工商管理专业英语unit2.ppt

BusinessSchoolofNankaiUniversity 作者 南开大学商学院李桂华 UnitTwoThescopeofManagement BusinessSchoolofNankaiUniversity Glossary entail v Tohave impose orrequireasanecessaryaccompanimentorconsequence 伴随conform v Toactorbeinaccordoragreement comply 使和谐一致vision n Unusualcompetenceindiscernmentorperception intelligentforesight 洞察力envision v Topictureinthemind imagine 想像strive v Toexertmucheffortorenergy endeavor 努力affordable adj Thatcanbeafforded 买得起的mission n Aspecialassignmentgiventoapersonorgroup anagentonasecretmission 任务 BusinessSchoolofNankaiUniversity informercial n Acommercialtelevisionprogramorrelativelylongcommercialsegmentofferingconsumerinformation suchaseducationalorinstructionalmaterial relatedtothesponsor sproductorservice 商业信息片franchise n Authorizationgrantedtosomeonetosellordistributeacompany sgoodsorservicesinacertainarea 特许经营权edge n Amarginofsuperiority anadvantage 强势differentiation n 区别tactical adj Of relatingto orusingtactics 战术的departmental adj 部门的peer n Apersonwhohasequalstandingwithanotherorothers asinrank class orage 同等的人与他人在如爵位 阶级或年龄上相当的人 Glossary BusinessSchoolofNankaiUniversity interpersonal adj Relatingto occurringamong orinvolvingseveralpeople 人与人之间的foster v Topromotethegrowthanddevelopmentof cultivate 促进pervasive adj Havingthequalityortendencytopervadeorpermeate 渗透性的stakeholder n Onewhohasashareoraninterest asinanenterprise 股东flourish v Tobeinaperiodofhighestproductivity excellence orinfluence 活跃automotive adj Movingbyitself self propellingorself propelled 自动的nonroutine n 非常规程序analogue n Somethingthatbearsananalogytosomethingelse类似情况 Glossary BusinessSchoolofNankaiUniversity KeyTermsandConcepts Vision Aviableviewofthefuturethatisrootedinbutimprovesonthepresent Missionstatement Astatementoftheorganization spurpose Goal Broadlong rangetargetoraim Objective Specific short rangetargetoraimManagementpyramid Organizationalstructurecomprisingtop middle andlowermanagementTopmanagers Thoseatthehighestleveloftheorganization smanagementhierarchy theyareresponsibleforsettingstrategicgoals andtheyhavethemostpowerandresponsibilityintheorganization BusinessSchoolofNankaiUniversity KeyTermsandConcepts Strategicgoals Goalsthatfocusonbroadorganizationalissuesandaimtoimproveperformance Middlemanagers Thoseinthemiddleofthemanagementhierarchy theydevelopplanstoimplementthegoalsoftopmanagersandcoordinatetheworkoffirst linemanagers Tacticalobjectives Objectivesthatfocusondepartmentalissuesanddescribetheresultsnecessarytoachieveorganization sstrategicgoals First linemanagers Thoseatthelowestmanagementhierarchy whosupervisetheoperatingemployeesandimplementtheplanssetatthehighermanagementlevels alsocalledsupervisorymanagers BusinessSchoolofNankaiUniversity Text Managementisneededineverytypeoforganization 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 BusinessSchoolofNankaiUniversity Text Managementisneededineverytypeoforganization 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 BusinessSchoolofNankaiUniversity ManagerialGoalsWhydoorganizationslikeMicrosoft Intel Ford andGeneralElectricexist Likemostorganizations theywereformedinordertorealizeavision arealistic credible andattractiveviewofthefuturethatgrowsoutofandimprovesuponthepresent HenryFordenvisionedmakingaffordabletransportationavailabletoeveryperson BillGatesenvisionedmakingthecomputerausefulhouseholdandbusinesstool Withoutsuchvisionarymanagers whoknowshowtheworldwouldbedifferent Intoday sinnovativeandcompetitivebusinessenvironment companiesthatstrivetoenvisionanddefinethefutureoftenhaveanadvantageoverthosethatsimplyreacttothepresent Text BusinessSchoolofNankaiUniversity Text Ofcourse havingavisionisnoguaranteeofsuccess Inordertotransformvisiontoreality managersmustdefinespecificgoalsandobjectives Astartingpointistowriteamissionstatementthatdefineswhytheorganizationexistsandwhatitseekstoaccomplish Amissionstatementoftenfocusesonthemarketandcustomersthatthecompanyserves Astatementmayalsodescribethecompany sproductsandservicesaswellasitsvalueandculture includingethicsandsocialresponsibility Regardless itshouldbebothfocusedenoughtobeattainableandbroadenoughtoallowthecompanytoevolve Itshouldalsoinspireandguidemanagementandemployeesalike