《工商管理专业英语》课件-工商管理专业英语unit-1

BusinessSchoolofNnankaiUniversityGlossaryevolution:

n.Theprocessofdeveloping.发展generalize:v.Toinferfrommanyparticulars.概括.autobiography:

n.Thebiographyofapersonwrittenbythatperson.自传memoir:

n.Anaccountofthepersonalexperiencesofanauthor.自传extreme:

n.Beinginorattainingthegreatestorhighestdegree;veryintense:极度的anthropology:

n.Thescientificstudyoftheorigin,thebehavior,andthephysical,social,andculturaldevelopmentofhumanbeings.人类学anthropologist:

n.someonewhostudiesAnthropology人类学家perspective:

n.Subjectiveevaluationofrelativesignificance;apointofview:观点BusinessSchoolofNnankaiUniversityapproach:

n.Themethodusedindealingwithoraccomplishing方法contingency:

n.Apossibilitythatmustbepreparedfor;afutureemergency.变化的情况confrontation：n.Discordoraclashofopinionsandideas:不和观点或思想的不和或冲撞：compromise:

v.Something

thatcombinesqualitiesorelementsofdifferentthings:折衷turnover:n.Thenumberofworkershiredbyanestablishmenttoreplacethosewhohaveleftinagivenperiodoftime.人员更替数dynamic:adj.Characterizedbycontinuouschange,activity,orprogress:不断变化的incur:v.Toacquireorcomeinto(somethingusuallyundesirable);sustain:获得interdependent:adj.Mutuallydependent:互相依存的GlossaryBusinessSchoolofNnankaiUniversityGlossarypopularity:n.Thequalityorstateofbeingpopular,especiallythestateofbeingwidelyadmired,accepted,orsoughtafter.普及sole:adj.Oforrelatingtoonlyoneindividualorgroup;exclusive:单独的.

reliance:n.Theactofrelyingorthestateofbeingreliant.依赖依靠sufficient:adj.Beingasmuchasisneeded.充足的characteristic:n.Afeaturethathelpstoidentify,tellapart,ordescriberecognizably;adistinguishingmarkortrait.特性alliance:n.Theactofbecomingalliedortheconditionofbeingallied:结盟demographic:n.

Oforrelatingtodemography.人口统计complement:v.

Toserveasacomplementto:补足BusinessSchoolofNnankaiUniversityKeyTermsandConceptsClassicalApproach(toManagement)

alsocallclassicalschool（管理学）古典(研究)方法.Abodyofliteraturethatrepresentstheearliestattemptstodefineanddescribethefieldofmanagement.Theapproach’smainfocusisonformallyprescribedrelationships.Itsprimarymeansforacquiringknowledgearepersonalobservationandcasestudies.BehavioralApproach(toManagement)

also

calledbehavioralschooltomanagement,（管理学）行为（研究）方法

hereitreferstoabodyofliteraturecharacterizedbyitsconcernforhumanbehaviorintheworkenvironment.Theschool’sprimarymeansforacquiringknowledgeisscientificmethod,withemphasisonresearch.Chronologically,thebehavioralapproachtomanagementthoughtfollowedtheclassicalapproach.Itsfirstphasewasidentifiedwithhumanrelationstheory,popularinthe1940sandearly1950s.Itssecondphasewasthebehavioralscienceapproach,whichcameintopopularuseintheearly1950s.BusinessSchoolofNnankaiUniversityManagementScienceApproach:AlsoknownasManagementScienceSchool管理学科学（研究）方法.Abodyofliteraturecharacterizedbyitsuseifmathematicalandstatistictechniquestobuildmodelsforthesolutionofproductionandoperationsproblems.Theapproach’sprimarymeansforacquiringknowledgeismathematicaldeduction.ContingencyorSituationalApproach(toManagement):（管理学）权变（研究）方法：Ananalysisofmanagementthatemphasizesthefactthatwhatmanagersdoinpracticedependsonuponagivensetofcircumstancesorthe“situation”andthatthereisnosingle“bestway”tomanage.KeyTermsandConceptsBusinessSchoolofNnankaiUniversityTextThemoderneraofmanagementbeganearlyinthe20thcenturywhenclassicaltheorists,economists,andindustrialengineersofferedaclassicalapproachtoincreasetheproductivityofindividualsandorganizations.Bothorganizationalgrowthanditsincreasinginfluenceonoureconomyandstandardoflivingarerelativelyrecentinhistory;thusthestudyofmanagementisrelativelynew.Manyofthefirstindividualstostudyandwriteaboutmanagementwerepracticingmanagers.Theydescribedtheirownexperiencesandtriedtogeneralizetheprinciplestheybelievedcouldbeappliedinsimilarsituations.Eventoday,agreatdealofwhatweknowaboutmanagementcomesfromtheautobiographies

