陕西科技大学工商管理硕士(MBA)-2015-《商务英语》

Chapter3ManagementPrinciples,教师：邢战雷单位：陕西科技大学管理学院/MBA教育中心E-mail:xingzhanlei,BusinessEnglishforMBA,Objectivesforthischapter,Definemanagementandunderstanditsroleinachievingorganizationalobjectives.Identifythreelevelsofmanagementandexplainhowthefocusesofmanagersateachleveldiffer.Describethemajorfunctionsofmanagement.,Topic1thenatureofmanagement,Whatisanorganization?,Anorganizationisanygroupofindividualswhoworktogetherfortheachievementofsomestatedorimplied（名言或不名言的）objective.Twomajortypesoforganization:-businessorganization-nonprofitorganization,Abusinessorganizationmaybealargeautomobilemanufacture,agrocerystore,oranaccountingfirm.Regardlessoftheproductstheysell,allthreetypesofbusinessconsistsofagroupofindividualswhoworktogethertoachieveanobjective.theobjectiveofmostbusinessorganizationsistoincreaseprofits,percentageofmarketshare,orsalesvolume;togaincustomers;tominimizecosts.,Whatresourcesdoorganizationshave?,Toachieveitsobjectives,everyorganizationmusthaveresources,whichgenerallyfallintothreetypes.-humanresourcespeople(employees)-physicalresourcesequipment,machinery,rawmaterials,etc.-financialresourcesmoneyandothervaluableassets（IPs，知识产权）,Humanresourcesareemployeeswhoareready,willing,andabletousetheirskillsandknowledgetoadvanceorganizationalobjectives.Physicalresourcesaretherawmaterials,supplies,machineryandequipmentusedbytheorganization.Financialresourcesaretheorganizationssupplyofmoneyandothervaluableassets,suchasbuildingandinventory.Itisnecessaryfortheacquisitionofhumanandphysicalresources.Humanandphysicalresourcesareuselessbythemselves.Employeesmustusetheirlabor,skills,andknowledgetotransformphysicalresourcesintofinishedproducts.,Likewiseinnonprofitorganization,suchasschools,politicalparties,andcharities,peopleworktogethertoachieveobjectives,totransmitknowledge,solvenationalproblems,findshelterforthehomeless.Managementandmanagersmaybefoundwhereverpeopleareworkingtogethertoachievesomecommonobjective.Everyorganizationmustacquireresourcesandcoordinatetheuseoftheseresourcestoturnoutafinalproductorservice.Theresourcesare:employees(humanresources),materialsandmachinery(physicalresources),andmoney(financialresources),Whatismanagement?,Managementistheprocessofcoordinatinghuman,physical,andfinancialresourcestoachieveanorganizationsobjectives.管理是为实现企业目标而协调人力、物力、财力资源的过程。Managementandmanagersarefoundwhereverpeopleareworkingtogethertoachievesomecommonobjectives.,Managementisuniversal（普遍存在的）.Ittakesplacesnotonlyinbusinesssettingsbutalsoinschools,hospital,themilitary,government,religiousgroupsinanysituationcallingforthecoordinationofresources.,Notesforthispart,Topic2Levelsofmanagement,thepyramidofmanagement,Ingeneral,therearethreelevelsofmanagement.Topmanagement(高层管理);Middlemanagement(中层管理);Thefirst-line/supervisorymanagement(基层管理);,Atthetopofthepyramidisthetopmanagement.Belowthatisalargenumberofmiddlemanagers.Thebaseofthepyramidismadeupofanevenlargernumberoffirst-linemanagers.,smallorganizationsmayhaveonlyonemanager,whoassumestheresponsibilitiesofmanagersatallthreelevels.Largebusinesshavemanymanagersateachleveltocoordinatetheuseoftheorganizationsresources.,Topmanagement(高层管理),Inbusiness,thepresidentandothertopexecutives,suchasthechiefexecutive(CEO)andexecutivevicepresident,whohaveoverallresponsibilityfortheorganization,areknownastopmanagement.Theyspendmostoftheirtimeonstrategicdecision,decisionsthatfocusonanoverallschemeorkeyideaforusingtheorganizationsresourcestotakeadvantageofopportunities.Theydecidewhethertoaddproducts,acquirecompanies,sellunprofitablebusinesssegments,andmoveintoforeignmarket.Giventheimportanceandrangeoftopmanagementsdecisions,topmanagersgenerallyhavemanyyearsofvariedexperience.,Middlemanagement(中层管理),Theresponsibilityofmiddlemanagersismorenarrowlyfocusedthanthatoftopmanagers.Theyareinvolvedinthespecificoperationsoftheorganizationandareusuallyresponsibleforcertainareas,departments,ordivisions.Theymakedecisionsandcarryoutplanswithinthebroadguidelinesestablishedbytopmanagement.Titlesofmiddlemanagementmayincludedepartmenthead,divisionalmanager,chiefengineer,plantmanager,regionalmanager,andsoon.,Thefirst-line/supervisorymanagement(基层管理),Atthelowestmanagementlevel,first-timemanagersareresponsibleforputtingintooperationtheplansestablishedbymiddlemanagement.Duetotheircontactwithworkers,theyareinvolvedintheday-to-dayoperationsoftheorganization.Mostpeoplegettheirfirstmanagerialexperienceasfirst-linemangers.Commontitlesforsupervisorymanagersareforeman（团队领导人）,supervisor（监督官员）,andofficemanager（办公室经理）.,BrieflyDescription,TopmanagementHavingoverallresponsibilityfortheorganization.Concentratingonmakingstrategicdecisionsor“doingtherightthing”.Topmanagersgenerallyhavemanyyearsofvariedexperience.MiddlemanagementResponsibleforcertainareas,departmentsordivisions.Makingplanstoimplementstrategicdecisionsmadebytopmanagement(doingthingsright).Makingoperatingplansfortheirparticulararea.First-lineManagementResponsibleforimplementingplansestablishedbymiddlemanagement.Supervisingworkersandmanagingday-to-dayoperations.Providingleadershipthatisappropriateforthesituation.,Notesforthispart!,Topic3functionsofmanagement,Inordertocoordinatetheuseofresourcestoachieveorganizationalobjectives,managersengageinaseriesofactivities:planning,organizing,staffing,directing,andcontrolling.Althougheachfunctionisdescribedseparately,thefivefunctionsareinterrelated,andmanagerssometimesperformtwoormoreofthematthesametime.PlanningOrganizingStaffingDirectingControlling,FunctionsPlanning,Itistheprocessofselectingacourseofactionstoachieveorganizationalobjectives.Itinvolves:Forecastingeventsanddeterminingthebestcourseofactionsfromasetofoptionsorchoices.Theplanitselfspecifieswhatshouldbedone,bywhom,where,when,towhatextent,andhow.Planningisthefirstfunctionofmanagement.Itlaysthegroundworkfortheotherfunctions.Theplansdevelopedbymanagementshouldleadtotheachievementoftheobjectivessetbytheorganization.,FunctionsOrganizing,Itisthestructuringofresourcesandactivitiestoaccomplishobjectivesinanefficientandeffectivemanner.Structureisthearrangementofpositionswithintheorganizationorthepatternofinterdependentrelationships.Managerscarryouttheirorganizingfunctionbyreviewingstrategicandtacticalplansanddeterminingwhatisnecessarytoimplementtheplans,whentheydividetheworkintosmallunitsandassignthemtospecificindividualsorgroups.,FunctionsStaffing,Itmeanshiringpeopletocarryouttheworkoftheorganization.Oncemanagershavedeterminedwhatworkistobedone,theymustensurethattheorganizationhasthestafftodothework.Employeesmustbeavailableinappropriatequantityandwithappropriateskill.,HRM，PM,FunctionsDirecting,Itismotivatingandleadingemployeestoachieveorganizationalobjective.Oncetheneededemployeeshavebeenhired,managementmustprovideguidance.Thisfunctionisperformedbyallmanagers.However,directingisofprimaryimportancetothefirst-linemanagersbecausetheyaretheoneswhomustdealonadailybasiswiththeemployeesoperatingtheorganization.,FunctionsControlling,Controllingistheprocessevaluatingandcorrectingactivitiestokeeptheor