学术英语管理UnitPPT学习教案

1、会计学1学术英语管理学术英语管理UnitUnit 4LeadershipUnit ContentsLead-inText A Text BText C Writing第2页/共67页Unit 4Leadership Lead-inActivity第3页/共67页Unit 4LeadershipLead-inActivity Group discussionMake a list of great leaders. They may be business, political, military leaders or leaders from any other field you can t

2、hink of. Divide into groups of 4-5 and discuss the following questions:What makes each leader great? Write down their major characteristics.Read through the major characteristics of each great leader. Do you see any common themes? 第4页/共67页 Text A Language building-upSpecialized vocabularySignpost la

3、nguageFormal EnglishPeter Drucker and LeadershipUnit 4Leadership第5页/共67页Unit 4LeadershipText ABackground information Video: Lead like Great ConductorsCritical reading and thinking Leadership is getting things done through people. An orchestra conductor faces the ultimate leadership challenge: creati

4、ng perfect harmony without saying a word. 第6页/共67页Unit 4LeadershipText ABackground information Tasks:Critical reading and thinking Take notes as you listen Focus on the following issues: - What is each conductors attitude towards control (by conductor) and autonomy (of musicians)? - Which style do y

5、ou prefer as a musician? Why?第7页/共67页Unit 4LeadershipText ABackground information Critical reading and thinkinghighlowlowhighautonomycontrol第8页/共67页Unit 4LeadershipText ABackground information The five conductors are:Critical reading and thinking Carlos Kleiber (I) Ricardo Mutti Richard Strauss Herb

6、ert von Karajan Carlos Kleiber (II) Lenny Bernstein第9页/共67页Unit 4LeadershipText ABackground information Critical reading and thinkinghighlowlowhighautonomycontrolRicardo MuttiHerbert von KarajanCarlos KeiberRichard Strauss/Lenny Bernstein第10页/共67页Unit 4LeadershipText ABackground information Follower

7、s decide leadership styleCritical reading and thinking knowledge workers want more autonomy and less control (leadership) labors, esp. unskilled or semi-skilled workers need less autonomy and more control (management)第11页/共67页Unit 4LeadershipText ABackground information How does leadership differ fr

8、om management? (Warren Bennis, On Becoming a Leader) Critical reading and thinkingThe managerThe leaderadministers;innovates;is a copy;is an original;maintains;develops;focuses on systems and structures;focuses on peoplerelies on control;inspires trusthas a short-range view;has a long-range perspect

9、iveasks how and when;asks what and whyhas his eyes always on the bottom line;has his eyes on the horizon;imitates;originates;accepts the status quo;challenges the status quo;第12页/共67页Unit 4LeadershipText ABackground information Critical reading and thinkingThe managerThe leaderis the classic good so

10、ldier;is his own self;does things right;does the right thing;plans and budgets; creates vision and strategy;is generally directing and controlling; allows room for others to grow &changecreates boundaries;reduces boundaries;bases relationship with people on position power;bases relationship and infl

11、uence on personal power;acts as boss;acts as facilitator, coach and servant;personal quality: emotional distance, expert mind, talking, conformity, and insight into organizationpersonal quality: emotional connectedness, open mind, listening, nonconformity, and insight into selfmaintains stability;cr

12、eates change;creates a culture of efficiency.creates a culture of integrity.第13页/共67页Unit 4LeadershipText ASupplementary information Critical reading and thinking第14页/共67页Unit 4LeadershipText ASupplementary information Critical reading and thinking第15页/共67页Unit 4LeadershipText AOverview Text analysi

13、sCritical reading and thinkingSubheadings: Scan the subheadings in Text A and try to get the main idea of each part.第16页/共67页Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingPart I: Peter Druckers evolving attitudes toward leadershipPart II: Peter Druckers model of effective

14、leadershipScan the subtitles in Text A and decide where Part II starts.第17页/共67页Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingPart I follows a chronological order. Find out all references to time in this part, and write down Druckers attitude toward leadership at each peri

15、od.第18页/共67页Unit 4LeadershipText AOverview Text analysisCritical reading and thinking1947Seven years later1973the 1970s the late 1980s Management is leadership. Leadership is of utmost importance. Indeed there is no substitute for it. Leadership cannot be taught or learned. There is no substitute fo

16、r leadership. But management cannot create leaders. Intellectual struggle with the notion of leadership: he knew leadership was important, but he was uncomfortable with charismatic leadership Xenophons ideas on military leadership should be adapted by executives to modern management practice.第19页/共6

17、7页Unit 4LeadershipText AOverview Text analysisCritical reading and thinking1988 19962004career endHe gave the word leadership prominence.A complete reversal of attitude.Leadership must be learned and can be learned.Abandoned his earlier position. Charismatic leadership as neither good nor bad but ra

