高级综合商务英语2（第二版）课件 Unit 2 Business Management

UnitTwo

BusinessManagementLead-in

Lead-in

Discussion1.Bothefficiencyandeffectivenessarecriticalforbusinesssuccess.Couldyoudifferentiatebetweenefficiencyandeffectiveness?ReferenceAnswersEfficiencyreferstodoingthingsinthebestpossiblewaywithminimalwastedresources,whileeffectivenessfocusesondoingtherightthingstoachievedesiredoutcomes.Efficiency:

Doingthingsright.Effectiveness:Doingrightthings.Belowaresomedifferencesbetweenthem.

ReferenceAnswersEfficiencyProcess-oriented(optimalmethodswithminimalresourcewastage)Enhancingcurrentworkflows(focusedonpresentoutcomes)MeasurableusingdefinedmetricsTime-sensitiveInput/outputratioiscrucialPrimarilyconcernedwithinternalprocesses(maximizingcompanyresourcesforoptimalreturns)ReferenceAnswersEffectivenessGoal-oriented(achievingresults,regardlessofresourcesused)Enhancingworkquality(focusedonfutureoutcomes)DifficulttomeasureNottime-sensitiveInput/outputratioislesssignificantPrimarilyconcernedwithexternalresults(marketcompetitiveness)

2.Whatkindofskillsorqualitiesarenecessarytobecomeaneffectiveexecutive?Lead-in

Discussion

Clearthinking&decision-making—makingtimely,practicalchoices.Strongcommunication—listeningwellandexpressingideasclearly.Integrity&responsibility—beinghonestandaccountableforoutcomes.Abilitytobuildandleadateam—gettingpeopletoworktogethereffectively.Self-management—controllingtime,emotions,andpriorities.Adaptability—handlingchangeandsolvingproblemscalmly.ReferenceAnswers3.Couldyouthinkofanypersonasashiningexampleofyouridealeffectivemanager?

Lead-in

DiscussionTextAWhatMakesanEffectiveExecutiveStructuralAnalysisPara.MainTopics1-3Settingthestage:alistoftheeightpracticesofeffectivemanagers4-10Gettheknowlegeyouneed:practice1&211-16Writeanactionplan:practice317-26Act:practice4-727Thinkandsay“we”:practice828-29Conclusion:restatementoftheimportanceofimprovingeffectiveness

Q:Listtheeightkeypracticesthatmadethemanagerseffective.

Theyasked,“Whatneedstobedone?”Theyasked,“Whatisrightfortheenterprise?”Theydevelopedactionplans.Theytookresponsibilityfordecisions.Theytookresponsibilityforcommunicating.Theyfocusedonopportunitiesratherthanproblems.Theyranproductivemeetings.Theythoughtandsaid“we”ratherthan“I”.PartI

QuestionsaboutPartIPartISentenceInterpretationTheywerealloverthemapintermsoftheirpersonalities,attitudes,values,strengths,andweaknesses.(Line4,Para.1)Theyvaried/differedgreatlyintheirpersonalities,attitudes,values,strengths,andweaknesses.PartIWordsandExpressionsstereotypicaladj.basedonafixedideaorimagethatmanypeoplehaveofaparticulartypeofpersonorthing,butwhichisoftennottrueinrealitysynonym:fixedexample:Manypeopleholdstereotypicalviewsaboutbusinessleaders.PartIWordsandExpressionsparsimoniousadj.extremelyunwillingtospendmoneysynonyms:stingy;thriftyexample:Beingparsimoniouswithexpensescanimproveacompany’sprofits.Q1.What’sthetrickypartofthequestion“Whatneedstobedone?”?

Theanswertothequestionalwayscontainsmorethanoneurgenttask.Effectiveexecutivesconcentrateononetaskifatallpossible,nevermorethantwotasks.PartIIQuestionsaboutPartII

Q2.Whyisthesecondpracticemoreimportantforexecutivesatfamily-ownedorfamily-runbusinesses

?

