Unit2-ManagementPPT课件

1、1,Unit 2Management,To be effective，is the job of the executive,2,Contents,3,Lead-in,Do you think management is important? Why? Management is important. The success or failure of business organizations, government institutions and public sector services, voluntary and non-profit organizations, sports

2、 teams, and so on, often depends on the quality of their management,4,Warm-up Activity,Discuss the cartoon on page 14,5,Management an art or a science,What is management? The answer is probably that management is a mixture of innate qualities and learnable skills and techniques. Management involves

3、the utilization of human and other resources (such as machinery) in a manner that best achieves the firms plans and objectives,6,Management an art or a science,Is management an art or a science? Management is both art and science. It is the art of making people more effective than they would have be

4、en without you. The science is in how you do that,The value of management - making a group of individual more effective,7,Process of Effective Management,8,The levels of Management,which concentrates on the firms long-run objectives,which is responsible for intermediate and short-term decisions,whic

5、h is highly involved with employees who engage in the day-to-day production process,Levels,Top (high-level) management,Middle management,Supervisory management,9,The levels of Management,10,The levels of Management,11,The levels of Management,12,The key functions of management,Integration,for the fu

6、ture (objectives,resources to achieve objectives,employees by providing them with instructions on how they should complete their tasks,which involves monitoring and evaluating employee tasks,1. Planning,2. Organizing,3. Leading,4. Controlling,Integration of Management Functions,13,Qualities of Manag

7、ers,What do you think makes a good manager? Which four of the following qualities do you think are the most important,14,Four Types of Skills of Managers,Conceptual skills,Interpersonal skills,Technical skills,Decision-making skills,to perform specific day-to-day tasks, such as accounting skills to

8、develop financial statements or electrical skills to understand how the wiring of a product is arranged,to understand relationships among various tasks,to communicate with other employees and with customers,to assess alternative choices on the allocation of the firms resources,ThemeGallery is a Desi

9、gn Digital Content & Contents mall developed by Guild Design Inc,SKILLS,15,Introduction to the Master,Peter F. Drucker 19092005,16,Vocabulary Note,crisis,crises,analysis,analyses,hypothesis,hypotheses,17,As well as organizing and supervising the work of their subordinates, they have to work with peo

10、ple in other areas and functions. (Line 16-17,这里的连接短语as well as引起一个次要的成分，因此可译为：除了组织和监督他们下属的工作之外，他们还必须与其他领域和职能部门中的人们一起工作,Sentence explanation,18,It is generally the job of a companys top managers to consider the needs of the future, and to take responsibility for innovation, without which any organiz

11、ation can only expect a limited life. (Line 16-17,这本句的形式主语it代替后面的两个不定式短语to consider，to take，而定语从句中的which指代主句所讲的内容。本句的意思是：一般来说，公司的最高层经理的工作是考虑未来的需要和对创新负责，没有这些工作，任何机构存在的世界都不会很长,Sentence explanation,19,Top managers also have to manage a businesss relations with customers, suppliers, distributors, banker

12、s, investors, neighboring communities, public authorities, and so on, as well as deal with any major crises which arise. (Line 16-17,因为介词with后面有一连串的名词，所以比较难看出to deal实际上是和to manage并列的动词。本句译为：最高层的经理也必须处理公司与客户、供应商、经销商、银行家、投资者、相邻社区和地方当局的关系，同时还要处理可能出现的任何重大的危机,Sentence explanation,20,Drucker, for example,

13、 wrote nearly 30 years ago that Altogether this entire book is based on the proposition that the days of the “intuitive” manager are numbered, meaning that they were coming to an end. (Line 16-17,这里的numbered意思是剩下的日子不多，即不能长久存在。本句译为：例如，德鲁克在差不多30年前写道，“总体来说，这本书是根据凭直觉的经理存在的世界不长了的命题来写的，意思是这种日子即将结束了,Senten

14、ce explanation,21,Writing,What is a memo? A memo (short term of memorandum, memoranda pl.) something you usually use when you want to share news about something within your office or company,22,Memo,TO: FROM: SUBJECT: DATE: BODY: SIGNATURE,23,The TO line,Content: appropriate title of the receiver/de

15、partment name e.g. To: Susan Green Miss Susan Green Susan Green, Company manager To: Human Resource Department,24,The FROM line,Generally: name, department, location/branch, a phone extension e.g. From: Harry Lee, General Manager, Extension 911 Tips: a. no courteous title before your name b. sender

