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1、高等学校英语拓展系列教程主 编：任书梅 王璐副主编：曹颖外语教学与研究出版社第1页Chapter 4管理Management第2页Lecture Outline What Is Management? 什么是管理？ Organizational Structure 组织结构 Management Levels 管理层次 Managerial Roles 经理人角色 Management Skills 管理技能 Lead-in activities 导入活动第3页Lead-in activitiesAn effective executive is indispensable to the gr

2、owth of corporation. Can you name some famous entrepreneurs?Identify effective managerial qualities.第4页Lead-in activitiesDo you have what it takes to be a good entrepreneur? Is it something that you could learn or rather something that is innate (天生)?第5页Lead-in activitiesQualities of a Good Entrepre

3、neursAdditional Info第6页What is management?Management can be defined as the application of planning, organizing, directing, and controlling functions in the most efficient manner possible to accomplish meaningful organizational objectives.The theme management is that a central person must by using su

4、ch skills as decision making, communication and objective setting coordinate the work activities of others to achieve organizational objectives. 第7页What is management?第8页 Planning Planning means defining goals for future organizational performance and deciding on the tasks and use of resources neede

5、d to attain them. Planning is a task that each manager must do every day. It is a continuous process. Planning is basically mental. It requires thinking things through logically.What is management?第9页 Planning Planning decides what needs to happen in the future (today, next week, next month, next ye

6、ar, over the next 5 years, etc.) and generating plans for action (What to do?)What is management?第10页 PlanningPlanning answers several fundamental questions for managers: What is the situation now? What is the state of the economy and other environments? What opportunities exist for meeting peoples

7、needs? What products and customers are most profitable? Why do people buy (or not buy) our products? Who are our major competitors? What threats are they to our business? What is management?第11页 Planning The SWOT analysis is an extremely useful tool for understanding and decision- making for all sor

8、ts of situations in business and organizations. SWOT stands for strengths, weaknesses, opportunities, and threats.What is management?第12页 PlanningPlanning answers several fundamental questions for managers: Where do we want to go? How much growth do we want? What is our profit goal? What are our soc

9、ial objectives? What are our personal development objectives?What is management?第13页 PlanningPlanning answers several fundamental questions for managers: How can we get there from here? This is the most important part of planning. It takes four forms: What is management?第14页 Planning Strategic (long

10、-range) planning (战略规划/长久规划) It determines the major goals of the organization as well as the policies, procedures, and strategies for obtaining and using resources to achieve those goals. Tactical (short-range) planning (战术规划/短期规划) It is the process of developing detailed, short-term strategies abo

11、ut what is to be done, who is to do it, and how it is to be done. What is management?第15页 Planning Operational planning (运行规划) It is the process of setting work standards and schedules necessary to implement the tactical objectives. Contingency planning (应急计划) It is the process of preparing alternat

12、ive courses of action that may be used if the primary plans dont achieve the organizations objectives. What is management?第16页 Organizing Organizing involves the assignment of tasks, the grouping of tasks into departments, and the allocation of resources to departments. Organizing (Implementation) m

13、akes optimum use of the resources required to enable the successful carrying out of plans. Thinking: How to organize your home?What is management?第17页 Directing Directing is the use of influence to motivate employees to achieve organizational goals. Directing involves motivating entire departments a

14、nd divisions as well as those individuals working immediately with the manager. What is management?第18页 DirectingTwo directing styles: Autocratic leadership (专制型领导) It means providing subordinates with detailed job instructions. Democratic leadership (民主型领导) The manager consults with subordinates ab

15、out job activities, problems, and corrective actions. What is management?第19页 DirectingWhat is management?第20页 DirectingWhat is management?Differences between the two directing styles: Autocratic leadership (专制型领导) Quick Decisions It works best in situations where rapid decisions are often essential

16、, such as in the military or law enforcement. Poor Decisions Salient points or even different approaches to a problem will be overlooked. Additional Info第21页 DirectingWhat is management?Differences between the two directing styles: Democratic leadership (民主型领导) Comfortable Work Environment A worker

17、who is consulted about his or her opinions by the employers before decisions are made will feel more a part of the company. Dependency Employees have little opportunity to develop leadership abilities themselves. Additional Info第22页 Questions for discussion What kind of leader do you prefer?What is

18、management?第23页 Controlling Controlling involves verifying (核实) that actual performance matches the plan. The core idea of controlling is to modify behavior and performance when deviations (背离) from plans are discovered. What is management?第24页 Controlling Planning, organizing, directing are the ini

19、tial steps for getting the job done. Controlling is concerned with making certain that plans are correctly implemented. What is management?第25页 Controlling What is management?Five basic steps of the process of control: Set clear standards for time, quality, quantity, and so on. Monitor and record ac

