学术英语(管理)含课后答案_Unit 4[中小学堂]

1、学术英语学术英语 管理管理 Leadership 1课堂特制 4 Leadership Leadership is the art and science of getting things done through people. A great leader helps others see pattern, meaning, and direction in data and events They see constellations where others see stars. In this unit, you will read about the key ingredient

2、s of great leadership, a case study of a company with great leadership, and the introduction to a psychologist whose theories shifted leadership thinking from workers as machines to workers as motivated human beings. 2课堂特制 Unit 4 Leadership Unit Contents Lead-in Text A Text B Text C Writing 3课堂特制 Un

3、it 4 Leadership Lead-in Activity 4课堂特制 Unit 4 Leadership Lead-in Activity Group discussion Make a list of great leaders. They may be business, political, military leaders or leaders from any other field you can think of. Divide into groups of 4-5 and discuss the following questions: What makes each

4、leader great? Write down their major characteristics. Read through the major characteristics of each great leader. Do you see any common themes? 5课堂特制 Text A Critical reading and thinking Background information Supplementary information Overview Language building-up Specialized vocabulary Signpost l

5、anguage Formal English Peter Drucker and Leadership Unit 4 Leadership 6课堂特制 Unit 4 Leadership Text A Background information Video: Lead like Great Conductors Critical reading and thinking Points: Leadership is getting things done through people. An orchestra conductor faces the ultimate leadership c

6、hallenge: creating perfect harmony without saying a word. 7课堂特制 Unit 4 Leadership Text A Background information Tasks: Critical reading and thinking Take notes as you listen Focus on the following issues: - What is each conductors attitude towards control (by conductor) and autonomy (of musicians)?

7、- Which style do you prefer as a musician? Why? 8课堂特制 Unit 4 Leadership Text A Background information Critical reading and thinking Where would you put them? high low lowhigh autonomy control 9课堂特制 Unit 4 Leadership Text A Background information The five conductors are: Critical reading and thinking

8、 Carlos Kleiber (I) Ricardo Mutti Richard Strauss Herbert von Karajan Carlos Kleiber (II) Lenny Bernstein 10课堂特制 Unit 4 Leadership Text A Background information Critical reading and thinking Where would you put them? high low lowhigh autonomy control Ricardo Mutti Herbert von Karajan Carlos Keiber R

9、ichard Strauss/ Lenny Bernstein 11课堂特制 Unit 4 Leadership Text A Background information Followers decide leadership style Critical reading and thinking knowledge workers want more autonomy and less control (leadership) labors, esp. unskilled or semi-skilled workers need less autonomy and more control

10、 (management) 12课堂特制 Unit 4 Leadership Text A Background information How does leadership differ from management? (Warren Bennis, On Becoming a Leader) Critical reading and thinking The managerThe leader administers;innovates; is a copy;is an original; maintains;develops; focuses on systems and struc

11、tures;focuses on people relies on control;inspires trust has a short-range view;has a long-range perspective asks how and when;asks what and why has his eyes always on the bottom line; has his eyes on the horizon; imitates;originates; accepts the status quo;challenges the status quo; 13课堂特制 Unit 4 L

12、eadership Text A Background information Critical reading and thinking The managerThe leader is the classic good soldier;is his own self; does things right;does the right thing; plans and budgets; creates vision and strategy; is generally directing and controlling; allows room for others to grow redu

13、ces boundaries; bases relationship with people on position power; bases relationship and influence on personal power; acts as boss;acts as facilitator, coach and servant; personal quality: emotional distance, expert mind, talking, conformity, and insight into organization personal quality: emotional

14、 connectedness, open mind, listening, nonconformity, and insight into self maintains stability;creates change; creates a culture of efficiency.creates a culture of integrity. 14课堂特制 Unit 4 Leadership Text A Supplementary information Critical reading and thinking Peter F. Drucker (1909 2005): an infl

15、uential writer, management consultant, and self-described “social ecologist”. He was born in Austria, worked in Germany (thus his first-hand experience of Hitlers charismatic leadership) and England, and then became a naturalized US citizen in 1943. His writings explored how humans are organized acr

16、oss the business, government and the nonprofit sectors of society. He predicted many of the major developments of the late twentieth century, including privatization and decentralization; the decisive importance of marketing; and the emergence of the information society. He coined the term “knowledg

17、e worker”. 15课堂特制 Unit 4 Leadership Text A Supplementary information Critical reading and thinking His writings explored how humans are organized across the business, government and the nonprofit sectors of society. He predicted many of the major developments of the late twentieth century, including

18、 privatization and decentralization; the decisive importance of marketing; and the emergence of the information society. He coined the term “knowledge worker”. 16课堂特制 Unit 4 Leadership Text A Overview Text analysis Critical reading and thinking Subheadings: Scan the subheadings in Text A and try to

19、get the main idea of each part. 17课堂特制 Unit 4 Leadership Text A Overview Text analysis Critical reading and thinking Part I: Peter Druckers evolving attitudes toward leadership Part II: Peter Druckers model of effective leadership Scan the subtitles in Text A and decide where Part II starts. 18课堂特制

20、Unit 4 Leadership Text A Overview Text analysis Critical reading and thinking Part I follows a chronological order. Find out all references to time in this part, and write down Druckers attitude toward leadership at each period. 19课堂特制 Unit 4 Leadership Text A Overview Text analysis Critical reading

21、 and thinking 1947 Seven years later 1973 the 1970s the late 1980s Management is leadership. Leadership is of utmost importance. Indeed there is no substitute for it. Leadership cannot be taught or learned. There is no substitute for leadership. But management cannot create leaders. Intellectual str

