Unit2 Management

Unit2Management Tobeeffective isthejoboftheexecutive Contents Lead in Doyouthinkmanagementisimportant Why Managementisimportant Thesuccessorfailureofbusinessorganizations governmentinstitutionsandpublicsectorservices voluntaryandnon profitorganizations sportsteams andsoon oftendependsonthequalityoftheirmanagement Warm upActivity Discussthecartoononpage14 Management anartorascience Whatismanagement Theanswerisprobablythatmanagementisamixtureofinnatequalitiesandlearnableskillsandtechniques Managementinvolvestheutilizationofhumanandotherresources suchasmachinery inamannerthatbestachievesthefirm splansandobjectives Management anartorascience Ismanagementanartorascience Managementisbothartandscience Itistheartofmakingpeoplemoreeffectivethantheywouldhavebeenwithoutyou Thescienceisinhowyoudothat Thevalueofmanagement makingagroupofindividualmoreeffective ProcessofEffectiveManagement ThelevelsofManagement whichconcentratesonthefirm slong runobjectives whichisresponsibleforintermediateandshort termdecisions whichishighlyinvolvedwithemployeeswhoengageintheday to dayproductionprocess Levels Top high level management Middlemanagement Supervisorymanagement ThelevelsofManagement ThelevelsofManagement ThelevelsofManagement Thekeyfunctionsofmanagement Integration forthefuture objectives resourcestoachieveobjectives employeesbyprovidingthemwithinstructionsonhowtheyshouldcompletetheirtasks whichinvolvesmonitoringandevaluatingemployeetasks 1 Planning 2 Organizing 3 Leading 4 Controlling IntegrationofManagementFunctions QualitiesofManagers Whatdoyouthinkmakesagoodmanager Whichfourofthefollowingqualitiesdoyouthinkarethemostimportant FourTypesofSkillsofManagers Conceptualskills Interpersonalskills Technicalskills Decision makingskills toperformspecificday to daytasks suchasaccountingskillstodevelopfinancialstatementsorelectricalskillstounderstandhowthewiringofaproductisarranged tounderstandrelationshipsamongvarioustasks tocommunicatewithotheremployeesandwithcustomers toassessalternativechoicesontheallocationofthefirm sresources ThemeGalleryisaDesignDigitalContent ContentsmalldevelopedbyGuildDesignInc SKILLS IntroductiontotheMaster PeterF Drucker1909 2005 VocabularyNote crisis crises analysis analyses hypothesis hypotheses Aswellasorganizingandsupervisingtheworkoftheirsubordinates theyhavetoworkwithpeopleinotherareasandfunctions Line16 17 这里的连接短语aswellas引起一个次要的成分 因此可译为 除了组织和监督他们下属的工作之外 他们还必须与其他领域和职能部门中的人们一起工作 Sentenceexplanation Itisgenerallythejobofacompany stopmanagerstoconsidertheneedsofthefuture andtotakeresponsibilityforinnovation withoutwhichanyorganizationcanonlyexpectalimitedlife Line16 17 这本句的形式主语it代替后面的两个不定式短语toconsider totake 而定语从句中的which指代主句所讲的内容 本句的意思是 一般来说 公司的最高层经理的工作是考虑未来的需要和对创新负责 没有这些工作 任何机构存在的世界都不会很长 Sentenceexplanation Topmanagersalsohavetomanageabusiness srelationswithcustomers suppliers distributors bankers investors neighboringcommunities publicauthorities andsoon aswellasdealwithanymajorcriseswhicharise Line16 17 因为介词with后面有一连串的名词 所以比较难看出todeal实际上是和tomanage并列的动词 本句译为 最高层的经理也必须处理公司与客户 供应商 经销商 银行家 投资者 相邻社区和地方当局的关系 同时还要处理可能出现的任何重大的危机 Sentenceexplanation Drucker forexample wrotenearly30yearsagothat Altogetherthisentirebookisbasedonthepropositionthatthedaysofthe intuitive managerarenumbered meaningthattheywerecomingtoanend Line16 17 这里的numbered意思是 剩下的日子不多 即不能长久存在 本句译为 例如 德鲁克在差不多30年前写道 总体来说 这本书是根据 凭直觉的 经理存在的世界不长了的命题来写的 意思是这种日子即将结束了 Sentenceexplanation Writing Whatisamemo Amemo shorttermofmemorandum memorandapl somethingyouusuallyusewhenyouwanttosharenewsaboutsomethingwithinyourofficeorcompany Memo TO FROM SUBJECT DATE BODY SIGNATURE TheTOline Content appropriatetitleofthereceiver departmentnamee g To SusanGreenMissSusanGreenSusanGreen CompanymanagerTo HumanResourceDepartment TheFROMline Generally name department location branch aphoneextensione g From HarryLee GeneralManager Extension911Tips a nocourteoustitlebeforeyournameb sendershouldsignhisorherinitialsbeside hardcopy TheSUBJECTline 1 Topic objective mainideae g Subject NewInsuranceProgramSubject Annualmeeting2 Phrases keywords TheDATEline March10 2011 March10th 201110March 2011 10thMarch 201110 3 2011 3 10 2011 BODY MESSAGE Tips a nosalutationandsignatureb blockformanddoublespacec withinapage orwillbealongmemo MemoNotation Initialofthetypiste g sg hardcopy Enclosure attachmentpagesDistribution Meetings Onecaneitherworkormeet