商务英语入门第四章_外教社修订版

Organizationalstructureistheformaldecision-makingframeworkbywhichjobtasksaredivided,grouped,andcoordinated.Organizationalstructureallowstheexpressedallocationofresponsibilitiesfordifferentfunctionsandprocessestodifferententities.Ordinarydescriptionofsuchentitiesisasbranch,site,department,workgroupsandsinglepeople.OrganizationalStructure.ManagementLevelsAsenterprisesgrowfromanownertoagrouptoacorporation,anumberofmanageriallevelsofmanagement—toplevel,middlelevelandfirstlevel—areusuallyportrayedasamanagerialhierarchy(管理层).Theextenttowhichmanagersperformthefunctionsofmanagement—planning,organizing,directing,andcontrolling—variesbylevelinthemanagementhierarchy..ManagerialRoles.ManagementSkillsManagementskillistheabilitytouseknowledge,behaviors,andaptitudestoperformatask.Skillsarelearnedanddevelopedwithexperience,training,andpractice..Lead-inactivitiesDoyouhavewhatittakestobeagoodentrepreneur?Isitsomethingthatyoucouldlearnorrathersomethingthatisinnate(天生的)?.Lead-inactivitiesQualitiesofaGoodEntrepreneursAdditionalInfo.Whatismanagement?.Planning—Planningmeansdefininggoalsforfutureorganizationalperformanceanddecidingonthetasksanduseofresourcesneededtoattainthem.—Planningisataskthateachmanagermustdoeveryday.Itisacontinuousprocess.—Planningisbasicallymental.Itrequiresthinkingthingsthroughlogically.Whatismanagement?.Planning—Planningdecideswhatneedstohappeninthefuture(today,nextweek,nextmonth,nextyear,overthenext5years,etc.)andgeneratingplansforaction(Whattodo?)Whatismanagement?.PlanningPlanninganswersseveralfundamentalquestionsformanagers:—Whatisthesituationnow?—Whatisthestateoftheeconomyandotherenvironments?—Whatopportunitiesexistformeetingpeople’sneeds?—Whatproductsandcustomersaremostprofitable?—Whydopeoplebuy(ornotbuy)ourproducts?—Whoareourmajorcompetitors?—Whatthreatsaretheytoourbusiness?Whatismanagement?.Planning—TheSWOTanalysisisanextremelyusefultoolforunderstandinganddecision-makingforallsortsofsituationsinbusinessandorganizations.—SWOTstandsforstrengths,weaknesses,opportunities,andthreats.Whatismanagement?.PlanningPlanninganswersseveralfundamentalquestionsformanagers:—Wheredowewanttogo?—Howmuchgrowthdowewant?—Whatisourprofitgoal?—Whatareoursocialobjectives?—Whatareourpersonaldevelopmentobjectives?Whatismanagement?.PlanningPlanninganswersseveralfundamentalquestionsformanagers:—Howcanwegettherefromhere?Thisisthemostimportantpartofplanning.Ittakesfourforms:Whatismanagement?.Planning—Strategic(long-range)planning(战略规划/长期规划)Itdeterminesthemajorgoalsoftheorganizationaswellasthepolicies,procedures,andstrategiesforobtainingandusingresourcestoachievethosegoals.—Tactical(short-range)planning(战术规划/短期规划)Itistheprocessofdevelopingdetailed,short-termstrategiesaboutwhatistobedone,whoistodoit,andhowitistobedone.Whatismanagement?.Planning—Operationalplanning(运营规划)Itistheprocessofsettingworkstandardsandschedulesnecessarytoimplementthetacticalobjectives.—Contingencyplanning(应急计划)Itistheprocessofpreparingalternativecoursesofactionthatmaybeusediftheprimaryplansdon’tachievetheorganization’sobjectives.Whatismanagement?.Organizing—Organizinginvolvestheassignmentoftasks,thegroupingoftasksintodepartments,andtheallocationofresourcestodepartments.—Organizing(Implementation)makesoptimumuseoftheresourcesrequiredtoenablethesuccessfulcarryingoutofplans.