商英Unit 2 Management答案

1、Unit 2 ManagementManagement is important. The success or failure of business organizations, government institutions and public sector services, voluntary and non-profit organizations, sports teams, and so on, often depends on the quality of their management. This unit includes a discussion of the qu

2、alities required by managers, a definition of management, consideration of the role of the meetings in management, a critical view of the management of one large American multinational company, and an interview with the manager of a British department store, who discusses his job.Before the discussi

3、on on the qualities required by managers and the definition of management, maybe we can discuss the cartoon. Whats the joke? We can assume that Mr. Farvis runs this company (his name is on the door). What can we say about his managerial skills, or his apparent lack of them? Discuss in pairs for two

4、minutes what exactly managers do, concerning organizing, setting objectives, allocating tasks and resources, communicating, motivating, and so on.1a DiscussionWhat is management? Is it an art or a science? An instinct or a set of skills and techniques that can be taught?Management is a mixture of in

5、nate qualities and learnable skills and techniques.What do you think makes a good manager? Which four of the following qualities do you think are the most important?Being decisive: able to make quick decisionsBeing efficient: doing things quickly, not leaving tasks unfinished, having a tidy desk, an

6、d so onBeing friendly and sociableBeing able to communicate with people -Being logical, rational and analyticalBeing able to motivate and inspire and lead people -Being authoritative: able to give ordersBeing competent: knowing ones job perfectly, as well as the work of ones subordinates -Being pers

7、uasive: able to convince people to do thingsHaving good ideas -Are there any qualities that you think should be added to this list?Which of these qualities can be acquired? Which must you be born with?There are clearly no definitive answers as to which of these skills can be acquired.1b ReadingPeter

8、 Drucker, the (Austrian-born) American management professor and consultant, is the author of many books about business. This text summarizes some of Peter Druckers views on management. It paraphrases the extended definition of management he gives in one of his management textbooks. As you read about

9、 his description of the work of a manager, decide whether the five different functions he mentions require the four qualities you selected in your discussion, or others you did not choose. What is management?Druckers first point (setting objectives and developing strategies) presumably requires qual

10、ities J, H, E and A (not necessarily in that order). The second point (organizing) presumably also requires H, E and J. The third point (motivation and communication) embraces F, D, I and probably C. The fourth point (measuring performance) probably requires H and E. The fifth point (developing peop

11、le) might require H, F, D and J. But all this is clearly open to discussion.1c VocabularyComplete the following sentences with these words.Achieved; board of directors; communicate; innovations; manageable; performance; resources; setting; supervise1.managers have to decide how best to allocate the

12、human, physical and capital resources available to them.2.Managers - logically have to make sure that the jobs and tasks given to their subordinates are manageable.3.There is no point in setting objectives if you dont communicate them to your staff.4.Managers have to supervise their subordinates, an

13、d to measure, and try to improve, their performance.5.Managers have to check whether objectives and targets are being achieved.6.A top manager whose performance is unsatisfactory can be dismissed by the companys board of directors.7.Top managers are responsible for the innovations that will allow a

14、company to adapt to a changing world.1d VocabularyThe text contains a number of common verb-noun partnerships (e.g. achieve objectives, deal with crises, and so on). Match up these verbs and nouns to make common collocations.Allocate resources (or people)Communicate information (or decisions)Develop

15、 strategies (or people or subordinates)Make decisions Measure performanceMotivate peoplePerform jobsSet objectives Supervise subordinates2 MeetingsOne can either work or meet. One cannot do both at the same time. (Peter Drucker: An Introductory View of Management)What do you think Peter Drucker mean

16、s by this comment?Drucker obviously believes that work is largely something that is done individually, and that meetings are not work, but merely preparation for it, or consolidation after it.2a Reading p18Read the computer journalist Robert X. Cringelys description of the management style at IBM. I

17、s he positive or negative about IBMs working culture?Robert Cringelys history of the personal computer industry is very informative, in places very critical, and also very funny. In this extract, he is extremely negative about IBM, saying that they put much too much effort into management and worryi

18、ng about the possibility of making bad decisions, and not enough into producing good, competitively-priced products.2b ComprehensionExplain in your own words exactly what Robert Cringely means in the following sentences.1.Every IBM employees ambition is apparently to become a manager.It seems as if

19、the people who work for IBM are more interested in being regarded as a manager than as a computer designer or technician2.IBM makes management the companys single biggest business.IBMs corporate culture seems to place more emphasis on management than on developing and selling the companys products.3

20、.IBM executives manage the design and writing of software.IBMs managers dont actually do the work of designing and writing software themselves, but organize and supervise the people who do it.4.IBM products arent often very competitive.IBM products are rarely as good or as dheap as similar products

21、made by their competitors5.The safety net at IBM is so big it is hard to make a bad decision.There is an extensive hierarchy and a system of checks and controls which ensures that bad decisions are generally avoided (but good decisions also take a very long time to make).6.This will be the source of

