商務英語綜合教程第二冊unit-3-Management課件_第1頁
商務英語綜合教程第二冊unit-3-Management課件_第2頁
商務英語綜合教程第二冊unit-3-Management課件_第3頁
商務英語綜合教程第二冊unit-3-Management課件_第4頁
商務英語綜合教程第二冊unit-3-Management課件_第5頁
已閱讀5頁,還剩75頁未讀, 繼續(xù)免費閱讀

下載本文檔

版權說明:本文檔由用戶提供并上傳,收益歸屬內容提供方,若內容存在侵權,請進行舉報或認領

文檔簡介

Unit3ManagementUnit3Management1ContentWarm-upActivitiesBackgroundInformationTextAnalysisExtendedActivitiesWritingContentWarm-upActivitiesBackg2Warm-upactivitiesI.Pairworks Whatdoyouknowaboutmanagement?Thinkaboutitandtalkwithyourpartner.II.Groupwork Managementisanorganizedbodyofknowledge.Workinsmallgroups,discussinghowtoequipthemanagerwiththeunderstanding,thethinking,theknowledgeandtheskillsfortoday’sandalsotomorrow’sjobs.Warm-upactivitiesI.Pairwork3商務英語綜合教程第二冊unit-3-Management課件4商務英語綜合教程第二冊unit-3-Management課件5ProcessofEffectiveManagementProperPlanningofTasksProperOrganizingofTasksProper

Communication

to

Employees

about

Job

TasksProperControlofTasksFirm’sRevenuesandExpensesFirm’s

EarningsFirm’sValueEffective

ManagementProcessofEffectiveManagemen6ThelevelsofManagementwhichconcentratesonthefirm’slong-runobjectives.whichisresponsibleforintermediateandshort-termdecisions.whichishighlyinvolvedwithemployeeswhoengageintheday-to-dayproductionprocess.Levels

Top(high-level)management

Middlemanagement

Supervisorymanagement

ThelevelsofManagementwhich7TitleTypesofDecisionsTopManagementPresident1)Shouldwecreatenewproducts?2)Shouldweexpand?3)Howcanweexpand?Throughacquisitions?ChiefFinancialOfficer1)Shouldmorefundsbeborrowed?2)Shouldweinvestavailablefundsinproposedprojects?Vice-presidentofMarketing1)Shouldanexistingproductberevised?2)Shouldourpricingpoliciesbechanged?3)Shouldouradvertisingstrategiesbechanged?ThelevelsofManagementTitleTypesofDecisionsTopMan8TitleTypesofDecisionsMiddleManagementRegionalSalesManager1)Howcanweboostsalesinaparticularcity?2)Howcancomplaintsfromoneofourlargestcustomersberesolved?3)Shouldanadditionalsalespersonbehired?PlantManager1)Shouldthestructureoftheassemblylineberevised?2)Shouldnewequipmentbeinstalledthroughouttheplant?ThelevelsofManagementTitleTypesofDecisionsMiddle9TitleTypesofDecisionsSupervisoryManagementAccountManagerHowcanworkerswhoprocesspaymentsfromvariousaccountsbemotivated?2)Howcanconflictsbetweentwoworkersberesolved?Supervisor1)Howcanthequalityofworkbyassembly-lineworkersbeassessed?2)Howcanassembly-linetasksbeassignedacrossworkers?3)Howcancustomercomplaintsbehandled?ThelevelsofManagementTitleTypesofDecisionsSupervi10Thekeyfunctionsofmanagement

Integrationforthefuture(objectives)resources

to

achieve

objectives

providing

with

instructionswhichinvolvesmonitoringandevaluatingemployeetasks1.

Planning

2.

Organizing

3.

Leading

4.

Controlling

*IntegrationofManagementFunctionsThekeyfunctionsofmanagemen11QualitiesofManagersWhatdoyouthinkmakesagoodmanager?Whichfourofthefollowingqualitiesdoyouthinkarethemostimportant?