22、uggle with the notion of leadership: he knew leadership was important, but he was uncomfortable with charismatic leadership Xenophons ideas on military leadership should be adapted by executives to modern management practice. Time Attitude 20课堂特制 Unit 4 Leadership Text A Overview Text analysis Criti

23、cal reading and thinking Time Attitude 1988 1996 2004 career end He gave the word leadership prominence. A complete reversal of attitude.Leadership must be learned and can be learned. Abandoned his earlier position. Charismatic leadership as neither good nor bad but rather like the force in Star War

24、s, with a dark side that right-minded leaders needed to avoid. Leadership could be learned, and it should be presented as a topic separate and distinct from management. 21课堂特制 Unit 4 Leadership Text A Overview Text analysis Critical reading and thinking Peter Drucker did not think management differe

25、d from leadership until his career end. 22课堂特制 Unit 4 Leadership Text A Overview Text analysis Critical reading and thinking Peter Drucker had doubts about charismatic leadership ( 魅力型领导） 23课堂特制 Unit 4 Leadership Text A Overview Text analysis Critical reading and thinking German sociologist Max Webe

26、r distinguished back in the 1920s three ideal types of leadership - charismatic domination (魅力型权威） - feudal/traditional domination（封建/传统型权威） - bureaucratic/legal domination （官僚/法理型权威） 24课堂特制 Unit 4 Leadership Text A Overview Text analysis Critical reading and thinking Strength of charismatic leaders

27、hip results in relatively strong, unchallenged levels of obedience useful in a difficult time, e.g. crisis it can be very effective if the leaders vision is correct rhetorical ability energetic, unconventional, examplary 25课堂特制 Unit 4 Leadership Text A Overview Text analysis Critical reading and thi

28、nking Limitations of charismatic leadership gathering weak yes-man around the leader charismatic leaders are rare tendency to narcissism freedom from moral(inner) conflicts: e.g. Hitler unpredictable, potentially dangerous 26课堂特制 Unit 4 Leadership Text A Overview Text analysis Critical reading and t

29、hinking Part II There are five basic aspects in the effective leadership model. Please summarize the main idea of each aspect. 27课堂特制 Unit 4 Leadership Text ACritical reading and thinking Strategic planning: Leaders must be personally involved in developing the strategy. They set up the goals before

30、 any action is taken. The means towards achieving the goals could change as situation changes. 28课堂特制 Unit 4 Leadership Text ACritical reading and thinking Business ethics upper-level management responsible for coaching and spotting talents; comprehensive development process to support career paths;

31、 50课堂特制 Unit 4 Leadership Text B Critical reading and thinking Text analysis Promotion policies: 45% of appointments filled through career succession within the businesses; upper-level management responsible for coaching and spotting talents; comprehensive development process to support career paths

32、; speed of career progression ( approximately 12 to 18 months to get to first assistant position and a further similar period to get to be Patrao) Training budget: approximately 75 per cent of the human resources budget 51课堂特制 Unit 4 Leadership Text B Critical reading and thinking Text analysis Impr

33、oving the training and development evaluation systems Ideally like stronger, more specific assessments 52课堂特制 Unit 4 Leadership Text B Critical reading and thinking Text analysis Diversity: staff are hired regardless of their level of English; staff are trained in ways that work best for each of the

34、m and provided with development opportunities. 53课堂特制 Unit 4 Leadership Text B Critical reading and thinking Text analysis Employee engagement and involvement: conferences and formal get-togethers where staff are consulted and included in introducing new working practices and processes 54课堂特制 Unit 4

35、 Leadership Text B Critical reading and thinking Text analysis Fun at work: fun language; enjoy work; they know how to party 55课堂特制 Unit 4 Leadership Text B Critical reading and thinking Text analysis Fun at work: fun language; enjoy work; they know how to party 56课堂特制 Unit 4 Leadership Text B Speak

36、ing Presentation Leadership (choice 1) 海底捞 , a hot-pot restaurant chain in China, could be said to be the Nandos (Text B, Unit 4) in China in many aspects, especially in its HR policies. Please give a brief review of the companys history. Who is the founder? What is he like? How is this restaurant c

37、hain different from other hot-pot restaurants? The founder believes that customer satisfaction depends on service, and that to deliver the best service, the company has to show respect for and trust in its waiters and waitresses. What measures does the company take in this regard? Why do some resear

38、chers claim that this companys success cant be copied? Do you see any challenge to this company? 57课堂特制 Unit 4 Leadership Text B Speaking Presentation Leadership (choice 2) According to management scholars Paul Hersey and Ken Blanchard, there are in general four styles of leadership: selling, tellin

39、g, participating and delegating. What does each of these four leadership styles mean? Effective leaders change their leadership depending on their followers. For each of the four leadership styles, define which works the best for what kind of followers (think of their skills, ability, willingness to

40、 work, etc. ) Effective leaders lead differently when situation changes. For each of the four leadership styles, define which works the best in what kind of situation (e.g. a crisis, a change, day-to-day operation, etc.). Give real-life examples to illustrate your points. 58课堂特制 Unit 4 Leadership Su

41、ggested answers Text B Critical reading and thinking Nandos has an interesting approach to leadership. Instead of making all decisions from the top, local management is allowed quite some flexibility. Check () the items that are central decisions. Key: 1 2 4 7 8 59课堂特制 Unit 4 Leadership Text C Maslo

42、ws Hierarchy of Needs 60课堂特制 Unit 4 Leadership Suggested answers Text C Find different groups of people who might fulfill the different levels of needs in Maslows famous hierarchy shown in Text C, and then complete the following table. People who want to reach their full potential as a person To have peak experiences People who work hard to earn respect from others and to develop self-esteem To feel