1、Unit Two Business Management,Lead-in,Lead-in Discussion,1. Could you differentiate between efficiency and effectiveness?,2.What kind of skills or properties is necessary for becoming an effective executive?,Lead-in Discussion,3. Could you think of any person as a shining example of your ideal effect
2、ive manager?,Lead-in Discussion,Text A What Makes an Effective Executive,Structural Analysis,Part I Setting the Stage,The text is clearly divided by a list of subheadings, based on which the structure of the text goes on elaborating on the following 8 practices of Effective Managers: They asked, Wha
3、t needs to be done? They asked, What is right for the enterprise? They developed action plans. They took responsibility for decisions. They took responsibility for communicating. They were focused on opportunities rather than problems. They ran productive meetings. They thought and said we rather th
4、an I.,Peter F. Drucker: Hailed by Business Week as “the man who invented management”. Drucker (1909 2005) was a world-renowned management consultant, educator, and author, who influenced a huge number of leaders from a wide range of organizations across all sectors of society.,Part I Notes,Harry Tru
5、man: Harry S. Truman (1884 1972) was the 33rd President of the United States (19451953). Under Truman, the U.S. successfully concluded World War II. In the meanwhile, tensions with the Soviet Union increased under his watch, paving the way for the Cold War.,Part I Notes,Q1. Whats the tricky part of
6、the question What needs to be done? ? The answer to the question always contains more than one urgent task. Effective executives concentrate on one task if at all possible, never more than two tasks.,Practice I securing essential services from other members; and formulating organizational purposes a
7、nd objectives.,Practice V: Take responsibility for communicating,Q1. In Chinese, the word crisis is composed of threat (危) and opportunity (机). Do you think we can treat these two scenarios as two sides of a coin?,Practice VI: Focus on opportunities,Demographics: Demographic refers to data relating
8、to the population and different groups within it. Commonly examined demographics include gender, age, ethnicity, knowledge of languages, disabilities, mobility, home ownership, employment status, and even location. Demographic trends describe the historical changes in demographics in a population ov
9、er time, and it can be viewed as the essential information about the population of a region and the culture of the people there.,Practice VI Notes,Practice VII: Words and Expressions,adjourn v. stop the meeting or an official process fro a period of time, especially in a court of law synonyms: reces
10、s example: The chairman may adjourn the meeting at any time.,Q1. According to the text, how many kinds of meeting are there? There are 6 in total: a meeting to prepare a statement, an announcement, or a press release a meeting to make an announcement a meeting in which one member reports a meeting i
11、n which several or all members report a meeting to inform the convening executive a meeting whose only function is to allow the participants to be in the executives presence.,Practice VII: Make meetings productive,Q1. How could executives think of the needs and the opportunities of the organization
12、before their own needs and opportunities when they have the ultimate responsibility which can be neither shared nor delegated? The success of both the organization and the individual comes from the trust of the organization.,Practice VIII: Think and Say We,Text B Great Managers Understand Their Peop
13、le,Structural Analysis,The text goes as follow: Introduction: Para. 1-3 Identify Employees Strengths & Weaknesses: Para. 4-6 Focus on Strength & Build Confidence: Para. 7-10 4 Ways to Overcome Weakness: Para.11-15,Introduction: One quality sets truly great managers apart from the rest: They discover
14、 what is unique about each person and what is universal amongst employees, and then capitalize on them.,Para. 1-3,Identify Employees Strengths & Weaknesses ： The great manager spends a good deal of time outside the office walking around and observing, but they could obtain a lot of information about
15、 a person by asking a few simple, open-ended questions and listening carefully to the answers.,Para. 4-6,Focus on Strength & Build Confidence ： Great managers seem to understand their job is not to arm each employee with a dispassionately accurate understanding of the limits of her strengths and the
16、 liabilities of her weaknesses but to reinforce her self-assurance. Thats why great managers focus on strengths.,Para. 7-10,4 Ways to Overcome Weakness : Offer the relevant training Pair him/her a partner, someone whose talents are strong in precisely the areas where his/her are weak Insert into the employees world a technique that helps accomplish through discipline what the person cant accomplish through instinct Rearrange the employees working world to render his weakness irrelevant,Para. 11-15,
