学术英语(管理)Unit-4

1、学术英语学术英语 管理管理Leadership4LeadershipLeadership is the art and science of getting things done throughpeople. A great leader helps others see pattern, meaning, anddirection in data and events They see constellations whereothers see stars. In this unit, you will read about the keyingredients of great lea

2、dership, a case study of a company withgreat leadership, and the introduction to a psychologist whosetheories shifted leadership thinking from workers as machines toworkers as motivated human beings.Unit 4LeadershipUnit Contents Lead-in Text A Text B Text C WritingUnit 4Leadership Lead-inActivityUni

3、t 4LeadershipLead-inActivity Group discussionMake 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 leader great? Write down their major characteri

4、stics.Read through the major characteristics of each great leader. Do you see any common themes? Text A Critical reading and thinking Background information Supplementary information Overview Language building-up Specialized vocabulary Signpost language Formal EnglishPeter Drucker and LeadershipUnit

5、 4LeadershipUnit 4LeadershipText ABackground information Video: Lead like Great ConductorsCritical reading and thinkingPoints: Leadership is getting things done through people. An orchestra conductor faces the ultimate leadership challenge: creating perfect harmony without saying a word. Unit 4Leade

6、rshipText ABackground 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)? - Which style do you prefer as a musician? Why?Unit 4LeadershipText ABackground

7、 information Critical reading and thinkingWhere would you put them?highlowlowhighautonomycontrolUnit 4LeadershipText ABackground information The five conductors are:Critical reading and thinking Carlos Kleiber (I) Ricardo Mutti Richard Strauss Herbert von Karajan Carlos Kleiber (II) Lenny BernsteinU

8、nit 4LeadershipText ABackground information Critical reading and thinkingWhere would you put them?highlowlowhighautonomycontrolRicardo MuttiHerbert von KarajanCarlos KeiberRichard Strauss/Lenny BernsteinUnit 4LeadershipText ABackground information Followers decide leadership styleCritical reading an

9、d thinking knowledge workers want more autonomy and less control (leadership) labors, esp. unskilled or semi-skilled workers need less autonomy and more control (management)Unit 4LeadershipText ABackground information How does leadership differ from management? (Warren Bennis, On Becoming a Leader)

10、Critical reading and thinkingThe managerThe leaderadministers;innovates;is a copy;is an original;maintains;develops;focuses on systems and structures;focuses on peoplerelies on control;inspires trusthas a short-range view;has a long-range perspectiveasks how and when;asks what and whyhas his eyes al

11、ways on the bottom line;has his eyes on the horizon;imitates;originates;accepts the status quo;challenges the status quo;Unit 4LeadershipText ABackground information Critical reading and thinkingThe managerThe leaderis the classic good soldier;is his own self;does things right;does the right thing;p

12、lans and budgets; creates vision and strategy;is generally directing and controlling; allows room for others to grow &changecreates boundaries;reduces boundaries;bases relationship with people on position power;bases relationship and influence on personal power;acts as boss;acts as facilitator, coac

13、h and servant;personal quality: emotional distance, expert mind, talking, conformity, and insight into organizationpersonal quality: emotional connectedness, open mind, listening, nonconformity, and insight into selfmaintains stability;creates change;creates a culture of efficiency.creates a culture

14、 of integrity.Unit 4LeadershipText ASupplementary information Critical reading and thinkingPeter F. Drucker (1909 2005): an influential writer, management consultant, and self-described “social ecologist”. He was born in Austria, worked in Germany (thus his first-hand experience of Hitlers charismat

15、ic leadership) and England, and then became a naturalized US citizen in 1943. 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 privatization and de

16、centralization; the decisive importance of marketing; and the emergence of the information society. He coined the term “knowledge worker”.Unit 4LeadershipText ASupplementary information Critical reading and thinkingHis writings explored how humans are organized across the business, government and th

17、e 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 “knowledge worker”.Unit 4LeadershipText AOve

18、rview Text analysisCritical reading and thinking Subheadings: Scan the subheadings in Text A and try to get the main idea of each part.Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingPart I: Peter Druckers evolving attitudes toward leadershipPart II: Peter Druckers model of

19、effective leadershipScan the subtitles in Text A and decide where Part II starts.Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingPart I follows a chronological order. Find out all references to time in this part, and write down Druckers attitude toward leadership at each per

20、iod.Unit 4LeadershipText AOverview Text analysisCritical reading and thinking1947Seven years later1973the 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 leader