20、tual performance (results). Compare results against plans and standards. Communicate results and deviations to the employees involved. Take corrective action when needed. 第26页 Controlling The control systems weakest link tends to be the setting of standards. To measure results against standards, the

21、 standards must be specific, attainable and measurable. What is management?第27页 Questions for Discussion What did Dwight Eisenhower mean when he stated, “Plans are nothing, planning is everything”? What is the difference between strategic, tactical, and contingency planning? What is it your strategi

22、c plan and tactical plan? Give a brief presentation on how you use the four functions to manage your college (or daily) life.What is management?第28页 Questions for Discussion Explain the differences between autocratic and democratic leadership styles. What style do you prefer? What similarities do yo

23、u see among the four management functions of planning, organizing, leading, and controlling? Do you think these functions are related that is, is a manager who performs well in one function likely to perform well in the others?What is management?第29页 Organizational structure is the formal decision-

24、making framework by which job tasks are divided, grouped, and coordinated. Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities. Ordinary description of such entities is as branch, site, department, work groups and s

25、ingle people. Organizational Structure 第30页 Formalization is an important aspect of structure. It is the extent to which the units of the organization are explicitly defined and its policies, procedures, and goals are clearly stated. It is the official organizational structure conceived and built by

26、 top management. Organizational Structure 第31页 Departmentalization It is the basis on which work or individuals are grouped into manageable units. There are five traditional methods for grouping work activities. Organizational Structure 第32页Organizational Structure 第33页 Departmentalization by functi

27、on Departmentalization by function organizes by the functions to be performed. The advantage is obtaining efficiencies from consolidating similar specialties and people with common skills, knowledge and orientations together in common units.Organizational Structure 第34页 Departmentalization by produc

28、t Departmentalization by product assembles all functions needed to make and market a particular product and placed under one executive. Major department stores are structured as home accessories, appliances, womens clothing, mens clothing, and childrens clothing. Organizational Structure 第35页 Depart

29、mentalization by geographical regions Departmentalization by geographical regions groups jobs on the basis of territory or geography. Departmentalized by regions such as Northeast, Southeast, Midwest, Southwest, and Northwest. Organizational Structure 第36页Organizational Structure Departmentalization

30、 by process Departmentalization by process groups jobs on the basis of product or customer flow. Each process requires particular skills and offers a basis for homogeneous categorization of work activities.第37页 Departmentalization by customer Departmentalization by customer groups jobs on the basis

31、of a common set of needs or problems of specific customers. A current departmentalization trend is to structure work according to customers, using cross-functional teams. Organizational Structure 第38页 Questions for Discussion What is organizational structure? How can an organization structure itself

32、 efficiently? There are a variety of methods of departmentalization in structuring a company. Draw an appropriate structure for each of the following companies, and discuss with your partner if there are alternatives. A publisher A computer company A leather manufacture A pharmaceutical companyOrgan

33、izational Structure 第39页 Questions for Discussion What are the advantages of functional departmentalization? Take, a hospital, for example. How is it organized? Draw its organizational structure. Different organizations use different types of structure. Give an example of an organization of this typ

34、e of structure.Organizational Structure 第40页Management Levels As enterprises grow from an owner to a group to a corporation, a number of managerial levels of management top level, middle level and first level are usually portrayed as a managerial hierarchy (管理层).The extent to which managers perform

35、the functions of management planning, organizing, directing, and controlling varies by level in the management hierarchy. 第41页Management Levels 第42页 Top-Level ManagersResponsibilities of Top-Level Managers: setting organizational goals defining strategies for achieving them monitoring and interpreti

36、ng the external environment making decisions that affect the entire organization looking to the long-term futureManagement Levels 第43页 Top-Level ManagersResponsibilities of Top-Level Managers: concerning themselves with general environmental trends and the organizations overall success communicating

37、 a shared vision for the organization, shaping corporate culture nurturing an entrepreneurial spirit that can help the company keep pace with rapid changeManagement Levels 第44页 Middle-Level ManagersResponsibilities of Middle-Level Managers: receiving the broad overall strategies, missions, and objec

38、tives from top-level managers and translating them into specific action programs implementing the broad organizational plans concerned with the near future expected to establish good relationships with peers around the organization encouraging teamwork resolving conflictsManagement Levels 第45页 First

39、-Level Managers:Management Levels Responsibilities of First-Level Managers: directing and controlling the work of employees in order to achieve the team goals motivating employees to perform satisfactorily translating overall corporate goals into action plans. This management level (supervisory leve

40、l) is the link between managers and non-managers. Organizational objectives eventually meet the test of reality at this level.第46页 Middle-Level ManagersManagement Levels They implements top management goals. Top-Level Managers First-Level Managers Their time is allocated to the functions of directin

