商务英语入门.ppt

,Welcometo,本书共有八章，分别是：FormsofBusinessOwnership(企业的产权形式)、Management(管理)ProductionandOperation(生产与运营)Marketing(市场营销)HumanResourcesManagement(人力资源)CorporateCulture(企业文化)Electronicbusiness(电子商务)BusinessStart-up(小企业创建),Chapter1,FormsofBusinessOwnership,FormsofBusinessOwnership,SoleproprietorshipsPartnershipsJointVenturesCorporationsLLCMergerandAcquisitionsFranchises,AdvantagesofSoleproprietorships,BeyourownbossKeepprofitfromyourbusinessEnjoyfreedomtowindupyourbusiness,Soleproprietorships,Soleproprietorships:Anorganizationthatisowned,andusuallymanaged,byonepersonTheSoleproprietorcontrolstheoperationofthebusiness,supervisestheemployees,ThemanagerialabilityoftheownerusuallyaccountsforthesuccessorfailureofthebusinessTheSoleproprietorassumescompleteresponsibilityforanyofitsliabilitiesordebts,DisadvantagesofSoleproprietorships,DifficulttoraisecapitalUnlimitedliabilityLonghoursworkingfortheownerLimitedlifespanLosefringebenefits,Questionsfordiscussion,Whywouldunlimitedliabilitybeconsideredasoneofthebiggestdrawbacktosoleproprietorship?Whyisthesoleproprietorshipthemostpopularfromofbusinessownership?,Partnerships,Partnership:Alegalrelationshipbetweenpersonscarryingonaprofit-motivatedbusiness.(maybeapartnershipbetweentwopartnersoramongthirty)Keyelementsofgeneralpartnership(1)commonownership(2)sharedprofitsandlosses(3)therighttoparticipateinmanagingtheoperationofthebusiness.,Generalpartnership:abusinesswithatleastonegeneralpartnerwhohasunlimitedliabilityforthedebtsofthebusiness(generalpartnersarrangeandrunthebusiness)Limitedpartnership:Anarrangementwhereapersoncancontributetoabusinesswithoutbeinginvolvedintheaffairsofthepartnership(limitedpartnersareinvestorsonly),Advantagesofpartnerships,BringdifferentskillsandresourcethebusinessEasiertopaytherent,utilities,andotherbillsincurredbyabusiness(Alimitedpartnershipisspeciallytodesignedtoraisemoney),Disadvantagesofpartnerships,PersonallyresponsibleforliabilityofthepartnershipThereexistsdivisionofprofitsDisagreementamongpartnersDifficulttoterminate,QuestionsforDiscussion,Whatisthedifferencebetweenageneralpartnerandalimitedpartner?Howwouldyoudecidewhethertoteamupwithsomeoneinapartnershipformofbusiness?,?,JointVentures,JointVentures:thepoolingofresourcesandexpertisebytwoormorebusiness,typicallyfromdifferentareasorcountriestoachieveaparticulargoal.therisksandrewardsoftheenterprisearealsoshared(eg:Hewlett-PackardandSamsung),AdvantagesofJointVentures,AccesstonewmarketsanddistributionnetworksIncreasedcapacityThesharingofriskswithapartnerAccesstospecializedstaffandtechnology,DisadvantagesofJointVentures,1.Iftheobjectiveoftheventureiscompletelyclear,ornotcommunicatedtoallthestaff,problemsarelikelytoarise.2.Thereisanimbalanceintheleveloftheexpertise,investmentorassetsbroughtintotheventurebythedifferentthepartners,3.Differentcultureandmanagementstyleresultsinpoorintegrationandco-operationbetweenthepartners.4.Thepartnersdonotprovidesufficientleadershipandsupportintheearlystage,Questionsfordiscussion,Whatownershipisajointventuresimilarto?why?Whataretheadvantageofajointventure?,?,Corporation,Thecorporation:alegalentity,allowedbylegislation,whichpermitsagroupofpeople,asshareholders(for-profitcompanies)ormembers(non-profitcompanies),tocreateanorganization,whichcanthenfocusonpursuingsetobjective,andempoweredwithlegalrightswhichareusuallyonlyreservedforindividual,suchastosueorbesued,ownproperty,hireemployeesorloanandborrowmoney,Typesofcorporations,PrivateAttemptstoearnasatisfactoryprofitPublicOwnedandrunbythegovernmentClosedStockheldbyonlyafewownerandnotsoldonthestockmarketOpenStockheldbynumerouspeopleandactivelysoldonthemarketMunicipalCitiesandtownshipsthatcarryoutbusinessDomesticincorporatedinoneprovinceorcountryanddoingbusinesswithinthatregion,Typedescription,ForeignIncorporatedinoneprovinceorcountryanddoingbusinessinanotherprovincecountryAlienIncorporatedinonenationandoperatinginanothernationNon-ServiceorganizationincorporatedforProfitlimited-liabilitystatus,AdvantagesofCorporation,LimitedliabilitySkilledmanagementteamTransferofownershipGreatercapitalbaseStability,DisadvantagesofCorporation,MultipletaxationDifficultyandexpenseofstartingGovernmentinvolvementLackofsecrecyLackofpersonalinterestCreditlimitations,QuestionsforDiscussion,Whatisthedifferencebetweenanopenaclosedcorporation?Whydomostyoungpeopleprefertoworkforalargecorporation?,?,Limitedliabilitycompanies,Limitedliabilitycompanies(LLC):AtypeofbusinessownershipcombiningseveralfeaturesofcorporationandpartnershipstructureItisnotacorporationorapartnershipThenumbersofthemembersareunlimitedandmaybeindividual,AdvantagesofLLC,LimitedliabilityFlexibleprofitdistributionNominutesFlowthroughtaxation,DisadvantagesofLLC,LimitedlifeGoingpublicAddedcomplexity,MergerSupportivefamilyAbilitytomotivateBeingagoodlistenerAbilitytodelegateBusinessknowledgeHavingagoodpersonalimage,Whatismanagement?,Managementisdecision-makingManagementistomanagepeopleManagementistechnologyManagementisartartofgettingthingsdonethroughpeople,DefinitionofManagement,Managementwillbedefinedastheapplicationofplanning,organizing,directingandcontrollingfunctionsinthemostefficientmannerpossibletoaccomplishmeaningfulorganizationalobjectives.,TheThemeofDefinitionofManagement,Manager,Communication,Decision-making,Objective-setting,Employees,WhatIsManagementFunctions,ManagementFunctions,Thefunctionsofmanagement,Planning,Plansarenothing,planningiseverything-DwightEisenhower,DefinitionOFPlanning,PlanningmeansdefininggoalsforfutureorganizationalperformanceanddecidingonthetasksanduseofresourcesneededtoattainthemPlanningistaskthateachmanagermustdoeverydayPlanningisacontinuousprocessITsetsdirectionforotherfunctionsEffectiveplanninghelpsanorganizationadapttochangetoavoidingproblemandidentifyingopportunities,APattern,SWOTanalysis(Strengths,Weaknesses,OpportunitiesandThreats)Whatdowewanttogo?howmuchgrowthdowewant?Howcanwegettherefromhere?Ittakesthreeforms,Strategicplanning,Strategic(Long-range)planning(战略规划)determinesthemajorgoalsoftheorganizationaswellasthepoliciesAtthisstage,thecompanydecideswhichcustomerstoserve,whatproductsandservicestosell,andthegeographicareasinwhichthefirmwillcompeteThelong-rangegoalistobeflexibleandresponsivetothemarket,TacticalPlanning,Tactical(Short-range)planning（短期规划）istheprocessofdevelopingdetailed,short-termsstrategiesaboutwhatistobedone,whoistodoit,howisitbedoneTacticalplanningisnormallydonebymanagersorteamsofmanagersatlowerlevelsoftheorganization,OperationalPlanning,Operationalplanning(营运规划）istheprocessofsettingworkstandardsandschedulesnecessarytoimplementthetacticalobjectives,Contingencypanning,Contingencypanning(应急计划）istheprocessofpreparingalternativecourseofactionthatmaybeusediftheprimaryplansdonotachievetheorganizationsgoal,QuestionsonPlanning,Haveyouplannedforyourcollegestudy(tactical)andyourfuturecareer(strategic)?Effectiveplanninghelpsanorganizationadapttochangebyidentifyingopportunitiesandavoidingproblems(P40).