QualitiesofManagersWhatdoy12FourTypesofSkillsofManagersConceptualskillsInterpersonal

skills

Technical

skills

Decision-making

skills

toperformspecificday-to-daytasks,isarrangedtounderstandrelationshipsamongvarioustaskstocommunicatewithotheremployeesandwithcustomerstoassessalternativechoicesontheallocationofthefirm’sresourcesSKILLSFourTypesofSkillsofManage13Author

JohnB.Minerisawriter,speaker,andconsultantspecializinginentrepreneurshipandhumanresourcemanagement.HisclientshaveincludedMcKinsey&Company,WesternMichiganUniversity,AT&T,BaxterLaboratories,SouthernIllinoisUniversity,andStandardOilofOhio,aswellasnumeroussuccessfulentrepreneurs.Author JohnB.Minerisawr14MinerhasbeenaprofessorattheUniversityofOregon,UniversityofMaryland,GeorgiaStateUniversity,andtheStateUniversityofNewYorkatBuffalowherehewasdirectoroftheCenterforEntrepreneurialLeadership.Heistheauthorof35booksontopicsrangingfromindustrialpsychology,organizationalbehavior,andstrategicmanagement,toentrepreneurshipandhumanresourcemanagement.Hismostrecentbookis<The4RoutestoEntrepreneurialSuccess>.Minerhasbeenaprofessorat15TextAnalysis

1.Thereareatleastthreegeneralpreconditionsforachievinglastingsuccessasamanager:ability(A),motivationtomanage(M),andopportunity(O).

作為一個管理者要最終成功至少要具有三個基本的先決條件:能力(簡稱A),從事管理的動機(簡稱M)和機遇(簡稱0)。atleast:adv.ifnothingelse;notlessthan至少preconditionn.anassumptiononwhichreststhevalidityoreffectofsomethingelse前提v.putintotherequiredconditionbeforehand預先處理;事先準備

例:TheUSshouldinsistonasubstantiveagendaasapreconditionforanyObamavisit.

美國應該堅持將實質性的議事日程作為奧巴馬訪問的前提。TextAnalysis 1.Thereareat16TextAnalysis2.Judgingfromheadlinesinrecentyearsaboutcorporatedownsizings,middlemanagerlayoffs,andthedramaticscalingbackoftheU.S.defenseindustry,studentsmightbetemptedtothrowuptheirhandsinfrustrationovertheprospectofeverlandingamanagementposition.根據(jù)美國最近幾年有關大公司滑坡、中等企業(yè)管理者失業(yè)以及國防工業(yè)突然倒退的報道,大學生們可能對涉足于管理崗位的前景失去信心而不敢恭維。headline1.N-COUNTAheadlineisthetitleofanewspaperstory,printedinlargelettersatthetopofthestory,especiallyonthefrontpage.(尤指報紙頭版的)標題2.V-TIfanewspaperormagazinearticleisheadlinedaparticularthing,thatistheheadlinethatintroducesit.為…加標題

例:Thearticlewasheadlined"Tellusthetruth."

該文章題為“告訴我們真相。”TextAnalysis2.Judgingfromh17TextAnalysisdownsizing Todownsizesomethingsuchasabusinessorindustrymeanstomakeitsmaller.精簡,裁員;縮小規(guī)模例:

例:Americanmanufacturingorganizationshavebeendownsizingtheirfactories.美國制造商們一直在縮小他們工廠的規(guī)模。layoff

Whentherearelayoffsinacompany,peoplebecomeunemployedbecausethereisnomoreworkfortheminthecompany.解雇scalingn.actofmeasuringorarrangingoradjustingaccordingtoascale縮放比例scalingup按比例放大;按比例增加

scalinglaw標度律;比例法則;相似律;比例縮小規(guī)則scalingdown按比例縮?。唤档陀嬎闼俣?/p>

TextAnalysisdownsizing18TextAnalysis

3.Theupshotisthatmanagerialjobs,whichsurgedata5.6%annualratefrom1984through1989,haveshownnonetgrowthatallsincethen--eliminatingabout2.25millionjobsthatwouldhavebeencreatediftheearliergrowthtrendhadbeenmaintained.

