学术英语(管理)Unit 4

1、学术英语 管理Leadership4LeadershipLeadership is the art and science of getting things done throughpeople. A great leader helps others see pattern, meaning, anddirection in data and events They see constellations whereothers see stars. In this unit, you will read about the keyingredients of great leadershi

2、p, a case study of a company withgreat leadership, and the introduction to a psychologist whosetheories shifted leadership thinking from workers as machines toworkers as motivated human beings.Unit 4LeadershipUnit ContentsLead-inText A Text BText C WritingUnit 4LeadershipLead-inActivityUnit 4Leaders

3、hipLead-inActivity Group discussionMake a list of great leaders. They may be business, political, military leaders or leaders from any other field you can think of. Divide into groups of 4-5 and discuss the following questions:What makes each leader great? Write down their major characteristics.Read

4、 through the major characteristics of each great leader. Do you see any common themes? Text A Critical reading and thinkingBackground informationSupplementary informationOverview Language building-upSpecialized vocabularySignpost languageFormal EnglishPeter Drucker and LeadershipUnit 4LeadershipUnit

5、 4LeadershipText ABackground information Video: Lead like Great ConductorsCritical reading and thinkingPoints: Leadership is getting things done through people. An orchestra conductor faces the ultimate leadership challenge: creating perfect harmony without saying a word. Unit 4LeadershipText ABackg

6、round 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 you prefer as a musician? Why?Unit 4LeadershipText ABackground information Cri

7、tical reading and thinkingWhere would you put them?highlowlowhighautonomycontrolUnit 4LeadershipText ABackground information The five conductors are:Critical reading and thinking Carlos Kleiber (I) Ricardo Mutti Richard Strauss Herbert von Karajan Carlos Kleiber (II) Lenny BernsteinUnit 4LeadershipT

8、ext ABackground information Critical reading and thinkingWhere would you put them?highlowlowhighautonomycontrolRicardo MuttiHerbert von KarajanCarlos KeiberRichard Strauss/Lenny BernsteinUnit 4LeadershipText ABackground information Followers decide leadership styleCritical reading and thinking knowl

9、edge workers want more autonomy and less control (leadership) labors, esp. unskilled or semi-skilled workers need less autonomy and more control (management)Unit 4LeadershipText ABackground information How does leadership differ from management? (Warren Bennis, On Becoming a Leader) Critical reading

10、 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 perspectiveasks how and when;asks what and whyhas his eyes always on the bott

11、om line;has his eyes on the horizon;imitates;originates;accepts the status quo;challenges the status quo;Unit 4LeadershipText ABackground information Critical reading and thinkingThe managerThe leaderis the classic good soldier;is his own self;does things right;does the right thing;plans and budgets

12、; 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 influence on personal power;acts as boss;acts as facilitator, coach and servant;pe

13、rsonal quality: emotional distance, expert mind, talking, conformity, and insight into organizationpersonal quality: emotional connectedness, open mind, listening, nonconformity, and insight into selfmaintains stability;creates change;creates a culture of efficiency.creates a culture of integrity.Un

14、it 4LeadershipText ASupplementary information Critical reading and thinkingPeter F. Drucker (1909 2005): an influential writer, management consultant, and self-described “social ecologist. He was born in Austria, worked in Germany (thus his first-hand experience of Hitlers charismatic leadership) an

15、d England, and then became a naturalized US citizen in 1943. His writings explored how humans are organized across the business, government and the nonprofit sectors of society. He predicted many of the major developments of the late twentieth century, including privatization and decentralization; t

16、he decisive importance of marketing; and the emergence of the information society. He coined the term “knowledge worker.Unit 4LeadershipText ASupplementary information Critical reading and thinkingHis writings explored how humans are organized across the business, government and the nonprofit sector

17、s of society. He predicted many of the major developments of the late twentieth century, including privatization and decentralization; the decisive importance of marketing; and the emergence of the information society. He coined the term “knowledge worker.Unit 4LeadershipText AOverview Text analysis

