新编研究生综合英语教程UNIT7(潘海英)

新编研究生综合英语教程AdvancedEnglishforGraduateStudents GeneralSkills AcademicLiteracy UnitSevenManagement TextALeadershipStrategy JackWelchorNapoleonBonaparte Strategyisaboutdetailedplanning abattleofwitsbetweentheleader managerandwhateverforcesheorsheispittedagainst Evenrelativelysimplebusinessinitiativesrequirestrategicthinking theneedtoactinawaythatmovesyouclosertothefinalgoal ratherthaninawaythatmerelysolvestheimmediateproblem Leadershipistheartandscienceofgettingthingsdonethroughpeople Agreatleaderdecidesthedirectionofeffortsandthelifeordeathofacompanyoranation ThroughtheanalysisofstrategiesemployedbyJackWelch Overview thefirstCEOoftheworldandNapoleonBonaparte oneofthegreateststrategicthinkersofhistory theauthorshowsusthesignificantrolestrategyplaysinbusinessesandbattlesandstressesthefactthatifthegrandstrategyisright thenpotentialvictoryisstillinthedetail butwithoutbrilliantconceptionandflawlessplanning theminorstrategiesthatyouemployinpursuitoftheoverallgoalwillfail BackgroundInformationPre readingQuestionsTextALeadershipStrategy JackWelchorNapoleonBonaparte VocabularyExercises TextALeadershipStrategy JackWelchorNapoleonBonaparte BackgroundInformation TextALeadershipStrategy JackWelchorNapoleonBonaparte VWriting Exercises IVTranslation JonathanGiffordisalecturerofEuropeanCommunicationsSchool authorofMarshallCavendishBusiness Background 1 Informationabouttheauthor Background 2 InformationaboutJackWelch 1935 Americanbusinessexecutive authorandchemicalengineer HewaschairmanandCEOofGeneralElectricbetween1981and2001 DuringhistenureatGE thecompany svalueroseby4000 In2006 Welch snetworthwasestimatedat 720million WhenheretiredfromGEhetookaseverancepaymentof 417million thelargestsuchpaymentinhistory Background 3 InformationaboutNapoleonBonaparte 1769 1821 NapoleonBonapartewasaFrenchmilitaryandpoliticalleaderwhorosetoprominenceduringthelatterstagesoftheFrenchRevolutionanditsassociatedwarsinEurope AsNapoleonI hewasEmperorofFrancefrom1804to1814 heimplementedawidearrayofliberalreformsacrossEurope includingtheabolitionoffeudalismandthespreadofreligioustoleration HislegalcodeinFrance theNapoleonicCode influencednumerouscivillawjurisdictionsworldwide Background 3 InformationaboutNapoleonBonaparte 1769 1821 NapoleonisrememberedforhisroleinleadingFranceagainstaseriesofcoalitionsintheNapoleonicWars HewonthemajorityofhisbattlesandseizedcontrolofmostofcontinentalEuropeinaquestforpersonalpowerandtospreadtheidealsoftheFrenchRevolution Widelyregardedasoneofthegreatestcommandersinhistory hiscampaignsarestudiedatmilitaryacademiesworldwide Heremainsoneofthemoststudiedpoliticalandmilitaryleadersinallofhistory Q1 Howdoyouunderstandmanagementandstrategy Q2 Whatgreatleaderscanyouthinkofinthefieldsofbusiness politics themilitary etc Andwhatcharacteristicsorpersonalqualitiesmakeagoodleader Q3 Doyouthinkthereareanycommoncharacteristicsbetweenbusinessesandbattles Q4 Canyouciteanyexamplesofstrategyusedinpractice Pre readingQuestions Management Managementistheutilizationofhuman