這一調整的結果是,管理局位從1984到1989以5.6%的比率上升,但后來根本沒有任何凈增長一一如果早期的發(fā)展勢頭能夠持續(xù)下去的話,就可以創(chuàng)造大的225萬個崗位。upshot N.Theupshotofaseriesofeventsordiscussionsisthefinalresultofthem,usuallyasurprisingresult.(通常指出乎意外的)結果surge:

Asurgeisasuddenlargeincreaseinsomethingthathaspreviouslybeensteady,orhasonlyincreasedordevelopedslowly.劇增eliminate:toeliminatesomething,especiallysomethingyoudonotwantorneed,meanstoremoveitcompletely.消除TextAnalysis 3.Theupshotis19Exercise:

I.Answerthefollowingquestionsaccordingtothetext:1.Whataregeneralpreconditionsforachievinglastingsuccessasamanager?2.Whatismanagerialability?3.Whichskillsshouldbusinessschoolgraduateshave?1.Thereareatleastthreegeneralpreconditionsforachievinglastingsuccessasamanager:ability(A),motivationtomanage(M),andopportunity(O).2.Asusedhere,thetermmanagerialabilityisthedemonstratedcapacitytoachieveorganizationalobjectivesbotheffectivelyandefficiently.3.AccordingtorecentworkbytheAmericanAssemblyofCollegiateSchoolsofBusiness(AACSB),anaccreditingagency,businessschoolgraduatesshouldbeabletodemonstratecertainskillsandpersonalcharacteristics.Theyinclude:Leadership;Oralcommunicationandpresentationskills;Writtencommunication;Planningandorganizing;Informationgatheringandproblemanalysis;Decisionmaking;Delegationandcontrol;Self-objectivity(beingawareofone'sstrengthsandlimitations);Dispositiontolead(awillingnessanddesiretoleadothersinnewdirections).Exercise:

I.Answerthefollow204.Whatiscalldispositiontolead?5.WhatistheimpactofmotivationtoManage?6.Howmanywaysthatcanmeasureone’smotivationtoManage?4.Awillingnessanddesiretoleadothersinnewdirections5.Upliftingstoriesaboutdisabledpersonsandadventurerswhosucceeddespiteseeminglyinsurmountableoddsareoftensummedupinoneword:desire.Thesameforcedrivessuccessfulmanagers.6.AmanagementresearchernamedJohnB.Minerdevelopedapsychometricinstrumenttomeasureobjectivelyanindividual'smotivationtomanage.Miner'smeasureofmotivationtomanageisanchoredtothefollowingsevendimensions:4.Whatiscalldispositionto217.WhataretheconclusionsdoMinerandhiscolleaguesmake?8.Whywesaystudentsmightbefrustratedwithmanagementposition?9.HowmanyworkersinprivateindustryinAmericanaccordingtodata?10.Whatisthequickwaytobecomeamanagerinthistext?7.First,althoughthesteadydeclineofmotivationtomanageduringthe1960sandearly1970shadstopped.students'motivationtomanagestillwasverylow.Asecondconclusionwasthatfemalestudentsnolongerlaggedbehindtheirmalecounterpartsinmotivationtomanage.8.Judgingfromheadlinesinrecentyearsaboutcorporatedownsizings,middlemanagerlayoffs,andthedramaticscalingbackoftheU.S.defenseindustry,studentsmightbetemptedtothrowuptheirhandsinfrustrationovertheprospectofeverlandingamanagementposition.9.IntheU.S.some13.5millionworkersinprivateindustryareclassifiedasexecutives,administrators,andmanagers,andmostareemployedintheservicesector--thefocusofintensiverestructuringinrecentyears.10.Onequickwaytobecomeamanageristostartyourownbusiness.7.Whataretheconclusionsdo22WordPracticeFillintheblankswithappropriatewordsfromthetext.Theinitialletterofeachwordhasbeensuppliedforyou.1.Italsomakeshisbranddistinctivelyc________andlendsmoremystiquestohisname.2.Incountriespronetohighinflation,astableexchangeratehelpstoa__________prices.3.Thecompanythensaiditwouldendself-censoringsearchresults,puttingito__________withBeijing.4.Thatsuggests,tothoseofd__________atleast,thattheworstmayalreadybeoverforseveralAsianeconomies.5.ThegrowthofglobalsupplychainsmeansthatpartsmadeinoneAsiancountryfromrawmaterialsimportedfromanotherarere-exportedtoathirdforfinala____________.1.conceptual2.anchor3.odds4.disposition5.assemblyWordPractice1.conceptual2236.Theagencyhopestoreducemistakeswithaprogrambuiltaroundanews__________safetychecklist.7.Thereisones___________waytoknowiftheSouthernCrossisvisibleinyourskyornot.8.Indeed,them___________ofitsartifactsmayevenbewhatmakesitmeaningful.9.Thec__________totheirassetsisbanks'excessreserveholdingswithcentralbanks.10.Todosowouldd___________thatthisisnotatrueunionatall.6.surgical7.surefire8.multiplication9.counterpart10demonstrate6.Theagencyhopestoreduce24WordPracticeFillintheblankswiththeappropriatewordsorphrasesgiveninthebox.Changetheformswherenecessary.