18、Critical reading and thinkingSubheadings: Scan the subheadings in Text A and try to get the main idea of each part.Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingPart I: Peter Druckers evolving attitudes toward leadershipPart II: Peter Druckers model of effective leadership

19、Scan the subtitles in Text A and decide where Part II starts.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 period.Unit 4Leadership

20、Text 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 for leadership. But management

21、 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.Time AttitudeUnit 4LeadershipText A

22、Overview Text analysisCritical reading and thinkingTime Attitude1988 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 rather like t

23、he 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. Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingPeter Drucker did not think management

24、differed from leadership until his career end.Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingPeter Drucker had doubts about charismatic leadership (魅力型领导Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingGerman sociologist Max Weber distinguished back

25、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Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingStrength of charismatic leadershipresults in relatively strong, unchallen

26、ged levels of obedienceuseful in a difficult time, e.g. crisisit can be very effective if the leaders vision is correctrhetorical abilityenergetic, unconventional, examplaryUnit 4LeadershipText AOverview Text analysisCritical reading and thinkingLimitations of charismatic leadershipgathering weak ye

27、s-man around the leadercharismatic leaders are raretendency to narcissismfreedom from moral(inner) conflicts: e.g. Hitlerunpredictable, potentially dangerousUnit 4LeadershipText AOverview Text analysisCritical reading and thinkingPart IIThere are five basic aspects in the effective leadership model.

28、 Please summarize the main idea of each aspect.Unit 4LeadershipText ACritical reading and thinkingStrategic planning: Leaders must be personally involved in developing the strategy. They set up the goals before any action is taken. The means towards achieving the goals could change as situation chan

29、ges. 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:Battlefields put leadership to extreme tests. A lot is to be learned from great military leade

30、rs.Unit 4LeadershipText ACritical reading and thinkingThe psychological principles of motivation: Workers, especially knowledge workers, are not to managed, but to be led, to be motivated to do things.The marketing model and leadership:Leaders must treat workers as partners. Instead of being ordered

31、 around, the workers have to be persuaded.Unit 4LeadershipText ASupplementary information Critical reading and thinkingXenophon (c. 430 354 BC): a Greek historian, soldier, and philosopher. While a young man, Xenophon participated in the expedition led by Cyrus the Younger (小居鲁士). Cyrus was killed i

32、n the battle. The Greek soldiers found themselves without leadership far from the sea, deep in hostile territory. They elected new leaders, including Xenophon, and fought their way back to Greece. Unit 4LeadershipText ASupplementary information Critical reading and thinkingXenophon wrote Kyropaidaia

33、 (also spelled as Cyropaedia?居鲁士的教育?), a historical romance on the education of the ideal ruler, trained to rule as a benevolent despot over his admiring and willing subjects. Unit 4LeadershipText ASupplementary information Critical reading and thinkingFrances Hesselbein (1915- ): CEO of the Girl Sc

34、outs of the USA for 15 years (1976-1990) before Peter Drucker invited her to serve as President and CEO of the Leader to Leader Institute (previously known as as the Peter F. Drucker Foundation for Nonprofit Management). She is credited with leading a turnaround for the Girl Scouts. During her tenur

35、e, 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 her work with the Girl Scouts of America. Unit 4LeadershipText ASuppleme

36、ntary information Critical reading and thinkingThe psychological principle of motivation:Workers, especially knowledge workers, are not to be managed, but to be led, to be motivated to do things. The marketing modelLeaders must treat workers as partners. The latter cant be ordered around. They must

37、be persuaded. Unit 4LeadershipSpecialized vocabularyText A Language building-upSearch the Internet and find equivalents of the following English words or phrases inChinese business literature.effective leadershipmanagement practicestrategic planningmissionvisiongoalobjectivefunctionexpense resourcep

