高级综合商务英语2-Unit-2-Business-Management

UnitTwo

BusinessManagementLead-in

Lead-in

Discussion1.Couldyoudifferentiatebetweenefficiencyandeffectiveness?

2.Whatkindofskillsorpropertiesisnecessaryforbecominganeffectiveexecutive?Lead-in

Discussion3.Couldyouthinkofanypersonasashiningexampleofyouridealeffectivemanager?

Lead-in

DiscussionTextAWhatMakesanEffectiveExecutiveStructuralAnalysisPartMainTopicsPart1Settingthestage:8PracticesofEffectiveManagersPractice1Askwhatneedstobedone

Practice2Askwhat’stherightthingfortheenterprise

Practice3WriteanActionPlanPractice4TakeresponsibilityfordecisionsPractice6TakeresponsibilityforcommunicatingPractice6FocusonopportunitiesPractice7MakemeetingsproductivePractice8ThinkandSay"We"PartISettingtheStageThetextisclearlydividedbyalistofsubheadings,basedonwhichthestructureofthetextgoesonelaboratingonthefollowing8practicesofEffectiveManagers:Theyasked,"Whatneedstobedone?"Theyasked,"Whatisrightfortheenterprise?"Theydevelopedactionplans.Theytookresponsibilityfordecisions.Theytookresponsibilityforcommunicating.Theywerefocusedonopportunitiesratherthanproblems.Theyranproductivemeetings.Theythoughtandsaid"we"ratherthan"I."PeterF.Drucker:HailedbyBusinessWeekas“themanwhoinventedmanagement”.Drucker(1909–2005)wasaworld-renownedmanagementconsultant,educator,andauthor,whoinfluencedahugenumberofleadersfromawiderangeoforganizationsacrossallsectorsofsociety.PartI

NotesHarryTruman:HarryS.Truman(1884–1972)wasthe33rdPresidentoftheUnitedStates(1945–1953).UnderTruman,theU.S.successfullyconcludedWorldWarII.Inthemeanwhile,tensionswiththeSovietUnionincreasedunderhiswatch,pavingthewayfortheColdWar.

PartI

NotesQ1.What’sthetrickypartofthequestion"Whatneedstobedone?"

?

Theanswertothequestionalwayscontainsmorethanoneurgenttask.Effectiveexecutivesconcentrateononetaskifatallpossible,nevermorethantwotasks.PracticeI&II:GettheKnowledgeYouNeed

Q2.Whythesecondpracticeismoreimportantforexecutivesatfamilyownedorfamilyrunbusinesses

?

Thesuccessofanenterprisemaybecomprisedbynepotism.Hence,thepromotionofafamilymembermustundergothereviewingbyanimpartialselectivecommittee.PracticeI&II:GettheKnowledgeYouNeed

PracticeI&II:SentenceInterpretationOfcoursetheyknowthatshareholders,employees,andexecutivesareimportantconstituencieswhohavetosupportadecision,oratleastacquiesceinit,ifthechoiceistobeeffective.Theycertainlyknowthatifthechoiceistobemadeeffective,thesupportfromshareholders,employees,andexecutivesindecision-makingisimportant.Oratleasttheywon’topposeit.PracticeI&II:WordsandExpressionsproneadj.likelytosufferfromsthortodosthbadsynonyms:inclinedexample:Workingwithoutabreakmakesyoumorepronetoerror.JackWelch:JohnFrancis"Jack"Welch,Jr.isanAmericanchemicalengineerandbusinessexecutive.HewastheChairmanandCEOofGeneralElectricbetween1981and2001.DuringhistenureatGE,thecompany'svaluerosetobetheworld’s2ndlargest(1999).

PracticeI&II

NotesPrice/earningsratio:Avaluationratioofacompany'scurrentsharepricecomparedtoitsper-shareearnings.Ingeneral,ahighP/EsuggeststhatinvestorsareexpectinghigherearningsgrowthinthefuturecomparedtocompanieswithalowerP/E.PracticeI&II

NotesQ1.WhenNapoleonsaidnosuccessfulbattleeverfolloweditsplan,whatdidhemeanasyouunderstand?Eventsarealwaysevolvingveryquickly.Onemustmakeplanswhileallowoneselftoadapttonewdevelopments.PracticeIII:WriteanActionPlan

PracticeIII:WordsandExpressionsmeticulousadj.payingcarefulattentiontoeverydetailsynonyms:carefulandthoroughexample:Sheisalwaysmeticulousinkeepingtherecordsuptodate.