gloomyperspectivesuperiorintangiblefrustrationrestructuringmerchandisesurgedriveinsurmountable1.LiquidityintheUStreasurymarketis_________toEurozonebondmarkets.2.Thereis_____________financialbarrieratthemoment,butit'ssomethingthatcouldchange.3.Thenewnumbers____________withChinaisonlylikelytointensifyasunemploymentremainsstubbornlycloseto10%.4.That___________forecastseemsalltoorealisticfollowingsograveafinancialcrisis.1.superior2.insurmountable3.frustration4.gloomyWordPractice255.Inrecentdecades,however,moreAmericanbusinesspeoplehavecometorecognizetheneedtobemoreinternationalintheir_____________.6.TherateofbankandthriftfailuresinAmericabeganto______________in2008afterseveralblissfullyquietyears.7.Asuccessfulenterpriseforitsownbrandbuildingisakindof_____________investment,anditsbenefitswillbewiththeconstantdevelopmentandexpansionofenterprises,graduallyemerged.8.CanAmericacontinuetorelyongovernmentstimulusto_____________growth?9.Onelikelychangemeansa_____________ofAmerica'sfailedhealth-insurancemarkets.10.__________angible8.drive9.restructuring10.merchandise5.Inrecentdecades,however,26IV.TranslationTranslatethefollowingsentencesintoEnglish:1.央行行長認為,最好以錨定通貨膨脹的方式渡過短期震蕩。2.世界商品貿易依然是全球經(jīng)濟增長的二倍。3.運用果斷力,你利用自己的智慧,可能會不戰(zhàn)而勝。4.這一切很大程度上肯定的反映了經(jīng)濟衰退和失業(yè)率的上升。5.由于出色的投資表現(xiàn),基金管理公司可以增長一段時間。1.ThegovernoroftheBankarguesthatmaintainingtheinflationaryanchoristhebestwaytogetthroughtheshort-termturmoil.2.However,worldmerchandisetradewasstilltwicethatofworldeconomicgrowth(GDP).3.Byassertiveness,youuseyourmindandwinwithoutfighting.4.Muchofthisisalmostcertainlyaresponsetotherecessionandthesurgeinunemployment.5.Fundmanagersmaygrowforawhilebecauseofsuperiorinvestmentperformance.IV.Translation27V.ReadingcomprehensionReadthetextcarefully,andchoosethebestanswer.

MaryOwenexaminestheroleandefficiencyofteams.

Recruiterssaythatcandidateswhocangiveexamplesofworktheyhavedoneasmembersofasuccessfulteamareinasstrongapositionasthosewhocanpointtosignificantindividualachievement.Indeed,toomuchofthelattermaysuggestthatthepersonconcernedisnota'teamplayer'-oneofthemoreseriousfailingsinthebookofmanagement.

Theimportanceofbeingateamplayerisasideeffectoftheincreasinginteractionacrossdepartmentsandfunctionaldivides.Insteadofpushingreports,paperworkanddecisionsaroundtheorganization,'teamsprovideadynamicmeetingplacewhereideascanbesharedandexpertisemorecarefullytargetedatimportantbusinessissues,'saysSteveGardner,inhisbookKeyManagementConcepts.Headds,'Globalizationhasaddedafurtherdimensiontoteamwork.Multinationalteamsnowstudypolicydecisionsinthelightoftheirimpactonthelocalmarket.'

V.Readingcomprehension28Butisteamworkingbeingoverdone?'Somemanagersareonasmanyassevenoreightdifferentteams',saysDrCathyBandy,apsychologistwhorecentlyranaconferenceonthesubject.'Theytakeupsomuchtimethatmanagerscan'tgetonwithcoretasks.'Formingteamsandhavingmeetingshas,shesays,becomeanendinitself,almostregardlessofpurpose.Thereisalsothedangerofanunhealthydesiretokeeptheteamgoingaftertheworkhasbeendone.'Peoplefeeltheneedtobelong,andteammembershipcanprovideakindofpsychologicalsupport.'