andmemoirsofmenandwomenwhoareorhavebeenpracticingmanagers.BusinessSchoolofNnankaiUniversityNow,however,otherindividualsalsoareinterestedinmanagementforscientificreasons.Socialandbehavioralscientistsviewthemanagementoforganizationsasanextremelyimportantsocialphenomenonworthyofstudythroughscientificinquiry.Asscientists,thesemenandwomenmakenovaluejudgmentsregardinggoodorbadmanagementpractices.Theirobjectiveistounderstandandexplainthepracticeofmanagement.Betweenthetwoextremesofmanagementpracticeandmanagementsciencearemanyindividualswhohavecontributedtothestudyofmanagement.Theyincludeengineers,sociologists,psychologists,anthropologists,lawyers,economists,accountants,mathematicians,politicalscientists,andphilosophers.TextBusinessSchoolofNnankaiUniversitySuchdifferingperspectivesonthesamesubjectcannotbeneatlyclassified.Thus,asamanager,youwillhaveatyourdisposalmanywaysoflookingatmanagement’stasks.Eachmaybemoreusefulforsomeproblemsthanforothers.Forexample,amanagementtheorythatemphasizesemployeesatisfactionmaybemorehelpfulindealingwithahighemployeeturnoverthanwithdelaysinproduction.Becausethereisnosingle,universallyacceptedmanagementapproach,youshouldbefamiliarwiththevariousmajortheories.TextBusinessSchoolofNnankaiUniversityThethreewell-establishedapproachestomanagementthoughtaretheclassicalapproach,whichfocusesonthetaskofmanagingworkandorganizations;thebehavioralapproach,whichfocusesonthetaskofmanagingpeople;

andthemanagementscienceapproach,whichfocusesonthetaskofproductionandoperations.

Althoughtheseapproachesevolvedinhistoricalsequence,laterideashavenotalwaysreplacedearlyones.Rather,eachnewapproachhasaddedtotheknowledgeofthepreviousones.Atthesametime,eachapproachhascontinuedtodeveloponitsown.TextBusinessSchoolofNnankaiUniversityDuringthelast30yearsorso,therehavebeenattemptstointegratethethreeapproachestomanagement—classical,behavioral,andmanagementscience.Oneoftheseattempts,thesystemsapproachstressesthatorganizationsmustbeviewedastotalsystems,witheachpartlinkedtoeveryotherpart.Another,thecontingency

approach,stressesthatthecorrectnessofamanagerialpracticeiscontingentonhowitfitstheparticularsituationinwhichitisapplied.TextBusinessSchoolofNnankaiUniversityThesystemsapproachtomanagementisreallyawayofthinkingaboutmanagementproblems.Itviewsanorganizationasagroupofinterrelatedpartswithasinglepurpose.Becausetheactionofonepartinfluencestheothers,managerscannotdealseparatelywithindividualparts.Insolvingproblems,managersusingthesystemsapproachmustviewtheorganizationasadynamicwholeandmusttrytoanticipatetheintendedaswellasunintendedimpactsoftheirdecisions.Suchmanagersdonotsolveindividualproblems.Rather,theyinterveneinatotalsystemofintegratedparts,usingthemanagementfunctionsofplanning,organizing,coordinatingandcontrolling.TextBusinessSchoolofNnankaiUniversityTheage-oldconfrontationbetweentheproductionobjectiveoflowcostsandthemarketingobjectiveofabroadproductlineisagoodexampleoftheinterrelatednatureofmanagementproblems.Eachobjectiveconflictswiththeother.Forexample,to

incurthelowestproductioncosts,afirmwouldproduceonlyonecolorandonestyle.Toachievethemarketingobjective,however,severalmodelsandseveralcolorswouldberequiredbutatahighercosts.Inthissituation,acompromiseisnecessaryfortheoverallsystemtoachieveitsobjective.Theobjectivesofindividualpartsmustbecompromisedtomeettheobjectiveoftheentirefirm.TextBusinessSchoolofNnankaiUniversityThesystemsapproachforcesmanagerstorecognizethatorganizationsaresystemsmadeupofinterdependentpartsandthatachangeinonepartaffectsotherparts.Itseekstoidentifythecharacteristicsofjobs,people,andorganizations,allowingmanagerstoseetheinterdependencebetweenthevarioussegmentsofanorganization.Thebasicideaofthecontingencyisthatthereisnobestwaytoplan,organize,orcontrol.Rather,managesmustfinddifferentwaystofitdifferentsituations.Amethodhighlyeffectiveinonesituationmaynotworkinothersituations.Inotherwords,thecontingencyapproachseekstomatchdifferentsituationswithdifferentmanagementmethods.TextBusinessSchoolofNnankaiUniversityActually,theideaofcontingency,orsituational,thinkingisnotnew.Duringthe1920s,anearlywriterintheclassicalapproachmentionedthe“lawofsituation.”Onescholarandwriterinmanagementnotedthat“differentsituationsrequiredifferentkindsofknowledge,andthemanpossessingtheknowledgedemandedbycertainsituationtendsinthebestmanagedbusinesses,otherthingbeingequal,tobecometheleaderinthemoment.TextBusinessSchoolofNnankaiUniversityThecontingencyapproachhasgrowninpopularityoverthelasttwodecadesbecauseresearchhasfoundthat,givencertaincharacteristicsofajobandcertaincharacteristicsofpeopledoingthejob,specificmanagementpracticestendtoworkbetterthanothers.Forexample,rigidplans,clearlydefinedjobs,autocraticleadership,andtightcontrolshaveattimesresultedinhighproductivityandsatisfiedworkers.Atothertimes,theoppositecharacteristics(generalplans,vaguelydefinedjobs,democraticleadership,andloosecontrols)haveproducedthesameresults.TextBusinessSchoolofNnankaiUniversityIf,forinstance,productivityneedstobeincreased,themanagershouldnotautomaticallyassumeanewworkmethodisneeded(aclassicalsolution)orthatanewmotivationalapproachneedstobetried(abehavioralsolution).Instead,themanagershouldstudythecharacteristicsoftheworkersandthenatureofthejob,andhisownleadershipapproachbeforedecidingonasolution.TextBusinessSchoolofNnankaiUniversityTextManagersaroundtheglobeusemoreofacontingencyapproachtosurvive.Sole

relianceonaclassicalorabehavioraloramanagementscienceapproachisnotsufficientfororganizations.Theapproache