高教社新编商务英语第二版综合教程2-Unit5

mainU8-main134TeachingAim5ReadingIReadingIIExtendedActivities6Bonus:WordStudy2Lead-inTeachingAim11.CognitiveInformation〔认知信息〕:TheAreasandStructureofManagement2.LanguageFocus〔内容重点〕—KeyWords:I.vice,janitorial,survival,oversee,inventory,foreman,sound,evaluate,compensate,gather,disseminate,emergence,division;II.majority,reputation,specialist,senior,junior,associatedirector,secretary,despatch,consignment,ledger,credit,auditing,stationery,pool,layout,workmanship,correspondence,clerical—Phrases:I.dealin,avarietyof,incontrast,putemphasison,engagein;II.inchargeof,linkwith,carryout—UsefulStructures:amongotherthings at...level(s) see(toit)that...TeachingAimTeachingAim2—Grammar:AReviewofVerbs3.CommunicativeSkills〔交际技能〕—Expressions:Expressionsof“MakingAppointments”—Reading:CompanyOrganizationCharts4.SpecialUse〔专项用法〕:SubjunctiveMoodofVerbs(2)Lead-in-mainLead-inListeningComprehensionTasksExerciseIIExerciseIIIExerciseIVSpotDictationExerciseI1.return:aprofitoryield,asfromlabororinvestment利润，收益2.atone’sdisposal:由某人随意支配3.task-oriented:以任务为导向的4.imply:tosuggest意味着5.mechanical:performedorperforminginanimpersonalormachinelikemanner机械的，呆板的6.empowering:efficientandcapable有效精干的7.workforce:theworkersemployedinaspecificproject全体员工8.monitor:tokeepclosewatchover监督9.output:workproduced产出DifficultWords&ExpressionsExerciseIExerciseI10.flex:tobeflexible变通11.coach:totrainorinstruct指导12.diverse:different不同的13.accountfor:解释……的原因14.designate:togiveanameortitleto任命15.essential:inherent,dispensable本质的，不可或缺的16.pushthingsahead:向前推进17.intimidate:tomaketimid使害怕18.putforth:toexert发挥19.energize:togiveenergyto鼓励20.proactive:actinginadvance主动的21.promptly:quickly迅速地22.priority:somethingdeservingpriorattention优先考虑的事ExerciseII_1I.Listentopassage1forthefirsttimeandthenwriteoutquestions,ifthereareany,aboutthepart(s)youfailtounderstand.Ifyouhavenoquestions,justmoveontoExerciseII.ExerciseIManagementistheprocessofgettingactivitiescompletedefficientlyandeffectivelywithandthroughotherpeople.Itistheorganizationalfunctionthat,likesales,marketingorfinance,getsthingsdoneefficientlytogainthebestreturnonallresources.Itdoesn’tnecessarilymeanmanagingpeople.Ifyoumanagedaprojectverywellonyourown,itwouldmeanthatyoudidthejobinawell-organized,efficientmanner,makinggooduseofallresourcesatyourdisposal.Managementislikeinvestment.Managershaveresourcestoinvest—theirtime,talentand,possibly,humanresources.Thegoalofmanagementistogetthebestreturnonsuchresourcesbygettingthingsdoneefficiently.ManagementexecutesExerciseIexistingdirectionsasefficientlyaspossible.Unfortunately,managementismistakenlyseenastask-oriented,controlling,andinsensitivetopeople’sneeds.Infact,managementdoesn’timplybeingmechanicalornarrowlycontrollingassomepeoplesuggest.Themanager’sstyleisapersonalorsituationalmatterandithasevolvedovertime.Withhighlyskilledandself-motivatedworkers,themanagermustbeveryempowering.Wheretheworkforceislessskilledornotverymotivated,themanagermayneedtomonitoroutputmoreclosely.Skilledmanagersknowhowtoflextheirstyle,coachandmotivatediverseemployees.Gettingthingsdonethroughpeopleiswhattheydo.Bysayingthatmanagementisafunction,notatypeofExerciseIpersonorrole,wecanbetteraccountfortheexistenceofself-managedworkteamswherenooneisincharge.Inaself-managedteam,managementisagroupeffortwithnoonebeingthedesignatedmanager.ExerciseIManagementistheprocessofgettingactivitiescompletedefficientlyandeffectivelywithandthroughotherpeople.Itistheorganizationalfunctionthat,likesales,marketingorfinance,getsthingsdoneefficientlytogainthebestreturnonallresources.Itdoesn’tnecessarilymeanmanagingpeople.Ifyoumanagedaprojectverywellonyourown,itwouldmeanthatyoudidthejobinawell-organized,efficientmanner,makinggooduseofallresourcesatyourdisposal.Managementislikeinvestment.Managershaveresourcestoinvest—theirtime,talentand,possibly,humanresources.Thegoalofmanagementistogetthebestreturnonsuchresourcesbygettingthingsdoneefficiently.ManagementexecutesExerciseIexistingdirectionsasefficientlyaspossible.Unfortunately,managementismistakenlyseenastask-oriented,controlling,andinsensitivetopeople’sneeds.Infact,managementdoesn’timplybeingmechanicalornarrowlycontrollingassomepeoplesuggest.Themanager’sstyleisapersonalorsituationalmatterandithasevolvedovertime.Withhighlyskilledandself-motivatedworkers,themanagermustbeveryempowering.Wheretheworkforceislessskilledornotverymotivated,themanagermayneedtomonitoroutputmoreclosely.Skilledmanagersknowhowtoflextheirstyle,coachandmotivatediverseemployees.Gettingthingsdonethroughpeopleiswhattheydo.Bysayingthatmanagementisafunction,notatypeofExerciseIpersonorrole,wecanbetteraccountfortheexistenceofself-managedworkteamswherenooneisincharge.Inaself-managedteam,managementisagroupeffortwithnoonebeingthedesignatedmanager.ExerciseIII_1II.Listentopassage1forthesecondtimewithyourfocusonthequestionsyouhaveraised(ifthereareany)andthencompletethefollowingmultiplechoiceexercises.Youcantakenoteswhilelistening.1.Managementistheprocessofgettingtaskscompleted_______.a.throughotherpeopleb.efficientlyandeffectivelyc.withotherpeopled.Alloftheabove.√ExerciseII_12.Managementistheorganizationalfunctionthatgetsactivitiesdoneefficientlyto_______.a.expandmarketshareb.implementthecompanystrategyc.gainthebestreturnonallresourcesd.makegooduseofallresources√ExerciseII_13.Ifonemanagesaprojectverywell,itmeansthathe/sheisabletodothejob_______.a.athis/herdisposalb.inadisciplined,effectivemannerc.withotherpeopled.inawell-organized,efficientway√ExerciseII_14.Managementisbecausemanagershave_______.a.likeinstruction...orderstoissueb.likeinvestment...resourcestoinvestc.likedirection...employeestoassignd.Alloftheabove.√ExerciseII_15.Unfortunately,managementismistakenas_______andinsensitivetopeople’sneeds.a.controllingb.mechanicalc.task-orientedd.Alloftheabove.√ExerciseIII_26.Themanager’sstyleisa_______matterandithasdevelopedovertime.a.situationalandindividualb.situationalorpersonalc.situationalandimpersonald.situationalorcollective√ExerciseIII_27.Amanagerwillbemorecapableiftheworkersare_______.a.highlyskilledandself-motivatedb.knowledgeableandefficientc.empoweringandself-disciplinedd.Alloftheabove.√ExerciseIII_28.Skilledmanagersknowhowto_______iftheworkfaceisnotsoqualifiedasitisdescribedinQuestion7.a.coachandmotivateemployeesb.flextheirstylec.Bothaandb.d.Morethanaandb.√ExerciseIII_29.Infact,managementis_______insteadof_______.a.atypeofrole...afunctionb.afunction...atypeofrolec.atypeofperson...afunctiond.afunction...atypeofduty√ExerciseIII_310.Inaself-managedworkteam,managementis_______withnoonebeingincharge.a.anindividualeffortb.acollectionofindividualeffortsc.acollectiveeffortd.Noneoftheabove.√ExerciseIII_1III.Listentopassage2forthefirsttimeandthenwriteoutquestions,ifthereareany,aboutthepart(s)youfailtounderstand.Ifyouhavenoquestions,justmoveontoExerciseIV.ExerciseITounderstandwhatskillsareessentialforsuccessinmanagement,ithelpstocompareittoinvestment.Firstly,managersandinvestorshavethesamegoal:toachievethebestreturnontheinvestmentofcertainresources.Theinvestorfocusesonmoneywhilethemanagerhasawiderangeofresourcestoinvest.Amoreimportantdifferencebetweenthetwoisthatmostinvestorsarepassivewhilemanagementisanactiveforce.Tobeeffective,managersneedtopushthingsahead,nottothepointofintimidatingpeoplebutcertainlyenoughtoenergizethemintoputtingforthextraeffortswhenrequired.ExerciseIAnotherkeydifferencebetweeninvestmentandmanagementisthattheformeristypicallysomethingonepersondoeswhilemanagementisnormallyagroupfunction.Ofcourse,youcanmanageyourselfandyourownpersonalaffairsonyourown,butmanagementisagroupactivityinorganizations.Oneoftheskillsorattitudessharedbyinvestorsandmanagersisaproactivesearchforopportunitiesandriskssothatresourcescanbeshiftedpromptlytotakebetteradvantageofopportunitiesandavoidrisks.Asecondsharedskillisbeingsufficientlyorganizedanddisciplinedtobeconstantlyreviewinghowresourcesareinvested.Forexample,goodmanagerswillbecontinuouslyquestioningwhetherthetasksExerciseIfacingthemshouldbedonebysomeoneandwhatpersonisbestplacedtodothem.Theyregularlyadjusttheirpriorities,askingthemselveswhatisthebestuseoftheirtimeandtalentatthemoment.Theyaskhowtheycanachievemostvaluefrominvestingtheirtime,talentandhumanresources.Similarly,theyregularlyhelptheirteammembersadjusttheirpriorities.1)ListentothefollowingsentencesfromPassageIIandthenchoosetheanswerthatbestfitforthemeaningofthesesentences.(1)Tounderstandwhatskillsareessentialforsuccessinmanagement,ithelpstocompareittoinvestment.(2)Althoughinvestorsfocusonmoneywhilemanagershaveawiderangeofresourcestoinvest,theyhavethesamegoal.(3)Amoreimportantdifferencebetweeninvestmentandmanagementisthatmostinvestorsarepassivewhilemanagersplayanactiverole.(4)Tobeeffective,managersneedtodrivethingsalong,nottothepointofintimidatingpeoplebutcertainlyenoughtoenergizethemintoputtingforthextraeffortswhenrequired.(5)Anotherkeydifferencebetweeninvestmentandmanagementisthattheformeristypicallysomethingonepersondoeswhilemanagementisnormallyagroupfunction.ExerciseIExerciseITounderstandwhatskillsareessentialforsuccessinmanagement,ithelpstocompareittoinvestment.Firstly,managersandinvestorshavethesamegoal:toachievethebestreturnontheinvestmentofcertainresources.Theinvestorfocusesonmoneywhilethemanagerhasawiderangeofresourcestoinvest.Amoreimportantdifferencebetweenthetwoisthatmostinvestorsarepassivewhilemanagementisanactiveforce.Tobeeffective,managersneedtopushthingsahead,nottothepointofintimidatingpeoplebutcertainlyenoughtoenergizethemintoputtingforthextraeffortswhenrequired.ExerciseIAnotherkeydifferencebetweeninvestmentandmanagementisthattheformeristypicallysomethingonepersondoeswhilemanagementisnormallyagroupfunction.Ofcourse,youcanmanageyourselfandyourownpersonalaffairsonyourown,butmanagementisagroupactivityinorganizations.Oneoftheskillsorattitudessharedbyinvestorsandmanagersisaproactivesearchforopportunitiesandriskssothatresourcescanbeshiftedpromptlytotakebetteradvantageofopportunitiesandavoidrisks.Asecondsharedskillisbeingsufficientlyorganizedanddisciplinedtobeconstantlyreviewinghowresourcesareinvested.Forexample,goodmanagerswillbecontinuouslyquestioningwhetherthetasksExerciseIfacingthemshouldbedonebysomeoneandwhatpersonisbestplacedtodothem.Theyregularlyadjusttheirpriorities,askingthemselveswhatisthebestuseoftheirtimeandtalentatthemoment.Theyaskhowtheycanachievemostvaluefrominvestingtheirtime,talentandhumanresources.Similarly,theyregularlyhelptheirteammembersadjusttheirpriorities.1)ListentothefollowingsentencesfromPassageIIandthenchoosetheanswerthatbestfitforthemeaningofthesesentences.(1)Tounderstandwhatskillsareessentialforsuccessinmanagement,ithelpstocompareittoinvestment.(2)Althoughinvestorsfocusonmoneywhilemanagershaveawiderangeofresourcestoinvest,theyhavethesamegoal.(3)Amoreimportantdifferencebetweeninvestmentandmanagementisthatmostinvestorsarepassivewhilemanagersplayanactiverole.(4)Tobeeffective,managersneedtodrivethingsalong,nottothepointofintimidatingpeoplebutcertainlyenoughtoenergizethemintoputtingforthextraeffortswhenrequired.