工商管理专业英语unit2课件

UnitTwoThescopeofManagementBusinessSchoolofNankaiUniversityGlossaryentail:v.Tohave,impose,orrequireasanecessaryaccompanimentorconsequence:伴随conform:v.Toactorbeinaccordoragreement;comply.使和谐一致vision:n.Unusualcompetenceindiscernmentorperception;intelligentforesight:洞察力envision:v.Topictureinthemind;imagine.想像strive:v.

Toexertmucheffortorenergy;endeavor.努力affordable:adj.

Thatcanbeafforded:买得起的mission:n.

Aspecialassignmentgiventoapersonorgroup:anagentonasecretmission.

任务BusinessSchoolofNankaiUniversityinformercial:n.Acommercialtelevisionprogramorrelativelylongcommercialsegmentofferingconsumerinformation,suchaseducationalorinstructionalmaterial,relatedtothesponsor‘sproductorservice.商业信息片franchise:n.Authorizationgrantedtosomeonetosellordistributeacompany'sgoodsorservicesinacertainarea.特许经营权edge:n.

Amarginofsuperiority;anadvantage:强势differentiation:

n.区别tactical:adj.

Of,relatingto,orusingtactics.战术的departmental:adj.

部门的peer:n.

Apersonwhohasequalstandingwithanotherorothers,asinrank,class,orage:同等的人与他人在如爵位、阶级或年龄上相当的人：GlossaryBusinessSchoolofNankaiUniversityKeyTermsandConceptsVision:Aviableviewofthefuturethatisrootedinbutimprovesonthepresent.Missionstatement:Astatementoftheorganization’spurpose.Goal:Broadlong-rangetargetoraim.Objective:Specific,short-rangetargetoraimManagementpyramid:Organizationalstructurecomprisingtop,middle,andlowermanagementTopmanagers:Thoseatthehighestleveloftheorganization’smanagementhierarchy;theyareresponsibleforsettingstrategicgoals,andtheyhavethemostpowerandresponsibilityintheorganization.BusinessSchoolofNankaiUniversityKeyTermsandConceptsStrategicgoals:Goalsthatfocusonbroadorganizationalissuesandaimtoimproveperformance.Middlemanagers:Thoseinthemiddleofthemanagementhierarchy;theydevelopplanstoimplementthegoalsoftopmanagersandcoordinatetheworkoffirst-linemanagers.Tacticalobjectives:Objectivesthatfocusondepartmentalissuesanddescribetheresultsnecessarytoachieveorganization’sstrategicgoals.First-linemanagers:Thoseatthelowestmanagementhierarchy,whosupervisetheoperatingemployeesandimplementtheplanssetatthehighermanagementlevels;alsocalledsupervisorymanagers.BusinessSchoolofNankaiUniversityTextManagementisneededineverytypeoforganization.Anautoplant,acitygovernment,abaseballteam,anarmy,andaschoolallrequiremanagement.Everyorganizationhasgoals.Managemententailsplanning,organizing,coordinating,leading,andcontrollingresources(land,labor,capitalandinformation)toefficientlyreachthesegoals.Thechallengesofmanagementincludemaintaininganorganizationalstructure,developingbothlong-andshort-templans,motivatingemployees,andmaintainingquality—ameasureofhowcloselygoodsandservicesconformtopredeterminedstandardsandcustomerexpectations.Tomeetthesechallenges,managersmustpossesscertainskillsthatenablethemtofulfillspecificroles.AsBillGateshasdemonstrated,whenmanagerspossesstherightcombinationofvision,skill,experience,anddetermination,theycanleadanorganizationtosuccess.BusinessSchoolofNankaiUniversityManagerialGoalsWhydoorganizationslikeMicrosoft,Intel,Ford,andGeneralElectricexist?Likemostorganizations,theywereformedinordertorealizeavision,arealistic,credible,andattractiveviewofthefuturethatgrowsoutofandimprovesuponthepresent.HenryFordenvisionedmakingaffordable

transportationavailabletoeveryperson.BillGatesenvisionedmakingthecomputerausefulhouseholdandbusinesstool.Withoutsuchvisionarymanagers,whoknowshowtheworldwouldbedifferent.Intoday’sinnovativeandcompetitivebusinessenvironment,companiesthatstrivetoenvisionanddefinethefutureoftenhaveanadvantageoverthosethatsimplyreacttothepresent.TextBusinessSchoolofNankaiUniversityTextOfcourse,havingavisionisnoguaranteeofsuccess.Inordertotransformvisiontoreality,managersmustdefinespecificgoalsandobjectives.Astartingpointistowriteamission