Thesuccessofanenterprisemaybecompromisedbynepotism.Hence,thepromotionofafamilymembermustundergothereviewingbyanimpartialselectivecommittee.PartII

QuestionsaboutPartII

PartIISentenceInterpretationIftheyareamongthosepeople—asizableminority—whoworkbestwithachangeofpaceintheirworkingday,theypicktwotasks.(Line4,Para.5)Iftheyareagreatminoritywhospecialize/dealinworkingwithachangingpaceintheirworkingday,theypicktwotasks.PartIISentenceInterpretationHence,afteraskingwhatneedstobedone,theeffectiveexecutivesetsprioritiesandstickstothem.(Line7,Para.5)Therefore,onceeffectiveexecutivesknowwhatmustbedone,theydecidewhichtasksarethemostimportantandkeepfocusingonthosetaskswithoutchangingtheirminds.PartIISentenceInterpretationOfcoursetheyknowthatshareholders,employees,andexecutivesareimportantconstituencieswhohavetosupportadecision,oratleastacquiesceinit,ifthechoiceistobeeffective.(Line4,Para.8)Theycertainlyknowthatifthechoiceistobemadeeffective,thesupportfromshareholders,employees,andexecutivesindecision-makingisimportant.Oratleasttheywon’topposeit.PartII

WordsandExpressionsdelegatev.tochoosesomebodytodosomethingsynonyms:assign;entrustexample:Effectiveleadersknowhowtodelegatetaskstotheirteammembers.PartIIWordsandExpressionsacquiesceadj.tounwillinglyagreetodowhatsomeonewants,ortoletthemdowhattheywant,withoutarguingorcomplaining

synonyms:submitto;yield;concedeexample:Effectiveleadersdonotpassivelyacquiescetoexternaldemands;theycarefullyevaluatewhatistrulyrightfortheenterprise.PartIIWordsandExpressionsproneadj.likelytosufferfromsth.ortodosth.badsynonym:inclinedexample:Workingwithoutabreakmakesyoumorepronetoerror.JackWelchJohnFrancisWelchJr.isanAmericanchemicalengineerandbusinessexecutive.HewasthechairmanandCEOofGeneralElectric(GE)between1981and2001.DuringhistenureatGE,thecompany’svaluerosetobetheworld’s2ndlargest(1999).PartIINotesprice/earningsratioAvaluationratioofacompany’scurrentsharepricecomparedtoitsper-shareearnings.Ingeneral,ahighP/EsuggeststhatinvestorsareexpectinghigherearningsgrowthinthefuturecomparedtocompanieswithalowerP/E.市盈率，公司的股票现价与其每股收益的比率PartII

NotesDuPontanAmericanchemicalcompany杜邦公司J.Lyons&CompanyItwasonceoneofthelargestcateringandfoodmanufacturingcompaniesintheworld,buttookthefinalcurtaincallinthe1990s.J.莱昂斯公司PartII

Notesconglomeratealargebusinessorganizationconsistingofseveraldifferentcompaniesthathavejoinedtogether大型企业集团PartII

NotesQ:WhenNapoleonsaid“nosuccessfulbattleeverfolloweditsplan”,whatdidhemeanasyouunderstand?Eventsarealwaysevolvingveryquickly.Onemustmakeplanswhileallowingoneselftoadapttonewdevelopments.PartIIIQuestionsaboutPartIIIPartIIISentenceInterpretationButbeforespringingintoaction,theexcutiveneedstoplanhiscourse.(Line2,Para.11)Buttheexecutiveneedstoplanhiscoursebeforetakinganypromptaction.PartIIIWordsandExpressionsmeticulouslyadv.inawaythatpayscarefulattentiontoeverydetailsynonyms:fastidiously;thoroughlyexample:Theprojectmanagermeticulouslyreviewedallcontractstoavoidlegalrisks.NapoleonBonaparte(1769–1821)aFrenchmilitaryandpoliticalleaderwhorosetoprominenceduringthelatterstagesoftheFrenchRevolution.HeisbestknownasamilitarygeniusinthewarsledagainstFrancebyaseriesofcoalitions,theso-calledNapoleonicWars.Butperhapshislingeringfamecomesfromhislegalreform,theNapoleonicCode,whichhasbeenamajorinfluenceonmanycivillawjurisdictionsworldwide.PartIII

NotesQ1.What’swrongwiththeassumptionthatonlyseniorexecutivesmakedecisionsorthatonlyseniorexecutives’decisionsmatter?

