《工商管理專業(yè)英語（第三版）》全套教學(xué)課件

工商管理專業(yè)英語Unit1TheEvolutionofManagementasaFieldofStudyUnit2TheScopeofManagementUnit3TheIncreasingImportanceofStrategicManagementUnit4WhatIsOrganizationalBehavior?Unit5ProductionandOperationsManagementUnit6DevelopingQualityandCompetitiveAdvantageUnit7MaterialsandProcess:ManagementofaCompanyUnit8IntroductiontoFinancialManagementUnit9KeyIssuesinanInternationalEnvironmentUnit10SupplyChainManagementandIntegrationUnit11HumanResourceManagement:AnOverviewUnit12TypesofMarketingResearchUnit13DefiningCustomerValueandSatisfactionUnit14IntegratedLogisticsManagementUnit15UnderstandingServicesUnit16HowtoSetaPriceonaProductUnit17StepsinDevelopingEffectiveCommunicationUnit18TheRealitiesofPublicRelationsUnit19FromBusinessModelstoEBusinessModelsUnit20TheEmergenceofEMarketingUnitOneTheEvolutionofManagementasaFieldofStudyGlossaryevolution:

n.Theprocessofdeveloping.發(fā)展generalize:v.Toinferfrommanyparticulars.概括.autobiography:

n.Thebiographyofapersonwrittenbythatperson.自傳memoir:

n.Anaccountofthepersonalexperiencesofanauthor.自傳extreme:

n.Beinginorattainingthegreatestorhighestdegree;veryintense:極度的anthropology:

n.Thescientificstudyoftheorigin,thebehavior,andthephysical,social,andculturaldevelopmentofhumanbeings.人類學(xué)anthropologist:

n.someonewhostudiesAnthropology人類學(xué)家perspective:

n.Subjectiveevaluationofrelativesignificance;apointofview:觀點(diǎn)approach:

n.Themethodusedindealingwithoraccomplishing方法contingency:

n.Apossibilitythatmustbepreparedfor;afutureemergency.變化的情況confrontation：n.Discordoraclashofopinionsandideas:不和觀點(diǎn)或思想的不和或沖撞：compromise:

v.Something

thatcombinesqualitiesorelementsofdifferentthings:折衷turnover:n.Thenumberofworkershiredbyanestablishmenttoreplacethosewhohaveleftinagivenperiodoftime.人員更替數(shù)dynamic:adj.Characterizedbycontinuouschange,activity,orprogress:不斷變化的incur:v.Toacquireorcomeinto(somethingusuallyundesirable);sustain:獲得interdependent:adj.Mutuallydependent:互相依存的Glossary

Glossarypopularity:n.Thequalityorstateofbeingpopular,especiallythestateofbeingwidelyadmired,accepted,orsoughtafter.普及sole:adj.Oforrelatingtoonlyoneindividualorgroup;exclusive:單獨(dú)的.

reliance:n.Theactofrelyingorthestateofbeingreliant.依賴依靠sufficient:adj.Beingasmuchasisneeded.充足的characteristic:n.Afeaturethathelpstoidentify,tellapart,ordescriberecognizably;adistinguishingmarkortrait.特性alliance:n.Theactofbecomingalliedortheconditionofbeingallied:結(jié)盟demographic:n.

Oforrelatingtodemography.人口統(tǒng)計(jì)complement:v.

