商务英语入门第四章_外教社修订版PPT幻灯片课件

高等学校英语拓展系列教程 主编 任书梅王璐 副主编 曹颖 外语教学与研究出版社 1 Chapter4 管理 Management 2 LectureOutline WhatIsManagement 什么是管理 OrganizationalStructure组织结构 ManagementLevels管理层次 ManagerialRoles经理人角色 ManagementSkills管理技能 Lead inactivities导入活动 3 Lead inactivities Aneffectiveexecutiveisindispensabletothegrowthofcorporation Canyounamesomefamousentrepreneurs Identifyeffectivemanagerialqualities 4 Lead inactivities Doyouhavewhatittakestobeagoodentrepreneur Isitsomethingthatyoucouldlearnorrathersomethingthatisinnate 天生的 5 Lead inactivities QualitiesofaGoodEntrepreneurs AdditionalInfo 6 Whatismanagement Managementcanbedefinedastheapplicationofplanning organizing directing andcontrollingfunctionsinthemostefficientmannerpossibletoaccomplishmeaningfulorganizationalobjectives Thethememanagementisthatacentralpersonmust byusingsuchskillsasdecisionmaking communicationandobjectivesetting coordinatetheworkactivitiesofotherstoachieveorganizationalobjectives 7 Whatismanagement 8 Planning Planningmeansdefininggoalsforfutureorganizationalperformanceanddecidingonthetasksanduseofresourcesneededtoattainthem Planningisataskthateachmanagermustdoeveryday Itisacontinuousprocess Planningisbasicallymental Itrequiresthinkingthingsthroughlogically Whatismanagement 9 Planning Planningdecideswhatneedstohappeninthefuture today nextweek nextmonth nextyear overthenext5years etc andgeneratingplansforaction Whattodo Whatismanagement 10 Planning Planninganswersseveralfundamentalquestionsformanagers Whatisthesituationnow Whatisthestateoftheeconomyandotherenvironments Whatopportunitiesexistformeetingpeople sneeds Whatproductsandcustomersaremostprofitable Whydopeoplebuy ornotbuy ourproducts Whoareourmajorcompetitors Whatthreatsaretheytoourbusiness Whatismanagement 11 Planning TheSWOTanalysisisanextremelyusefultoolforunderstandinganddecision makingforallsortsofsituationsinbusinessandorganizations SWOTstandsforstrengths weaknesses opportunities andthreats Whatismanagement 12 Planning Planninganswersseveralfundamentalquestionsformanagers Wheredowewanttogo Howmuchgrowthdowewant Whatisourprofitgoal Whatareoursocialobjectives Whatareourpersonaldevelopmentobjectives Whatismanagement 13 Planning Planninganswersseveralfundamentalquestionsformanagers Howcanwegettherefromhere Thisisthemostimportantpartofplanning Ittakesfourforms Whatismanagement 14 Planning Strategic long range planning 战略规划 长期规划 Itdeterminesthemajorgoalsoftheorganizationaswellasthepolicies procedures andstrategiesforobtainingandusingresourcestoachievethosegoals Tactical short range planning 战术规划 短期规划 Itistheprocessofdevelopingdetailed short termstrategiesaboutwhatistobedone whoistodoit andhowitistobedone Whatismanagement 15 Planning Operationalplanning 运营规划 Itistheprocessofsettingworkstandardsandschedulesnecessarytoimplementthetacticalobjectives Contingencyplanning 应急计划 Itistheprocessofpreparingalternativecoursesofactionthatmaybeusediftheprimaryplansdon tachievetheorganization sobjectives Whatismanagement 16 Organizing Organizinginvolvestheassignmentoftasks thegroupingoftasksintodepartments andtheallocationofresourcestodepartments Organizing Implementation makesoptimumuseoftheresourcesrequiredtoenablethesuccessfulcarryingoutofplans Thinking Howtoorganizeyourhome Whatismanagement 17 Directing Directingistheuseofinfluencetomotivateemployeestoachieveorganizationalgoals Directinginvolvesmotivatingentiredepartmentsanddivisionsaswellasthoseindividualsworkingimmediatelywiththemanager Whatismanagement 18 Directing Twodirectingstyles Autocraticleadership 专制型领导 Itmeansprovidingsubordinateswithdetailedjobinstructions Democraticleadership 民主型领导 Themanagerconsultswithsubordinatesaboutjobactivities problems andcorrectiveactions Whatismanagement 19 Directing Whatismanagement 20 Directing Whatismanagement Differencesbetweenthetwodirectingstyles Autocraticleadership 专制型领导 QuickDecisionsItworksbestinsituationswhererapiddecisionsareoftenessential suchasinthemilitaryorlawenforcement PoorDecisionsSalientpointsorevendifferentapproachestoaproblemwillbeoverlooked AdditionalInfo 21 Directing Whatismanagement Differencesbetweenthetwodirectingstyles Democraticleadership 民主型领导 ComfortableWorkEnvironmentAworkerwhoisconsultedabouthisorheropinionsbytheemployersbeforedecisionsaremadewillfeelmoreapartofthecompany DependencyEmployeeshavelittleopportunitytodevelopleadershipabilitiesthemselves AdditionalInfo 22 Questionsfordiscussion Whatkindofleaderdoyouprefer Whatismanagement 23 Controlling Controllinginvolvesverifying 核实 thatactualperformancematchestheplan Thecoreideaofcontrollingistomodifybehaviorandperformancewhendeviations 背离 fromplansarediscovered Whatismanagement 24 Controlling Planning organizing directingaretheinitialstepsforgettingthejobdone Controllingisconcernedwithmakingcertainthatplansarecorrectlyimplemented Whatismanagement 25 Controlling Whatismanagement Fivebasicstepsoftheprocessofcontrol Setclearstandardsfortime quality quantity andsoon Monitorandrecordactualperformance results Compareresultsagainstplansandstandards Communicateresultsanddeviationstotheemployeesinvolved Takecorrectiveactionwhenneeded 26 Controlling Thecontrolsystem sweakestlinktendstobethesettingofstandards Tomeasureresultsagainststandards thestandardsmustbespecific attainableandmeasurable Whatismanagement 27 QuestionsforDiscussion WhatdidDwightEisenhowermeanwhenhestated Plansarenothing planningiseverything Whatisthedifferencebetweenstrategic tactical andcontingencyplanning Whatisityourstrategicplanandtacticalplan Giveabriefpresentationonhowyouusethefourfunctionstomanageyourcollege ordaily life Whatismanagement 28 QuestionsforDiscussion Explainthedifferencesbetweenautocraticanddemocraticleadershipstyles Whatstyledoyouprefer Whatsimilaritiesdoyouseeamongthefourmanagementfunctionsofplanning organizing leading andcontrolling Doyouthinkthesefunctionsarerelated thatis isamanagerwhoperformswellinonefunctionlikelytoperformwellintheothers Whatismanagement 29 Organizationalstructureistheformaldecision makingframeworkbywhichjobtasksaredivided grouped andcoordinated Organizationalstructureallowstheexpressedallocationofresponsibilitiesfordifferentfunctionsandprocessestodifferententities Ordinarydescriptionofsuchentitiesisasbranch site department workgroupsandsinglepeople OrganizationalStructure 30 Formalizationisanimportantaspectofstructure Itistheextenttowhichtheunitsoftheorganizationareexplicitlydefinedanditspolicies procedures andgoalsareclearlystated Itistheofficialorganizationalstructureconceivedandbuiltbytopmanagement OrganizationalStructure 31 Departmentalization Itisthebasisonwhichworkorindividualsaregroupedintomanageableunits Therearefivetraditionalmethodsforgroupingworkactivities OrganizationalStructure 32 OrganizationalStructure 33 Departmentalizationbyfunction Departmentalizationbyfunctionorganizesbythefunctionstobeperformed Theadvantageisobtainingefficienciesfromconsolidatingsimilarspecialtiesandpeoplewithcommonskills knowledgeandorientationstogetherincommonunits OrganizationalStructure 34 Departmentalizationbyproduct Departmentalizationbyproductassemblesallfunctionsneededtomakeandmarketaparticularproductandplacedunderoneexecutive Majordepartmentstoresarestructuredashomeaccessories appliances women sclothing men sclothing andchildren sclothing OrganizationalStructure 35 Departmentalizationbygeographicalregions Departmentalizationbygeographicalregionsgroupsjobsonthebasisofterritoryorgeography DepartmentalizedbyregionssuchasNortheast Southeast Midwest Southwest andNorthwest OrganizationalStructure 36 OrganizationalStructure Departmentalizationbyprocess Departmentalizationbyprocessgroupsjobsonthebasisofproductorcustomerflow Eachprocessrequiresparticularskillsandoffersabasisforhomogeneouscategorizationofworkactivities 37 