商業(yè)英語入門chapter2.pptVIP

Management,Learning Objectives Define management Describe management functions Explain organizational structure Distinguish management levels Identify management roles list management skills,Why Study Management?,We all have a vested interest in improving the way organizations are managed. Because we interact with organizations every single day of our lives.,Once you graduate from college and begin your career, you will either manage or be managed. For those who plan on management careers, an understanding of the management process forms the foundation on which to build your management skills.,Assuming that you will probably be a manager and/or work for a manager, you can gain a great deal of insight into the way your boss behaves and the internal workings of organizations by studying management.,Defining Management,Management refers to the process of coordinating work activities so that they are completed efficiently and effectively with and through other people.,MANAGEMENT,The application of panning, organization, directing and controlling functions in the most efficient manner possible to accomplish meaningful organizational objectives.,Management Functions,The process of management represents the functions or primary activities engaged in by managers. Planning function Organizing function Directing function Controlling function,Planning,Plans are nothing, planning is everything.,PLANNING,defining goals for future organizational performance and deciding on the tasks and use of resources needed to attain them. The procedures 1. what is the situation now? what is the states of the economy and other environments? What opportunities exist for meeting peoples needs? What products and customers are most profitable? Why do people buy ( or not buy) our products? Who are our major competitors? What threats are they to our business? 2. where do we want to go? How much growth do we want? What is our profit goal? What are our social objectives? What are our personal development objectives.,3. How can we get there from here? This is the most important part of planning. It takes three forms: a. strategic (long-range) planning determines the major goals of the organization and using resources to achieve those goals. b. tactical (short-range) planning is the process of developing detailed, short-term strategies about what is to be done, who is to do it, and how it is to be done. operational planning is the process of setting work standards and schedules necessary to implement the tactical objectives. c. contingency planning is the process of preparing alternative courses of action that may be used if the primary plans dont achieve the organizations objectives.,ORGANIZING,Organizing involves the assignment of tasks into departments, and the allocation of resources to departments.,Determining what tasks are to be done Who is to do them How the tasks are to be grouped Who reports to whom Where decisions are to be made,Organizing,DIRECTING,Directing is the use of influence to motivate employees to achieve organizational goals. It means creating a shared culture and values, communicating goals to employees throughout the organization, and infusing employees with the desire to perform at a high level. Two styles of directing: autocratic and democratic leadership autocratic leadership the close style of supervision, means providing subordinate with detailed job instructions. democratic leadership, or general supervision (also referred to as participatory), means that the manager consults with subordinates about job activities, problems, and corrective actions.,Controlling involves verifying that actual performance matches the plan. The process of control has five basic steps: 1. Set clear standards for time, quality, quantity and so on. 2. Monitor and record actual performance( results). 3. Compare results against plans and standards. 4. Communicate results and deviations to the employees involved. 5. Take corrective action when needed.,ORGANIZATION STRUCTURE,The formal decision-making framework by which job tasks are divided, grouped, and coordinated. Formalization is an important aspect of structure. The firs step in the organizing process is departmentalization,DEPARTMENTALIZATION,The basis on which work or individuals are grouped into manageable units. Five traditional methods for grouping work activities Departmentalization by function organizes by the functions to be performed. Departmentalization by product assembles all functions needed to make and market a particular product and placed under one executive. Departmentalization by geographical regions groups jobs on the basis of territory or geography. Departmentalization by process groups jobs on the basis of product or customers flow Departmentalization by customer groups jobs on the basis of a common set of needs or problems of specific customers.,MANAGEMENT LEVELS,As enterprise grow from an owner to a group to a corporation, a number of managerial levels of managementtop level, middle level and first level. This hierarchy depicts what is a chain of command, or simply a channel of communication. Coordination and control. The first level manager reports to a middle-level manager, who reports to a top-level manager.,Management Levels For better or worse, our society is strongly influenced by managers and their organizations. Good managers can turn straw into gold, while poor managers can do the reverse. for better or worse: whether the result is good or bad,Top Managers Middle Managers First-line managers Operatives,TOP LEVEL MANAGERS,They are responsible for setting organizational goals, defining strategies for achieving them, monitoring and interpreting the external environment, and making decisions that affect the entire organization. Among the most important responsibilities for top managers are communicating a share vision for the organization, shaping corporate culture, and nurturing an entrepreneurial spirit that can help the company keep pace with rapid change.,MIDDLE LEVEL MANAGERS,They receive the broad overall strategies, missions, and objectives from the top-level managers and translate them into specific action programs. The emphasis is on implementing the broad organizational plans.,FIRST LEVEL MANAGERS,The first-line or supervisory level, is directly responsible for the precise detail needed to coordinate the work of non-managers. Most of the supervisors time is allocated to the functions of directing and controlling.,Management Roles,Management roles refer to specific categories of managerial behavior. management role：管理者角色,MANAGERIAL ROLES,A role is a set of expectations for a managers behavior. Ten roles divided into three groups Interpersonal (managing through people) Informational( managing by information) Decisional ( managing action),INTERPERSONAL ROLES,Three interpersonal roles Figurehead role: the manager handles ceremonial and symbolic activities for the department or organization. Liaison role: the manager interacts with peers and people inside and outside the organization. The leader role encompasses relationships with subordinates, including motivation, communication, and influence.,INFORMATION ROLE,Information roles describe the activities used to maintain and develop an information network. In the monitor role, the manager receives and collects information from many sources. In the role of disseminator, the manager transmits special information into the organization. In the role of spokesperson, the manager disseminates the organizations information into its environment.,Decisional Roles,entrepreneur disturbance handler resource allocator negotiator,DECISIONAL ROLES,The unique access to information places the manager at the center of organizational decision-making. In the entrepreneur role, the manager initiates change. In the disturbance handler role, the manager resolves conflicts among subordinates or between the managers department and other departments. The resource allocator role pertains to decisions about how to allocate people, time, equipment, budget, and other resources to attain desired outcomes. In the negotiator role, the manager negotiates on behalf of the organization.,MANAGEMENT SKILLS,The ability to use knowledge, behaviours, and aptitudes to performs a task.,CONCEPTUAL SKILL,The cognitive ability to see the organization as a whole and the relationship among its parts. It involves the managers thinking, information processing, and planning abilities. It involves knowing where ones department fits into the total organization and how the organization fits into the industry, the community, and the broader business and social environment. It means the ability to “think strategically”to take the broad, long-term view.,HUMAN SKILL,The manager ability to work with and through other people and to work effectively as a group member. This skill is demonstrated in the way a manager relates to other people, including the ability to motivate, facilitate, coordinate, lead, communicate, and resolve conflicts.,TECHNICAL SKILL,The understanding of and proficiency in the performance of special tasks. It includes mastery of the methods, techniques, and equipment involved in specific functions such as engineering, manufacturing, or finance. It also includes specialized knowledge, analytical ability and the competent use of tools and techniques to solve problems in that specific discipline.,Business English Tests,The Cambridge Business English Certificate (BEC) Test of English for International Communication (TOEIC),CAMBRIDGE BEC EXAMINATION,The Cambridge Business English Certificate (BEC) is an international business English exam which offers a language qualification for learners who use, or will need to use, English for their work.,It is available at three levels: Cambridge BEC Higher Cambridge BEC Vantage