Toserveasacomplementto:補(bǔ)足KeyTermsandConceptsClassicalApproach(toManagement)

alsocallclassicalschool（管理學(xué)）古典(研究)方法.Abodyofliteraturethatrepresentstheearliestattemptstodefineanddescribethefieldofmanagement.Theapproach’smainfocusisonformallyprescribedrelationships.Itsprimarymeansforacquiringknowledgearepersonalobservationandcasestudies.BehavioralApproach(toManagement)

also

calledbehavioralschooltomanagement,（管理學(xué)）行為（研究）方法

hereitreferstoabodyofliteraturecharacterizedbyitsconcernforhumanbehaviorintheworkenvironment.Theschool’sprimarymeansforacquiringknowledgeisscientificmethod,withemphasisonresearch.Chronologically,thebehavioralapproachtomanagementthoughtfollowedtheclassicalapproach.Itsfirstphasewasidentifiedwithhumanrelationstheory,popularinthe1940sandearly1950s.Itssecondphasewasthebehavioralscienceapproach,whichcameintopopularuseintheearly1950s.ManagementScienceApproach:AlsoknownasManagementScienceSchool管理學(xué)科學(xué)（研究）方法.Abodyofliteraturecharacterizedbyitsuseifmathematicalandstatistictechniquestobuildmodelsforthesolutionofproductionandoperationsproblems.Theapproach’sprimarymeansforacquiringknowledgeismathematicaldeduction.ContingencyorSituationalApproach(toManagement):（管理學(xué)）權(quán)變（研究）方法：Ananalysisofmanagementthatemphasizesthefactthatwhatmanagersdoinpracticedependsonuponagivensetofcircumstancesorthe“situation”andthatthereisnosingle“bestway”tomanage.KeyTermsandConceptsTextThemoderneraofmanagementbeganearlyinthe20thcenturywhenclassicaltheorists,economists,andindustrialengineersofferedaclassicalapproachtoincreasetheproductivityofindividualsandorganizations.Bothorganizationalgrowthanditsincreasinginfluenceonoureconomyandstandardoflivingarerelativelyrecentinhistory;thusthestudyofmanagementisrelativelynew.Manyofthefirstindividualstostudyandwriteaboutmanagementwerepracticingmanagers.Theydescribedtheirownexperiencesandtriedtogeneralizetheprinciplestheybelievedcouldbeappliedinsimilarsituations.Eventoday,agreatdealofwhatweknowaboutmanagementcomesfromtheautobiographies

andmemoirsofmenandwomenwhoareorhavebeenpracticingmanagers.

Now,however,otherindividualsalsoareinterestedinmanagementforscientificreasons.Socialandbehavioralscientistsviewthemanagementoforganizationsasanextremelyimportantsocialphenomenonworthyofstudythroughscientificinquiry.Asscientists,thesemenandwomenmakenovaluejudgmentsregardinggoodorbadmanagementpractices.Theirobjectiveistounderstandandexplainthepracticeofmanagement.Betweenthetwoextremesofmanagementpracticeandmanagementsciencearemanyindividualswhohavecontributedtothestudyofmanagement.Theyincludeengineers,sociologists,psychologists,anthropologists,lawyers,economists,accountants,mathematicians,politicalscientists,andphilosophers.Text

Suchdifferingperspectivesonthesamesubjectcannotbeneatlyclassified.Thus,asamanager,youwillhaveatyourdisposalmanywaysoflookingatmanagement’stasks.Eachmaybemoreusefulforsomeproblemsthanforothers.Forexample,amanagementtheorythatemphasizesemployeesatisfactionmaybemorehelpfulindealingwithahighemployeeturnoverthanwithdelaysinproduction.Becausethereisnosingle,universallyacceptedmanagementapproach,youshouldbefamiliarwiththevariousmajortheories.Text

Thethreewell-establishedapproachestomanagementthoughtaretheclassicalapproach,whichfocusesonthetaskofmanagingworkandorganizations;thebehavioralapproach,whichfocusesonthetaskofmanagingpeople;

andthemanagementscienceapproach,whichfocusesonthetaskofproductionandoperations.