Theideabehindteamworkingisthat,whentherightgroupofpeopleisbroughttogether,a'force'developswhichisgreaterthanthesumoftheirindividualtalents.Thisisoftentrueinsport,wheregoodplayerscanreachunexpectedheightsasmembersofaninternationalteam.However,fewbusinesssituationshaveasclearasetofobjectives,orasclearcriteriaofsuccessorfailure,aswinningamatch.

Butisteamworkingbeingover29'Inbusiness,everyoneneedstobeclearaboutwhatthechallengeisandwhetherateamistherightwayofapproachingit',saysSteveGardner.'Unfortunately,peoplefocusinsteadonwhothemembersoftheteamshouldbeandwhatrolestheyaretoplay'DrBandyagrees.'Thereisalwaysadangerthatteamscanturnintocommittees,'shesays.'Inalotofsituations,oneortwoindividualswouldbemuchmoreeffective.'

Sowhatmakesasuccessfulteam?Therearesomegeneralqualitiesthathavebeenidentified.SteveGardnerrecommendsthatineveryteamthereshouldbesomeonewhoisgoodatresearchingideasandanotherwhoisgoodatshootingdownimpracticalones.Thereshouldbethosewhocanresolvethetensionsthatnaturallyoccurinateamandotherswhoarefocusedongettingthejobdone.Also,providingaclearandachievabletargetattheoutsetisthebestwayofensuringthattheteamwillmoveontogreaterthings.

'Inbusiness,everyoneneedst301.Whatpointdoesthewritermakeaboutteamworkingatthebeginningofthearticle?

A)Itisthemostsuccessfulformofmanagement.

B)Ithaschangedtherecruitmentprocedureincompanies.

C)Well-runteamsstillallowindividualstodemonstratetheirtalents.

D)Beingateamplayerisnowconsideredanessentialmanagementskill.

2.Accordingtothearticle,teamworkdevelopedwithincompaniesasaresponseto

A)modernofficedesign.

B)changingworkpractices.

C)areductioninadministrativetasks.

D)theexpansionofinternationalbusiness.3.Inthethirdparagraph,DrBandysuggeststhat

A)manyemployeesdonotenjoyworkinginteams.

B)somemanagersarenotveryeffectiveteamleaders.

C)someteamsarecreatedunnecessarily.

D)fewteamsarewellorganized.

1.D2.B3.C1.Whatpointdoesthewriterm314.Accordingtothewriter,teamworkismoreeffectiveinthefieldofsportbecausetheplayers

A)knowwhattheywanttoachieve.

B)aremorecompetitivebynature.

C)havemoreindividualtalent.

D)canbedrivenbynationalpride.

5.SteveGardnerandDrBandyagreethatwhenabusinessteamiscreatedpeopledonotpayenoughattentionto_________.

A)thestructureoftheteam.

B)alternativestotheteam.

C)selectingtheteammembers.

D)directingtheteam'sactivities.

6.WhatisSteveGardner'sadviceonoperatingasuccessfulteam?

A)Maintainaflexibleapproachtomembership.

B)Allowpersonalitiestodevelopwithintheteam.

C)Selectpeoplewhofitnaturallyintocertainroles.

D)Makeeveryefforttoavoidconflictbetweenmembers.4.A5.B6.C4.Accordingtothewriter,te32WritingMinutesMinutesaredesignedtoshowthesubjectofmeeting,memberspresent,summaryofthespeechanddiscussion,timeofadjournmentandsignaturetothetargetreaders.

