商務(wù)英語入門第四章-外教社修訂版

主編：任書梅王璐副主編：曹穎外語教學(xué)與研究出版社2021/6/271Chapter4管理Management2021/6/2722021/6/27商務(wù)英語入門》3Lead-inactivitiesAneffectiveexecutiveisindispensabletothegrowthofcorporation.Canyounamesomefamousentrepreneurs?Identifyeffectivemanagerialqualities.2021/6/274Lead-inactivitiesDoyouhavewhatittakestobeagoodentrepreneur?Isitsomethingthatyoucouldlearnorrathersomethingthatisinnate(天生的)?2021/6/275Lead-inactivitiesQualitiesofaGoodEntrepreneursAdditionalInfo2021/6/276Whatismanagement?Managementcanbedefinedastheapplicationofplanning,organizing,directing,andcontrollingfunctionsinthemostefficientmannerpossibletoaccomplishmeaningfulorganizationalobjectives.Thethememanagementisthatacentralpersonmust—byusingsuchskillsasdecisionmaking,communicationandobjectivesetting—coordinatetheworkactivitiesofotherstoachieveorganizationalobjectives.2021/6/277Whatismanagement?2021/6/278Planning—

Planningmeansdefininggoalsforfutureorganizationalperformanceanddecidingonthetasksanduseofresourcesneededtoattainthem.—Planningisataskthateachmanagermustdoeveryday.Itisacontinuousprocess.—Planningisbasicallymental.Itrequiresthinkingthingsthroughlogically.Whatismanagement?2021/6/279Planning—Planningdecideswhatneedstohappeninthefuture(today,nextweek,nextmonth,nextyear,overthenext5years,etc.)andgeneratingplansforaction(Whattodo?)Whatismanagement?2021/6/2710PlanningPlanninganswersseveralfundamentalquestionsformanagers:—Whatisthesituationnow?—Whatisthestateoftheeconomyandotherenvironments?—Whatopportunitiesexistformeetingpeople’sneeds?—Whatproductsandcustomersaremostprofitable?—Whydopeoplebuy(ornotbuy)ourproducts?—Whoareourmajorcompetitors?—Whatthreatsaretheytoourbusiness?Whatismanagement?2021/6/2711Planning—TheSWOTanalysisisanextremelyusefultoolforunderstandinganddecision-makingforallsortsofsituationsinbusinessandorganizations.—SWOTstandsforstrengths,weaknesses,opportunities,andthreats.Whatismanagement?2021/6/2712PlanningPlanninganswersseveralfundamentalquestionsformanagers:—Wheredowewanttogo?—Howmuchgrowthdowewant?—Whatisourprofitgoal?—Whatareoursocialobjectives?—Whatareourpersonaldevelopmentobjectives?Whatismanagement?2021/6/2713PlanningPlanninganswersseveralfundamentalquestionsformanagers:—Howcanwegettherefromhere?Thisisthemostimportantpartofplanning.Ittakesfourforms:Whatismanagement?2021/6/2714Planning—Strategic(long-range)planning(戰(zhàn)略規(guī)劃/長期規(guī)劃)Itdeterminesthemajorgoalsoftheorganizationaswellasthepolicies,procedures,andstrategiesforobtainingandusingresourcestoachievethosegoals.—Tactical(short-range)planning(戰(zhàn)術(shù)規(guī)劃/短期規(guī)劃)Itistheprocessofdevelopingdetailed,short-termstrategiesaboutwhatistobedone,whoistodoit,andhowitistobedone.Whatismanagement?2021/6/2715Planning—Operationalplanning(運(yùn)營規(guī)劃)Itistheprocessofsettingworkstandardsandschedulesnecessarytoimplementthetacticalobjectives.—Contingencyplanning(應(yīng)急計劃)Itistheprocessofpreparingalternativecoursesofactionthatmaybeusediftheprimaryplansdon’tachievetheorganization’sobjectives.Whatismanagement?2021/6/2716Organizing—

Organizinginvolvestheassignmentoftasks,thegroupingoftasksintodepartments,andtheallocationofresourcestodepartments.—

Organizing(Implementation)makesoptimumuseoftheresourcesrequiredtoenablethesuccessfulcarryingoutofplans.—

Thinking:Howtoorganizeyourhome?Whatismanagement?2021/6/2717Directing—

Directingistheuseofinfluencetomotivateemployeestoachieveorganizationalgoals.—

Directinginvolvesmotivatingentiredepartmentsanddivisionsaswellasthoseindividualsworkingimmediatelywiththemanager.Whatismanagement?2021/6/2718DirectingTwodirectingstyles:—

Autocraticleadership(專制型領(lǐng)導(dǎo))Itmeansprovidingsubordinateswithdetailedjobinstructions.—

Democraticleadership(民主型領(lǐng)導(dǎo))

Themanagerconsultswithsubordinatesaboutjobactivities,problems,andcorrectiveactions.Whatismanagement?2021/6/2719DirectingWhatismanagement?2021/6/2720DirectingWhatismanagement?Differencesbetweenthetwodirectingstyles:—

Autocraticleadership(專制型領(lǐng)導(dǎo))

QuickDecisionsItworksbestinsituationswhererapiddecisionsareoftenessential,suchasinthemilitaryorlawenforcement.

PoorDecisionsSalientpointsorevendifferentapproachestoaproblemwillbeoverlooked.AdditionalInfo2021/6/2721DirectingWhatismanagement?Differencesbetweenthetwodirectingstyles:—

Democraticleadership(民主型領(lǐng)導(dǎo))

ComfortableWorkEnvironment

Aworkerwhoisconsultedabouthisorheropinionsbytheemployersbeforedecisionsaremadewillfeelmoreapartofthecompany.

DependencyEmployeeshavelittleopportunitytodevelopleadershipabilitiesthemselves.AdditionalInfo2021/6/2722Questionsfordiscussion—

Whatkindofleaderdoyouprefer?Whatismanagement?2021/6/2723Controlling—

Controllinginvolvesverifying(核實(shí))thatactualperformancematchestheplan.—

Thecoreideaofcontrollingistomodifybehaviorandperformancewhendeviations(背離)

fromplansarediscovered.Whatismanagement?2021/6/2724Controlling—

Planning,organizing,directingaretheinitialstepsforgettingthejobdone.—

Controllingisconcernedwithmakingcertainthatplansarecorrectlyimplemented.Whatismanagement?2021/6/2725ControllingWhatismanagement?Fivebasicstepsoftheprocessofcontrol:

Setclearstandardsfortime,quality,quantity,andsoon.

Monitorandrecordactualperformance(results).

Compareresultsagainstplansandstandards.

Communicateresultsanddeviationstotheemployeesinvolved.

Takecorrectiveactionwhenneeded.2021/6/2726Controlling—

Thecontrolsystem’sweakestlinktendstobethesettingofstandards.—

Tomeasureresultsagainststandards,thestandardsmustbespecific,attainableandmeasurable.Whatismanagement?2021/6/2727QuestionsforDiscussion—

WhatdidDwightEisenhowermeanwhenhestated,“Plansarenothing,planningiseverything”?—

Whatisthedifferencebetweenstrategic,tactical,andcontingencyplanning?Whatisityourstrategicplanandtacticalplan?—

Giveabriefpresentationonhowyouusethefourfunctionstomanageyourcollege(ordaily)life.Whatismanagement?2021/6/2728QuestionsforDiscussion—

Explainthedifferencesbetweenautocraticanddemocraticleadershipstyles.Whatstyledoyouprefer?—

Whatsimilaritiesdoyouseeamongthefourmanagementfunctionsofplanning,organizing,leading,andcontrolling?Doyouthinkthesefunctionsarerelated—thatis,isamanagerwhoperformswellinonefunctionlikelytoperformwellintheothers?Whatismanagement?2021/6/2729

Organizationalstructureistheformaldecision-makingframeworkbywhichjobtasksaredivided,grouped,andcoordinated.