38、erformance 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Unit 4LeadershipText A Language building-upSignpost language Parenthetical statementsUnit 4LeadershipText A Language building-upSignpost language Examples from Text A1. However, despite these clear early statements, Drucker did at times seem

39、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 taughtand he remained so for much

40、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.) Unit 4LeadershipText A Language building-upSignpost language Examples from Text A4. While Drucker did not leave us with a unified model of his concepts about effect

41、ive 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 after my graduation. 5. He called them partner

42、s, 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. In this way, a company would develop produ

43、cts and promote them in the way that the customernot the marketerconsidered important.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. However, in formal settings, sentences are more likely

44、 to begin with it or there. Passive voices are employed more often. Nouns are more favored over adjectives indicating the same meaning.Unit 4LeadershipFormal EnglishText A Language building-upWhich of the two is more formal?You cannot predict the future, but you can create it.The best way to predict

45、 the future is to create it.Unit 4LeadershipFormal EnglishText A Language building-upMake the following quotes from Drucker less formal:There 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 leader

46、ship. We must learn leadership and we can learn it. Leadership is very important.Unit 4LeadershipText B NandosCritical thinking and readingSpeakingUnit 4LeadershipText B Critical reading and thinkingBrief introduction to Nandos History of NandosCurrent developmentAwardsNandos leadership styleUnit 4L

47、eadershipText B Critical 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. Unit 4LeadershipText B Critical reading and thinkingTex

48、t analysisWhat is behind this remarkable set of achievements? a unique culture a set of fundamental values Ways of doing thingsUnit 4LeadershipText B Critical reading and thinkingText analysisWhich of the following are central decisions?1. the five core values of pride, passion, courage, integrity,

49、and family 2. menu3. interior decoration of stores 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 8Unit 4LeadershipText B Crit

50、ical reading and thinkingText analysisFind out specifics of Nandos people management policiesIn-house training programsTitles used to address peoplePromotion policiesTraining and development evaluation systemsDiversityEmployee engagement and involvementFun at workUnit 4LeadershipText B Critical read

51、ing and thinkingText analysisNandos people managementIn-house training programs: buddy systems new restaurants opening training team building Nandos inductions coaching programsUnit 4LeadershipText B Critical reading and thinkingText analysisTitles used to address people: the board of directors: the

52、 Full Monty restaurant managers: Patrao (“head of the family in Portuguese) waiter: Nandoca chef: Grillers the head office in Putney: Central Support.Unit 4LeadershipText B Critical reading and thinkingText analysisPromotion policies: 45% of appointments filled through career succession within the b

53、usinesses;upper-level management responsible for coaching and spotting talents; comprehensive development process to support career paths; Unit 4LeadershipText B Critical reading and thinkingText analysisPromotion policies: 45% of appointments filled through career succession within the businesses;u

54、pper-level management responsible for coaching and spotting 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: approximate

55、ly 75 per cent of the human resources budgetUnit 4LeadershipText B Critical reading and thinkingText analysisImproving the training and development evaluation systemsIdeally like stronger, more specific assessmentsUnit 4LeadershipText B Critical reading and thinkingText analysis Diversity: staff are

56、 hired regardless of their level of English; staff are trained in ways that work best for each of them and provided with development opportunities. Unit 4LeadershipText B Critical reading and thinkingText analysis Employee engagement and involvement: conferences and formal get-togethers where staff

57、are consulted and included in introducing new working practices and processesUnit 4LeadershipText B Critical reading and thinkingText analysis Fun at work: fun language; enjoy work; they know how to partyUnit 4LeadershipText B Critical reading and thinkingText analysis Fun at work: fun language; enj

58、oy work; they know how to partyUnit 4LeadershipText B SpeakingPresentationLeadership (choice 1)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

59、the founder? What is he 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 doe

60、s the company take in this regard?Why do some researchers claim that this companys success cant be copied?Do you see any challenge to this company?Unit 4LeadershipText B SpeakingPresentationLeadership (choice 2)According to management scholars Paul Hersey and Ken Blanchard, there are in general four