—Thinking:Howtoorganizeyourhome?Whatismanagement?.Directing—Directingistheuseofinfluencetomotivateemployeestoachieveorganizationalgoals.—Directinginvolvesmotivatingentiredepartmentsanddivisionsaswellasthoseindividualsworkingimmediatelywiththemanager.Whatismanagement?.DirectingTwodirectingstyles:—Autocraticleadership(专制型领导)Itmeansprovidingsubordinateswithdetailedjobinstructions.—Democraticleadership(民主型领导)Themanagerconsultswithsubordinatesaboutjobactivities,problems,andcorrectiveactions.Whatismanagement?.DirectingWhatismanagement?.DirectingWhatismanagement?Differencesbetweenthetwodirectingstyles:—Autocraticleadership(专制型领导)QuickDecisionsItworksbestinsituationswhererapiddecisionsareoftenessential,suchasinthemilitaryorlawenforcement.PoorDecisionsSalientpointsorevendifferentapproachestoaproblemwillbeoverlooked.AdditionalInfo.DirectingWhatismanagement?Differencesbetweenthetwodirectingstyles:—Democraticleadership(民主型领导)ComfortableWorkEnvironmentAworkerwhoisconsultedabouthisorheropinionsbytheemployersbeforedecisionsaremadewillfeelmoreapartofthecompany.DependencyEmployeeshavelittleopportunitytodevelopleadershipabilitiesthemselves.AdditionalInfo.Questionsfordiscussion—Whatkindofleaderdoyouprefer?Whatismanagement?.Controlling—Controllinginvolvesverifying(核实)thatactualperformancematchestheplan.—Thecoreideaofcontrollingistomodifybehaviorandperformancewhendeviations(背离)fromplansarediscovered.Whatismanagement?.Controlling—Planning,organizing,directingaretheinitialstepsforgettingthejobdone.—Controllingisconcernedwithmakingcertainthatplansarecorrectlyimplemented.Whatismanagement?.ControllingWhatismanagement?Fivebasicstepsoftheprocessofcontrol:Setclearstandardsfortime,quality,quantity,andsoon.Monitorandrecordactualperformance(results).Compareresultsagainstplansandstandards.Communicateresultsanddeviationstotheemployeesinvolved.Takecorrectiveactionwhenneeded..Controlling—Thecontrolsystem’sweakestlinktendstobethesettingofstandards.—Tomeasureresultsagainststandards,thestandardsmustbespecific,attainableandmeasurable.Whatismanagement?.QuestionsforDiscussion—WhatdidDwightEisenhowermeanwhenhestated,“Plansarenothing,planningiseverything”?—Whatisthedifferencebetweenstrategic,tactical,andcontingencyplanning?Whatisityourstrategicplanandtacticalplan?—Giveabriefpresentationonhowyouusethefourfunctionstomanageyourcollege(ordaily)life.Whatismanagement?.QuestionsforDiscussion—Explainthedifferencesbetweenautocraticanddemocraticleadershipstyles.Whatstyledoyouprefer?—Whatsimilaritiesdoyouseeamongthefourmanagementfunctionsofplanning,organizing,leading,andcontrolling?Doyouthinkthesefunctionsarerelated—thatis,isamanagerwhoperformswellinonefunctionlikelytoperformwellintheothers?Whatismanagement?.Formalizationisanimportantaspectofstructure.Itistheextenttowhichtheunitsoftheorganizationareexplicitlydefinedanditspolicies,procedures,andgoalsareclearlystated.Itistheofficialorganizationalstructureconceivedandbuiltbytopmanagement.OrganizationalStructure.Departmentalization—Itisthebasisonwhichworkorindividualsaregroupedintomanageableunits.—Therearefivetraditionalmethodsforgroupingworkactivities.OrganizationalStructure.OrganizationalStructure.Departmentalizationbyfunction—Departmentalizationbyfunctionorganizesbythefunctionstobeperformed.