高级综合商务英语2 Unit 2 Business Management

UnitTwoBusinessManagement,Lead-in,Lead-inDiscussion,1.Couldyoudifferentiatebetweenefficiencyandeffectiveness?,2.Whatkindofskillsorpropertiesisnecessaryforbecominganeffectiveexecutive?,Lead-inDiscussion,3.Couldyouthinkofanypersonasashiningexampleofyouridealeffectivemanager?,Lead-inDiscussion,TextAWhatMakesanEffectiveExecutive,StructuralAnalysis,PartISettingtheStage,Thetextisclearlydividedbyalistofsubheadings,basedonwhichthestructureofthetextgoesonelaboratingonthefollowing8practicesofEffectiveManagers:Theyasked,Whatneedstobedone?Theyasked,Whatisrightfortheenterprise?Theydevelopedactionplans.Theytookresponsibilityfordecisions.Theytookresponsibilityforcommunicating.Theywerefocusedonopportunitiesratherthanproblems.Theyranproductivemeetings.TheythoughtandsaidweratherthanI.,PeterF.Drucker:HailedbyBusinessWeekas“themanwhoinventedmanagement”.Drucker(19092005)wasaworld-renownedmanagementconsultant,educator,andauthor,whoinfluencedahugenumberofleadersfromawiderangeoforganizationsacrossallsectorsofsociety.,PartINotes,HarryTruman:HarryS.Truman(18841972)wasthe33rdPresidentoftheUnitedStates(19451953).UnderTruman,theU.S.successfullyconcludedWorldWarII.Inthemeanwhile,tensionswiththeSovietUnionincreasedunderhiswatch,pavingthewayfortheColdWar.,PartINotes,Q1.WhatsthetrickypartofthequestionWhatneedstobedone?Theanswertothequestionalwayscontainsmorethanoneurgenttask.Effectiveexecutivesconcentrateononetaskifatallpossible,nevermorethantwotasks.,PracticeIsecuringessentialservicesfromothermembers;andformulatingorganizationalpurposesandobjectives.,PracticeV:Takeresponsibilityforcommunicating,Q1.InChinese,thewordcrisisiscomposedofthreat(危)andopportunity(机).Doyouthinkwecantreatthesetwoscenariosastwosidesofacoin?,PracticeVI:Focusonopportunities,Demographics:Demographicreferstodatarelatingtothepopulationanddifferentgroupswithinit.Commonlyexamineddemographicsincludegender,age,ethnicity,knowledgeoflanguages,disabilities,mobility,homeownership,employmentstatus,andevenlocation.Demographictrendsdescribethehistoricalchangesindemographicsinapopulationovertime,anditcanbeviewedastheessentialinformationaboutthepopulationofaregionandthecultureofthepeoplethere.,PracticeVINotes,PracticeVII:WordsandExpressions,adjournv.stopthemeetingoranofficialprocessfroaperiodoftime,especiallyinacourtoflawsynonyms:recessexample:Thechairmanmayadjournthemeetingatanytime.,Q1.Accordingtothetext,howmanykindsofmeetingarethere?Thereare6intotal:ameetingtoprepareastatement,anannouncement,orapressreleaseameetingtomakeanannouncementameetinginwhichonememberreportsameetinginwhichseveralorallmembersreportameetingtoinformtheconveningexecutiveameetingwhoseonlyfunctionistoallowtheparticipantstobeintheexecutivespresence.,PracticeVII:Makemeetingsproductive,Q1.Howcouldexecutivesthinkoftheneedsandtheopportunitiesoftheorganizationbeforetheirownneedsandopportunitieswhentheyhavetheultimateresponsibilitywhichcanbeneithersharednordelegated?Thesuccessofboththeorganizationandtheindividualcomesfromthetrustoftheorganization.,PracticeVIII:ThinkandSayWe,TextBGreatManagersUnderstandTheirPeople,StructuralAnalysis,Thetextgoesasfollow:Introduction:Para.1-3IdentifyEmployeesStrengths&Weaknesses:Para.4-6FocusonStrength&BuildConfidence:Para.7-104WaystoOvercomeWeakness:Para.11-15,Introduction:Onequalitysetstrulygreatmanagersapartfromtherest:Theydiscoverwhatisuniqueabouteachpersonandwhatisuniversalamongstemployees,andthencapitalizeonthem.,Para.1-3,IdentifyEmployeesStrengths&Weaknesses：Thegreatmanagerspendsagooddealoftimeoutsidetheofficewalkingaroundandobserving,buttheycouldobtainalotofinformationaboutapersonbyaskingafewsimple,open-endedquestionsandlisteningcarefullytotheanswers.,Para.4-6,FocusonStrength&BuildConfidence：Greatmanagersseemtounderstandtheirjobisnottoarmeachemployeewithadispassionatelyaccurateunderstandingofthelimitsofherstrengthsandtheliabilitiesofherweaknessesbuttoreinforceherself-assurance.Thatswhygreatmanagersfocusonstrengths.,Para.7-10,4WaystoOvercomeWeakness:OffertherelevanttrainingPairhim/herapartner,someonewhosetalentsarestronginpreciselythea