physical andfinancialresourcestoachieveorganizationalgoals AccordingtothemanagementguruPeterDrucker 1909 2005 thebasictaskofmanagementincludesbothmarketingandinnovation Practiceofmodernmanagementoriginatesfromthe16thcenturystudyoflow efficiencyandfailuresofcertainenterprises conductedbytheEnglishstatesmanSirThomasMore 1478 1535 Managementconsistsoftheinterlockingfunctionsofcreatingcorporatepolicyandorganizing planning controlling anddirectinganorganization sresourcesinordertoachievetheobjectivesofthatpolicy Themajorbranchesofmanagementarefinancialmanagement marketingmanagement humanresourcemanagement strategicmanagement productionmanagement operationsmanagement servicemanagementandinformationtechnologymanagement Managersarethepeoplewhoconducttheseprocesses Managementfocusesontheresultsofteamworkratherthanindividualefforts Itisthejobofthemanagertocoordinatetheworkofothersandisheldaccountablefortheirwork Thefivemainjobsofmanagersareplanning organizingandstaffing leadingandmotivatingtheorganization coordinationthroughcommunicationofobjectivesandplans andassessingandmeasuringtheworkofemployees Effectivemanagersshouldrelyonfourtypesofskills conceptualskills interpersonalskills technicalskillsanddecision makingskills Part2 TA1 s Themostimportantqualitiesforbeingasuccessfulmanager Conceptualskills abilitytounderstandtherelationshipamongvarioustasksofanorganizationInterpersonalskills abilitytocommunicatewithcustomersandemployees tomotivateandinfluencetheactionsandproductivityoftheemployeesTechnicalskills abilityusedtoperformspecificday to daytasksDecision makingskills abilityforusingexistinginformationtodeterminehowanorganizations resourcesshouldbeallocated Strategy Modernbusinessstrategyemergedasafieldofstudyandpracticeinthe1960s AlfredChandlerwrotein1962that Strategyisthedeterminationofthebasiclong termgoalsofanenterprise andtheadoptionofcoursesofactionandtheallocationofresourcesnecessaryforcarryingoutthesegoals MichaelPorterdefinedstrategyin1980asthe broadformulaforhowabusinessisgoingtocompete whatitsgoalsshouldbe andwhatpolicieswillbeneededtocarryoutthosegoals andthe binationoftheends goals forwhichthefirmisstrivingandthemeans policies bywhichitisseekingtogetthere Inbusiness strategyisthepathbywhichyoucreatesustainablecompetitiveadvantageoveryourcompetitors Itislong termandisconcernedwiththetypeofdecisionsthatrequiresubstantialinvestmentoftime resourcesandcapital decisionsthatwillhaveanimpactfarintothefuture Itisimportantintermsofbeingabletoalignthedifferentelementsofabusinesstogetherandmakesurethatallofthepeopleintheorganizationclearlyunderstandwherethecompanyisgoingandwhat srequiredinordertogetthereaswellaswhatroletheywillplayinexecutingthecompany soverallsuccessfulstrategy Inotherwords strategyisabout Whereisthebusinesstryingtogettointhelong term direction Whichmarketsshouldabusinesscompeteinandwhatkindofactivitiesareinvolvedinsuchmarkets scope Howcanthebusinessperformbetterthanthecompetitioninthosemarkets advantage Whatresources skills