Althoughtheseapproachesevolvedinhistoricalsequence,laterideashavenotalwaysreplacedearlyones.Rather,eachnewapproachhasaddedtotheknowledgeofthepreviousones.Atthesametime,eachapproachhascontinuedtodeveloponitsown.Text

Duringthelast30yearsorso,therehavebeenattemptstointegratethethreeapproachestomanagement—classical,behavioral,andmanagementscience.Oneoftheseattempts,thesystemsapproachstressesthatorganizationsmustbeviewedastotalsystems,witheachpartlinkedtoeveryotherpart.Another,thecontingency

approach,stressesthatthecorrectnessofamanagerialpracticeiscontingentonhowitfitstheparticularsituationinwhichitisapplied.Text

Thesystemsapproachtomanagementisreallyawayofthinkingaboutmanagementproblems.Itviewsanorganizationasagroupofinterrelatedpartswithasinglepurpose.Becausetheactionofonepartinfluencestheothers,managerscannotdealseparatelywithindividualparts.Insolvingproblems,managersusingthesystemsapproachmustviewtheorganizationasadynamicwholeandmusttrytoanticipatetheintendedaswellasunintendedimpactsoftheirdecisions.Suchmanagersdonotsolveindividualproblems.Rather,theyinterveneinatotalsystemofintegratedparts,usingthemanagementfunctionsofplanning,organizing,coordinatingandcontrolling.Text

Theage-oldconfrontationbetweentheproductionobjectiveoflowcostsandthemarketingobjectiveofabroadproductlineisagoodexampleoftheinterrelatednatureofmanagementproblems.Eachobjectiveconflictswiththeother.Forexample,to

incurthelowestproductioncosts,afirmwouldproduceonlyonecolorandonestyle.Toachievethemarketingobjective,however,severalmodelsandseveralcolorswouldberequiredbutatahighercosts.Inthissituation,acompromiseisnecessaryfortheoverallsystemtoachieveitsobjective.Theobjectivesofindividualpartsmustbecompromisedtomeettheobjectiveoftheentirefirm.Text

Thesystemsapproachforcesmanagerstorecognizethatorganizationsaresystemsmadeupofinterdependentpartsandthatachangeinonepartaffectsotherparts.Itseekstoidentifythecharacteristicsofjobs,people,andorganizations,allowingmanagerstoseetheinterdependencebetweenthevarioussegmentsofanorganization.Thebasicideaofthecontingencyisthatthereisnobestwaytoplan,organize,orcontrol.Rather,managesmustfinddifferentwaystofitdifferentsituations.Amethodhighlyeffectiveinonesituationmaynotworkinothersituations.Inotherwords,thecontingencyapproachseekstomatchdifferentsituationswithdifferentmanagementmethods.Text

Actually,theideaofcontingency,orsituational,thinkingisnotnew.Duringthe1920s,anearlywriterintheclassicalapproachmentionedthe“l(fā)awofsituation.”O(jiān)nescholarandwriterinmanagementnotedthat“differentsituationsrequiredifferentkindsofknowledge,andthemanpossessingtheknowledgedemandedbycertainsituationtendsinthebestmanagedbusinesses,otherthingbeingequal,tobecometheleaderinthemoment.Text

Thecontingencyapproachhasgrowninpopularityoverthelasttwodecadesbecauseresearchhasfoundthat,givencertaincharacteristicsofajobandcertaincharacteristicsofpeopledoingthejob,specificmanagementpracticestendtoworkbetterthanothers.Forexample,rigidplans,clearlydefinedjobs,autocraticleadership,andtightcontrolshaveattimesresultedinhighproductivityandsatisfiedworkers.Atothertimes,theoppositecharacteristics(generalplans,vaguelydefinedjobs,democraticleadership,andloosecontrols)haveproducedthesameresults.Text

If,forinstance,productivityneedstobeincreased,themanagershouldnotautomaticallyassumeanewworkmethodisneeded(aclassicalsolution)orthatanewmotivationalapproachneedstobetried(abehavioralsolution).Instead,themanagershouldstudythecharacteristicsoftheworkersandthenatureofthejob,andhisownleadershipapproachbeforedecidingonasolution.Text

