高级综合商务英语2-Unit-2-Business-ManagementPPT优秀课件

UnitTwoBusinessManagementLead-inDiscussion1.Couldyoudifferentiatebetweenefficiencyandeffectiveness?2.Whatkindofskillsorpropertiesisnecessaryforbecominganeffectiveexecutive?Lead-inDiscussion3.Couldyouthinkofanypersonasashiningexampleofyouridealeffectivemanager?Lead-inDiscussionStructuralAnalysisPartMainTopicsPart1Settingthestage:8PracticesofEffectiveManagersPractice1AskwhatneedstobedonePractice2Askwhat’stherightthingfortheenterprisePractice3WriteanActionPlanPractice4TakeresponsibilityfordecisionsPractice6TakeresponsibilityforcommunicatingPractice6FocusonopportunitiesPractice7MakemeetingsproductivePractice8ThinkandSay"We"PartISettingtheStageThetextisclearlydividedbyalistofsubheadings,basedonwhichthestructureofthetextgoesonelaboratingonthefollowing8practicesofEffectiveManagers:Theyasked,"Whatneedstobedone?"Theyasked,"Whatisrightfortheenterprise?"Theydevelopedactionplans.Theytookresponsibilityfordecisions.Theytookresponsibilityforcommunicating.Theywerefocusedonopportunitiesratherthanproblems.Theyranproductivemeetings.Theythoughtandsaid"we"ratherthan"I."PeterF.Drucker:HailedbyBusinessWeekas“themanwhoinventedmanagement”.Drucker(1909–2005)wasaworld-renownedmanagementconsultant,educator,andauthor,whoinfluencedahugenumberofleadersfromawiderangeoforganizationsacrossallsectorsofsociety.PartINotesHarryTruman:HarryS.Truman(1884–1972)wasthe33rdPresidentoftheUnitedStates(1945–1953).UnderTruman,theU.S.successfullyconcludedWorldWarII.Inthemeanwhile,tensionswiththeSovietUnionincreasedunderhiswatch,pavingthewayfortheColdWar.PartINotesQ1.What’sthetrickypartofthequestion"Whatneedstobedone?"?Theanswertothequestionalwayscontainsmorethanoneurgenttask.Effectiveexecutivesconcentrateononetaskifatallpossible,nevermorethantwotasks.PracticeI&II:GettheKnowledgeYouNeedQ2.Whythesecondpracticeismoreimportantforexecutivesatfamilyownedorfamilyrunbusinesses?Thesuccessofanenterprisemaybecomprisedbynepotism.Hence,thepromotionofafamilymembermustundergothereviewingbyanimpartialselectivecommittee.PracticeI&II:GettheKnowledgeYouNeedPracticeI&II:SentenceInterpretationOfcoursetheyknowthatshareholders,employees,andexecutivesareimportantconstituencieswhohavetosupportadecision,oratleastacquiesceinit,ifthechoiceistobeeffective.Theycertainlyknowthatifthechoiceistobemadeeffective,thesupportfromshareholders,employees,andexecutivesindecision-makingisimportant.Oratleasttheywon’topposeit.PracticeI&II:WordsandExpressionsproneadj.likelytosufferfromsthortodosthbadsynonyms:inclinedexample:Workingwithoutabreakmakesyoumorepronetoerror.JackWelch:JohnFrancis"Jack"Welch,Jr.isanAmericanchemicalengineerandbusinessexecutive.HewastheChairmanandCEOofGeneralElectricbetween1981and2001.DuringhistenureatGE,thecompany'svaluerosetobetheworld’s2ndlargest(1999).PracticeI&IINotesPrice/earningsratio:Avaluationratioofacompany'scurrentsharepricecomparedtoitsper-shareearnings.Ingeneral,ahighP/EsuggeststhatinvestorsareexpectinghigherearningsgrowthinthefuturecomparedtocompanieswithalowerP/E.PracticeI&IINotesQ1.WhenNapoleonsaidnosuccessfulbattleeverfolloweditsplan,whatdidhemeanasyouunderstand?Eventsarealwaysevolvingveryquickly.Onemustmakeplanswhileallowoneselftoadapttonewdevelopments.PracticeIII:WriteanActionPlanPracticeIII:WordsandExpressionsmeticulousadj.payingcarefulattentiontoeverydetailsynonyms:carefulandthoroughexample:Sheisalwaysmeticulousinkeepingtherecordsuptodate.NapoleonBonaparte(1769–1821):aFrenchmilitaryandpoliticalleaderwhorosetoprominenceduringthelatterstagesoftheFrenchRevolution.HeisbestknownasamilitarygeniusinthewarsledagainstFrancebyaseriesofcoalitions,theso-calledNapoleonicWars.Butperhapshislingeringfamecomesfromhislegalreform,theNapoleonicCode,whichhasbeenamajorinfluenceonmanycivillawjurisdictionsworldwide.PracticeIIINotesQ1.What’swrongwiththeassumptionthatonlyseniorexecutivesmakedecisionsorthatonlyseniorexecutives'decisionsmatter?Makinggooddecisionsisacrucialskillateverylevel.