(findanexampleinreallife),Organization,Organizationinvolvesintheassignmentoftask,thegroupingoftasksintodepartments,andtheallocationofrecoursestodepartments.,Directing,Directingistheuseofinfluencetomotivateemployeestoachieveorganizationalgoals.Directingmeanscreatingasharedcultureandvalues,andcommunicatinggoalstoemployeesthroughouttheorganization,andinfusing(灌输）employeeswiththedesiretoperformatahighlevel.Theabilitytoshapeculture,communicategoalandmotivateemployeesiscriticaltobusinesssuccess.,AutocraticLeadership,Autocraticleadership(专制型领导）,theclosestyleofsupervision,meansprovidingsubordinatewithdetailedjobinstructions.Guy!Behaveyourself,Democraticleadership,Democraticleadership(民主型领导），generalsupervision(alsoreferredtoasparticipatory).Inthisstyle,managersusingthegeneralapproachseekhelpandideasDemocraticleadershipdoesntlessenmanagersformalauthority,Questionfordiscussion,Betweenautocraticanddemocraticleadership,whichdoyouprefer?Why?,?,Letmethinkitover!,Controlling,Controllinginvolvesverifying(核实)thatactualperformancematchestheplan.Thecoreideaofcontrolistomodifybehaviorandperformancewhendeviation(偏离）fromplanarediscovered,Theprocessofcontrol,Setclearstandardfortime,quality,quantity,andsoonMonitorandrecordactualperformanceCompareresultsagainstplansandstandardCommunicateresultanddeviationtotheemployeesinvolvedTakecorrectiveactionwhenneeded,Organizationstructure,Organizationstructureistheformaldecision-makingframeworkbywhichjobtasksaredivided,grouped,andcoordinated.,Formalizationisanimportantaspectofstructure.Itistheextenttowhichtheunitsoftheorganizationareexplicitlydefinedanditspolicies,procedures,andgoalsareclearlystated.Itistheofficialorganizationalstructureconceivedandbuiltbytopmanagement.DepartmentalizationDepartmentalizationisthebasisonwhichworkorindividualsaregroupedintomanageableunits,Fivetraditionalmethodsforgroupingworkactivities?,DepartmentalizationbyfunctionDepartmentalizationbyproductDepartmentalizationbygeographicalregionsDepartmentalizationbyprocessDepartmentalizationbycustomer,Departmentalizationbyfunction,Departmentalizationbyfunctionorganizesbythefunctionstobeperformed.Thefunctionsreflectthenatureofthebusiness.,Departmentalizationbyfunction,Departmentalizationbyproduct,Departmentalizationbyproductassemblesallfunctionsneededtomakeandmarketaparticularproductandplacedunderoneexecutive.,Departmentalizationbyproduct,Departmentalizationbygeographical,Departmentalizationbygeographicalregionsgroupsjobsonthebasisofterritoryorgeography.,Departmentalizationbygeographical,Departmentalizationbyprocess,Departmentalizationbyprocessgroupsjobsonthebasisofproductorcustomerflow,Departmentalizationbycustomer,Departmentalizationbycustomergroupsjobsonthebasisofacommonsetofneedsorproblemsofspecificcustomers.,Departmentalizationbycustomer,Example:OrganizationalStructureofSASAC（国务院国资委）,GeneralOffice(OfficeofCPCCommittee)(党委办公室）BureauofPolicies,LawsandRegulations（政策法规BureauofPerformanceAssessment（业绩考核）BureauofStatisticsandEvaluation（统计评价）BureauofPropertyRightManagement（产权管理）BureauofPlanningandDevelopment（规划发展）BureauofEnterpriseReform（企业改革）BureauofEnterpriseRestructuring（企业改组）,BureauofEnterpriseRemuneration（企业分配）WorkingBureauofSupervisoryPanels（WorkingOfficeofSupervisoryPanelsforSOEs）（监事会）FirstBureaufortheAdministrationofCorporateExecutives（领导任免）SecondBureaufortheAdministrationofCorporateExecutivesBureauofPartyBuilding（CPCCommitteeOrganizationDepartment）（党建工作）BureauofPublicity（CPCCommitteePublicityDepartment）（宣传工作）,Managementlevels,ManagementlevelsAsenterprisesgrowfromanownertoagrouptoacorporation,anumberofmanageriallevelsofmanagementtoplevel,middlelevelandfirstlevelareusuallyportrayedasamanagerialhierarchy.,Toplevelmanagers,Toplevelmanagersareresponsibleforsettingorganizationalgoals,definingstrategiesforachievingthem,monitoringandinterpretingtheexternalenvironment,andmakingdecisionsthataffecttheentireorganization.Theylooktothelong-termfutureandconcernthemselveswithgeneralenvironmentaltrendsandtheorganizationsoverallsuccess.,Middlelevelmanagers,MiddlelevelmanagersThosemanagersreceivethebroadoverallstrategies,missions,andobjectivesfromtop-levelmanagersandtranslatethemintospecificactionprograms.Theemphasisisonimplementingthebroadorganizationalplans.,Firstlevelmanagers,Thefirst-lineorsupervisorylevel,isdirectlyresponsiblefortheprecisedetailneededtocoordinatetheworkofnon-managers.Theyhavesuchtitlesassupervisor,linemanager,sectionchief,andofficemanger.,OrganizationLevel,TopmanagerSuperviserPLANNINGORGANIZATINGDIRECTINGCONTROLLING,Timespent,Keystoneintheorganization,KeystoneintheorganizationThekeystoneisthecentraltopmoststoneofanarch.Thekeystonesupervisoristhemainconnectorjoiningmanagementandemployeesmakingitpossibleforeachtoperformeffectively.,Thekeystone,Oh!Dontcollapse,Supervisor,HigherMgt,Employees,QuestionsforDiscussion,1.Whatarethelevelofmanagementdepictedinthechartofyourcollege2.Whatischallengingaboutbeingamiddlelevelexecutive?Trytolocatesuchanexecutiveandaskhimorherthisquestion.,?,Managerialroles,Tenrolesaredividedintothreegroups:interpersonal(managingthroughpeople),informational(managingbyinformation),anddecisional(managingaction).,ManagerialRoles,Informationalroles,Decisionalroles,Interpersonalroles,feedback,Provideinformation,Processinformation,Useinformation,Indicatesignificantroleforthesupervisor,InterpersonalRoles,Inthefigureheadrole,themanagerhandlesceremonialandsymbolicactivitiesforthedevelopmentororganization.,Intheliaisonrole,themanagerinteractswithpeersandpeopleinsideandoutsidetheorganization.Theleaderroleencompassesrelationshipswithsubordinates,includingmotivation,communication,andinfluence.,Informationroles,1.Informationalrolesdescribestheactivitiesusedtomaintainanddevelopaninformationnetwork.2.Inthemonitorrole,themanagerreceivesandcollectsinformationfrommanysources.,3.Intheroleofdisseminator,themanagertransmitsspecialinformationintotheorganization.4.Intheroleofspokesperson,themanagerdisseminatestheorganizationsinformationintoitsenvironment.,Decisionalroles,Theuniqueaccesstoinformationplacesthemanageratthecenteroforganizationaldecisionmaking.Intheentrepreneurrole,themanagerinitiateschange.Managersareconstantlythinkingaboutthefutureandhowtogetthere.,Inthedisturbancehandlerrole,themanagerresolvesconflictsamongsubordinatesorbetweenthemanagersdepartmentandotherdepartments.Theresourcesallocatorrolepertainstodecisionsabouthowtoallocatepeople,time,equipment,budget,andotherresourcestoattaindesiredoutcomes.Inthenegotiatorrole,themanagernegotiatesonbehalfoftheorganization.,Managementskills,Managementskillsistheabilitytouseknowledge,behaviors,andaptitudestoperformatask.skillsarelearnedanddevelopedwithexperience,trainingandpractice.,Conceptualskill,Conceptualskillisthecognitiveabilitytoseetheorganizationasawholeandtherelationshipamongitsparts.Conceptualskillinvolvesthemanagersthinking,informationprocessingandplanningabilities.,Humanskill,Humanskillisthemanagersabilitytoworkwithandthroughotherpeopleandtoworkeffectivelyasagroupmember.thisskillisdemonstratedinthewayamanagerrelatestootherpeopleincludingtheabilitytomotivate,facilitate,coordinate,lead,communicate,andresolvesconflicts.,Technicalskills,Atechnicalskillistheunderstandingofandproficiencyintheperformanceofspecifictask.Technicalskillincludesmasteryofthemethods,techniques,andequipmentsinvolvedinspecificfunctionssuchasengineering,manufacturing,orfinance.Technicalskillalsoincludesspecializedknowledge,analyticalability,andthecomponentuseoftoolsandtechniquestosolveproblemsinthatspecificdiscipline.,SkillsDistributionatVariouslevels,ConceptualHumanmiddleSupervisionTechnical,Top,level,Skills,案例讲解以chapterone的casestudy1为例,1.