—Theadvantageisobtainingefficienciesfromconsolidatingsimilarspecialtiesandpeoplewithcommonskills,knowledgeandorientationstogetherincommonunits.OrganizationalStructure.Departmentalizationbyproduct—Departmentalizationbyproductassemblesallfunctionsneededtomakeandmarketaparticularproductandplacedunderoneexecutive.—Majordepartmentstoresarestructuredashomeaccessories,appliances,women’sclothing,men'sclothing,andchildren'sclothing.OrganizationalStructure.Departmentalizationbygeographicalregions—Departmentalizationbygeographicalregionsgroupsjobsonthebasisofterritoryorgeography.—DepartmentalizedbyregionssuchasNortheast,Southeast,Midwest,Southwest,andNorthwest.OrganizationalStructure.OrganizationalStructureDepartmentalizationbyprocess—Departmentalizationbyprocessgroupsjobsonthebasisofproductorcustomerflow.—Eachprocessrequiresparticularskillsandoffersabasisforhomogeneouscategorizationofworkactivities..Departmentalizationbycustomer—Departmentalizationbycustomergroupsjobsonthebasisofacommonsetofneedsorproblemsofspecificcustomers.—Acurrentdepartmentalizationtrendistostructureworkaccordingtocustomers,usingcross-functionalteams.OrganizationalStructure.QuestionsforDiscussion—Whatisorganizationalstructure?Howcananorganizationstructureitselfefficiently?—Thereareavarietyofmethodsofdepartmentalizationinstructuringacompany.Drawanappropriatestructureforeachofthefollowingcompanies,anddiscusswithyourpartneriftherearealternatives.•Apublisher•Acomputercompany•Aleathermanufacture•ApharmaceuticalcompanyOrganizationalStructure.QuestionsforDiscussion—Whataretheadvantagesoffunctionaldepartmentalization?Take,ahospital,forexample.Howisitorganized?Drawitsorganizationalstructure.—Differentorganizationsusedifferenttypesofstructure.Giveanexampleofanorganizationofthistypeofstructure.OrganizationalStructure.ManagementLevels.Top-LevelManagersResponsibilitiesofTop-LevelManagers:—settingorganizationalgoals—definingstrategiesforachievingthem—monitoringandinterpretingtheexternalenvironment—makingdecisionsthataffecttheentireorganization—lookingtothelong-termfutureManagementLevels.Top-LevelManagersResponsibilitiesofTop-LevelManagers:—concerningthemselveswithgeneralenvironmentaltrendsandtheorganization’soverallsuccess—communicatingasharedvisionfortheorganization,—shapingcorporateculture—nurturinganentrepreneurialspiritthatcanhelpthecompanykeeppacewithrapidchangeManagementLevels.Middle-LevelManagersResponsibilitiesofMiddle-LevelManagers:—receivingthebroadoverallstrategies,missions,andobjectivesfromtop-levelmanagersand—translatingthemintospecificactionprograms—implementingthebroadorganizationalplansconcernedwiththenearfutureexpectedtoestablishgoodrelationshipswithpeersaroundtheorganization—encouragingteamwork—resolvingconflictsManagementLevels.First-LevelManagers:ManagementLevels—ResponsibilitiesofFirst-LevelManagers:directingandcontrollingtheworkofemployeesinordertoachievetheteamgoalsmotivatingemployeestoperformsatisfactorilytranslatingoverallcorporategoalsintoactionplans.—Thismanagementlevel(supervisorylevel)isthelinkbetweenmanagersandnon-managers.Organizationalobjectiveseventuallymeetthetestofrealityatthislevel..Middle-LevelManagersManagementLevels—Theyimplementstopmanagementgoals.Top-LevelManagersFirst-LevelManagers—Theirtimeisallocatedtothefunctionsofdirectingandcontrolling.Supervisorsdirecttheactualworkoftheorganizationattheoperatinglevel.