TextManagersaroundtheglobeusemoreofacontingencyapproachtosurvive.Sole

relianceonaclassicalorabehavioraloramanagementscienceapproachisnotsufficientfororganizations.TheapproachesthatworkedforProcter&Gamblefor50yearsandthestart-upofHaierorLegendComputerduringthefirstfewyearsmustbemodifiedtofitthechangingglobalenvironment.Thus,thecontingencyviewhasbecomemorerelevantandprominentbecauseofthefollowingfactors:

TextIncreasedglobalizationofenterpriseandtheneedformoregovernment-businessalliancestocompeteinternationally.Demandsforethicalandsociallyresponsiveleadership.Changing

demographicsandskillrequirementsoftheworkforce.Theemergenceofneworganizationalstructuresthatemphasizespeedinreactingtoenvironmentalchanges.Changingneeds,preferences,anddesiresofemployeesforajobsecurity,participation,ownership,andpersonalfulfillment.

TextAsthecontingencyapproachsuggests,thestudentofmanagementpreparingforthe21stcenturymustlearnmultiplewaystocompete,innovate,create,motivate,andlead.Boththesystemsapproachandthecontingencyapproachcanprovidevaluableinsightsandcomplement

theclassical,behavioral,andmanagementscienceapproaches.

Thankyou!

UnitTwoThescopeofManagement

Glossaryentail:v.Tohave,impose,orrequireasanecessaryaccompanimentorconsequence:伴隨conform:v.Toactorbeinaccordoragreement;comply.使和諧一致vision:n.Unusualcompetenceindiscernmentorperception;intelligentforesight:洞察力envision:v.Topictureinthemind;imagine.想像strive:v.

Toexertmucheffortorenergy;endeavor.努力affordable:adj.

Thatcanbeafforded:買得起的mission:n.

Aspecialassignmentgiventoapersonorgroup:anagentonasecretmission.

任務(wù)

informercial:n.Acommercialtelevisionprogramorrelativelylongcommercialsegmentofferingconsumerinformation,suchaseducationalorinstructionalmaterial,relatedtothesponsor‘sproductorservice.商業(yè)信息片franchise:n.Authorizationgrantedtosomeonetosellordistributeacompany'sgoodsorservicesinacertainarea.特許經(jīng)營權(quán)edge:n.

Amarginofsuperiority;anadvantage:強(qiáng)勢differentiation:

n.

區(qū)別tactical:adj.

Of,relatingto,orusingtactics.戰(zhàn)術(shù)的departmental:adj.

部門的peer:n.

Apersonwhohasequalstandingwithanotherorothers,asinrank,class,orage:同等的人與他人在如爵位、階級或年齡上相當(dāng)?shù)娜耍篏lossary

interpersonal:adj.

Relatingto,occurringamong,orinvolvingseveralpeople.人與人之間的foster:v.

Topromotethegrowthanddevelopmentof;cultivate:促進(jìn)pervasive:adj.Havingthequalityortendencytopervadeorpermeate:滲透性的stakeholder:n.

Onewhohasashareoraninterest,asinanenterprise.股東flourish:v.Tobeinaperiodofhighestproductivity,excellence,orinfluence:活躍automotive:adj.Movingbyitself;self-propellingorself-propelled.自動(dòng)的nonroutine:n.非常規(guī)程序analogue:n.Somethingthatbearsananalogytosomethingelse類似情況,Glossary

KeyTermsandConceptsVision:Aviableviewofthefuturethatisrootedinbutimprovesonthepresent.Missionstatement:Astatementoftheorganization’spurpose.Goal:Broadlong-rangetargetoraim.Objective:Specific,short-rangetargetoraimManagementpyramid:Organizationalstructurecomprisingtop,middle,andlowermanagementTopmanagers:Thoseatthehighestleveloftheorganization’smanagementhierarchy;theyareresponsibleforsettingstrategicgoals,andtheyhavethemostpowerandresponsibilityintheorganization.