(5)Anotherkeydifferencebetweeninvestmentandmanagementisthattheformeristypicallysomethingonepersondoeswhilemanagementisnormallyagroupfunction.ExerciseIEx4_1IV.Listentopassage2forthesecondtimewithyourfocusonthequestionsyouhaveraised(ifthereareany)andthencompletethefollowingexercises.Youcantakenoteswhilelistening.ExerciseIII_2a.Inordertounderstandmanagement,wemustcompareinvestmenttomanagement.b.Tocomparemanagementtoinvestmentwillhelpunderstandimportantskillsforsuccessfulmanagement.c.Bycomparinginvestmenttomanagement,wecanseehowimportantmanagementis.d.Forthesuccessinmanagement,weneedtoknownecessaryskillsofcomparingmanagementtoinvestment.1)√1.Listentothefollowingsentencesfrompassage2andthenchoosetheanswerthatbestfitforthemeaningofthesesentences.ExerciseIII_2a.Bothinvestorsandmanagershavealotofresourcestoinvestinordertoachievethesamegoal.b.Investorandmanagershavedifferentresourcestoinvestandsotheyhavedifferentgoals.c.Despitethefactthatbothinvestorsandmanagershavethesamegoal,managershavemoreresourcestoinvestthaninvestorswhoonlycareaboutmoney.d.Thoughinvestorsandmanagershavedifferentgoal,investorshavemoreresourcestoinvestthanmanagerswhodohavemoney.2)√ExerciseIII_2a.Managersareactivewhileinvestorsarepassive,whichisaminordifferencebetweeninvestmentandmanagement.b.Mostinvestorsareactivewhilemanagersarepassive,whichisadifferencebetweeninvestmentandmanagement.c.Thefactthatmostinvestorsareinactivewhilemanagersaredynamicisamajordifferencebetweeninvestmentandmanagement.d.Itistruethatmostinvestorsareactive,butmanagersaremoreactive.Thisisanimportantdifferencebetweeninvestmentandmanagement.3)√ExerciseIII_2a.Tomanageaprojecteffectively,managersneedtoensuretheefficientprogressoftheprojectbyencouragingpeopleasmuchaspossibletodevoteadditionaleffortsintheirwork,butnotmakingthemtimidintheiroperation.b.Fortheefficientprogressofaproject,managersneedtobeverystrictwithpeoplesoastocreateafear-inspiringforcethatwillencouragethemtoworkharder.c.Managersneedtobeencouragingandinspiringtomotivatepeopletomakemoreeffortstocompletethetaskratherthanfrightenthemintosubmission.d.Inordertosuccessfullyfulfillatask,managersneedtocompelpeopletoworkharderinsteadofencouragingthemtodoso.4)√ExerciseIII_3a.Anotherimportantdifferencebetweeninvestmentandmanagementisthattheformerisacollectivefunctionwhilethelatterisanindividualeffort.b.Investmentissomethingthatoneindividualisabletodowhilemanagementisacollectiveeffort,whichisanothermajordifferencebetweenthesetwo.c.Eventhoughthereisagreatdifferentbetweeninvestmentandmanagement,bothcanbeeitheracollectiveeffortoranindividualeffort.d.Theonlydifferencebetweenmanagementandinvestmentisthattheformerisacollectiveeffortwhilethelatteranindividualone.5)√ExerciseIII_31.Cloze.Investorsandmanagerssomeskillsorattitudes.Oneofthemisasearchforopportunitiesand.Thepurposeofdoingsoistoshiftquicklysoastotakebetterofopportunitiesandavoidrisks.Asecondoneisaconstantofhowresourcesareinasufficientlyorganizedanddisciplinedmanner.Goodmanagersalwaysaskthemselveswhetherthetasksshouldbebysomeone,whatpersonisbestplacedtothem,andwhatisthebestoftheirtime,talentandhumanresources.Theyregularadjusttheirandhelptheirteammembersadjusttheirs.share_____proactive________risks____resources________advantage________review______invested_______done____use___priorities________SpotDictation_1SpotDictationManagementistheofpeopletogethertodesiredbyusingresourcesefficientlyandeffectively.Managementcomprises,,andagroupofpeoplefortheofaccomplishinga.However,astudyof1,500intopAmericancompaniesthatmanagersonlyaboutaoftheirtime.Whatdotheydotheoftheirtime?Theansweris“Clericalwork”.Inmanyorganizationscomputerareusedforclerical.Butsystemscannotdoaccomplish_________act___getting______goals_____available________planning________organizing_________leading______controlling_________purpose_______goal____employees_________show____spend_____quarter______managing________rest___systems_______gettingridof___________staff____computer________SpotDictation_1theof,sospendalotoftheirtime,andopeningthe.Iforganizationscannottohireextra,it’stimetoon.work_____secretaries_________managers________faxing_____filing_____mail____afford_____staff____cutdown________paper-work__________ReadingI-mainReadingIPre-readingTextBackgroundInformationNewWordsandExpressionsNotesExercisesPost-readingPre-reading-mianPre-readingI.BrainstormingII.PairworkExercises-mainExercisesExercisesIExercisesIIExercisesIIIExercisesIVExercisesVPost-reading