Organizationalstructureallowstheexpressedallocationofresponsibilitiesfordifferentfunctionsandprocessestodifferententities.

Ordinarydescriptionofsuchentitiesisasbranch,site,department,workgroupsandsinglepeople.OrganizationalStructure2021/6/2730Formalizationisanimportantaspectofstructure.

Itistheextenttowhichtheunitsoftheorganizationareexplicitlydefinedanditspolicies,procedures,andgoalsareclearlystated.Itistheofficialorganizationalstructureconceivedandbuiltbytopmanagement.OrganizationalStructure2021/6/2731Departmentalization—Itisthebasisonwhichworkorindividualsaregroupedintomanageableunits.

—Therearefivetraditionalmethodsforgroupingworkactivities.OrganizationalStructure2021/6/2732OrganizationalStructure2021/6/2733Departmentalizationbyfunction—Departmentalizationbyfunctionorganizesbythefunctionstobeperformed.—Theadvantageisobtainingefficienciesfromconsolidatingsimilarspecialtiesandpeoplewithcommonskills,knowledgeandorientationstogetherincommonunits.OrganizationalStructure2021/6/2734Departmentalizationbyproduct—Departmentalizationbyproductassemblesallfunctionsneededtomakeandmarketaparticularproductandplacedunderoneexecutive.—Majordepartmentstoresarestructuredashomeaccessories,appliances,women’sclothing,men'sclothing,andchildren'sclothing.OrganizationalStructure2021/6/2735Departmentalizationbygeographicalregions—Departmentalizationbygeographicalregionsgroupsjobsonthebasisofterritoryorgeography.—DepartmentalizedbyregionssuchasNortheast,Southeast,Midwest,Southwest,andNorthwest.OrganizationalStructure2021/6/2736OrganizationalStructureDepartmentalizationbyprocess—Departmentalizationbyprocessgroupsjobsonthebasisofproductorcustomerflow.—Eachprocessrequiresparticularskillsandoffersabasisforhomogeneouscategorizationofworkactivities.2021/6/2737Departmentalizationbycustomer—Departmentalizationbycustomergroupsjobsonthebasisofacommonsetofneedsorproblemsofspecificcustomers.—Acurrentdepartmentalizationtrendistostructureworkaccordingtocustomers,usingcross-functionalteams.OrganizationalStructure2021/6/2738QuestionsforDiscussion—Whatisorganizationalstructure?Howcananorganizationstructureitselfefficiently?—Thereareavarietyofmethodsofdepartmentalizationinstructuringacompany.Drawanappropriatestructureforeachofthefollowingcompanies,anddiscusswithyourpartneriftherearealternatives.?Apublisher?Acomputercompany?Aleathermanufacture?ApharmaceuticalcompanyOrganizationalStructure2021/6/2739QuestionsforDiscussion—Whataretheadvantagesoffunctionaldepartmentalization?Take,ahospital,forexample.Howisitorganized?Drawitsorganizationalstructure.—Differentorganizationsusedifferenttypesofstructure.Giveanexampleofanorganizationofthistypeofstructure.OrganizationalStructure2021/6/2740ManagementLevelsAsenterprisesgrowfromanownertoagrouptoacorporation,anumberofmanageriallevelsofmanagement—toplevel,middlelevelandfirstlevel—areusuallyportrayedasamanagerialhierarchy(管理層).Theextenttowhichmanagersperformthefunctionsofmanagement—planning,organizing,directing,andcontrolling—variesbylevelinthemanagementhierarchy.2021/6/2741ManagementLevels2021/6/2742Top-LevelManagersResponsibilitiesofTop-LevelManagers:—settingorganizationalgoals—definingstrategiesforachievingthem—monitoringandinterpretingtheexternalenvironment—makingdecisionsthataffecttheentireorganization—lookingtothelong-termfutureManagementLevels2021/6/2743Top-LevelManagersResponsibilitiesofTop-LevelManagers:—concerningthemselveswithgeneralenvironmentaltrendsandtheorganization’soverallsuccess—communicatingasharedvisionfortheorganization,—shapingcorporateculture—nurturinganentrepreneurialspiritthatcanhelpthecompanykeeppacewithrapidchangeManagementLevels2021/6/2744Middle-LevelManagersResponsibilitiesofMiddle-LevelManagers:—receivingthebroadoverallstrategies,missions,andobjectivesfromtop-levelmanagersand—translatingthemintospecificactionprograms—implementingthebroadorganizationalplansconcernedwiththenearfutureexpectedtoestablishgoodrelationshipswithpeersaroundtheorganization—encouragingteamwork—resolvingconflictsManagementLevels2021/6/2745First-LevelManagers:ManagementLevels—ResponsibilitiesofFirst-LevelManagers:

directingandcontrollingtheworkofemployeesinordertoachievetheteamgoals

motivatingemployeestoperformsatisfactorily

translatingoverallcorporategoalsintoactionplans.—Thismanagementlevel(supervisorylevel)isthelinkbetweenmanagersandnon-managers.Organizationalobjectiveseventuallymeetthetestofrealityatthislevel.2021/6/2746

Middle-LevelManagersManagementLevels—Theyimplementstopmanagementgoals.

Top-LevelManagers

First-LevelManagers—Theirtimeisallocatedtothefunctionsofdirectingandcontrolling.Supervisorsdirecttheactualworkoftheorganizationattheoperatinglevel.—Theyspendmostoftheirtimeonthefunctionsoflong-rangeplanningandorganizing.Topmanagementisaccountablefortheoverallmanagementoftheorganization.2021/6/2747ManagementLevels2021/6/2748KeystoneintheOrganization—Withoutthekeystone(supervisor),thearch(organization)collapses.Thekeystoneisthecentraltopmoststoneofanarch.—Thekeystonesupervisoristhemainconnectorjoiningmanagementandemployeesmakingitpossibleforeachtoperformeffectively.ManagementLevels2021/6/2749QuestionsforDiscussionDrawthechartofyouruniversityorcollegedepictingjobtitles,linesofauthority.Thenanswerthefollowingquestions:—Whatarethelevelsofmanagementdepictedinthechartofyouruniversityorcollege?—Whatisthetopexecutivecalled?—Whatarethemiddlelevelexecutivescalled?ManagementLevels2021/6/2750QuestionsforDiscussion—Whatarethefirstlevelexecutivescalled?—Whatischallengingaboutbeingamiddlelevelexecutive?Trytolocatesuchanexecutiveandaskhimorherthisquestion.ManagementLevels2021/6/2751ManagerialRoles2021/6/2752InterpersonalRoles—Inthefigureheadrole,themanagerhandlesceremonialandsymbolicactivitiesforthedepartmentororganization.—Intheliaisonrole,themanagerinteractswithpeersandpeopleinsideandoutsidetheorganization.—Theleaderroleencompasses(圍繞)relationshipswithsubordinates,includingmotivation,communication,andinfluence.ManagerialRoles2021/6/2753InformationalRoles—Inthemonitorrole,themanagerreceivesandcollectsinformationfrommanysources.—Intheroleofdisseminator,themanagertransmitsspecialinformationintotheorganization.—Intheroleofspokesperson,themanagerdisseminatestheorganization’sinformationintoitsenvironment.ManagerialRoles2021/6/2754DecisionalRoles—Intheentrepreneurrole,themanagerinitiateschange.—Inthedisturbancehandlerrole,themanagerresolvesconflictsamongsubordinatesorbetweenthemanger’sdepartmentandotherdepartments.ManagerialRoles2021/6/2755DecisionalRoles—Theresourceallocatorrolepertainstodecisionsabouthowtoallocatepeople,time,equipment,budget,andotherresourcestoattaindesiredoutcomes.—Inthenegotiatorrole,themanagernegotiatesonbehalfoftheorganization.ManagerialRoles2021/6/2756QuestionsforDiscussion—Whatarethetenrolesthatamanagerisexpectedtoserve?—Whatroledoyouthinkthemonitorinyourclassshouldsetforthestudents?ManagerialRoles2021/6/2757ManagementSkillsManagementskillistheabilitytouseknowledge,behaviors,andaptitudestoperformatask.Skillsarelearnedanddevelopedwithexperience,training,andpractice.ManagementskillsConceptualskill