21、ship. But management cannot create leaders. Intellectual struggle 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 AttitudeUn

22、it 4LeadershipText AOverview Text analysisCritical reading and thinkingTime Attitude1988 19962004career endHe 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 b

23、ad but rather like the force in Star Wars, 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. Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingPeter Drucker did n

24、ot think management differed from leadership until his career end.Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingPeter Drucker had doubts about charismatic leadership (魅力型领导）Unit 4LeadershipText AOverview Text analysisCritical reading and thinking German sociologist Max Web

25、er 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）Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingStrength of charismatic leadership results in

26、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, examplaryUnit 4LeadershipText AOverview Text analysisCritical reading and thinkingLimitations of charism

27、atic 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 dangerousUnit 4LeadershipText AOverview Text analysisCritical reading and thinkingPart IIThere are five basic aspec

28、ts in the effective leadership model. Please summarize the main idea of each aspect.Unit 4LeadershipText ACritical reading and thinking Strategic planning: Leaders must be personally involved in developing the strategy. They set up the goals before any action is taken. The means towards achieving th

29、e goals could change as situation changes. Unit 4LeadershipText ACritical reading and thinking Business ethics & personal integrity: There is a difference between the two. Both are necessary for effective leadership. Modeling military leadership:Battlefields put leadership to extreme tests. A lot is

30、 to be learned from great military leaders.Unit 4LeadershipText ACritical reading and thinking Business ethics & personal integrity: There is a difference between the two. Both are necessary for effective leadership. Modeling military leadership:Battlefields put leadership to extreme tests. A lot is

31、 to be learned from great military leaders.Unit 4LeadershipText ASupplementary information Critical reading and thinkingXenophon (c. 430 354 BC): a Greek historian, soldier, and philosopher. While a young man, Xenophon participated in the expedition led by Cyrus the Younger (小居鲁士). Cyrus was killed

32、in the battle. The Greek soldiers found themselves without leadership far from the sea, deep in hostile territory. They elected new leaders, including Xenophon, and fought their way back to Greece. Unit 4LeadershipText ASupplementary information Critical reading and thinking Xenophon wrote Kyropaida

33、ia (also spelled as Cyropaedia居鲁士的教育), a historical romance on the education of the ideal ruler, trained to rule as a benevolent despot over his admiring and willing subjects. Unit 4LeadershipText ASupplementary information Critical reading and thinking Frances Hesselbein (1915- ): CEO of the Girl S

34、couts of the USA for 15 years (1976-1990) before Peter Drucker invited her to serve as President and CEO of the Leader to Leader Institute (previously known as as the Peter F. Drucker Foundation for Nonprofit Management). She is credited with leading a turnaround for the Girl Scouts. During her tenu

35、re, the Girl Scouts was rescued from the danger of dissolution and attained a membership of 2.25 million girls with a workforce of 780,000, mainly volunteers. In 1998, Hesselbein was awarded the Presidential Medal of Freedom for her work with the Girl Scouts of America. Unit 4LeadershipText ASupplem

36、entary information Critical reading and thinking The psychological principle of motivation:Workers, especially knowledge workers, are not to be managed, but to be led, to be motivated to do things. The marketing modelLeaders must treat workers as partners. The latter cant be ordered around. They mus

37、t be persuaded. Unit 4LeadershipSpecialized vocabularyText A Language building-upSearch the Internet and find equivalents of the following English words or phrases inChinese business literature.effective leadershipmanagement practicestrategic planningmissionvisiongoalobjectivefunctionexpense resourc

38、eperformance insight高效能劳动力管理实践战略规划使命愿景（长期）目标（中短期）目标职能费用，支出资源绩效洞察Unit 4LeadershipText A Language building-upSignpost language Parenthetical statementsUnit 4LeadershipText A Language building-upSignpost language Examples from Text A1. However, despite these clear early statements, Drucker did at times

39、 seem to equivocate about leadership. Only a few short sentences after the statement about the importance of leadership, for example, he added, Leadership cannot be taught or learned.2. Clearly, Drucker was ambivalent about leadershipor at least the idea that it could be taughtand he remained so for

40、 much of his career.3. In his foreword to The Leader of the Future, he wrote, Leadership must be learned and can be learned. (Italics added.) Unit 4LeadershipText A Language building-upSignpost language Examples from Text A4. While Drucker did not leave us with a unified model of his concepts about

41、effective leadership, I was able to derive the essence of his beliefs from a variety of sources, including his published workbooks and articles, oral presentations, and tapesas well as my own class notes and personal conversations both during my schooling and after my graduation. 5. He called them p