KeyTermsandConceptsStrategicgoals:Goalsthatfocusonbroadorganizationalissuesandaimtoimproveperformance.Middlemanagers:Thoseinthemiddleofthemanagementhierarchy;theydevelopplanstoimplementthegoalsoftopmanagersandcoordinatetheworkoffirst-linemanagers.Tacticalobjectives:Objectivesthatfocusondepartmentalissuesanddescribetheresultsnecessarytoachieveorganization’sstrategicgoals.First-linemanagers:Thoseatthelowestmanagementhierarchy,whosupervisetheoperatingemployeesandimplementtheplanssetatthehighermanagementlevels;alsocalledsupervisorymanagers.

TextManagementisneededineverytypeoforganization.Anautoplant,acitygovernment,abaseballteam,anarmy,andaschoolallrequiremanagement.Everyorganizationhasgoals.Managemententailsplanning,organizing,coordinating,leading,andcontrollingresources(land,labor,capitalandinformation)toefficientlyreachthesegoals.Thechallengesofmanagementincludemaintaininganorganizationalstructure,developingbothlong-andshort-templans,motivatingemployees,andmaintainingquality—ameasureofhowcloselygoodsandservicesconformtopredeterminedstandardsandcustomerexpectations.Tomeetthesechallenges,managersmustpossesscertainskillsthatenablethemtofulfillspecificroles.AsBillGateshasdemonstrated,whenmanagerspossesstherightcombinationofvision,skill,experience,anddetermination,theycanleadanorganizationtosuccess.

TextManagementisneededineverytypeoforganization.Anautoplant,acitygovernment,abaseballteam,anarmy,andaschoolallrequiremanagement.Everyorganizationhasgoals.Managemententailsplanning,organizing,coordinating,leading,andcontrollingresources(land,labor,capitalandinformation)toefficientlyreachthesegoals.Thechallengesofmanagementincludemaintaininganorganizationalstructure,developingbothlong-andshort-templans,motivatingemployees,andmaintainingquality—ameasureofhowcloselygoodsandservicesconformtopredeterminedstandardsandcustomerexpectations.Tomeetthesechallenges,managersmustpossesscertainskillsthatenablethemtofulfillspecificroles.AsBillGateshasdemonstrated,whenmanagerspossesstherightcombinationofvision,skill,experience,anddetermination,theycanleadanorganizationtosuccess.

ManagerialGoalsWhydoorganizationslikeMicrosoft,Intel,Ford,andGeneralElectricexist?Likemostorganizations,theywereformedinordertorealizeavision,arealistic,credible,andattractiveviewofthefuturethatgrowsoutofandimprovesuponthepresent.HenryFordenvisionedmakingaffordable

transportationavailabletoeveryperson.BillGatesenvisionedmakingthecomputerausefulhouseholdandbusinesstool.Withoutsuchvisionarymanagers,whoknowshowtheworldwouldbedifferent.Intoday’sinnovativeandcompetitivebusinessenvironment,companiesthatstrivetoenvisionanddefinethefutureoftenhaveanadvantageoverthosethatsimplyreacttothepresent.Text

TextOfcourse,havingavisionisnoguaranteeofsuccess.Inordertotransformvisiontoreality,managersmustdefinespecificgoalsandobjectives.Astartingpointistowriteamission

statementthatdefineswhytheorganizationexistsandwhatitseekstoaccomplish.Amissionstatementoftenfocusesonthemarketandcustomersthatthecompanyserves.Astatementmayalsodescribethecompany’sproductsandservicesaswellasitsvalueandculture(includingethicsandsocialresponsibility).Regardless,itshouldbebothfocusedenoughtobeattainableandbroadenoughtoallowthecompanytoevolve.Itshouldalsoinspireandguidemanagementandemployeesalike.