Humanrelationskill

Technicalskill

2021/6/2758ConceptualskillManagementSkills—Conceptualskillisthecognitiveabilitytoseetheorganizationasawholeandtherelationshipamongitsparts.

—Conceptualskillinvolves:

themanager’sthinking,informationprocessing,andplanningabilities

knowingwhereone’sdepartmentfitsintothetotalorganizationandhowtheorganizationfitsintotheindustry,thecommunity,andthebroaderbusinessandsocialenvironment2021/6/2759HumanrelationskillManagementSkills—Humanrelationskillisthemanager’sabilitytoworkwithandthroughotherpeopleandtoworkeffectivelyasagroupmember.—Humanrelationskillinvolves:

theabilitytomotivate,facilitate,coordinate,lead,communicate,andresolveconflicts.

allowingsubordinatestoexpressthemselveswithoutfearofridiculeandencouragesparticipation.2021/6/2760TechnicalSkillManagementSkills—Technicalskillistheunderstandingofandproficiencyintheperformanceofspecifictasks.—Technicalskillinvolves:

masteryofthemethods,techniques,andequipmentinvolvedinspecificfunctionssuchasengineering,manufacturing,orfinance

specializedknowledge,analyticalability,andthecompetentuseoftoolsandtechniquestosolveproblemsinthatspecificdiscipline2021/6/2761ManagementSkillsConceptualskillsareneededbyallmanagersbutareespeciallyimportantformanagersatthetop.Technicalskillsareparticularlyimportantatlowerorganizationallevels.Technicalskillsbecomelessimportantthanhumanandconceptualskillsasmanagersmoveupthehierarchy.Technicalskillsdealwiththings,humanskillsconcernpeople,andconceptualskillshavetodowithideas.2021/6/2762ManagementSkills2021/6/2763QuestionsforDiscussionManagementSkills—Identifyyourskillsandtheskillsyouwanttodevelop.—Whatchangesinmanagementfunctionsandskillsoccurasoneispromotedfromanon-managementtoamanagementposition?Howcanmanagersacquirethenewskills?2021/6/2764GroupActivities

SWOTanalysis2021/6/2765GroupActivitiesFindacompanyfamiliartoyouandanalyzeitsstrengths,weaknesses,opportunities,andthreatsinthemarketfromalllevelsofmanagement.Givesomehelpfulsuggestionsabouthowtosurviveintoday’scompetitivemarket.2021/6/2766GroupActivitiesAnexample:—AMTisacomputerstoreinamedium-sizedmarketintheUnitedStates.Latelyithassufferedthroughasteadybusinessdecline,causedmainlybyincreasingcompetitionfromlargerofficeproductsstoreswithnationalbrandnames.ThefollowingistheSWOTanalysisincludedinitsmarketingplan.2021/6/2767GroupActivitiesStrengths:—Knowledge.Ourcompetitorsareretailers,pushingboxes.Weknowsystems,networks,connectivity,programming,alltheValueAddedResellers(VARs),anddatamanagement.—Relationshipselling.Wegettoknowourcustomers,onebyone.Ourdirectsalesforcemaintainsarelationship.—History.We’vebeeninourtownforever.Wehavetheloyaltyofcustomersandvendors.Wearelocal.2021/6/2768GroupActivitiesWeaknesses:—Costs.Thechainstoreshavebe