Onecannotdobothatthesametime WhatdoyouthinkPeterDruckermeansbythiscomment Druckerobviouslybelievesthatworkislargelysomethingthatisdoneindividually andthatmeetingsarenot work butmerelypreparationforit orconsolidationafterit KindsofClassicalMeetings Information Thisisameetingwhereattendeesareinformedaboutwhatishappening withorwithouttheirblessing Whiletheremaybeafacadeofconversation it sprimarilydesignedtoinform Discussion Thisisameetingwheretheleaderactuallywantsfeedbackordirectionorconnections Youcanusethismeetingtocomeupwithanactionplan ordevelopanewidea forexample Permission Thisisameetingwheretheothersideissupposedtosayyesbuthasthepowertosayno IBM sGoldenRules Perfectservicetocustomers Respectforindividuals Excellencemustbeawayoflife Somucheffort infact isputintomanagingallthemanagerswhoaremanagingthingsthathardlyanyoneisleftovertodotherealwork Line16 17 本句是一个so that结果状语从句 但又包含了修饰managers的定语从句 全句译为 事实上 太多的努力被投放到管理所有那些在从事管理工作的经理们身上 以至于几乎没有人来做实际的工作 Sentenceexplanation Everyoneelseistoobusygoingtomeetings managing orlearningtobeamanager sothereislittlechancetoincludeanyoftheirtechnicalexpertiseinIBMproducts Line16 17 在busy后面有几个分词说明他们在忙于做什么 全句译为 其他每个人都忙于去参加会议 管理或者学习如何当一名经理 因此很少有机会把他们的技术专长用在IBM产品上 Sentenceexplanation IBMhaslayersandlayersofmanagementtocheckandverifyeachdecisionasitismadeandamended 从句中的it指eachdecision 全句的意思 IBM有一层又一层的管理层级 它们对 公司 做出的和修改的每一项决定进行检查并且核实 Sentenceexplanation Infact itishardtomakeanydecisionatall whichturnsouttobethecompany sgreatestproblemandthesourceofitsultimatedownfall remember youreaditherefirst 本句which引起的非限制性定语从句修饰主句 说明IBM公司由于管理层庞大 很难做出任何实质性的决定 这一点是公司最大的问题 也是导致它最终衰败的原因 为了强调这是作者的看法 特地在最后说明这是作者本人首先提出的 Sentenceexplanation Comprehension 1 EveryIBMemployee sambitionisapparentlytobecomeamanager ItseemsasifthepeoplewhoworkforIBMaremoreinterestedinbeingregardedasamanagerthanasacomputerdesignerortechnician Comprehension 2 IBMmakesmanagementthecompany ssinglebiggestbusiness IBM scorporatecultureseemstoplacemoreemphasisonmanagementthanondevelopingandsellingthecompany sproducts Comprehension 3 IBMexecutivesmanagethedesignandwritingofsoftware IBM smanagersdon tactuallydotheworkofdesigningandwritingsoftwarethemselves butorganizeandsupervisethepeoplewhodoit Comprehension 4 IBMproductsoftenaren tverycompetitive IBMproductsarerarelyasgoodorascheapassimilarproductsmadebytheircompetitiors Comprehension 5 ThesafetynetissobigatIBMthatitishardtomakeabaddecision Thereisanextensivehierarchyandasystemofchecksandcontrolswhichensuresthatbaddecisionsaregenerallyavoided butgooddecisionsalsotakeaverylongtimetomake Comprehension 6 Thiswillbethesourceofthecompany sultimatedownfall TheslownessofIBM sdecision makingprocess andtheconsequentlackofcompetitivenessoftheirproducts willeventuallydestroythecompany Comprehension seeminglycomputerprogramswork timeandenergycomputers andothermachines youngworkersstilllearningtheirjobsknowledgeandskilllevelsorstratatomakecertainthatsomethingistruecorrectedorslightlychangedcollapseorfailure apparently hardware trainees expertise layers verify amended downfall software effort TheRetailSector Top10globalRetailers2009 MarksandSpencerplc isthelargestretailerintheUnitedKingdom withnearly300company ownedMarks Spencer M S storesinitshomemarket TheRetailSector Thestoressellclothing footwear gifts homefurnishings andfood Thecompanyalsoownsandoperatesnearly100additionalMarks SpencerstoresinEurope HongKong andCanada TheRetailSector MarksandSpenceralsoownstheBrooksBrotherschainofmen sclothingstores Thefast growingMarksandSpencerFinancialServicesunitoffersitscustomerscreditcards personalloans lifeinsurance andsavings investment andpensionplans Readmore TheRetailSector DesigningthestoreanditslayoutDisplayingthemerchandiseEmployingthesalesstaffEnsuringthesafetyofstaffandcustomersEstablishingthecompany sprinciplesGettingcommitmentfromthestaffIncreasingprofitsMaintainingapleasantworkingenvironmentMotivatingstaffOrganizingtheday to daylogisticsPricingthemerchandiseRunning40outof280storesSelectingthemerchandiseSupervisingtheday to dayrunningofthestoreTrainingstaff TheRetailSector 1 WhyareMarks Spencer sstoremanagerslimitedingivingaccountabilitytotheirstaffanddelegatingresponsibilities AlthoughMarks Spencer wouldliketoencourageasmuchaccountabilityanddelegationaspossible theyhaveacorporateappearanceforalltheirstores inallofwhichcustomersshouldgetthesamelevelofservice Thislimi