商务英语课件 (1).ppt

IntroductiontoBusinessEnglish Chapter2Management GeneralProcessofBusinessActivity DefinitionofManagement definition1 coordinatepeopleapplicationofmanagerialfunctionsinthemostefficientmannertoaccomplishorganizationalobjectives4functions objectiveplanningoperationalorganizationtaskdirectionprocesscontrolling DefinitionofManagement definition2 allocateresourcesprocessofcoordinatingpeople otherresourcestoachievethegoalsofanorganization4typesofresources naturalresourceshumanresourcesfinancialresourcestechnologicalresources Management 2aspects management TraditionalFunctions planning organizing Text Text controlling instruction 4classicfunctions directing 4FunctionsofManagement Planningselectgoals waystoattainthem Organizingassigntask allocateresources Leadinginspire motivatestaffs ControllingMonitoractivities makecorrections Controllingmonitoractivities makecorrection FunctionsofManagement energize empower Text Text communicate coordination 4newfunctions support planandplanning Plansarenothing planningiseverything Whatdoesitmean differencebetweenplanandplanningplan arrangementinadvanceplanning continuousprocessofmakingplansHowtoachieveeffectiveplanning adapttochangebyidentifyingopportunitiesandavoidingproblemsadoptSWOTanalysisandPESTanalysis SWOTanalysis Strengths Opportunities Weakness Threats internalandexternalfactors 4TypesofPlanning Exercise variousbizplans planthatfocusesonthelong termgoals 1 planforaspecificsectionoverashorttime 2 specificshort termplantorealizeasinglegoal 3 planwhichexplainsanewbizactivity howtostart 4 5 6 planofwhattodo whoisresponsible reserveplanwhichwillonlybeusedifnecessary strategicplan tacticalplan operationalplan bizplan actionplan contingencyplan BasicLeadingStyle Exercise LeadershipStyle hie tra gro tea com ope co cre per goa ins OrganizationalStructure keywords corporategovernanceformalizationdepartmentalizationorganizationchart influencingfactors externalenvironmentcorporatestrategybusinessfield scalehumanresources elementsforconsideration managerialcentralizationvs decentralizationoperationalspecializationvs coordinationstructuraldifferentiationvs integration TypesofOrganizationalStructure simpleorganizationalstructure 1 functionalorganizationalstructure divisionalorganizationalstructure matrixorganizationalstructure 5 networkstructure Pyramidal SimpleStructure workers seniormanagement FunctionalStructure ProductDivisionStructure GeographicDivisionStructure CustomerDivisionStructure MatrixStructure NetworkStructure Aclusterofdifferentorganizationswhoseactionsarecoordinatedbycontracts agreements ManagementLevels CEO CFO COO guideandcontroloverallactivitiesdivisionmanagerimplementthecorporatestrategysupervisor teamleadercoordinate supervisetheoperation HenryMintzberg 亨利 明茨伯格 HenryMintzberg1939 加拿大管理学家 他是国际管理学界最具原创性的管理大师 对管理领域常提出打破传统及偶像迷信的独到见解 是管理者角色学派的主要代表人物 明茨伯格在组织管理学方面的主要贡献在于对管理者工作的分析 1973年 他以一本 管理工作的实质 TheNatureofManagerialWork 一举成名 该书揭示了管理者的三大类角色 人际角色 信息角色 决策角色 仔细考察了管理者的工作及其对组织的巨大作用 并就如何提高管理效率为管理者提供了建议 在2000年管理科学年会上 明茨伯格因对管理学的贡献而获 杰出学者 奖 10RolesofManagers 3TypesofManagementSkills 美国学者 RobertL Katz 高效管理者的三项技能 1955 TermstoRemember managementfunctions管理职能 p38 customerneeds客户需求 p40 strategicobjective战略目标 p41 contingencyplanning应急计划 p41 autocraticleadership专制