-mainPost-readingTask1Task2I.BrainstormingI.Brainstorming:Workwithyourpartnerandwriteoutwordsorexpressionsaboutthetitlesofmanagingstaff.Chairpersonoftheboard,President,I.BrainstormingChairpersonoftheboard,President,ManagingDirector,Generalmanager,Deputy/Vicepresident,Division/Departmentmanager,Superintendent,Supervisor,Chiefexecutives(CEO,CFO,CIO,etc.),Director,Sectionchief,Departmenthead,Foreman,Chiefengineer...II.PairworkII.Pairwork:Discussthefollowingquestionswithyourpartner.1.Wheredowesupposetofindmanagement?2.Whatisthepurposeofmanagement?3.Whatarethemajorfunctionsofbusinessmanagement?4.Whatdoyouthinkisamanager’sroutinework?5.Whatskillsandabilitiesaredesiredformanagementwork?6.Whoisthemostsuitablecandidateformanagementworkinyourclass?Andwhy?1)Somestudentsmaysay“inbusiness”,butactuallymanagementcanbefoundwhereverpeopleworktogetheringroups.Somanagementtakesplacenotonlyinbusinesssettingsbutalsoinschools,hospitals,themilitary,government,serviceorganizations,etc.2)Managementistheprocessofcoordinatinghuman,physical,andfinancialresourcestoachieveanorganization’sobjectives.3)Themajorfunctionsofbusinessmanagementincludeplanning,organizing,staffing,directing,andcontrolling.Humanresources(employees),physicalresources(materialsandmachinery)andfinancialresources(money)canworkefficientlyonlywithcarefulcoordinationofmanagement.II.PairworkII.Pairwork4)Amanager’sroutineworkistogetthingsorganized,tocommunicatewithotherseffectively,toappraisestaffpromptly,tomanagepublicrelations,andtoputcustomersfirst.5)Thefollowingskillsandabilitiesarethekeysforsuccessinmanagementwork:

Tothinklogicallytomakecorrectorpromptdecisions；Goodatcoordinationwork；Todealwithvariouskindsofpeoplerangingfromcommunityleaderstoemployees；Tospeakandwriteclearlyandwithauthority；Theabilitytoleadandinfluenceothers.1.DefinitionsofmanagementManagementcharacterizestheprocessofleadinganddirectingallorpartofanorganization,oftenabusiness,throughthedeploymentandmanipulationofresources(human,financial,material,intellectualorintangible).Managementisoftendefinedas“theartofgettingthingsdonethroughpeople.”Onecanalsothinkofmanagementfunctionallyastheactionofmeasuringaquantityonaregularbasisandofadjustingsomeinitialplan,andastheactionstakentoreachone’sintendedgoal.Fromthisperspective,therearefivemanagementfunctions:Planning,Organizing,Leading,CoordinatingandControlling.BackgroundInformation1BackgroundInformationManagementisalsocalled“BusinessAdministration”,andschoolsthatteachmanagementareusuallycalled“BusinessSchools”.Theterm“management”mayalsobeusedtodescribethemanagersofanorganization,forexampleofacorporation.Agoverningbodyisatermusedtodescribeagroupformedtomanageanorganization,suchasasportsleague.2.FunctionalcategoriesofmanagementTowardstheendofthe20thcentury,businessmanagementcametoconsistofsixseparatebranches,namely:BackgroundInformation2Humanresourcemanagement；

Operationsmanagementorproductionmanagement；Inthe21stcenturyitisincreasinglydifficulttosubdividemanagementintofunctionalcategoriesinthisway.Moreandmoreprocessessimultaneouslyinvolveseveralcategories.Instead,wetendtothinkintermsofthevariousprocesses,tasks,andobjectssubjecttomanagement.Thisapproachtomanagementpromotesanaturalwaytomanagebusiness.Oneconsequenceisthatworkplacedemocracyhasbecomebothmorecommon,andmoreadvocated,insomeplacesdistributingallmanagementfunctionsamongtheworkers,eachofwhomtakesonaportionofthework.