—Theyspendmostoftheirtimeonthefunctionsoflong-rangeplanningandorganizing.Topmanagementisaccountablefortheoverallmanagementoftheorganization..ManagementLevels.KeystoneintheOrganization—Withoutthekeystone(supervisor),thearch(organization)collapses.Thekeystoneisthecentraltopmoststoneofanarch.—Thekeystonesupervisoristhemainconnectorjoiningmanagementandemployeesmakingitpossibleforeachtoperformeffectively.ManagementLevels.QuestionsforDiscussionDrawthechartofyouruniversityorcollegedepictingjobtitles,linesofauthority.Thenanswerthefollowingquestions:—Whatarethelevelsofmanagementdepictedinthechartofyouruniversityorcollege?—Whatisthetopexecutivecalled?—Whatarethemiddlelevelexecutivescalled?ManagementLevels.QuestionsforDiscussion—Whatarethefirstlevelexecutivescalled?—Whatischallengingaboutbeingamiddlelevelexecutive?Trytolocatesuchanexecutiveandaskhimorherthisquestion.ManagementLevels.InterpersonalRoles—Inthefigureheadrole,themanagerhandlesceremonialandsymbolicactivitiesforthedepartmentororganization.—Intheliaisonrole,themanagerinteractswithpeersandpeopleinsideandoutsidetheorganization.—Theleaderroleencompasses(围绕)relationshipswithsubordinates,includingmotivation,communication,andinfluence.ManagerialRoles.InformationalRoles—Inthemonitorrole,themanagerreceivesandcollectsinformationfrommanysources.—Intheroleofdisseminator,themanagertransmitsspecialinformationintotheorganization.—Intheroleofspokesperson,themanagerdisseminatestheorganization’sinformationintoitsenvironment.ManagerialRoles.DecisionalRoles—Intheentrepreneurrole,themanagerinitiateschange.—Inthedisturbancehandlerrole,themanagerresolvesconflictsamongsubordinatesorbetweenthemanger’sdepartmentandotherdepartments.ManagerialRoles.DecisionalRoles—Theresourceallocatorrolepertainstodecisionsabouthowtoallocatepeople,time,equipment,budget,andotherresourcestoattaindesiredoutcomes.—Inthenegotiatorrole,themanagernegotiatesonbehalfoftheorganization.ManagerialRoles.QuestionsforDiscussion—Whatarethetenrolesthatamanagerisexpectedtoserve?—Whatroledoyouthinkthemonitorinyourclassshouldsetforthestudents?ManagerialRoles.ConceptualskillManagementSkills—Conceptualskillisthecognitiveabilitytoseetheorganizationasawholeandtherelationshipamongitsparts.—Conceptualskillinvolves:themanager’sthinking,informationprocessing,andplanningabilitiesknowingwhereone’sdepartmentfitsintothetotalorganizationandhowtheorganizationfitsintotheindustry,thecommunity,andthebroaderbusinessandsocialenvironment.HumanrelationskillManagementSkills—Humanrelationskillisthemanager’sabilitytoworkwithandthroughotherpeopleandtoworkeffectivelyasagroupmember.—Humanrelationskillinvolves:theabilitytomotivate,facilitate,coordinate,lead,communicate,andresolveconflicts.allowingsubordinatestoexpressthemselveswithoutfearofridiculeandencouragesparticipation..TechnicalSkillManagementSkills—Technicalskillistheunderstandingofandproficiencyintheperformanceofspecifictasks.