng)常遇到一些發(fā)生在銷售、分銷及管理之間的公司內(nèi)部沖突。(2)

Inrecognitionofyourexcellentperformanceinthelargeprojectinthefirsthalfoftheyear,thecompanydecidedtorewardyouwith￥15,000bonus.鑒于你在上半年大項目上突出的表現(xiàn)，公司決定給予你15000元的獎金作為獎勵。5.

E-CTranslation:TranslatethefollowingsentencesintoChinese.(3)

Thesprawlingconglomerate(Samsung’s)wouldscrapitsFutureStrategyOffice,amanagementorganization.韓國三星這一龐大的聯(lián)合大企業(yè)將會解散它名下的管理機構(gòu)——戰(zhàn)略辦公室。(4)

AlastoptionisforforeignfirmstoassumeamoreAmericanidentity.外國公司的最后一個選擇是進(jìn)一步美國化。5.

E-CTranslation:TranslatethefollowingsentencesintoChinese.(5)

FallingtradebarriershavegreatlyhelpedFedEx.貿(mào)易壁壘的降低極大地促進(jìn)了快遞業(yè)的發(fā)展。6.

C-ETranslation:TranslatethefollowingsentencesintoEnglishbasedonthecuewordsinbrackets.（1）整個大學(xué)由5個學(xué)院組成。(composeof)Theuniversityiscomposedoffivecolleges.（2）如果你喜歡園藝園林，那就做一些和這個有關(guān)的。(relateto)Ifyoulikegardening,thendosomethingrelatedtothis.6.

C-ETranslation:TranslatethefollowingsentencesintoEnglishbasedonthecuewordsinbrackets.（3）遠(yuǎn)程學(xué)習(xí)的靈活性對于日理萬機的經(jīng)理人來說特別適合。(flexibility)Theflexibilityofdistancelearningisparticularlysuitableformanagers.（4）這次投票將使首相能夠力行強硬政策。(enable)Thevotewillenabletheprimeministertoacttoughpolicies.（5）他雖然經(jīng)驗不足，但還是獲得了這份工作。(lackof)Despitehis

lackof

experience,hestillgotthejob.Role-playCompanyTourAsweknow,mostlargecompanieshavedifferentdepartments.AccountsworkintheFinanceDepartment.ScientistsoftenworkforR&DDepartment.(R&DisforResearchandDevelopmenthere).SalespersonworksinSalesDepartment.LawyersworkinLegalAffairsDepartment.PRpeopleisunderPRDepartment.(PRisforPublicRelationhere).TrainingManagersareinchargeofPersonnel/HRDepartment(HRisforHumanResourcehere).Nowjustimagineyouarethesecretaryofthecompanyandtakethevisitingcustomersforacompanytour.UsefulPhrases:office

blockadministrative

departmentsSales,

Accounts,

Personnel,

Market

ResearchwarehouseProduction

ManagerCelia:

Good

morning,

Mr.

Smith.

Would

you

like

to

see

around

the

company?早上好，史密斯先生。您想?yún)⒂^一下公司嗎？Visitor:

Yes,

I

would

like

to.是的，我想。Celia:

This

is

our

office

block.

We

have

all

the

administrative

departments

here:

Sales,

Accounts,

Personnel,

Market

Research

and

so

on.這是我們的辦公區(qū)。我們所有的行政部門都設(shè)在這兒：銷售部、財務(wù)部、人事部、市場調(diào)研部等。ReferenceKeytoRole-playCelia:

That's

the

warehouse

where

the

large

items

of

office

equipment

are

stored.那是倉庫，用來貯存比較大的辦公設(shè)備。Visitor:If

I

ordered

a

desk

today,

how

would

it

be

before

I

got

delivery

in

Scotland?假如我今天預(yù)定一張辦公桌，如何在蘇格蘭提貨呢？Celia:

Well,

I

think

perhaps

you'd

better

speak

to

our

Production

Manager,

Mr.

Yao.

You'll

meet

him

when

we

go

over

tothe

factory.噢，我想你還是和我們的生產(chǎn)經(jīng)理姚先生談?wù)?。到了工廠您就能見到他了。ReferenceKeytoRole-playTextBForBritaintoGrowFasterItNeedsBetterManagers第三單元4QuestionsonTextB1.

DidBritishbossesreallylagbehindmostoftheirpeers?2.

WhydidOxforddonsdesignanewdegreecoursecalled“ModernGreats”?3.

HowdidtheresearchfromWMSoperate?QuestionsonTextB1.

DidBritishbossesreallylagbehindmostoftheirpeers?ItisatypicalBritishhumorandeye-attractingnewswritingtechnique.FromthegraphmadebyWMS,wecouldidentifythatBritain’smanagersdonotdoterriblyasthecountrycomessixth,outperformingthelikesofFrance,AustraliaandSingapore.QuestionsonTextB2.

WhydidOxforddonsdesignanewdegreecoursecalled“ModernGreats”?TheBritishestablishmenthasbeenfrettingaboutitsadministrativeabilitiesfordecades.Oxforddonsdesignedanewdegreecoursecalled“ModernGreats”toturnoutbetterpublicservants.QuestionsonTextB3.

HowdidtheresearchfromWMSoperate?TheWMScarriedoutover20,000interviewswithmedium-sizedfirms,hospitalsandschoolsin35countries,somericheconomiesandothersemergingmarkets.Researchersaskfirmsopenquestionsabouthowtheyarerun,fromdocumentingprocessimprovementsandsettingtargetstoperformancereviewsandpromotioncriteria.Theythengradetheminarangeofcategories;Thefirmsdonotknowthattheirresponsesarebeinggraded.ThefirmsdonotknowthatQuestionsonTextBtheirresponsesarebeinggraded.Theinterviewersdonotknowanythingaboutthefirms’financialperformanceorproductivity.Eachinterviewer’sresultsarethenadjustedinanefforttoremovetheirownbiases;Theresultsallowforarankingofcountriesbasedondifferencesintheirfirms’managementpractices.U3:TextBForBritaintoGrowFasterItNeedsBetter

Managers1

Britishbosseslagbehindsomeoftheirpeers.Why?2

ImaginethetypicalplotofaBritishperioddrama.Thesettingisastatelyhome.His

Lordshipisamply

endowedwithEnglishvirtues:reserve,fairplayandasizeablechunkofNorthumberland.Buthelackscommercialnousandhiseducation(Homer,Virgil,Catullus

forfun)doesnothelp.Chronicmismanagementhasdriventhefamilyestatetothebrinkofinsolvency.Thehuntisonforadashing—and,moreimportantly,rich—Americantomarrytheheirandshoreupthebalance-sheet.3

TheBritishestablishmenthasbeenfrettingaboutitsadministrativeabilitiesfordecades.In1920adesiretoturnoutbetterpublicservantswasoneofthethingsthatpromptedOxforddonstodesignanewdegreecoursecalled“ModernGreats”;itsupdated

form,thephilosophy,politicsandeconomicsdegree,continuestoeducatefutureleaders.Inthe1960s,asthecountrywasgrippedbyworriesaboutpost-warindustrialdecline,universitiesbuiltmanagementinstitutesandbusinessschools,mimickingAmericanonesthathadbeenaroundsincetheturnofthecentury.4

Yetmanagement—thebusinessofrunningorganizationsproductively,efficientlyandreliably—remainsatopicthatoftenpromptsasmirkoraneye-roll.UnlikeinAmericaorGermany,saysAnnFrancke,bossoftheCharteredManagementInstitute(CMI)[1],“manager”isnotatitletoaspiretoinBritain.Depictionsinpopularculturetendtowards

toe-curling

awkwardnessorslapstickincompetence:thinkofsitcomcharacterssuchasDavidBrentin“TheOffice”orBasilFawltyin“FawltyTowers.”5

Thesameblindspotafflictspoliticaldebate.Politiciansar