Departmentalizationbycustomer Departmentalizationbycustomergroupsjobsonthebasisofacommonsetofneedsorproblemsofspecificcustomers Acurrentdepartmentalizationtrendistostructureworkaccordingtocustomers usingcross functionalteams OrganizationalStructure 38 QuestionsforDiscussion Whatisorganizationalstructure Howcananorganizationstructureitselfefficiently Thereareavarietyofmethodsofdepartmentalizationinstructuringacompany Drawanappropriatestructureforeachofthefollowingcompanies anddiscusswithyourpartneriftherearealternatives Apublisher Acomputercompany Aleathermanufacture Apharmaceuticalcompany OrganizationalStructure 39 QuestionsforDiscussion Whataretheadvantagesoffunctionaldepartmentalization Take ahospital forexample Howisitorganized Drawitsorganizationalstructure Differentorganizationsusedifferenttypesofstructure Giveanexampleofanorganizationofthistypeofstructure OrganizationalStructure 40 ManagementLevels Asenterprisesgrowfromanownertoagrouptoacorporation anumberofmanageriallevelsofmanagement toplevel middlelevelandfirstlevel areusuallyportrayedasamanagerialhierarchy 管理层 Theextenttowhichmanagersperformthefunctionsofmanagement planning organizing directing andcontrolling variesbylevelinthemanagementhierarchy 41 ManagementLevels 42 Top LevelManagers ResponsibilitiesofTop LevelManagers settingorganizationalgoals definingstrategiesforachievingthem monitoringandinterpretingtheexternalenvironment makingdecisionsthataffecttheentireorganization lookingtothelong termfuture ManagementLevels 43 Top LevelManagers ResponsibilitiesofTop LevelManagers concerningthemselveswithgeneralenvironmentaltrendsandtheorganization soverallsuccess communicatingasharedvisionfortheorganization shapingcorporateculture nurturinganentrepreneurialspiritthatcanhelpthecompanykeeppacewithrapidchange ManagementLevels 44 Middle LevelManagers ResponsibilitiesofMiddle LevelManagers receivingthebroadoverallstrategies missions andobjectivesfromtop levelmanagersand translatingthemintospecificactionprograms implementingthebroadorganizationalplansconcernedwiththenearfutureexpectedtoestablishgoodrelationshipswithpeersaroundtheorganization encouragingteamwork resolvingconflicts ManagementLevels 45 First LevelManagers ManagementLevels ResponsibilitiesofFirst LevelManagers directingandcontrollingtheworkofemployeesinordertoachievetheteamgoalsmotivatingemployeestoperformsatisfactorilytranslatingoverallcorporategoalsintoactionplans Thismanagementlevel supervisorylevel isthelinkbetweenmanagersandnon managers Organizationalobjectiveseventuallymeetthetestofrealityatthislevel 46 Middle LevelManagers ManagementLevels Theyimplementstopmanagementgoals Top LevelManagers First LevelManagers Theirtimeisallocatedtothefunctionsofdirectingandcontrolling Supervisorsdirecttheactualworkoftheorganizationattheoperatinglevel Theyspendmostoftheirtimeonthefunctionsoflong rangeplanningandorganizing Topmanagementisaccountablefortheoverallmanagementoftheorganization 47 ManagementLevels 48 KeystoneintheOrganization Withoutthekeystone supervisor thearch organization collapses Thekeystoneisthecentraltopmoststoneofanarch Thekeystonesupervisoristhemainconnectorjoiningmanagementandemployeesmakingitpossibleforeachtoperformeffectively ManagementLevels 49 QuestionsforDiscussion Drawthechartofyouruniversityorcollegedepictingjobtitles linesofauthority Thenanswerthefollowingquestions Whatarethelevelsofmanagementdepictedinthechartofyouruniversityorcollege Whatisthetopexecutivecalled Whatarethemiddlelevelexecutivescalled ManagementLevels 50 QuestionsforDiscussion Whatarethefirstlevelexecutivescalled Whatischallengingaboutbeingamiddlelevelexecutive Trytolocatesuchanexecutiveandaskhimorherthisquestion ManagementLevels 51 ManagerialRoles 52 InterpersonalRoles Inthefigureheadrole themanagerhandlesceremonialandsymbolicactivitiesforthedepartmentororganization Intheliaisonrole