BusinessSchoolofNankaiUniversity Text Asthecompanygrows managementcanrefertothemissionstatementasameansofevaluatingwhetherproposedactionsareinlinewiththecompanystatedpurposeandvalues ConsiderEdgeLearningInstitute anemployee trainingfirmbasedinTempe Arizona Edgeexecutiveswereconsideringmass marketingtheirtrainingvideosthroughtelevision infomercials However theyrealizedthatthiswascontrarytothecompany smissionofusing thehumantouchwhenprovidingindividualsandorganizationswithinformation SotheydecidedinsteadtoexpandEdge sreachbydevelopinganetworkoffranchisesthatfollowthecompany strainingmethods Edgenowhasfourfranchisesandeightmoreintheworks BusinessSchoolofNankaiUniversity AsmanagersatEdgeLearningInstituteknow acompany smissionisrealizedbyestablishinggoalsandobjectives Althoughthesetermsareoftenusedinterchangeably agoalisabroad long rangetargetoftheorganization andanobjectiveisaspecific short rangetarget ForEdge agoalmightbetobecometheWestCoastleaderinemployeetraining andanobjectivemightbetoopentenfranchisesinitsyearofexpansion Thebestorganizationalgoalsarespecific measurable relevant challenging attainable andtimelimited Moreover goalsareoftendesignedtogivethecompanyacompetitiveedgethroughatleastoneofthreemethods Text BusinessSchoolofNankaiUniversity Text Differentiation Acompanyusingdifferentiationdevelopsalevelofservice aproductimage uniqueproductfeatures includingquality ornewtechnologiesthatdistinguishitsproductfromcompetitors products Costleadership Withcostleadership theorganizationseekstoproduceproductsmoreefficientlythancompetitors therebyofferinglowerpricesorincreasingprofits Focus Whenusingafocusstrategy companiesconcentrateonaspecificregionalmarketorconsumergroup NortheastpartofChinaoreconomycardrivers Thistypeofstrategyenablesorganizationstodevelopabetterunderstandingoftheircustomersandtotailortheirproductsspecificallytocustomerneeds BusinessSchoolofNankaiUniversity Text Settingappropriategoalsincreasesemployeemotivation establishesstandardsformeasuringindividualandgroupperformance guidesemployeeactivity andclarifiesmanagement sexpectations BusinessSchoolofNankaiUniversity ManagerialStructureInordertodistinguishamongthevarioustypesofgoalsthatmanagersset youmustfirstunderstandhowmanagementisstructured Inallbutthesmallestorganizations morethanonemanagerisnecessarytoguidetheorganization sactivities That swhymostcompaniesformamanagementpyramidwithtop middle andbottommanagementlevels Moremanagersareatthebottomlevelthanatthetop However inmanyoftoday sleanercompanies fewerlevelsseparatemanagersatthetopandbottom ComputerAssociatesissoftwarecompanywithover10 000employeesandareputationforbeingatoughcompetitor Thecompanyhasjustfourmanagementlayersbetweenthelowest levelemployeesandthetopbrass Toputthisintoperspective eventhenotoriouslyleanToyotahadsevenlayersofmanagementuntilitrecentlyreorganized Text BusinessSchoolofNankaiUniversity Text Topmanagersaretheupper levelmanagerswhohavethemostpowerandwhotakeoverallresponsibilityfortheorganization Anexampleisthechiefexecutiveofficer CEO Topmanagerssetstrategicgoals whichfocusonbroadissues applytothecompanyasawhole andaimtoenhancethecompany sperformance Thesegoalsencompasseightmajorareasofconcern marketstanding innovation humanresources financialresources physicalresources productivity socialresponsibilityandfinancialperformance Topmanagersalsomakelong rangeplans establishmajorpolicies andrepresentthecompanytotheoutsideworldatofficialfunctionsandfund raisers BusinessSchoolofNankaiUniversity Middlemanagersreporttothetoplevelmanagers Theydevelopplansforimplementingthebroadgoalssetbytopmanagers andtheycoordinatetheworkoffirst linemanagers Toaccomplishthis middlemanagerssettacticalobjectives whichfocusondepartmentalissuesanddefinetheresultsnecessarytoachievetheorganization sstrategicgoals Atthemiddlelevelareplantmanagers divisionmanagers branchmanagers andothersimilarpositions Text BusinessSchoolofNankaiUniversity Text Atthebottomofthemanagementpyramidarefirst linemanagers orsupervisorymanagers Thesemanagersoverseetheworkofoperatingemployees Andtheyputintoactiontheplansdevelopedathigherlevels Fist linemanagerssetoperationalobjectives whichfocusonshort