16、should sign his or her initials beside (hard copy,25,The SUBJECT line,1. Topic, objective, main idea e.g. Subject: New Insurance Program Subject: Annual meeting 2. Phrases, key words,26,The DATE line,March 10, 2011 / March 10th, 2011 10 March, 2011 / 10th March, 2011 10/3/2011 / 3/10/2011,27,BODY /

17、MESSAGE,Tips: a. no salutation and signature b. block form and double space c. within a page, or will be a long memo,28,Memo Notation,Initial of the typist e.g. sg (hard copy) Enclosure / attachment pages Distribution,29,Meetings,One can either work or meet. One cannot do both at the same time,What

18、do you think Peter Drucker means 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,30,Kinds of Classical Meetings,Information. This is a meeting where attendees

19、 are informed about what is happening (with or without their blessing). While there may be a facade of conversation, its primarily designed to inform. Discussion. This is a meeting where the leader actually wants feedback or direction or connections. You can use this meeting to come up with an actio

20、n plan, or develop a new idea, for example. Permission. This is a meeting where the other side is supposed to say yes but has the power to say no,31,IBMs Golden Rules,Perfect service to customers,Respect for individuals,Excellence must be a way of life,32,So much effort, in fact, is put into managin

21、g all the managers who are managing things that hardly anyone is left over to do the real work. (Line 16-17,本句是一个sothat结果状语从句，但又包含了修饰managers的定语从句。全句译为：事实上，太多的努力被投放到管理所有那些在从事管理工作的经理们身上，以至于几乎没有人来做实际的工作,Sentence explanation,33,Everyone else is too busy going to meetings, managing, or learning to be a

22、manager, so there is little chance to include any of their technical expertise in IBM products. (Line 16-17,在busy后面有几个分词说明他们在忙于做什么。全句译为：其他每个人都忙于去参加会议、管理或者学习如何当一名经理，因此很少有机会把他们的技术专长用在IBM产品上,Sentence explanation,34,IBM has layers and layers of management to check and verify each decision as it is made

23、and amended,从句中的it指each decision。全句的意思：IBM有一层又一层的管理层级，它们对（公司）做出的和修改的每一项决定进行检查并且核实,Sentence explanation,35,In fact, it is hard to make any decision at all, which turns out to be the companys greatest problem and the source of its ultimate downfall (remember, you read it here first,本句which引起的非限制性定语从句修

24、饰主句，说明IBM公司由于管理层庞大，很难做出任何实质性的决定，这一点是公司最大的问题，也是导致它最终衰败的原因。为了强调这是作者的看法，特地在最后说明这是作者本人首先提出的,Sentence explanation,36,Comprehension,1. Every IBM employees ambition is apparently to become a manager. It seems as if the people who work for IBM are more interested in being regarded as a manager than as a com

25、puter designer or technician,37,Comprehension,2. 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,38,Comprehension,3. IBM executives manage the design and writing of softw

26、are. IBMs managers dont actually do the work of designing and writing software themselves, but organize and supervise the people who do it,39,Comprehension,4. IBM products often arent very competitive. IBM products are rarely as good or as cheap as similar products made by their competitiors,40,Comp

27、rehension,5. The safety net is so big at IBM that 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,41,Comprehension,6. This will be the

28、source of 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,42,Comprehension,seemingly computer programs work, time and energy computers (and other machines) young workers st

29、ill learning their jobs knowledge and skill levels or strata to make certain that something is true corrected or slightly changed collapse or failure,apparently,hardware,trainees,expertise,layers,verify,amended,downfall,software,effort,43,The Retail Sector,Top 10 global Retailers 2009,44,Marks and S

30、pencer plc. is the largest retailer in the United Kingdom, with nearly 300 company-owned Marks & Spencer (M&S) stores in its home market,The Retail Sector,The stores sell clothing, footwear, gifts, home furnishings, and food,The company also owns and operates nearly 100 additional Marks & Spencer st

31、ores in Europe, Hong Kong, and Canada,45,The Retail Sector,Marks and Spencer also owns the Brooks Brothers chain of mens clothing stores,The fast-growing Marks and Spencer Financial Services unit offers its customers credit cards, personal loans, life insurance, and savings, investment, and pension

32、plans,Read more: http:/,46,The Retail Sector,Designing the store and its layout Displaying the merchandise Employing the sales staff Ensuring the safety of staff and customers Establishing the companys principles Getting commitment from the staff Increasing profits Maintaining a pleasant working env

33、ironment Motivating staff Organizing the day-to-day logistics Pricing the merchandise Running 40 out of 280 stores Selecting the merchandise Supervising the day-to-day running of the store Training staff,47,The Retail Sector,1. Why are Marks & Spencers store managers limited in giving accountability

34、 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 the same level of service. This limits the freedom of individu