I.TheelementsofminutesTheformatofformalminutesofameetingisuncomplicatedandusuallyincludesfourparts:theheadingofthemeeting,thebasicsituationofthemeeting,thebodyofminutesandtheending.1.TheHeadingItusuallycoversthetitleoftheminutes,thevenue,dateandtimeofthemeeting.Itisusualtostatethenameandpositionofthepersoninthechairandthetimeatwhichthemeetingstartedandc1osed.Besides,otherinformationshouldbeinc1uded,suchasthetypeofmeeting(daily,weekly,monthly,annual,orspecial).2.TheBasicSituationAnamelistofattendeesandabsentees(forsmallmeetings,alistofthosepresentorabsent;forlargemeetings,andthenumberofmembersinattendance)isusuallyshowninthispart.Writing333.TheBodyThebodyofminutesisthemainpart,whichisanaccountofallreports,motions,motionoriginators,modesofvoting,adoptionorrejection,itemspostponed,recommendations,argumentsinfavororagainst,alternatives,resolutions,actions,deadlines,personsresponsible,etc.Furthermore,informalminutesofameeting,itcoversopeningstatement,businessarisingandconc1usioninthissection.OpeningStatementOpeningstatement,alsocalledmeetingbackground,focusonthemeetingpurposeorprovidingtheinformationonforthcomingdiscussedtheme.BusinessArisingThethemeorsubjectdiscussedinthemeetingissummarizedintheformofparagraph,whichincludesvariousreasons.ConclusionsTheconc1usionoftheminutesofameetingisclearandconcise,maybemadeindividuallyifmanysubjectsareputforward.Ifnoconc1usionismadebythechairman,itisnecessaryfortheminutes-takertodoit.3.TheBody344.TheEnding Itusuallyconsistsofthecomplimentaryclosewhichisrespectfullysubmitted,thehandwrittenandtypewrittensignatureoftherecorder.Thetimeofadjournment,thedateandplaceofthenextmeetingareusuallyinc1udedattheend. Areferencenumbermaybeaddedtotheminutesforeasyfilingandheadingsandsubheadingscanbeusedforeasyreading.However,simplifiedminutesonlyinc1udethefollowingparts:chairperson;dateandtime;attendees;contentandminuteskeeper.4.TheEnding35II.WritingTechniquesofBusinessMinutesGuidelinesforWritingMinutesBeforetheMeeting>Chooseyourtool:penandpaper,laptopcomputerortaperecorder.>Makesureyourtoolofchoiceisinworkingorderandhaveabackupjustincase.>Usethemeetingagendatoformulateanoutline.DuringtheMeeting>Passaroundanattendancesheet.>Getalistofcommitteemembersandmakesureyouknowwhoiswho.>Notethetimewhenthemeetingbegins.>Don'ttrytowritedowneverysinglecomment,justthemainideas.>Makenoteofanymotionstobevotedonatfuturemeetings.>Notetheendingtimeofthemeeting.II.WritingTechniquesofBusi36AftertheMeeting>Typeuptheminutesassoonaspossibleafterthemeeting,whileeverythingisstillfreshinyourmind.>Inc1udethenameoforganization,nameofcommittee,typeofmeeting(daily,weekly,monthly,annual,orspecial),andpurposeofmeeting.>Inc1udethetimethemeetingbeganandended.AftertheMeeting37AssignmentTrytosummarizethecommunicativepurposesofminutes.AssignmentTrytosummarizeth38WritingSuggestedAnswer: Thecommunicativepurposesofmeetingminutesaretorecordpermanentlytheproceedingsofameeting,toprovidearecordofresultsforthosewhowerenotpresentatthemeetingandabasisforactionaswellastomeasureprogress.Writing39Thankyou!Thankyou!40Unit3ManagementUnit3Management41ContentWarm-upActivitiesBackgroundInformationTextAnalysisExtendedActivitiesWritingContentWarm-upActivitiesBackg42Warm-upactivitiesI.Pairworks Whatdoyouknowaboutmanagement?Thinkaboutitandtalkwithyourpartner.II.Groupwork Managementisanorganizedbodyofknowledge.Workinsmallgroups,discussinghowtoequipthemanagerwiththeunderstanding,thethinking,theknowledgeandtheskillsfortoday’sandalsotomorrow’sjobs.Warm-upactivitiesI.Pairwork43商務英語綜合教程第二冊unit-3-Management課件44商務英語綜合教程第二冊unit-3-Management課件45ProcessofEffectiveManagementProperPlanningofTasksProperOrganizingofTasksProper

Communication

to

Employees

about

Job

TasksProperControlofTasksFirm’sRevenuesandExpensesFirm’s

EarningsFirm’sValueEffective

ManagementProcessofEffectiveManagemen46ThelevelsofManagementwhichconcentratesonthefirm’slong-runobjectives.whichisresponsibleforintermediateandshort-termdecisions.whichishighlyinvolvedwithemployeeswhoengageintheday-to-dayproductionprocess.Levels

