学术英语(管理)Unit-4ppt课件

.,1,学术英语管理,Leadership,.,2,4,LeadershipLeadershipistheartandscienceofgettingthingsdonethroughpeople.Agreatleaderhelpsothersseepattern,meaning,anddirectionindataandeventsTheyseeconstellationswhereothersseestars.Inthisunit,youwillreadaboutthekeyingredientsofgreatleadership,acasestudyofacompanywithgreatleadership,andtheintroductiontoapsychologistwhosetheoriesshiftedleadershipthinkingfromworkersasmachinestoworkersasmotivatedhumanbeings.,.,3,Unit4Leadership,UnitContents,Lead-in,TextA,TextB,TextC,Writing,.,4,Unit4Leadership,Lead-in,Activity,.,5,Unit4Leadership,Lead-in,Activity,GroupdiscussionMakealistofgreatleaders.Theymaybebusiness,political,militaryleadersorleadersfromanyotherfieldyoucanthinkof.Divideintogroupsof4-5anddiscussthefollowingquestions:Whatmakeseachleadergreat?Writedowntheirmajorcharacteristics.Readthroughthemajorcharacteristicsofeachgreatleader.Doyouseeanycommonthemes?,.,6,TextA,CriticalreadingandthinkingBackgroundinformationSupplementaryinformationOverview,Languagebuilding-upSpecializedvocabularySignpostlanguageFormalEnglish,PeterDruckerandLeadership,Unit4Leadership,.,7,Unit4Leadership,TextA,Backgroundinformation,Video:LeadlikeGreatConductors,Criticalreadingandthinking,Points:,Leadershipisgettingthingsdonethroughpeople.,Anorchestraconductorfacestheultimateleadershipchallenge:creatingperfectharmonywithoutsayingaword.,.,8,Unit4Leadership,TextA,Backgroundinformation,Tasks:,Criticalreadingandthinking,TakenotesasyoulistenFocusonthefollowingissues:-Whatiseachconductorsattitudetowardscontrol(byconductor)andautonomy(ofmusicians)?-Whichstyledoyoupreferasamusician?Why?,.,9,Unit4Leadership,TextA,Backgroundinformation,Criticalreadingandthinking,Wherewouldyouputthem?,high,low,low,high,autonomy,control,.,10,Unit4Leadership,TextA,Backgroundinformation,Thefiveconductorsare:,Criticalreadingandthinking,CarlosKleiber(I)RicardoMuttiRichardStraussHerbertvonKarajanCarlosKleiber(II)LennyBernstein,.,11,Unit4Leadership,TextA,Backgroundinformation,Criticalreadingandthinking,Wherewouldyouputthem?,high,low,low,high,autonomy,control,RicardoMutti,HerbertvonKarajan,CarlosKeiber,RichardStrauss/LennyBernstein,.,12,Unit4Leadership,TextA,Backgroundinformation,Followersdecideleadershipstyle,Criticalreadingandthinking,knowledgeworkerswantmoreautonomyandlesscontrol(leadership)labors,esp.unskilledorsemi-skilledworkersneedlessautonomyandmorecontrol(management),.,13,Unit4Leadership,TextA,Backgroundinformation,Howdoesleadershipdifferfrommanagement?(WarrenBennis,OnBecomingaLeader),Criticalreadingandthinking,.,14,Unit4Leadership,TextA,Backgroundinformation,Criticalreadingandthinking,.,15,Unit4Leadership,TextA,Supplementaryinformation,Criticalreadingandthinking,PeterF.Drucker(19092005):aninfluentialwriter,managementconsultant,andself-described“socialecologist”.HewasborninAustria,workedinGermany(thushisfirst-handexperienceofHitlerscharismaticleadership)andEngland,andthenbecameanaturalizedUScitizenin1943.Hiswritingsexploredhowhumansareorganizedacrossthebusiness,governmentandthenonprofitsectorsofsociety.Hepredictedmanyofthemajordevelopmentsofthelatetwentiethcentury,includingprivatizationanddecentralization;thedecisiveimportanceofmarketing;andtheemergenceoftheinformationsociety.Hecoinedtheterm“knowledgeworker”.,.,16,Unit4Leadership,TextA,Supplementaryinformation,Criticalreadingandthinking,Hiswritingsexploredhowhumansareorganizedacrossthebusiness,governmentandthenonprofitsectorsofsociety.Hepredictedmanyofthemajordevelopmentsofthelatetwentiethcentury,includingprivatizationanddecentralization;thedecisiveimportanceofmarketing;andtheemergenceoftheinformationsociety.Hecoinedtheterm“knowledgeworker”.,.,17,Unit4Leadership,TextA,OverviewTextanalysis,Criticalreadingandthinking,Subheadings:ScanthesubheadingsinTextAandtrytogetthemainideaofeachpart.,.,18,Unit4Leadership,TextA,OverviewTextanalysis,Criticalreadingandthinking,PartI:PeterDruckersevolvingattitudestowardleadershipPartII:PeterDruckersmodelofeffectiveleadershipScanthesubtitlesinTextAanddecidewherePartIIstarts.,.,19,Unit4Leadership,TextA,OverviewTextanalysis,Criticalreadingandthinking,PartIfollowsachronologicalorder.Findoutallreferencestotimeinthispart,andwritedownDruckersattitudetowardleadershipateachperiod.,.,20,Unit4Leadership,TextA,OverviewTextanalysis,Criticalreadingandthinking,1947Sevenyearslater1973the1970sthelate1980s,Managementisleadership.Leadershipisofutmostimportance.Indeedthereisnosubstituteforit.Leadershipcannotbetaughtorlearned.Thereisnosubstituteforleadership.Butmanagementcannotcreateleaders.Intellectualstrugglewiththenotionofleadership:heknewleadershipwasimportant,buthewasuncomfortablewithcharismaticleadershipXenophonsideasonmilitaryleadershipshouldbeadaptedbyexecutivestomodernmanagementpractice.,TimeAttitude,.,21,Unit4Leadership,TextA,OverviewTextanalysis,Criticalreadingandthinking,TimeAttitude,198819962004careerend,Hegavethewordleadershipprominence.Acompletereversalofattitude.Leadershipmustbelearnedandcanbelearned.Abandonedhisearlierposition.CharismaticleadershipasneithergoodnorbadbutratherliketheforceinStarWars,withadarksidethatright-mindedleadersneededtoavoid.Leadershipcouldbelearned,anditshouldbepresentedasatopicseparateanddistinctfrommanagement.,.,22,Unit4Leadership,TextA,OverviewTextanalysis,Criticalreadingandthinking,PeterDruckerdidnotthinkmanagementdifferedfromleadershipuntilhiscareerend.,.,23,Unit4Leadership,TextA,OverviewTextanalysis,Criticalreadingandthinking,PeterDruckerhaddoubtsaboutcharismaticleadership(魅力型领导）,.,24,Unit4Leadership,TextA,OverviewTextanalysis,Criticalreadingandthinking,GermansociologistMaxWeberdistinguishedbackinthe1920sthreeidealtypesofleadership-charismaticdomination(魅力型权威）-feudal/traditionaldomination（封建/传统型权威）-bureaucratic/legaldomination（官僚/法理型权威）,.,25,Unit4Leadership,TextA,OverviewTextanalysis,Criticalreadingandthinking,Strengthofcharismaticleadership,resultsinrelativelystrong,unchallengedlevelsofobedienceusefulinadifficulttime,e.g.crisisitcanbeveryeffectiveiftheleadersvisioniscorrectrhetoricalabilityenergetic,unconventional,examplary,.,26,Unit4Leadership,TextA,OverviewTextanalysis,Criticalreadingandthinking,Limitationsofcharismaticleadership,gatheringweakyes-manaroundtheleadercharismaticleadersareraretendencytonarcissismfreedomfrommoral(inner)conflicts:e.g.Hitlerunpredictable,potentiallydangerous,.,27,Unit4Leadership,TextA,OverviewTextanalysis,Criticalreadingandthinking,PartIITherearefivebasicaspectsintheeffectiveleadershipmodel.Pleasesummarizethemainideaofeachaspect.,.,28,Unit4Leadership,TextA,Criticalreadingandthinking,Strategicplanning:Leadersmustbepersonallyinvolvedindevelopingthestrategy.Theysetupthegoalsbeforeanyactionistaken.Themeanstowardsachievingthegoalscouldchangeassituationchanges.,.,29,Unit4Leadership,TextA,Criticalreadingandthinking,Businessethicsupper-levelmanagementresponsibleforcoachingandspottingtalents;comprehensivedevelopmentprocesstosupportcareerpaths;,.,51,Unit4Leadership,TextBCriticalreadingandthinking,Textanalysis,Promotionpolicies:45%ofappointmentsfilledthroughcareersuccessionwithinthebusinesses;upper-levelmanagementresponsibleforcoachingandspottingtalents;comprehensivedevelopmentprocesstosupportcareerpaths;,speedofcareerprogression(approximately12to18monthstogettofirstassistantpositionandafurthersimilarperiodtogettobePatrao)Trainingbudget:approximately75percentofthehumanresourcesbudget,.,52,Unit4Leadership,TextBCriticalreadingandthinking,Textanalysis,ImprovingthetraininganddevelopmentevaluationsystemsIdeallylikestronger,morespecificassessments,.,53,Unit4Leadership,TextBCriticalreadingandthinking,Textanalysis,Diversity:staffarehiredregardlessoftheirlevelofEnglish;staffaretrainedinwaysthatworkbestforeachofthemandprovidedwithdevelopmentopportunities.,.,54,Unit4Leadership,TextBCriticalreadingandthinking,Textanalysis,Employeeengagementandinvolvement:conferencesandformalget-togetherswherestaffareconsultedandincludedinintroducingnewworkingpracticesandprocesses,.,55,Unit4Leadership,TextBCriticalreadingandthinking,Textanalysis,Funatwork:funlanguage;enjoywork;theyknowhowtoparty,.,56,Unit4Leadership,TextBCriticalreadingandthinking,Textanalysis,Funatwork:funlanguage;enjoywork;theyknowhowtoparty,.,57,Unit4Leadership,TextBSpeaking,Presentation,Leadership(choice1),海底捞,ahot-potrestaurantchaininChina,couldbesaidtobetheNandos(TextB,Unit4)inChinainmanyaspects,especiallyinitsHRpolicies.Pleasegiveabriefreviewofthecompanyshistory.Whoisthefounder?Whatishelike?Howisthisrestaurantchaindifferentfromotherhot-potrestaurants?Thefounderbelievesthatcustomersatisfactiondependsonservice,andthattodeliverthebestservice,thecompanyhastoshowrespectforandtrustinitswaitersandwaitresses.Whatmeasuresdoesthecompanytakeinthisregard?Whydosomeresearchersclaimthatthiscompanyssuccesscantbecopied?Doyouseeanychallengetothiscompany?,.,58,Unit4Leadership,TextBSpeaking,Presentation,Leadership(choice2),AccordingtomanagementscholarsPaulHerseyandKenBlanchard,thereareingeneralfourstylesofleadership:selling,telling,participatinganddelegating.Whatdoeseachofthesefourleadershipstylesmean?Effectiveleaderschangetheirleadershipdependingontheirfollowers.Foreachofthefourleadershipstyles,definewhichworksthebestforwhatkindoffollowers(thinkoftheirskills,ability,willingnesstowork,etc.)Effectiveleadersleaddifferentlywhensituationchanges.Foreachofthefourleadershipstyles,definewhichworksthebestinwhatkindofsituation(e.g.acrisis,achange,day-to-dayoperation,etc.).Givereal-lifeexamplestoillustrateyourpoints.,.,59,Unit4Leadership,Suggestedanswers,TextBCriticalreadingandthinking,Nandoshasaninterestingapproachtoleadership.Insteadofmakingalldecisionsfromthetop,localmanagementisallowedquitesomeflexibility.Check()theitemsthatarecentraldecisions.,Key:12478,.,60,Unit4Leadership,TextCMaslowsHierarchyofNeeds,.,61,Unit4Leadership,Suggestedanswers,TextC,FinddifferentgroupsofpeoplewhomightfulfillthedifferentlevelsofneedsinMaslowsfamoushierarchyshowninTextC,andthencompletethefollowingtable.,Peoplewhowanttoreachtheirfullpotentialasaperson,Tohavepeakexperiences,Peoplewhoworkhardtoearnrespectfromothersandtodevelopself-esteem,Tofeelimportant,Todeveloprelationships,Tofeeloneisnotinharmsway,Tosurvive,Peoplewhoactive