—Technicalskillinvolves:masteryofthemethods,techniques,andequipmentinvolvedinspecificfunctionssuchasengineering,manufacturing,orfinancespecializedknowledge,analyticalability,andthecompetentuseoftoolsandtechniquestosolveproblemsinthatspecificdiscipline.ManagementSkillsConceptualskillsareneededbyallmanagersbutareespeciallyimportantformanagersatthetop.Technicalskillsareparticularlyimportantatlowerorganizationallevels.Technicalskillsbecomelessimportantthanhumanandconceptualskillsasmanagersmoveupthehierarchy.Technicalskillsdealwiththings,humanskillsconcernpeople,andconceptualskillshavetodowithideas..ManagementSkills.QuestionsforDiscussionManagementSkills—Identifyyourskillsandtheskillsyouwanttodevelop.—Whatchangesinmanagementfunctionsandskillsoccurasoneispromotedfromanon-managementtoamanagementposition?Howcanmanagersacquirethenewskills?.GroupActivitiesSWOTanalysis.GroupActivitiesFindacompanyfamiliartoyouandanalyzeitsstrengths,weaknesses,opportunities,andthreatsinthemarketfromalllevelsofmanagement.Givesomehelpfulsuggestionsabouthowtosurviveintoday’scompetitivemarket..GroupActivitiesAnexample:—AMTisacomputerstoreinamedium-sizedmarketintheUnitedStates.Latelyithassufferedthroughasteadybusinessdecline,causedmainlybyincreasingcompetitionfromlargerofficeproductsstoreswithnationalbrandnames.ThefollowingistheSWOTanalysisincludedinitsmarketingplan..GroupActivitiesStrengths:—Knowledge.Ourcompetitorsareretailers,pushingboxes.Weknowsystems,networks,connectivity,programming,alltheValueAddedResellers(VARs),anddatamanagement.—Relationshipselling.Wegettoknowourcustomers,onebyone.Ourdirectsalesforcemaintainsarelationship.—History.We’vebeeninourtownforever.Wehavetheloyaltyofcustomersandvendors.Wearelocal..GroupActivitiesWeaknesses:—Costs.Thechainstoreshavebettereconomics.Theirper-unitcostsofsellingarequitelow.Theyaren’tofferingwhatweofferintermsofknowledgeableselling,buttheircostpersquarefootandperdollarofsalesaremuchlower..GroupActivitiesWeaknesses:—Priceandvolume.Themajorstorespushingboxescanaffordtosellforless.Theircomponentcostsarelessandtheybenefitfromvolumebuyingwiththemainvendors.—Brandpower.Takeonelookattheirfull-pageadvertising,incolor,intheSundaypaper.Wecan’tmatchthat.Wedon’thavethenationalnamethatflowsintonationaladvertising..GroupActivitiesOpportunities:—Localareanetworks.LANsarebecomingcommonplaceinsmallbusinesses,andeveninhomeoffices.BusinessestodayassumeLANsarepartofnormalofficework.ThisisanopportunityforusbecauseLANsaremuchmoreknowledgeandserviceintensivethanthestandardoff-the-shelfPC..GroupActivitiesOpportunities:—TheInternet.TheincreasingopportunitiesoftheInternetofferusanotherareaofstrengthincomparisontothebox-on-the-shelfmajorchainstores.OurcustomerswantmorehelpwiththeInternetandweareinabetterpositiontogiveittothem..GroupActivitiesOpportunities:—Training.Themajorstoresdon’tprovidetraining,butassystemsbecomemorecomplicatedwithLANandInternetusage,trainingismoreindemand.Thisisparticularlytrueofourmaintargetmarkets..GroupActivitiesOpportunities:—Service.Asourtargetmarketneedsmoreservice,ourcompetitorsarelesslikelythanevertoprovideit.Theirbusinessmodeldoesn’tincludeservice,justsellingtheboxes..GroupActivitiesThreats:—Thecomputerasappliance.Volumebuyingandsellingofcomputersasproductsinboxes,supposedlynotneedingsupport,training,connectivityservices,etc.Aspeoplethinkofthecomputerinthoseterms,theythinktheyneedourserviceorientationless.—Thelargerprice-orientedstore.Whentheyhavehugeadvertisementsoflowpricesinthenewspaper,ourcustomersthinkwearenotgivingthemgoodvalue..