TextAsthecompanygrows,managementcanrefertothemissionstatementasameansofevaluatingwhetherproposedactionsareinlinewiththecompanystatedpurposeandvalues.ConsiderEdgeLearningInstitute,anemployee-trainingfirmbasedinTempe,Arizona.Edgeexecutiveswereconsideringmass-marketingtheirtrainingvideosthroughtelevision“infomercials”However,theyrealizedthatthiswascontrarytothecompany’smissionofusing“thehumantouchwhenprovidingindividualsandorganizationswithinformation.”SotheydecidedinsteadtoexpandEdge’sreachbydevelopinganetworkoffranchisesthatfollowthecompany’strainingmethods.Edgenowhasfourfranchisesandeightmoreintheworks.

AsmanagersatEdgeLearningInstituteknow,acompany’smissionisrealizedbyestablishinggoalsandobjectives.Althoughthesetermsareoftenusedinterchangeably,agoalisabroad,long-rangetargetoftheorganization,andanobjectiveisaspecific,short-rangetarget.ForEdge,agoalmightbetobecometheWestCoastleaderinemployeetraining,andanobjectivemightbetoopentenfranchisesinitsyearofexpansion.Thebestorganizationalgoalsarespecific,measurable,relevant,challenging,attainable,andtimelimited.Moreover,goalsareoftendesignedtogivethecompanyacompetitiveedgethroughatleastoneofthreemethods:Text

TextDifferentiation.Acompanyusingdifferentiationdevelopsalevelofservice,aproductimage,uniqueproductfeatures(includingquality),ornewtechnologiesthatdistinguishitsproductfromcompetitors’products.Costleadership.Withcostleadership,theorganizationseekstoproduceproductsmoreefficientlythancompetitors,therebyofferinglowerpricesorincreasingprofits.Focus.Whenusingafocusstrategy,companiesconcentrateonaspecificregionalmarketorconsumergroup,NortheastpartofChinaoreconomycardrivers.Thistypeofstrategyenablesorganizationstodevelopabetterunderstandingoftheircustomersandtotailortheirproductsspecificallytocustomerneeds.

TextSettingappropriategoalsincreasesemployeemotivation,establishesstandardsformeasuringindividualandgroupperformance,guidesemployeeactivity,andclarifiesmanagement’sexpectations.

ManagerialStructureInordertodistinguishamongthevarioustypesofgoalsthatmanagersset,youmustfirstunderstandhowmanagementisstructured.Inallbutthesmallestorganizations,morethanonemanagerisnecessarytoguidetheorganization’sactivities.That’swhymostcompaniesformamanagementpyramidwithtop,middle,andbottommanagementlevels.Moremanagersareatthebottomlevelthanatthetop.However,inmanyoftoday’sleanercompanies,fewerlevelsseparatemanagersatthetopandbottom.ComputerAssociatesissoftwarecompanywithover10,000employeesandareputationforbeingatoughcompetitor.Thecompanyhasjustfourmanagementlayersbetweenthelowest-levelemployeesandthetopbrass.Toputthisintoperspective,eventhenotoriouslyleanToyotahadsevenlayersofmanagementuntilitrecentlyreorganized.Text

TextTopmanagersaretheupper-levelmanagerswhohavethemostpowerandwhotakeoverallresponsibilityfortheorganization.Anexampleisthechiefexecutiveofficer(CEO).Topmanagerssetstrategicgoals,whichfocusonbroadissues,applytothecompanyasawhole,andaimtoenhancethecompany’sperformance.Thesegoalsencompasseightmajorareasofconcern:marketstanding,innovation,humanresources,financialresources,physicalresources,productivity,socialresponsibilityandfinancialperformance.Topmanagersalsomakelong-rangeplans,establishmajorpolicies,andrepresentthecompanytotheoutsideworldatofficialfunctionsandfund-raisers.