Makinggooddecisionsisacrucialskillateverylevel,especiallyareasofspecialization.PartIV

QuestionsaboutPartIVQ2.HowdoyouviewtheremarkfromChesterI.Barnard’s1938classicTheFunctionsoftheExecutivethatorganizationsareheldtogetherbyinformationratherthanbyownershiporcommand?Barnardsummarizedthefunctionsoftheexecutiveinthreeaspects:establishingandmaintainingasystemofcommunication,securingessentialservicesfromothermembers,andformulatingorganizationalpurposesandobjectives.PartIV

QuestionsaboutPartIVQ3.Accordingtothetext,howmanykindsofmeetingarethere?Therearesixkindsintotal:ameetingtoprepareastatement,anannouncement,orapressreleaseameetingtomakeanannouncementameetinginwhichonememberreportsameetinginwhichseveralorallmembersreportameetingtoinformtheconveningexecutiveameetingwhoseonlyfunctionistoallowtheparticipantstobeintheexecutive’spresencePartIV

QuestionsaboutPartIVQ4.WhentranslatedintoChinese,theword“crisis”iscomposedof“threat”(危)and“opportunity”(机).Doyouthinkwecantreatthesetwoscenariosastwosidesofacoin?

PartIV

QuestionsaboutPartIVPartIVSentenceInterpretationProblemshavetobetakencareof,ofcourse;theymustnotbesweptundertherug.(Line2,Para.22)Ofcourse,problemshavetobetakencareof.Theymustnotbehidden.PartIVSentenceInterpretationSeniorexecutivesareeffectivetotheextenttowhichtheycanpreventsuchmeetingsfromencroachingontheirworkdays.(Line28,Para.25)Seniorexecutivesaresoeffectivethattheycanpreventsuchmeetingsfromeatinguptheirworkdays.PartIVWordsandExpressionsadjournv.stopthemeetingoranofficialprocessforaperiodoftime,especiallyinacourtoflawsynonym:recessexample:Thechairmanmayadjournthemeetingatanytime.DemographicsDemographicsrefertodatarelatingtothepopulationanddifferentgroupswithinit.Commonlyexamineddemographicsincludegender,age,ethnicity,knowledgeoflanguages,disabilities,mobility,homeownership,employmentstatus,andevenlocation.Demographictrendsdescribethehistoricalchangesindemographicsinapopulationovertime,andtheycanbeviewedastheessentialinformationaboutthepopulationofaregionandthecultureofthepeoplethere.人口统计数据PartIV

NotesQ:Howcouldexecutivesthinkoftheneedsandtheopportunitiesoftheorganizationbeforetheirownneedsandopportunitieswhentheyhavetheultimateresponsibilitywhichcanbeneithersharednordelegated?Thesuccessofboththeorganizationandtheindividualcomesfromthetrustoftheorganization.PartV

QuestionsaboutPartV

Q:“Effectivenessisadiscipline.And,likeeverydiscipline,effectivenesscanbelearnedandmustbelearned.”Howdoyouunderstandthissentence?

Effectivenessisnotanaturaltalent.Itisadiscipline,whichneedssystematiclearningofknowledgeandskills.Anyonecanlearnitthroughpracticeandeffort.What’smore,becauseitisadiscipline,peoplehavetolearnandpracticeittogettherightthingsdoneandachievegoodperformance.PartVI

QuestionsaboutPartVI

PartVISentenceInterpretationSomeareborneffective.Butthedemandismuchtoogreattobesatisfiedbyextraordinarytalent.(Line3,Para.29)Somepeoplearebornwiththetalentofbeingeffective.However,theneedforeffectivepeopleissolargethatitcan’tbemetonlybythosewithexceptionalnaturaltalentofeffectiveness.

TextBGreatManagersUnderstandTheirPeoplePara.MainTopics1-3Introductionofthecommonqualityofgreatmanagers4-6Identifyemployee’sstrengths&weaknesses7-10Focusonstrength&buildconfidence11-15FourwaystoovercomeweaknessStructuralAnalysisIntroduction:Onequalitysetstrulygreatmanagersapartfromtherest:Theydiscoverwhatisuniqueabouteachpersonandwhatisuniversalamongstemployees,andthencapitalizeonthem.