assets finance relationship technicalcompetence andfacilities arerequiredinordertobeablecompete resources Whatexternal environmentalfactorsaffectthebusinesses abilitytocompete environment Whatarethevaluesandexpectationsofthosewhohavepowerinandaroundthebusiness stakeholders Strategy Inmilitarytheory strategyis theutilizationduringbothpeaceandwar ofallofthenation sforces throughlargescale long rangeplanninganddevelopment toensuresecurityandvictory RandomHouseDictionaryThefatherofWesternmodernstrategicstudy CarlvonClausewitz definedmilitarystrategyas theemploymentofbattlestogaintheendofwar B H LiddellHart sdefinitionputlessemphasisonbattles definingstrategyas theartofdistributingandapplyingmilitarymeanstofulfilltheendsofpolicy U S NavalWarCollegeinstructorAndrewWilsondefinedstrategyasthe processbywhichpoliticalpurposeistranslatedintomilitaryaction Easternmilitaryphilosophydatesbackmuchfurther withexamplessuchastheTheArtofWarbySunTzudatedaround500B C Q2 Whatgreatleaderscanyouthinkofinthefieldsofbusiness politics themilitary etc Andwhatcharacteristicsorpersonalqualitiesmakeagoodleader Open PLANNINGAmanagerwantstoreachsomegoals Whenhewantstosucceedheneedsacertainplanfortheshorttimebutmoreimportantforthelongterm Aplanconsistingofinvestmentscanbeusefulforthelongterm Maybetheseinvestmentswillhaveanegativeimpactontheprofitofthecompanythefirstyearsbutwillresultinahigherprofitandariseintheturnover 1 Mostimportantqualitiesofasuccessfulmanager Part2 TA Topic relatedinformation1 AGOODTEACHERAmanagerneedsagoodteam Themanagerknowswhichgoalsneedtobereached Communicationwithyourteamisimportant Teachyouremployeeswhattheirtasksareandtheirresponsibilitiesandgivethemachancetosharetheirideastoworkinthemostefficientway Givingcommandsinarespectfulwayisthekeytosuccess AGOODLISTENERWorkingwithateammeansthatyouneedtounderstandtheattitudesofyouremployees Trytounderstandtheirmotivationsandincaseofproblemstrytofindsolutionstotheirproblems Agoodlistenerisalwayssomeonewhohasanopenmindforsuggestionsofemployeesofhisteam Incaseoneormoreofyour Part2 TA Topic relatedinformation2 employeesdisagreewithyourdecision itisimportantthatyoucanlistentothemandcometoanacceptablecompromise Managersneedtotreathisorheremployeesequalregardlessoftherace religion age sexoranyotherfactor DELEGATIONAmanageristheleaderofacompanyandisresponsibleforalltheworkwhichwillhappeninthecompany Amanagerneedstodelegatesometaskstohisemployeesbuthecan tgiveawaytheultimateresponsibility Hewillbuildastaffteamwithdifferentresponsibilitiesandthesestaffmembersneedtocareforthefinalresultoftheirtasks Communicationisimportantandwhenthetasksaredonethereistheneedforconversationanddiscussion From Part2 TA Topic relatedinformation3 Generally abattleisaconceptualcomponentinthehierarchyofcombatinwarfarebetweentwoormorearmedforces orcombatants Awarsometimesconsistsofmanybattles Battlesgenerallyarewelldefinedinduration area andforcecommitment Bothareguidedbystrategyinwhichresourcesshouldbeutilizedfortheultimategoalinthefuture Q3 