(esp.areasofspecialization)PracticeIV:TakeresponsibilityfordecisionsQ1.HowdoyouviewtheremarkfromChesterBarnard's1938classicTheFunctionsoftheExecutivethatorganizationsareheldtogetherbyinformationratherthanbyownershiporcommand?Barnardsummarizedthefunctionsoftheexecutiveinthreeaspects:establishingandmaintainingasystemofcommunication;securingessentialservicesfromothermembers;andformulatingorganizationalpurposesandobjectives.PracticeV:TakeresponsibilityforcommunicatingQ1.InChinese,thewordcrisisiscomposedofthreat(危)andopportunity(机).Doyouthinkwecantreatthesetwoscenariosastwosidesofacoin?PracticeVI:FocusonopportunitiesDemographics:Demographicreferstodatarelatingtothepopulationanddifferentgroupswithinit.Commonlyexamineddemographicsincludegender,age,ethnicity,knowledgeoflanguages,disabilities,mobility,homeownership,employmentstatus,andevenlocation.Demographictrendsdescribethehistoricalchangesindemographicsinapopulationovertime,anditcanbeviewedastheessentialinformationaboutthepopulationofaregionandthecultureofthepeoplethere.PracticeVINotesPracticeVII:WordsandExpressionsadjournv.stopthemeetingoranofficialprocessfroaperiodoftime,especiallyinacourtoflawsynonyms:recessexample:Thechairmanmayadjournthemeetingatanytime.Q1.Accordingtothetext,howmanykindsofmeetingarethere?Thereare6intotal:ameetingtoprepareastatement,anannouncement,orapressreleaseameetingtomakeanannouncementameetinginwhichonememberreportsameetinginwhichseveralorallmembersreportameetingtoinformtheconveningexecutiveameetingwhoseonlyfunctionistoallowtheparticipantstobeintheexecutive'spresence.PracticeVII:MakemeetingsproductiveQ1.Howcouldexecutivesthinkoftheneedsandtheopportunitiesoftheorganizationbeforetheirownneedsandopportunitieswhentheyhavetheultimateresponsibilitywhichcanbeneithersharednordelegated?Thesuccessofboththeorganizationandtheindividualcomesfromthetrustoftheorganization.PracticeVIII:ThinkandSay"We"StructuralAnalysis　Thetextgoesasfollow:Introduction:Para.1-3IdentifyEmployee'sStrengths&Weaknesses:Para.4-6FocusonStrength&BuildConfidence:Para.7-104WaystoOvercomeWeakness:Para.11-15Introduction:Onequalitysetstrulygreatmanagersapartfromtherest:Theydiscoverwhatisuniqueabouteachpersonandwhatisuniversalamongstemployees,andthencapitalizeonthem.Para.1-3IdentifyEmployee'sStrengths&Weaknesses：Thegreatmanagerspendsagooddealoftimeoutsidetheofficewalkingaroundandobserving,buttheycouldobtainalotofinformationaboutapersonbyaskingafewsimple,open-endedquestionsandlisteningcarefullytotheanswers.Para.4-6FocusonStrength&BuildConfidence：Greatmanagersseemtounderstandtheirjobisnottoarmeachemployeewithadispassionatelyaccurateunderstandingofthelimitsofherstrengthsandtheliabilitiesofherweaknessesbuttoreinforceherself-assurance.That'swhygreatmanagersfocusonstrengths.Para.7-104WaystoOvercomeWeakness:OffertherelevanttrainingPairhim/herapartner,someonewhosetalentsarestronginpreciselytheareaswherehis/herareweakInsertintotheemployee'sworldatechniquethathelpsaccomplishthroughdisciplinewhatthepersoncan'taccomplishthroughinstinctRearrangetheemployee'sworkingworldtorenderhisweaknessirrelevantPara.11-15个人观点供参考，欢迎讨论