NapoleonBonaparte(1769–1821):aFrenchmilitaryandpoliticalleaderwhorosetoprominenceduringthelatterstagesoftheFrenchRevolution.HeisbestknownasamilitarygeniusinthewarsledagainstFrancebyaseriesofcoalitions,theso-calledNapoleonicWars.Butperhapshislingeringfamecomesfromhislegalreform,theNapoleonicCode,whichhasbeenamajorinfluenceonmanycivillawjurisdictionsworldwide.PracticeIII

NotesQ1.What’swrongwiththeassumptionthatonlyseniorexecutivesmakedecisionsorthatonlyseniorexecutives'decisionsmatter?Makinggooddecisionsisacrucialskillateverylevel.(esp.areasofspecialization)PracticeIV:Takeresponsibilityfordecisions

Q1.HowdoyouviewtheremarkfromChesterBarnard's1938classicTheFunctionsoftheExecutivethatorganizationsareheldtogetherbyinformationratherthanbyownershiporcommand?Barnardsummarizedthefunctionsoftheexecutiveinthreeaspects:establishingandmaintainingasystemofcommunication;securingessentialservicesfromothermembers;andformulatingorganizationalpurposesandobjectives.PracticeV:Takeresponsibilityforcommunicating

Q1.InChinese,thewordcrisisiscomposedofthreat(危)andopportunity(机).Doyouthinkwecantreatthesetwoscenariosastwosidesofacoin?

PracticeVI:Focusonopportunities

Demographics:Demographicreferstodatarelatingtothepopulationanddifferentgroupswithinit.Commonlyexamineddemographicsincludegender,age,ethnicity,knowledgeoflanguages,disabilities,mobility,homeownership,employmentstatus,andevenlocation.Demographictrendsdescribethehistoricalchangesindemographicsinapopulationovertime,anditcanbeviewedastheessentialinformationaboutthepopulationofaregionandthecultureofthepeoplethere.PracticeVI

NotesPracticeVII:WordsandExpressionsadjournv.stopthemeetingoranofficialprocessfroaperiodoftime,especiallyinacourtoflawsynonyms:recessexample:Thechairmanmayadjournthemeetingatanytime.Q1.Accordingtothetext,howmanykindsofmeetingarethere?Thereare6intotal:ameetingtoprepareastatement,anannouncement,orapressreleaseameetingtomakeanannouncementameetinginwhichonememberreportsameetinginwhichseveralorallmembersreportameetingtoinformtheconveningexecutiveameetingwhoseonlyfunctionistoallowtheparticipantstobeintheexecutive'spresence.PracticeVII:Makemeetingsproductive

Q1.Howcouldexecutivesthinkoftheneedsandtheopportunitiesoftheorganizationbeforetheirownneedsandopportunitieswhentheyhavetheultimateresponsibilitywhichcanbeneithersharednordelegated?Thesuccessofboththeorganizationandtheindividualcomesfromthetrustoftheorganization.PracticeVIII:ThinkandSay"We"

TextBGreatManagersUnderstandTheirPeopleStructuralAnalysis

Thetextgoesasfollow:Introduction:Para.1-3IdentifyEmployee'sStrengths&Weaknesses:Para.4-6FocusonStrength&BuildConfidence:Para.7-104WaystoOvercomeWeakness:Para.11-15

Introduction:Onequalitysetstrulygreatmanagersapartfromtherest:Theydiscoverwhatisuniqueabouteachpersonandwhatisuniversalamongstemployees,andthencapitalizeonthem.

Para.1-3IdentifyEmployee'sStrengths&Weaknesses：

Thegreatmanagerspendsagooddealoftimeoutsidetheofficewalkingaroundandobserving,b