termissuesanddefinetheresultsnecessarytoachieveboththetacticobjectivesandthestrategicgoals Positionsatthislevelincludesupervisor departmenthead andofficemanager BusinessSchoolofNankaiUniversity ManagerialRolesManagersperformanumberofdutiesastheycoordinatetheorganization swork Theyalsobuildanetworkofrelationshipswithbosses peers andemployees Thesedutiesandrelationshipscanbedescribedasrole orbehavioralpatterns andtheyfallintothreecategories Text BusinessSchoolofNankaiUniversity Text Interpersonalroles Managersperformceremonialobligations provideleadershiptoemployees andactasliaisontogroupsandindividualsbothinsideandoutsidethecompany suchassuppliers competitors governmentagencies consumers Special interestgroups andinterrelatedworkgroups Informationalroles Managersspendafairamountoftimegatheringinformationbyquestioningpeoplebothinsideandoutsidetheorganization Theyalsodistributeinformationtoemployees othermanagersandoutsiders BusinessSchoolofNankaiUniversity Text DecisionalRoles Managersusetheinformationtheygathertoencourageinnovation tosolveunexpectedproblemsthatthreatenorganizationalgoals suchasreactingtoaneconomiccrisis andtodecidehoworganizationalresourceswillbeusedtomeetplannedobjectives Theyalsonegotiatewithmanyindividualsandgroups includingsuppliers employees andunions Certainmanagerialrolesmaybeemphasizedmorethanothers dependingonamanager sorganizationallevel However beingabletomoveeasilybetweentheserolesisaskillthatservesmanagerswellthroughouttheircareer BusinessSchoolofNankaiUniversity Text ManagerialSkillsInadditiontosettinggoalsandassumingvariousroles managersalsoemployskillsthatfallintothreebasiccategories interpersonal technical andconceptualskills Asmanagersrisethroughthehierarchy theymayneedtostrengthentheirabilitiesinoneormoreoftheseskills fortunately managerialskillscanusuallybelearned BusinessSchoolofNankaiUniversity Text InterpersonalSkillsAlltheskillsrequiredtocommunicatewithotherpeople workeffectivelywiththem motivatethem andleadthemareinterpersonalskills Becausetheymainlygetthingsdonethroughpeople managersatalllevelsoftheorganizationuseinterpersonalskillsincountlesssituations Encouragingemployeestoworktogethertowardcommongoals interactingwithemployeesandothermanagers negotiatingwithpartnersandsuppliers developingemployeetrustandloyalty andfosteringinnovation alltheseactivitiesrequireinterpersonalskills BusinessSchoolofNankaiUniversity Text Communication orexchanginginformation isthemostimportantandpervasiveinterpersonalskillthatmanagersuse Yourabilitytocommunicateincreasesyourownproductivityaswellastheorganization s Itshapestheimpressionsyoumakeonyourcolleagues employees supervisors investors andcustomers Communicationallowsyoutoperceivetheneedsofthesestakeholders yourfirststeptowardsatisfyingthem andithelpsyourespondtothoseneeds Allbusinessesarebuiltonrelationships asMicrosoft searlyalliancewithIBMillustrates andallrelationshipsflourishwithgoodcommunication BusinessSchoolofNankaiUniversity Text TechnicalSkillsApersonwhoknowshowtooperateamachine prepareafinancialstatement programacomputer orpassafootballhastechnicalskills thatis heorshehastheknowledgeandabilitytoperformthemechanicsofaparticularjob Technicalskillsaremoreimportantatlowerorganizationlevels First linemanagersneedparticularlystrongtechnicalskillsbecausetheyworkdirectlywiththetoolsandtechniquesofaparticularspecialty suchasautomotiveassemblyorcomputerprogramming andbecausetheymanageothertechnicalemployees However managersatalllevelsuseadministrativeskills whicharethetechnicalskillsnecessarytomanageanorganization Administrativeskillsincludetheabilitytomakeschedules gatherinformation analyzedata plan andorganize Managersoftendevelopsuchskillsthrougheducationandthenimprovethembyworkinginoneormorefunctionalareasofanorganization suchasaccountingormarketing BusinessSchoolofNankaiUniversity Text ConceptualSkillsManagersneedconceptualskillstoseetheorganizationasawhole inthecontextofitsenvironment andtounderstandhowthevariouspartsinterrelate Conceptualskillsareespeciallyimportanttotopmanagers Thesemanagersarethestrategistswhodeveloptheplansthatguidetheorganizationtowarditsgoals ManagerslikeMicrosoft sBillGatesusetheirconceptu