PartIParas.1-3Identifyemployee’sstrengths&weaknesses:Thegreatmanagersspendagooddealoftimeoutsidetheofficewalkingaroundandobserving,buttheycouldobtainalotofinformationaboutapersonbyaskingafewsimple,open-endedquestionsandlisteningcarefullytotheanswers.PartIIParas.4-6Focusonstrength&buildconfidence:Greatmanagersseemtounderstandthattheirjobisnottoarmeachemployeewithadispassionatelyaccurateunderstandingofthelimitsofhis/herstrengthsandtheliabilitiesofhis/herweaknesses,buttoreinforcehis/herself-assurance.That’swhygreatmanagersfocusonstrengths.PartIIIParas.7-10Fourwaystoovercomeweakness:Offertherelevanttraining.Pairhim/herapartner,someonewhosetalentsarestronginpreciselytheareaswherehis/hersareweak.Insertintotheemployee’sworldatechniquethathelpsaccomplishthroughdisciplinewhatthepersoncan’taccomplishthroughinstinct.Rearrangetheemployee’sworkingworldtorenderhis/herweaknessirrelevant.PartIVParas.11-15SpeakingPESTAnalysisPresentationNowadays,manyChinesecompaniesareplayinganimportantroleinboththedomesticandinternationalmarkets.Therearemanyfactorsthatmayaffectthedevelopmentofacompany.APESTanalysisisanessentialtoolformanagerstoidentifytheexternalfactorsthatcaninfluenceacompany,whichinvolvesthefollowingfouraspects.Theacronym“PEST”standsforpolitical,economic,social,andtechnologicalfactors.SpeakingPESTAnalysisPresentationPoliticalfactors:ThepoliticalaspectofPESTanalysisfocusesontheareasinwhichgovernmentpoliciesand/orchangesinlegislationaffecttheeconomy.Itincludesforeigntrade/taxpolicy,employmentlaws,andsoon.Economicfactors:Economicfactorsincludeinflation,interestrates,economicgrowth,unemploymentrates,andpolicies,etc.SpeakingPESTAnalysisPresentationSocialfactors:Socialfactorsfocusonsocietyandpeople,suchascustomerdemographics,culturallimitations,lifestyleattitudes,andeducation.Thesehelpabusinessunderstandhowconsumerneedsareshaped.Technologicalfactors:Technologicalfactorsconsiderthespecificroleofthedevelopmentoftechnologieswithinthesectorandorganization,aswellasthewideruses,trends,andchangesintechnology.Governmentspendingontechnologicalresearchmayalsobeinthisarea.SpeakingPESTAnalysisPresentationPESTanalysisallowsbusinessestolookatthebigpicturebeforemakingoradjustingtheirdevelopmentstrategies.Ithelpsspottheopportunitiesthattheycouldtakeadvantageofandmanagepotentialthreatsthattheymayface.SpeakingPESTAnalysisPresentationGroupPresentationSituationAmajortelemedicineplatforminChinaaimstolaunchitsservicesinIndonesia.AleadingChineseeducationcompanyplanstolaunchitsonlineK–12tutoringservicesinSaudiArabia.AChinesepharmaceuticalfirmseekstodistributegenericdrugsandinvestinlocalmanufacturinginNigeria.AChineseNEV(newenergyvehicle)manufacturerplanstobuildafactoryinBraziltoproduceitsbudgetEVsandgraduallyexpandinSouthAmerica.SpeakingPESTAnalysisPresentationTipsforPESTAnalysisPresentationIntroducethecompanyaswellasyouroverallarrangement.Presentthepoliticalfactors:keydriversandmajorchallenges.Presenttheeconomicfactors:keydriversandmajorchallenges.Presentthesocialfactors:keydriversandmajorchallenges.WritingPESTAnalysisReportAPESTanalysisreportisastrategicframeworkusedtoevaluatetheexternalmacro-environmentalfactorsthatcanimpactanorganization,project,ordecision-makingprocess.Thisreporthelpsidentifyopportunitiesandthreatsarisingfromtheseexternalforces,enablingbusinessestoadaptstrategies,mitigaterisks,andcapitalizeonfavorableconditions—especiallyusefulformarketentry,expansion,orlong-termplanning.WritingPESTAnalysisReportWritingTemplateExecutiveSummaryBriefoverviewofthepurpose,scope,andkeyfindingsoftheanalysis(e.g.,“Thisreportassessesmacro-environmentalfactorsforABCCompany’sexpansionintoCountryX”).IntroductionBackground:contextoftheanalysis(e.g.,businessobjectives,marketentryplans).Objectives:whatthereportaimsto