18、ther like the force in Star Wars, with a dark side that right-minded leaders needed to avoid.Leadership could be learned, and it should be presented as a topic separate and distinct from management. 第20页/共67页Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingPeter Drucker did n

19、ot think management differed from leadership until his career end.第21页/共67页Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingPeter Drucker had doubts about charismatic leadership (魅力型领导）第22页/共67页Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingGerman so

20、ciologist Max Weber distinguished back in the 1920s three ideal types of leadership- charismatic domination (魅力型权威）- feudal/traditional domination（封建/传统型权威）- bureaucratic/legal domination （官僚/法理型权威）第23页/共67页Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingStrength of charisma

21、tic leadershipresults in relatively strong, unchallenged levels of obedienceuseful in a difficult time, e.g. crisisit can be very effective if the leaders vision is correctrhetorical abilityenergetic, unconventional, examplary第24页/共67页Unit 4LeadershipText AOverview Text analysisCritical reading and

22、thinkingLimitations of charismatic leadershipgathering weak yes-man around the leadercharismatic leaders are raretendency to narcissismfreedom from moral(inner) conflicts: e.g. Hitlerunpredictable, potentially dangerous第25页/共67页Unit 4LeadershipText AOverview Text analysisCritical reading and thinkin

23、gPart IIThere are five basic aspects in the effective leadership model. Please summarize the main idea of each aspect.第26页/共67页Unit 4LeadershipText ACritical reading and thinkingStrategic planning: Leaders must be personally involved in developing the strategy. They set up the goals before any actio

24、n is taken. The means towards achieving the goals could change as situation changes. 第27页/共67页Unit 4LeadershipText ACritical reading and thinkingBusiness ethics & personal integrity: There is a difference between the two. Both are necessary for effective leadership.Modeling military leadership:Battl

25、efields put leadership to extreme tests. A lot is to be learned from great military leaders.第28页/共67页Unit 4LeadershipText ACritical reading and thinkingBusiness ethics & personal integrity: There is a difference between the two. Both are necessary for effective leadership.Modeling military leadershi

26、p:Battlefields put leadership to extreme tests. A lot is to be learned from great military leaders.第29页/共67页Unit 4LeadershipText ASupplementary information Critical reading and thinking第30页/共67页Unit 4LeadershipText ASupplementary information Critical reading and thinking第31页/共67页Unit 4LeadershipText

27、 ASupplementary information Critical reading and thinkingDuring her tenure, the Girl Scouts was rescued from the danger of dissolution and attained a membership of 2.25 million girls with a workforce of 780,000, mainly volunteers. In 1998, Hesselbein was awarded the Presidential Medal of Freedom for

28、 her work with the Girl Scouts of America. 第32页/共67页Unit 4LeadershipText ASupplementary information Critical reading and thinking第33页/共67页Unit 4LeadershipSpecialized vocabularyText A Language building-upeffective leadershipmanagement practicestrategic planningmissionvisiongoalobjectivefunctionexpens

29、e resourceperformance insight高效能劳动力管理实践战略规划使命愿景（长期）目标（中短期）目标职能费用，支出资源绩效洞察第34页/共67页Unit 4LeadershipText A Language building-upSignpost language Parenthetical statements第35页/共67页Unit 4LeadershipText A Language building-upSignpost language Examples from Text A1. However, despite these clear early state

30、ments, Drucker did at times seem to equivocate about leadership. Only a few short sentences after the statement about the importance of leadership, for example, he added, Leadership cannot be taught or learned.2. Clearly, Drucker was ambivalent about leadershipor at least the idea that it could be t

31、aughtand he remained so for much of his career.3. In his foreword to The Leader of the Future, he wrote, Leadership must be learned and can be learned. (Italics added.) 第36页/共67页Unit 4LeadershipText A Language building-upSignpost language Examples from Text A4. While Drucker did not leave us with a

32、unified model of his concepts about effective leadership, I was able to derive the essence of his beliefs from a variety of sources, including his published workbooks and articles, oral presentations, and tapesas well as my own class notes and personal conversations both during my schooling and afte

33、r my graduation. 5. He called them partners, and wrote that partners couldnt be ordered they had to be persuaded, and leadership was therefore a marketing job. 6. However, to market correctly, the needs of each group or customer segment, including their values and behaviors, had to be understood.7.