42、artners, and wrote that partners couldnt be ordered they had to be persuaded, and leadership was therefore a marketing job. 6. However, to market correctly, the needs of each group or customer segment, including their values and behaviors, had to be understood.7. In this way, a company would develop

43、 products and promote them in the way that the customernot the marketerconsidered important.Unit 4LeadershipFormal EnglishText A Language building-up On informal occasions, we tend to begin a sentence with a pronoun like I, you, we, one or just people. However, in formal settings, sentences are more

44、 likely to begin with it or there. Passive voices are employed more often. Nouns are more favored over adjectives indicating the same meaning.Unit 4LeadershipFormal EnglishText A Language building-upWhich of the two is more formal? You cannot predict the future, but you can create it. The best way t

45、o predict the future is to create it.Unit 4LeadershipFormal EnglishText A Language building-upMake the following quotes from Drucker less formal: There is no substitute for leadership. Leadership must be learned and can be learned. Leadership is of utmost importance. We/You cant find any substitute

46、for leadership. We must learn leadership and we can learn it. Leadership is very important.Unit 4Leadership Text B Nandos Critical thinking and reading SpeakingUnit 4LeadershipText B Critical reading and thinkingBrief introduction to Nandos History of Nandos Current development Awards Nandos leaders

47、hip styleUnit 4LeadershipText B Critical reading and thinkingBrief introduction to Nandos Nandos leadership style Nandos has an interesting approach to leadership. Instead of making all decisions from the top, local management is allowed quite some flexibility. Unit 4LeadershipText B Critical readin

48、g and thinkingText analysis What is behind this remarkable set of achievements? a unique culture a set of fundamental values Ways of doing thingsUnit 4LeadershipText B Critical reading and thinkingText analysisWhich of the following are central decisions?1. the five core values of pride, passion, co

49、urage, integrity, and family 2. menu3. interior decoration of stores and music selection4. quality control5. recruitment and selection6. forms of local community involvement7. branding8. corporate social responsibility 9. employee training and motivation10. store profitabilityKey: 1 2 4 7 8Unit 4Lea

50、dershipText B Critical reading and thinkingText analysisFind out specifics of Nandos people management policies In-house training programs Titles used to address people Promotion policies Training and development evaluation systems Diversity Employee engagement and involvement Fun at workUnit 4Leade

51、rshipText B Critical reading and thinkingText analysisNandos people management In-house training programs: buddy systems new restaurants opening training team building Nandos inductions coaching programsUnit 4LeadershipText B Critical reading and thinkingText analysisTitles used to address people: t

52、he board of directors: the Full Monty restaurant managers: Patrao (“head of the family” in Portuguese) waiter: Nandoca chef: Grillers the head office in Putney: Central Support.Unit 4LeadershipText B Critical reading and thinkingText analysisPromotion policies: 45% of appointments filled through car

53、eer succession within the businesses; upper-level management responsible for coaching and spotting talents; comprehensive development process to support career paths; Unit 4LeadershipText B Critical reading and thinkingText analysisPromotion policies: 45% of appointments filled through career succes

54、sion within the businesses; upper-level management responsible for coaching and spotting talents; comprehensive development process to support career paths; 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

55、) Training budget: approximately 75 per cent of the human resources budgetUnit 4LeadershipText B Critical reading and thinkingText analysis Improving the training and development evaluation systems Ideally like stronger, more specific assessmentsUnit 4LeadershipText B Critical reading and thinkingTe

56、xt analysis Diversity: staff are hired regardless of their level of English; staff are trained in ways that work best for each of them and provided with development opportunities. Unit 4LeadershipText B Critical reading and thinkingText analysis Employee engagement and involvement: conferences and f

57、ormal get-togethers where staff are consulted and included in introducing new working practices and processesUnit 4LeadershipText B Critical reading and thinkingText analysis Fun at work: fun language; enjoy work; they know how to partyUnit 4LeadershipText B Critical reading and thinkingText analysi

58、s Fun at work: fun language; enjoy work; they know how to partyUnit 4LeadershipText B SpeakingPresentationLeadership (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

59、 of the companys history.Who is the founder? What is he like? How is this restaurant chain 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 a

60、nd waitresses. What measures does the company take in this regard?Why do some researchers claim that this companys success cant be copied?Do you see any challenge to this company?Unit 4LeadershipText B SpeakingPresentationLeadership (choice 2)According to management scholars Paul Hersey and Ken Blan