Strategicmanagement；

Marketingmanagement；

Financialmanagement；

Informationtechnologymanagement.BackgroundInformation3BackgroundInformation43.NatureofmanagementworkInfor-profitwork,theprimaryfunctionofmanagementistosatisfyarangeofstakeholders.Thistypicallyinvolvesmakingaprofit(fortheshareholders),creatingvaluedproductsatareasonablecost(forcustomers),andprovidingrewardingemploymentopportunities(foremployees).Innonprofitworkitisalsoimportanttokeepthefaithofdonors.Inmostmodelsofmanagement,shareholdersvotefortheboardofdirectors,andthatboardthenhiresseniormanagement.Public,privateandvoluntarysectorsplacedifferentdemandsonmanagers,butallmustretainthefaithofthosewhoselectthem(iftheywishtoretaintheirjobs),retainthefaithofthosepeoplethatfundtheorganization,andretainthefaithofthosewhoworkfortheorganization.Iftheyfailtoconvinceemployeesthattheyarebetteroffstayingthanleaving,theorganizationwillbeforcedintoadownwardspiralofhiring,training,firing,andrecruiting.Managementalsohasaresponsibilitytoinnovateandimprovethefunctioningoftheorganization.Inallbutthesmallestorganizations,achievingtheseobjectivesinvolvesadivisionofmanagementlabor.Peoplespecializeinalimitedrangeoffunctionssoastomorequicklygaincompetenceandexpertise.Eveninemployeemanagedworkplaces,wheremanagersareelected,managersstilltakeonroughlythesamefunctionsandjobdescriptionsasinamoretraditionalcorporation.BackgroundInformation4BackgroundInformation44.StaffinvolvedinmanagementChiefExecutiveOfficer(CEO):TheCEOisultimatelyresponsibleforthesuccessorfailureofthebusiness.Heorsheprovidesoverallstrategicdirectionforthefirm,oftenwiththeassistanceofateamofvicepresidents.Strategicmanagementdecisionslikewhatproductstomarket,whatmarketsegmentstotarget,whatfunctionstooutsource,whatbusinessmodeltoemploy,andwhatgeographicalareastooperateinaretheresponsibilityoftheCEO.TheCEOisaccountabletotheboardofdirectors.TypicallyaCEOwilldelegatemanyresponsibilitiestooneormoreexecutivevicepresidents.Insmallfirms,theowner,president,orchiefexecutiveofficertypicallyassumemanyrolesandresponsibilities.BackgroundInformation4VicePresident,Marketing:Anexecutivevicepresidentofmarketingmightdirectoverallmarketingstrategies,advertising,promotions,sales,productmanagement,pricing,andpublicrelationspolicies.Inasmallfirm,theymayserveasaliaisonbetweenthefirmandtheadvertisingorpromotionagencytowhichmanyadvertisingorpromotionalfunctionsarecontractedout.Inlargerfirms,advertisingmanagersoverseein-houseaccount,creative,andmediaservicesdepartments.MarketingManagers:Marketingmanagersdevelopthefirm’sdetailedmarketingplansandprocedures.Withthehelpofsubordinates,includingproductdevelopmentmanagersandmarketresearchmanagers,theydeterminethedemandforproductsandservicesofferedbythefirmanditscompetitors.BackgroundInformation4Inaddition,theyidentifypotentialmarkets—forexample,businessfirms,wholesalers,retailers,government,orthegeneralpublic.Marketingmanagersdeveloppricingstrategywithaneyetowardsmaximizingthefirm’sshareofthemarketanditsprofitswhileensuringthatthecustomersaresatisfied.Incollaborationwithsales,productdevelopment,andothermanagers,theymonitortrendsthatindicatetheneedfornewproductsandservicesandoverseeproductdevelopment.Marketingmanagersworkwithadvertisingandpromotionmanagerstopromotethefirm’sproductsandservicesandtoattractpotentialusers.