statementthatdefineswhytheorganizationexistsandwhatitseekstoaccomplish.Amissionstatementoftenfocusesonthemarketandcustomersthatthecompanyserves.Astatementmayalsodescribethecompany’sproductsandservicesaswellasitsvalueandculture(includingethicsandsocialresponsibility).Regardless,itshouldbebothfocusedenoughtobeattainableandbroadenoughtoallowthecompanytoevolve.Itshouldalsoinspireandguidemanagementandemployeesalike.BusinessSchoolofNankaiUniversityTextAsthecompanygrows,managementcanrefertothemissionstatementasameansofevaluatingwhetherproposedactionsareinlinewiththecompanystatedpurposeandvalues.ConsiderEdgeLearningInstitute,anemployee-trainingfirmbasedinTempe,Arizona.Edgeexecutiveswereconsideringmass-marketingtheirtrainingvideosthroughtelevision“infomercials”However,theyrealizedthatthiswascontrarytothecompany’smissionofusing“thehumantouchwhenprovidingindividualsandorganizationswithinformation.”SotheydecidedinsteadtoexpandEdge’sreachbydevelopinganetworkoffranchisesthatfollowthecompany’strainingmethods.Edgenowhasfourfranchisesandeightmoreintheworks.BusinessSchoolofNankaiUniversityTextDifferentiation.Acompanyusingdifferentiationdevelopsalevelofservice,aproductimage,uniqueproductfeatures(includingquality),ornewtechnologiesthatdistinguishitsproductfromcompetitors’products.Costleadership.Withcostleadership,theorganizationseekstoproduceproductsmoreefficientlythancompetitors,therebyofferinglowerpricesorincreasingprofits.Focus.Whenusingafocusstrategy,companiesconcentrateonaspecificregionalmarketorconsumergroup,NortheastpartofChinaoreconomycardrivers.Thistypeofstrategyenablesorganizationstodevelopabetterunderstandingoftheircustomersandtotailortheirproductsspecificallytocustomerneeds.BusinessSchoolofNankaiUniversityTextSettingappropriategoalsincreasesemployeemotivation,establishesstandardsformeasuringindividualandgroupperformance,guidesemployeeactivity,andclarifiesmanagement’sexpectations.BusinessSchoolofNankaiUniversityManagerialStructureInordertodistinguishamongthevarioustypesofgoalsthatmanagersset,youmustfirstunderstandhowmanagementisstructured.Inallbutthesmallestorganizations,morethanonemanagerisnecessarytoguidetheorganization’sactivities.That’swhymostcompaniesformamanagementpyramidwithtop,middle,andbottommanagementlevels.Moremanagersareatthebottomlevelthanatthetop.However,inmanyoftoday’sleanercompanies,fewerlevelsseparatemanagersatthetopandbottom.ComputerAssociatesissoftwarecompanywithover10,000employeesandareputationforbeingatoughcompetitor.Thecompanyhasjustfourmanagementlayersbetweenthelowest-levelemployeesandthetopbrass.Toputthisintoperspective,eventhenotoriouslyleanToyotahadsevenlayersofmanagementuntilitrecentlyreorganized.TextBusinessSchoolofNankaiUniversityMiddlemanagersreporttothetoplevelmanagers.Theydevelopplansforimplementingthebroadgoalssetbytopmanagers,andtheycoordinatetheworkoffirst-linemanagers.Toaccomplishthis,middlemanagerssettactical

objectives,whichfocusondepartmentalissuesanddefinetheresultsnecessarytoachievetheorganization’sstrategicgoals.Atthemiddlelevelareplantmanagers,divisionmanagers,branchmanagers,andothersimilarpositions.TextBusinessSchoolofNankaiUniversityTextAtthebottomofthemanagementpyramidarefirst-linemanagers(orsupervisorymanagers).Thesemanagersoverseetheworkofoperatingemployees.Andtheyputintoactiontheplansdevelopedathigherlevels.Fist-linemanagerssetoperationalobjectives,whichfocusonshort-termissuesanddefinetheresultsnecessarytoachieveboththetacticobjectivesandthestrategicgoals.Positionsatthislevelincludesupervisor,departmenthead,andofficemanager.BusinessSchoolofNankaiUniversityManagerialRolesManagersperformanumberofdutiesastheycoordinatetheorganization’swork.Theyalsobuildanetworkofrelationshipswithbosses,

peers,andemployees.Thesedutiesandrelationshipscanbedescribedasrole,orbehavioralpatterns,andtheyfallintothreecategories:TextBusinessSchoolofNankaiUniversityTextDecisionalRoles.Managersusetheinformationtheygathertoencourageinnovation,tosolveunexpectedproblemsthatthreatenorganizationalgoals(suchasreactingtoaneconomiccrisis),andtodecidehoworganizationalresourceswillbeusedtomeetplannedobjectives.Theyalsonegotiatewithmanyindividualsandgroups,includingsuppliers,employees,andunions.Certainmanagerialrolesmaybeemphasizedmorethanothers,dependingonamanager’sorganizationallevel.However,beingabletomoveeasilybetweentheserolesisaskillthatservesmanagerswellthroughouttheircareer.BusinessSchoolofNankaiUniversityTextManagerialSkillsInadditiontosettinggoalsandassumingvariousroles,managersalsoemployskillsthatfallintothreebasiccategories:interpersonal,technical,andconceptualskills.Asmanagersrisethroughthehierarchy,theymayneedtostrengthentheirabilitiesinoneormoreoftheseskills;fortunately,managerialskillscanusuallybelearned.BusinessSchoolofNankaiUniversityTextInterpersonalSkillsAlltheskillsrequiredtocommunicatewithotherpeople,workeffectivelywiththem,motivatethem,andleadthemareinterpersonalskills.Becausetheymainlygetthingsdonethroughpeople,managersatalllevelsoftheorganizationuseinterpersonalskillsincountlesssituations.Encouragingemployeestoworktogethertowardcommongoals,interactingwithemployeesandothermanagers,negotiatingwithpartnersandsuppliers,developingemployeetrustandloyalty,andfostering

innovation—alltheseactivitiesrequireinterpersonalskills.BusinessSchoolofNankaiUniversityTextTechnicalSkills

Apersonwhoknowshowtooperateamachine,prepareafinancialstatement,programacomputer,orpassafootballhastechnicalskills;thatis,heorshehastheknowledgeandabilitytoperformthemechanicsofaparticularjob.Technicalskillsaremoreimportantatlowerorganizationlevels.First-linemanagersneedparticularlystrongtechnicalskillsbecausetheyworkdirectlywiththetoolsandtechniquesofaparticularspecialty,suchas