themanagerinteractswithpeersandpeopleinsideandoutsidetheorganization Theleaderroleencompasses 围绕 relationshipswithsubordinates includingmotivation communication andinfluence ManagerialRoles 53 InformationalRoles Inthemonitorrole themanagerreceivesandcollectsinformationfrommanysources Intheroleofdisseminator themanagertransmitsspecialinformationintotheorganization Intheroleofspokesperson themanagerdisseminatestheorganization sinformationintoitsenvironment ManagerialRoles 54 DecisionalRoles Intheentrepreneurrole themanagerinitiateschange Inthedisturbancehandlerrole themanagerresolvesconflictsamongsubordinatesorbetweenthemanger sdepartmentandotherdepartments ManagerialRoles 55 DecisionalRoles Theresourceallocatorrolepertainstodecisionsabouthowtoallocatepeople time equipment budget andotherresourcestoattaindesiredoutcomes Inthenegotiatorrole themanagernegotiatesonbehalfoftheorganization ManagerialRoles 56 QuestionsforDiscussion Whatarethetenrolesthatamanagerisexpectedtoserve Whatroledoyouthinkthemonitorinyourclassshouldsetforthestudents ManagerialRoles 57 ManagementSkills Managementskillistheabilitytouseknowledge behaviors andaptitudestoperformatask Skillsarelearnedanddevelopedwithexperience training andpractice 58 Conceptualskill ManagementSkills Conceptualskillisthecognitiveabilitytoseetheorganizationasawholeandtherelationshipamongitsparts Conceptualskillinvolves themanager sthinking informationprocessing andplanningabilitiesknowingwhereone sdepartmentfitsintothetotalorganizationandhowtheorganizationfitsintotheindustry thecommunity andthebroaderbusinessandsocialenvironment 59 Humanrelationskill ManagementSkills Humanrelationskillisthemanager sabilitytoworkwithandthroughotherpeopleandtoworkeffectivelyasagroupmember Humanrelationskillinvolves theabilitytomotivate facilitate coordinate lead communicate andresolveconflicts allowingsubordinatestoexpressthemselveswithoutfearofridiculeandencouragesparticipation 60 TechnicalSkill ManagementSkills Technicalskillistheunderstandingofandproficiencyintheperformanceofspecifictasks Technicalskillinvolves masteryofthemethods techniques andequipmentinvolvedinspecificfunctionssuchasengineering manufacturing orfinancespecializedknowledge analyticalability andthecompetentuseoftoolsandtechniquestosolveproblemsinthatspecificdiscipline 61 ManagementSkills Conceptualskillsareneededbyallmanagersbutareespeciallyimportantformanagersatthetop Technicalskillsareparticularlyimportantatlowerorganizationallevels Technicalskillsbecomelessimportantthanhumanandconceptualskillsasmanagersmoveupthehierarchy Technicalskillsdealwiththings humanskillsconcernpeople andconceptualskillshavetodowithideas 62 ManagementSkills 63 QuestionsforDiscussion ManagementSkills Identifyyourskillsandtheskillsyouwanttodevelop Whatchangesinmanagementfunctionsandskillsoccurasoneispromotedfromanon managementtoamanagementposition Howcanmanagersacquirethenewskills 64 GroupActivities SWOTanalysis 65 GroupActivities Findacompanyfamiliartoyouandanalyzeitsstrengths weaknesses opportunities andthreatsinthemarketfromalllevelsofmanagement Givesomehelpfulsuggestionsabouthowtosurviveintoday scompetitivemarket 66 GroupActivities Anexample AMTisacomputerstoreinamedium sizedmarketintheUnitedStates Latelyithassufferedthroughasteadybusinessdecline causedmainlybyincreasingcompetitionfromlargerofficeproductsstoreswithnationalbrandnames ThefollowingistheSWOTanalysisincludedinitsmarketingplan 67 GroupActivities Strengths Knowledge Ourcompetitorsareretailers pushingboxes Weknowsystems networks connectivity programming alltheValueAddedResellers VARs anddatamanagement Relationshipselling Wegettoknowourcustomers onebyone Ourdirectsalesforcemaintainsarelationship History We vebeeninourtownforever Wehavetheloyaltyofcustomersandvendors Wearelocal 68 GroupActivities Weaknesses Costs Thechainstoreshavebettereconomics Theirper unitcostsofsellingarequit