Doyouthinkthereareanycommoncharacteristicsbetweenbusinessesandbattles Coca ColaoriginallyenteredChinain1927 butleftin1949 in1979 itreturnedwithashipmentof30 000casesfromHongKong Since1990ithasbeenmakingprofitsinChinaandithadamarketshareofover50percentshareoftheChinesebeveragesmarketin2002 howdidCokeachievethissuccessinChina Coke stopmanagersandindustryobservers too believethatitisthecompany swinningapproachof Thinklocal actlocal thathasenabledittocapturemarketsoutsideoftheUnitedStates Cokeencourageslocalmanagerstodevelopstrategiesthatarebestsuitedfortheirareas andregionalofficeshavethefreedomtoapprovelocalinitiatives Fromtheverybeginning Coke sstrategyforre entryintotheChinesemarkethasbeenbasedonlocalizationoftheentireCoca Colasystem Inordertoachievethis CokehadtoworkcloselywithChinesestate ownedenterprisesanddevelopstrongrelationshipswiththeChinesestate ownedenterprisesanddevelopstrongrelationshipswiththeChinesegovernment ItbroughtitstechnologyandequipmenttoChinaandbuiltbottlingplants whichitthenhandedownertotheChinese government Eventhoughinitiallyithadtoimportcertaininputsfortheproductionprocess CokeeventuallysourcedthemfromChinesecompanies ThisstrategyoflocalizationoftheCoca ColasysteminChinaprovedtobeasuccessandChinagrewtobeitssecondlargestmarketinAsiain2003 intermsofvolume CokehasenjoyedgreatsuccessinChinaandintheAsianmarketsonthewhole Accordingtothe2003annualreport Coke sAsianoperatingsegmentsboostedinrevenueswhengrowthinitsUSmarketwasslowingdown source Q4 Canyouciteanyexamplesofstrategyusedinpractice 1 Severalleadingmodernbusinessleadersseem surprisingly todownplaytheimportanceofstrategy Youcanmaketoomuchfussaboutstrategy theyimply youhaveafewclearoptions justchooseoneandgetonwithit isitreallythatsimple TextALeadershipStrategy JackWelchorNapoleonBonaparte 一些领先的现代企业领导人似乎 奇怪的是 淡化战略的重要性 你可以对策略太过计较 他们暗示 你有几个明确的选择 只需选择一个 并应对它就可以了 难道真的那么简单吗 JonathanGifford 2 Strategyisstraightforward justpickageneraldirectionandimplementlikehell JackWelch forexample thechairmanandCEOoftheUSA sGeneralElectricCompany themanwhogrowthecompanyfromamarketcapitalizationof 27billiontoa 140billion makingGEthelargestandmostvaluablecompanyintheworld hemustknowathingortwoaboutstrategy Buthere swhathesays Inreallife strategyisactuallyverystraightforward Youpickageneraldirectionandyouimplementlikehell 2 策略很简单 只需选择一个大方向 然后拼命地实施 例如 美国的通用电气公司董事长兼首席执行官杰克 韦尔奇 把市场资本增长从270亿美元升到1400亿美元 使得GE成为世界上的最大和最有价值的公司 他必须对战略略知一二 但这是他说的 在现实生活中 战略其实很直截了当 你选择一个大方向 然后拼命地实现它 OrAllanleighton themanwhowasrecruitedbyArchieNormantohelprescuetheUK sailingAsdasupermarketchain andwentontobuildthecompanyintooneofBritain smostsuccessfulretailers Strategyisimportant saysLeighton butitisacompass notaroadmap Ittellsyouinwhichdirectionyouareheading buttheimportantbitishowyougetthere 或者阿伦 雷特顿 被阿奇诺曼所聘用 以帮助拯救英国疲弱的阿斯达连锁超市 并继续将公司建设成英国最成功的零售商之一的人是这样看待战略的 战略是非常重要的 他说 但它是一个指南针 而不是一个地图 它会告诉你 你正朝着哪个方向前进 但重要的一点是你如何到达那里 OrLouisGerstner themanwhorescuedIBMinthe1990 swhenthestrugglingmainframesupplierwasabouttobedrivenintoextinctionbythenew