Middlemanagersreporttothetoplevelmanagers.Theydevelopplansforimplementingthebroadgoalssetbytopmanagers,andtheycoordinatetheworkoffirst-linemanagers.Toaccomplishthis,middlemanagerssettactical

objectives,whichfocusondepartmentalissuesanddefinetheresultsnecessarytoachievetheorganization’sstrategicgoals.Atthemiddlelevelareplantmanagers,divisionmanagers,branchmanagers,andothersimilarpositions.Text

TextAtthebottomofthemanagementpyramidarefirst-linemanagers(orsupervisorymanagers).Thesemanagersoverseetheworkofoperatingemployees.Andtheyputintoactiontheplansdevelopedathigherlevels.Fist-linemanagerssetoperationalobjectives,whichfocusonshort-termissuesanddefinetheresultsnecessarytoachieveboththetacticobjectivesandthestrategicgoals.Positionsatthislevelincludesupervisor,departmenthead,andofficemanager.

ManagerialRolesManagersperformanumberofdutiesastheycoordinatetheorganization’swork.Theyalsobuildanetworkofrelationshipswithbosses,

peers,andemployees.Thesedutiesandrelationshipscanbedescribedasrole,orbehavioralpatterns,andtheyfallintothreecategories:Text

TextInterpersonalroles.Managersperformceremonialobligations,provideleadershiptoemployees,andactasliaisontogroupsandindividualsbothinsideandoutsidethecompany(suchassuppliers,competitors,governmentagencies,consumers,.Special-interestgroups,andinterrelatedworkgroups).Informationalroles.Managersspendafairamountoftimegatheringinformationbyquestioningpeoplebothinsideandoutsidetheorganization.Theyalsodistributeinformationtoemployees,othermanagersandoutsiders.

TextDecisionalRoles.Managersusetheinformationtheygathertoencourageinnovation,tosolveunexpectedproblemsthatthreatenorganizationalgoals(suchasreactingtoaneconomiccrisis),andtodecidehoworganizationalresourceswillbeusedtomeetplannedobjectives.Theyalsonegotiatewithmanyindividualsandgroups,includingsuppliers,employees,andunions.Certainmanagerialrolesmaybeemphasizedmorethanothers,dependingonamanager’sorganizationallevel.However,beingabletomoveeasilybetweentheserolesisaskillthatservesmanagerswellthroughouttheircareer.

TextManagerialSkillsInadditiontosettinggoalsandassumingvariousroles,managersalsoemployskillsthatfallintothreebasiccategories:interpersonal,technical,andconceptualskills.Asmanagersrisethroughthehierarchy,theymayneedtostrengthentheirabilitiesinoneormoreoftheseskills;fortunately,managerialskillscanusuallybelearned.

TextInterpersonalSkillsAlltheskillsrequiredtocommunicatewithotherpeople,workeffectivelywiththem,motivatethem,andleadthemareinterpersonalskills.Becausetheymainlygetthingsdonethroughpeople,managersatalllevelsoftheorganizationuseinterpersonalskillsincountlesssituations.Encouragingemployeestoworktogethertowardcommongoals,interactingwithemployeesandothermanagers,negotiatingwithpartnersandsuppliers,developingemployeetrustandloyalty,andfostering

innovation—alltheseactivitiesrequireinterpersonalskills.

TextCommunication,orexchanginginformation,isthemostimportantandpervasiveinterpersonalskillthatmanagersuse.Yourabilitytocommunicateincreasesyourownproductivityaswellastheorganization’s.Itshapestheimpressionsyoumakeonyourcolleagues,employees,supervisors,investors,andcustomers.Communicationallowsyoutoperceivetheneedsofthesestakeholders(yourfirststeptowardsatisfyingthem),andithelpsyourespondtothoseneeds.Allbusinessesarebuiltonrelationships,asMicrosoft’searlyalliancewithIBMillustrates,andallrelationshipsflourish

withgoodcommunication.

TextTechnicalSkills

Apersonwhoknowshowtooperateamachine,prepareafinancialstatement,programacomputer,orpassafootballhastechnicalskills;thatis,heorshehastheknowledgeandabilitytoperformthemechanicsofaparticularjob.Technicalskillsaremoreimportantatlowerorganizationlevels.First-linemanagersn