34、In this way, a company would develop products and promote them in the way that the customernot the marketerconsidered important.第37页/共67页Unit 4LeadershipFormal EnglishText A Language building-upOn informal occasions, we tend to begin a sentence with a pronoun like I, you, we, one or just people. How

35、ever, in formal settings, sentences are more likely to begin with it or there. Passive voices are employed more often. Nouns are more favored over adjectives indicating the same meaning.第38页/共67页Unit 4LeadershipFormal EnglishText A Language building-upYou cannot predict the future, but you can creat

36、e it.The best way to predict the future is to create it.第39页/共67页Unit 4LeadershipFormal EnglishText A Language building-upThere is no substitute for leadership. Leadership must be learned and can be learned. Leadership is of utmost importance. We/You cant find any substitute for leadership. We must

37、learn leadership and we can learn it. Leadership is very important.第40页/共67页Unit 4Leadership Text B Nandos第41页/共67页Unit 4LeadershipText B Critical reading and thinkingBrief introduction to Nandos History of Nandos Current development Awards Nandos leadership style第42页/共67页Unit 4LeadershipText B Crit

38、ical reading and thinkingBrief introduction to Nandos Nandos leadership styleNandos has an interesting approach to leadership. Instead of making all decisions from the top, local management is allowed quite some flexibility. 第43页/共67页Unit 4LeadershipText B Critical reading and thinkingText analysis

39、What is behind this remarkable set of achievements? a unique culture a set of fundamental values Ways of doing things第44页/共67页Unit 4LeadershipText B Critical reading and thinkingText analysis1. the five core values of pride, passion, courage, integrity, and family 2. menu3. interior decoration of st

40、ores and music selection4. quality control5. recruitment and selection6. forms of local community involvement7. branding8. corporate social responsibility 9. employee training and motivation10. store profitabilityKey: 1 2 4 7 8第45页/共67页Unit 4LeadershipText B Critical reading and thinkingText analysi

41、sIn-house training programsTitles used to address peoplePromotion policiesTraining and development evaluation systemsDiversityEmployee engagement and involvementFun at work第46页/共67页Unit 4LeadershipText B Critical reading and thinkingText analysisNandos people managementIn-house training programs: bu

42、ddy systems new restaurants opening training team building Nandos inductions coaching programs第47页/共67页Unit 4LeadershipText B Critical reading and thinkingText analysisTitles used to address people: the board of directors: the Full Monty restaurant managers: Patrao (“head of the family” in Portugues

43、e) waiter: Nandoca chef: Grillers the head office in Putney: Central Support.第48页/共67页Unit 4LeadershipText B Critical reading and thinkingText analysisPromotion policies: 45% of appointments filled through career succession within the businesses;upper-level management responsible for coaching and sp

44、otting talents; comprehensive development process to support career paths; 第49页/共67页Unit 4LeadershipText B Critical reading and thinkingText analysisPromotion policies: 45% of appointments filled through career succession within the businesses;upper-level management responsible for coaching and spot

45、ting talents; comprehensive development process to support career paths; speed of career progression ( approximately 12 to 18 months to get to first assistant position and a further similar period to get to be Patrao)Training budget: approximately 75 per cent of the human resources budget第50页/共67页Un

46、it 4LeadershipText B Critical reading and thinkingText analysisImproving the training and development evaluation systemsIdeally like stronger, more specific assessments第51页/共67页Unit 4LeadershipText B Critical reading and thinkingText analysis Diversity: staff are hired regardless of their level of E

47、nglish; staff are trained in ways that work best for each of them and provided with development opportunities. 第52页/共67页Unit 4LeadershipText B Critical reading and thinkingText analysis Employee engagement and involvement: conferences and formal get-togethers where staff are consulted and included i

48、n introducing new working practices and processes第53页/共67页Unit 4LeadershipText B Critical reading and thinkingText analysis Fun at work: fun language; enjoy work; they know how to party第54页/共67页Unit 4LeadershipText B Critical reading and thinkingText analysis Fun at work: fun language; enjoy work; t

49、hey know how to party第55页/共67页Unit 4LeadershipText B SpeakingPresentation海底捞 , a hot-pot restaurant chain in China, could be said to be the Nandos (Text B, Unit 4) in China in many aspects, especially in its HR policies.Please give a brief review of the companys history.Who is the founder? What is h

50、e like? How is this restaurant chain different from other hot-pot restaurants?The founder believes that customer satisfaction depends on service, and that to deliver the best service, the company has to show respect for and trust in its waiters and waitresses. What measures does the company take in

51、this regard?Why do some researchers claim that this companys success cant be copied?Do you see any challenge to this company?第56页/共67页Unit 4LeadershipText B SpeakingPresentationAccording to management scholars Paul Hersey and Ken Blanchard, there are in general four styles of leadership: selling, te

52、lling, participating and delegating. What does each of these four leadership styles mean?Effective leaders change their leadership depending on their followers. For each of the four leadership styles, define which works the best for what kind of followers (think of their skills, ability, willingness

53、 to work, etc. )Effective leaders lead differently when situation changes. For each of the four leadership styles, define which works the best in what kind of situation (e.g. a crisis, a change, day-to-day operation, etc.). Give real-life examples to illustrate your points.第57页/共67页Unit 4LeadershipSuggested answersText B Critical reading and thinkingNandos has an interesting approach to leadership. Instead of making all decisions from the top, local management is allowed quite some flexibility. Check () the items that are central decisions.Key: 1 2 4 7 8第58页/共67页Unit 4Leadership Text C Ma