22、 the companys ultimate downfall.The slowness of IBMs decision-making process (and the consequent lack of competitiveness of their products) will eventually destroy the company.2c Vocabulary p18Find word in the text that mean the same as the words or expressions below.1.seemingly apparentlyputer prog

23、rams software3.work, time and energy effortputers (and other machines) hardware5.young workers still learning their jobs trainees6.knowledge and skill expertise7.levels or strata layers8.to make certain that something is true verify9.corrected or slightly changed amended10.collapse or failure downfa

24、ll3 The retail sectorYou will hear part of an interview with Steve Moody, the manager of the Marks & Spencer store in Cambridge, England. What do you know about Marks & Spencer?M&S, as many people call them in Britain sell clothes, household goods and food. They have branches all over Br

25、itain, and are expanding into continental Europe.3a Listeninglisten to part One, in which Steve Moody describes the role and responsibilities of a store manager. Tapesript Part OneSTEVE MOODY so, as the store manager in Cambridge, which is probably the fortieth largest of the 280 stores we have got,

26、 I am responsible for the day-to-day running of the store. All the product is delivered to me in predescribed quantities, and obviously Im responsible for displaying that merchandise to its best advantage, obviously Im responsible for employing the staff to actually sell that merchandise, and organi

27、zing the day-to-day logistics of the operation. Much more running stores is about the day-to-day operation. And ensuring that thats safe, and obviously because of the two hundred people that we would normally have working here its ensuring that they are well trained, that they are well motivated, an

28、d that the environment they work in is a pleasant one, that they are treated with respect, and that they are committed to the companys principles.Which of the following tasks is he responsible for?1.designing the store and its layout 2.displaying the merchandise 3.employing the sales staff 4.ensurin

29、g the safety of staff and customers5.establishing the companys principles6.getting commitment from the staff7.increasing profits8.maintaining a pleasant working environment9.motivating anizing the day-to-day logistics11.pricing the merchandise12.running 40 out of 280 stores13.selecting th

30、e merchandise14.supervising the day-to-day running of the store15.training staff3b ListeningListen to Part Two, and answer these questions.Tapescript Part TwoINTERVIEWER How much freedom do those people have within their jobs to make decisions themselves? How much delegation is there of responsibili

31、ty down the chain?STEVE MOODY We would , as a business, like to encourage as much accountability and delegation as possible. Of course that does depend on the abilities of the individuals, the environment in which youre working, and the time of year. With 282 stores we have a corporate appearance in

32、 the United Kingdoms high streets. It is quite important that when customers come into Marks & Spencers Cambridge they get the same appearance and type of looking store and the same level of service that they would expect if they went into Marks & Spencers Edinburgh in Scotland, for example,

33、 and its very important that we have a corporate statement that customers understand. So, there are obviously parameters and disciplines that, you know, not only the staff but supervision and management would follow. Within that, in terms of development and training, training is obviously an investm

34、ent for all staff. If staff are trained to do their job well and they understand it, they will feel confident in what theyre doing, that in turn will give a better service to the customers, obviously from Marks & Spencers point of view it could well lead to increased sales.1.Why are Marks &

35、Spencers store managers limited in giving accountability to their staff and delegating responsibilities?Although marks & Spencer would like to encourage as much accountability and delegation as possible, they have a corporate appearance for all their stores, in all of which customers should get

36、the same level of service. This limits the freedom of individual mangers to change the stores: there are parameters and disciplines that not only the staff but supervision and management would follow.2.What do they concentrate on instead?Instead, they concentrate on staff development and training.3c

37、 listeninglisten to Part Three, and answer the following questions.Tapescript Part ThreeINTERVIEWER Do you have meetings for members of staff where they can express views about whats going on in the store?STEVE MOODY We have a series of meetings, management and supervisory every week we have somethi

38、ng which Marks & Spencers call a focus group, which is members of staff who get together regularly from all areas of the store, so from the food section and perhaps the menswear section, from the office who do the stock and accounting, and indeed the warehouse where people receive goods. They ha

39、ve meetings, they discuss issues, they discuss problems that they feel are going on in the store. They also discuss suggestions of how they can improve that we run the store, and they discuss that amongst themselves first. They will then have a meeting with members of management and obviously myself

40、, and we will discuss those issues and work together to try and provide solutions. However, Marks & Spencers philosophy, I suppose, is that meetings should not be substitute for day-to-day communication and therefore if problems do arise in terms of the operation, or an individual has got a prob

41、lem in their working environment, or indde their immediate line manager, or indeed if they have a problem outside, which might be domestic, or with their family, we would like to discuss that as it arises and would like to encourage a policy that they will come and talk to their supervisor or their

42、manager, to see what we can do to solve the problem.Steve Moody mentions two kinds of regular meetings. The first is weekly meetings for management and supervisory staff.1.What is the second kind of meeting called?A focus group.2.Who attends them?Members of staff from all areas of the store (e.g. the food section, the menswear section, the stock and accounting office, the warehouse, and so).3.What are they designed to achieve?Staff can discuss probl