明确案例所涉及的知识点：acompanyownedbyhusbandandwife-theformofbusinessownershipispartnership.2.分析Esprit的两位创始人无法继续合作的原因：1)therelationshipbetweenthecouplebroke2)marketsandprofitswerelost3)thecouplehaddifferentideasaboutthedevelopmentofthecompanyandeachwantedtointerfereotherswork.Eachwantedtotakemainchargeofthecompany.4)Thecoupledecriedeachotherswork,EXERCISES?,DefinethefollowingtermsandthentranslatethemintoChinese.ManagementplanningstrategicplanningTacticalplanningoperationalplanningcontingencyplanningOrganizingdirectingcontrollingAutocraticleadershipdemocraticleadershipmanagerialhierarchyRoleinformationalroleinterpersonalroleDecisionalroletechnicalskillsHumanskillsConceptualSkillsOrganizationalstructure,QUESTIONSFORDISCUSSION,Identifyyourskillsandtheskillsyouwanttodevelop.,QUESTIONSFORDISCUSSION,UseSWOTanalysistoanalyzeyourownsituationinyourclass.我说我,你说你,Makeasummaryofthefollowingactivitiesoffunctionsofmanagement.,Planning,Letmethink,Directing,Organizing,Controlling,chapter3,Productionandoperation,Contents,WhatisproductionandoperationPlantlocationProductionprocessMaterialsandpurchasingandinventorycontrolControllingproduction:schedulingModernproductiontechniquesProductivityQualitymanagement,LEAD-INACTIVITIES,Howdoyourparentsoryoumakedumpling?canyoudescribethewholeprocess-howtoprepare,whatingredientsareneeded,howtomakethemandthefinalproductsHowdotheclothingfactory,restaurantbakery,anduniversityrespectivelyproduceitsproducts,Whatisproductionandoperations,Production:theprocessoftransforminginputssuchasrawmaterialsintooutputsuchasgoodsandservicesManufacturing:onepartofproductionitmeansmakinggoodsbyhandorwithmachineryasopposedtoextractingthingsfromtheearth(mining,fishing)servicesarenotmanufactured,Operations:thefunctionsneededtokeepthecompanyproducingliterallyanyfunctionorserviceoffunctionsenactedtocarryoutastrategicplan,Thenatureoftheproductionprocess,InputTransformationprocess,Output,input,Theinputtotheproductionprocessarethoseresourcethatwillbeneededtoproducethedesiredgoodorservice.thosecanbedividedthreemajorcategories:materialinput,humaninput,andotherinputconsideration,Transformation,Transformationconsistsofthoseproductionactivitiesthattaketheinputsandcombinetheminsomespecialwaytoproducetheoutput,Output,Theoutputisthefinalresultoftheproductionprocess.(inthecaseofacar,itisthefinalassembledautomobile.),QuestionsforDiscussion,InwhatwaymighttheproductionprocessformanufacturingautomobilebesimilartothatformakingtelevisionsetsDoallproductionprocesseshavethesamethreephasesofinputtransformation,andoutput,PlantLocation,Plantlocationcanmeanthedifferencebetweenprofitandlossforthefirm.mistcompanieswillchooseasitbasedonsuchimportantfactorsaslocationoftheircustomers,sourceofrawmaterials,adequacyofalaborsupply,availabilityofpowerorwater,andcommunityconsideration,Customerlocation,Customerlocation,Companiesproducingperishableitems(bread,cake),Companiesthatsellheavyorbulkyproducts(forrapiddelivery),Customerlocation,SourcesofRawMaterial,Steelmills,Foodcanningbusiness,coalsupplies,Fieldswherecropsarebeinggrown,Laborsupply,Laborsupply,Companiesthatneedhighlyskilledpeople,Customerlocation,Powerandwater,Aluminum,chemicalandfertilizercompanies),Companiesthatmakepaper,power,Water,Communityconsideration,LocaltaxesFeesforbuyinglandEducationalsystemServicesorhelpfromlocalgovernment,Questionsfordiscussion,1.Whenwouldyouexpectafirmtosetoutitsplantclosetoitscustomers?2