41、g and controlling. Supervisors direct the actual work of the organization at the operating level. They spend most of their time on the functions of long-range planning and organizing. Top management is accountable for the overall management of the organization. 第47页Management Levels 第48页 Keystone in

42、 the Organization Without the keystone (supervisor), the arch (organization) collapses. The keystone is the central topmost stone of an arch. The keystone supervisor is the main connector joining management and employees making it possible for each to perform effectively. Management Levels 第49页 Ques

43、tions for Discussion Draw the chart of your university or college depicting job titles, lines of authority. Then answer the following questions: What are the levels of management depicted in the chart of your university or college? What is the top executive called? What are the middle level executiv

44、es called? Management Levels 第50页 Questions for Discussion What are the first level executives called? What is challenging about being a middle level executive? Try to locate such an executive and ask him or her this question. Management Levels 第51页Managerial Roles 第52页 Interpersonal Roles In the fi

45、gurehead role, the manager handles ceremonial and symbolic activities for the department or organization. In the liaison role, the manager interacts with peers and people inside and outside the organization. The leader role encompasses (围绕) relationships with subordinates, including motivation, comm

46、unication, and influence.Managerial Roles 第53页 Informational Roles In the monitor role, the manager receives and collects information from many sources. In the role of disseminator, the manager transmits special information into the organization. In the role of spokesperson, the manager disseminates

47、 the organizations information into its environment. Managerial Roles 第54页 Decisional Roles In the entrepreneur role, the manager initiates change. In the disturbance handler role, the manager resolves conflicts among subordinates or between the mangers department and other departments.Managerial Ro

48、les 第55页 Decisional Roles The resource allocator role pertains to decisions about how to allocate people, time, equipment, budget, and other resources to attain desired outcomes. In the negotiator role, the manager negotiates on behalf of the organization. Managerial Roles 第56页 Questions for Discuss

49、ion What are the ten roles that a manager is expected to serve? What role do you think the monitor in your class should set for the students?Managerial Roles 第57页Management Skills Management skill is the ability to use knowledge, behaviors, and aptitudes to perform a task. Skills are learned and dev

50、eloped with experience, training, and practice.第58页 Conceptual skill Management Skills Conceptual skill is the cognitive ability to see the organization as a whole and the relationship among its parts. Conceptual skill involves: the managers thinking, information processing, and planning abilities k

51、nowing where ones department fits into the total organization and how the organization fits into the industry, the community, and the broader business and social environment第59页 Human relation skill Management Skills Human relation skill is the managers ability to work with and through other people

52、and to work effectively as a group member. Human relation skill involves: the ability to motivate, facilitate, coordinate, lead, communicate, and resolve conflicts. allowing subordinates to express themselves without fear of ridicule and encourages participation. 第60页 Technical Skill Management Skil

53、ls Technical skill is the understanding of and proficiency in the performance of specific tasks. Technical skill involves: mastery of the methods, techniques, and equipment involved in specific functions such as engineering, manufacturing, or finance specialized knowledge, analytical ability, and th

54、e competent use of tools and techniques to solve problems in that specific discipline第61页Management Skills Conceptual skills are needed by all managers but are especially important for managers at the top. Technical skills are particularly important at lower organizational levels. Technical skills b

55、ecome less important than human and conceptual skills as managers move up the hierarchy.Technical skills deal with things, human skills concern people, and conceptual skills have to do with ideas.第62页Management Skills 第63页 Questions for Discussion Management Skills Identify your skills and the skill

56、s you want to develop. What changes in management functions and skills occur as one is promoted from a non-management to a management position? How can managers acquire the new skills? 第64页Group Activities SWOT analysis第65页Group ActivitiesFind a company familiar to you and analyze its strengths, wea

57、knesses, opportunities, and threats in the market from all levels of management. Give some helpful suggestions about how to survive in todays competitive market.第66页Group Activities An example: AMT is a computer store in a medium-sized market in the United States. Lately it has suffered through a st

58、eady business decline, caused mainly by increasing competition from larger office products stores with national brand names. The following is the SWOT analysis included in its marketing plan. 第67页Group Activities Strengths: Knowledge. Our competitors are retailers, pushing boxes. We know systems, ne

59、tworks, connectivity, programming, all the Value Added Resellers (VARs), and data management. Relationship selling. We get to know our customers, one by one. Our direct sales force maintains a relationship. History. Weve been in our town forever. We have the loyalty of customers and vendors. We are local. 第68页Group Activities Weaknesses: Costs. The chain stores have better economics. Their per-unit costs of selling are quite low. They arent offering what we