smallerandmoreagilepersonalcomputermanufacturers Itisextremelydifficulttodevelopauniquestrategyforacompany andifthestrategyistrulydifferent itisprobablyhighlyrisky Executionreallyisthecriticalpartofasuccessfulstrategy Gettingitdone gettingitdoneright gettingitdonebetterthanthenextpersonisfarmoreimportantthandreamingupnewvisionsofthefuture 或者路易斯 格斯特纳 在1990年的时候挽救IBM 当时这个苦苦挣扎的主机供应商即将被新的 更小的 更灵活的个人电脑制造商所淘汰 他眼中的战略是 对一个公司来说发展一个独一无二的战略是极其困难的 如果战略是真的不同 那么它可能是极其危险的 执行确实是一个成功的战略的重要组成部分 做完它 做对它 做得比别人好远比憧憬未来更重要 3 Sostrategyissimple Andhavinganingeniousnewstrategyislessimportantthancarryingitoutsuccessfully Infactitmightbedangerous Itthatright Let slookatonelastquotefromMr Welch WhenIbecameCEOin1981 welaunchedahighlypublicizedinitiative benumberoneornumbertwoineverymarket andfix sellorclosetogetthere Thiswasnotourstrategy althoughI veoftenhearditdescribedthatway 3 因此策略很简单 具有独创性的新战略没有成功地实现它重要 事实上 这可能是危险的 是这样吗 让我们来看看韦尔奇说过的一句话 当我在1981年成为首席执行官 GE 的时候 我们推出了广为宣传的口号 在每一个市场成为头号或排名第二 为达目的不惜整顿 出售或关闭 这不是我们的战略 虽然我常常听到有人那么说 Itwasagalvanisingmantratodescribehowweweregoingtodobusinessgoingforward Ourstrategywasmuchmoredirectional GEwasgoingtomoveawayfrombusinessesthatwerebeingcommoditizedtowardbusinessesthatmanufacturedhigh valuetechnologyproductsorsoldservicesinsteadofthings 这是一个激励人心的口头禅来形容我们的业务应该向什么方向发展 我们的策略不仅仅是方向性的 通用电气公司打算从生产商品化产品转向生产高附加值的科技产品或出售服务替代出售产品 Grandstrategyversusstrategy4 IwouldarguethattheseCEO sbluechipcorporationsaretakingaslightlyOlympianviewoftheconceptof strategy Let scallwhatheyaretalkingabout grandstrategy astrategy butintheoverarchingsense liketheAmericancarindustrysayingthattheyaregoingtomoveoutgas guzzlersandintosmaller morefuel efficientmodels 大战略与策略4 我认为 这些CEO的蓝筹公司都对战略概念采取了稍微涵盖一切的观点 让我们把他们所谈论的 大战略 称为一个战略 但这是在总体意义上来说的 就像美国汽车业说 他们会从高耗油车辆转型到更小 更省油的车型 AndperhapsthisiswhereAllanleightonandLouisGerstnerwerecomingfromintheirearlierquotes Itwassimple Leightonmightsay Asdahadalwaysbeenaboutvalue OrGerstnermightsay Itwassimple WehadtogetIBMbacktothinkingaboutcustomerservice Maybe forachiefexecutive that sstrategy andrightlyso ButIcan tagreewithWelchwhenhesaysthat Benumberineverymarket andfix sellorclosetogetthere wasnotastrategy 也许这就是阿伦 雷特顿和路易 斯格斯特纳先前所说的 这很简单 雷特顿可能会说 阿斯达一直与价值有关 格斯特纳可能会说 这很简单 我们必须让IBM回到考虑客户服务上面来 也许 对于一个首席执行官来说 这就是战略 的确如此 但我不同意韦尔奇的 在每一个市场成为世界第一或排名第二 为达目的不惜整顿 出售或关闭 不是一个战略的观点 Itwas inmyhumbleopinion averyclearbusinessstrategy oneofthemanystrategiesthatWelchmusthaveemployedinpursuitofhisgrandstrategy tomoveoutofcommodities AndIalsodon tbelieve asLeightonandGerstnerappeartobelieve that lowlevel strategyissimpleoreasilychosen evenoncethegrandstrategyisclear orthatitisdifficulttodevisearadicallynewstrategy 依我的愚见 那是很清晰的商业策略 是韦尔奇在追求他的大战略 离开商品制造业时必定采用的许多战略之一 而且我也不赞同这种说法 雷特顿和格斯特纳似乎相信 一旦大战略是明确的 那么 低层次 的策略是很简单或容易选择的 或者说是很难设计出一种全新的战略 Abattleofwits5 Strategyisaboutdetailedplanning abattleofwitsbetweentheleader managerandwhateverforcesheorsheispittedagainst Evenrelativelysimplebusinessinitiativesrequire strategic thinking theneedtoactinawaythatmovesyouclosertothefinalgoal