Top(high-level)management

Middlemanagement

Supervisorymanagement

ThelevelsofManagementwhich47TitleTypesofDecisionsTopManagementPresident1)Shouldwecreatenewproducts?2)Shouldweexpand?3)Howcanweexpand?Throughacquisitions?ChiefFinancialOfficer1)Shouldmorefundsbeborrowed?2)Shouldweinvestavailablefundsinproposedprojects?Vice-presidentofMarketing1)Shouldanexistingproductberevised?2)Shouldourpricingpoliciesbechanged?3)Shouldouradvertisingstrategiesbechanged?ThelevelsofManagementTitleTypesofDecisionsTopMan48TitleTypesofDecisionsMiddleManagementRegionalSalesManager1)Howcanweboostsalesinaparticularcity?2)Howcancomplaintsfromoneofourlargestcustomersberesolved?3)Shouldanadditionalsalespersonbehired?PlantManager1)Shouldthestructureoftheassemblylineberevised?2)Shouldnewequipmentbeinstalledthroughouttheplant?ThelevelsofManagementTitleTypesofDecisionsMiddle49TitleTypesofDecisionsSupervisoryManagementAccountManagerHowcanworkerswhoprocesspaymentsfromvariousaccountsbemotivated?2)Howcanconflictsbetweentwoworkersberesolved?Supervisor1)Howcanthequalityofworkbyassembly-lineworkersbeassessed?2)Howcanassembly-linetasksbeassignedacrossworkers?3)Howcancustomercomplaintsbehandled?ThelevelsofManagementTitleTypesofDecisionsSupervi50Thekeyfunctionsofmanagement

Integrationforthefuture(objectives)resources

to

achieve

objectives

providing

with

instructionswhichinvolvesmonitoringandevaluatingemployeetasks1.

Planning

2.

Organizing

3.

Leading

4.

Controlling

*IntegrationofManagementFunctionsThekeyfunctionsofmanagemen51QualitiesofManagersWhatdoyouthinkmakesagoodmanager?Whichfourofthefollowingqualitiesdoyouthinkarethemostimportant?

QualitiesofManagersWhatdoy52FourTypesofSkillsofManagersConceptualskillsInterpersonal

skills

Technical

skills

Decision-making

skills

toperformspecificday-to-daytasks,isarrangedtounderstandrelationshipsamongvarioustaskstocommunicatewithotheremployeesandwithcustomerstoassessalternativechoicesontheallocationofthefirm’sresourcesSKILLSFourTypesofSkillsofManage53Author

JohnB.Minerisawriter,speaker,andconsultantspecializinginentrepreneurshipandhumanresourcemanagement.HisclientshaveincludedMcKinsey&Company,WesternMichiganUniversity,AT&T,BaxterLaboratories,SouthernIllinoisUniversity,andStandardOilofOhio,aswellasnumeroussuccessfulentrepreneurs.Author JohnB.Minerisawr54MinerhasbeenaprofessorattheUniversityofOregon,UniversityofMaryland,GeorgiaStateUniversity,andtheStateUniversityofNewYorkatBuffalowherehewasdirectoroftheCenterforEntrepreneurialLeadership.Heistheauthorof35booksontopicsrangingfromindustrialpsychology,organizationalbehavior,andstrategicmanagement,toentrepreneurshipandhumanresourcemanagement.Hismostrecentbookis<The4RoutestoEntrepreneurialSuccess>.Minerhasbeenaprofessorat55TextAnalysis

1.Thereareatleastthreegeneralpreconditionsforachievinglastingsuccessasamanager:ability(A),motivationtomanage(M),andopportunity(

溫馨提示

  • 1. 本站所有資源如無特殊說明,都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請下載最新的WinRAR軟件解壓。
  • 2. 本站的文檔不包含任何第三方提供的附件圖紙等,如果需要附件,請聯(lián)系上傳者。文件的所有權益歸上傳用戶所有。
  • 3. 本站RAR壓縮包中若帶圖紙,網(wǎng)頁內容里面會有圖紙預覽,若沒有圖紙預覽就沒有圖紙。
  • 4. 未經(jīng)權益所有人同意不得將文件中的內容挪作商業(yè)或盈利用途。
  • 5. 人人文庫網(wǎng)僅提供信息存儲空間,僅對用戶上傳內容的表現(xiàn)方式做保護處理,對用戶上傳分享的文檔內容本身不做任何修改或編輯,并不能對任何下載內容負責。
  • 6. 下載文件中如有侵權或不適當內容,請與我們聯(lián)系,我們立即糾正。
  • 7. 本站不保證下載資源的準確性、安全性和完整性, 同時也不承擔用戶因使用這些下載資源對自己和他人造成任何形式的傷害或損失。

評論

0/150

提交評論