ratherthaninawaythatmerelysolvestheimmediateproblem 智慧的战役5 战略是关于详细规划 是一场领导者 管理者和任何他或她反抗的势力之间的智慧战役 即使是相对简单的业务计划也需要 战略 思维 需要你以更接近最终的目标的方法行动 而不是以只是解决了眼前的问题的方式行事 6 NapoleonBonapartewas inmyopinion oneofthegreateststrategicthinkersofhistory abrilliantplannerandamasterfullogistician Inacareerstuddedwithbrilliantvictories Napoleon smostoverwhelmingstrategicvictorywasperhapshiscampaignof1805 whenhemadeapreemptivestrikeagainstthearmiesofAustriaandRussianwhowerecombiningforcestoinvadeFrance 6 拿破仑 波拿巴 在我看来 是历史上最伟大的战略思想家 杰出的策划者和高超的军需师之一 在满是辉煌的胜利的职业生涯中 拿破仑的最压倒性的战略胜利也许是他1805年的战役 当时他对奥地利和俄罗斯联合入侵法国的军队进行了先发制人的打击 Hedispatched210 000troopsfromnorthernFrancetotheDanube collecting25 000Bavarianalliesalongtheway anunprecedentednumberofmentravellingmorethantwohundredmilesintheremarkablyshorttimeofthirteendays NapoleonsurprisedtheAustrianswithboththespeedanddirectionofhisattack cuttingthemoffinthefortresscityofUlmontheupperreachesoftheDanube TheAustrianGeneralMackwasforcedtosurrenderhis30 000menwithoutanysignificantbattlehavingbeenfought 他派出210 000军队从法国北部到多瑙河 沿途汇集25 000巴伐利亚盟友 以空前数量在十三天非常短的时间行驶两百多英里 拿破仑以他的攻击的速度和方向震惊了奥地利人 在多瑙河上游的要塞城市乌尔姆切断他们 奥地利将军马克在没有任何显著战斗的情况下被迫带着30000人投降 拿破仑的浮躁的骑兵指挥官则无法执行拿破仑以类似的方式包围俄国军队的计划从而使拿破仑处于一个非常暴露的位置 即使他的骑兵指挥官确实取得了占领奥地利首都维也纳的纪念性胜利 法国军队在八周的征战后非常疲惫 其通信线路也延伸太长 Napoleon simpetuouscommanderofcavalrythenfailedtoexecuteNapoleon splantoencircletheRussianarmyinasimilarway leavingNapoleoninaveryexposedposition eventhoughhiscavalrycommanderdidachievethetrophyvictoryofoccupyingVienna theAustriancapital Frenchtroopsweretiredaftereightweeksofcampaigning theirlinesofcommunicationwereverystretched 俄国人会合了奥地利军队的残部 他们的联合部队现在人数达到90 000人 拿破仑进退两难 他做了一个重要的战略决策 攻击 从明显的弱点位置 他向敌人进军 引诱他们进入决战 这是他最好的成功的的希望 奥斯特利茨战役 在现在的捷克共和国 TheRussianshadmetwiththeremnantsoftheAustrianArmyintheinteriorandtheircombinedforcesnownumberedsome90 000men Napoleonwasexposedbetweenarockandahardplace Hemadeakeystrategicdecision attack Fromapositionofapparentweakness hemarchedtowardstheenemy luringthemintothedecisivebattlethatwashisbesthopeofsuccess thebattleofAusterlitz inwhatinnowtheCzechRepublic 7NapoleonmarchednorthfromViennawithonly53 000troops TheAllieswatchedastheFrencharmyseemedtowalkintoatrap Onthedayofthebattle Napoleonsprungatrapwithinatrap Havingmadeagreatshowofrelinquishingthekeyhighgroundofthechosenbattlefield inaapparentconfusion beforetheactionbegan heallowedtheRussianandAustrianAlliestoseizethiscommandingposition HethendisposedofhistroopsinawaythatencouragedtheAlliestoattackhisapparentlyvulnerablerightwing AstheAlliespouredtroopsoffthehighgroundinthecentertoattackthiswing theFrenchattackedwithreinforcementswhohadarrivedbyforcedmarchfromVienna asplanned ontheveryeveofthebattle 7 拿破仑的只有53 000人的部队从维也纳向北部前进 盟军看着法军仿佛走进一个陷阱 在战斗的这一天 拿破仑在陷阱中拿出了王牌 让人很困惑的是 在行动开始前 法军故意做出放弃了选择战场的关键制高点的样子 他让俄罗斯和奥地利的盟友占领了这一制高点 然后 他以鼓励盟军攻击他显然是脆弱的右翼方式部署他的部队 当盟军海啸般从高地攻击法军的右翼部队时 法国和它的增援部队开始还击 这支增援部队是按计划在战斗的前夕从维也纳急行军抵达的 Aheavyfogfilledthevalleybeneaththeheights concealingthetroopsthatNapoleonwasgatheringathis