1、商务英语入门,-第二章 管 理,本章要点,管理的定义 管理的职能观点 管理的角色观点 管理的基本技能观点 组织结构,What is management-什么是管理,经典定义：1.泰勒：管理就是确切了解你希望工人干些什么，然后设法让他们同最好的方法完成它。2.法约尔：管理就是实行计划、组织、指挥、协调和控制。3.西斯克：管理就是通过计划、组织、领导和控制工作的的诸过程来协调所有的资源以达到既定的目标。4.孔茨：管理就是设计并保持一种良好的环境，使人在群体里高效率地完成既定目标的过程。,What is management-什么是管理,Management,Planning, Organizin
2、g, Directing, Controlling,Organizational Objectives,New Story of the Hare and Tortoise,Once upon a time a tortoise and a hare had an argument about who was faster. They decided to settle the argument with a race. They agreed on a route and started off the race.The hare shot ahead and ran briskly for
3、 some time. Then seeing that he was far ahead of the tortoise, he thought hed sit under a tree for some time and relax before continuing the race.,The hare shot ahead and ran briskly for some time. Then seeing that he was far ahead of the tortoise, he thought hed sit under a tree for some time and r
4、elax before continuing the race.He sat under the tree and soon fell asleep. The tortoise plodding沉重缓慢地走 on overtook him and soon finished the race, emerging as the undisputed champ.,The hare woke up and realized that hed lost the race. The moral of the story is that slow and steady wins the race.Thi
5、s is the version of the story that we have all grown up with.,But a more interesting version of this story continues,The hare was disappointed at losing the race and he did some Defect Prevention (Root Cause Analysis). He realized that hed lost the race only because he had been overconfident, carele
6、ss and lax.If he had not taken things for granted, theres no way the tortoise could have beaten him. So he challenged the tortoise to another race. The tortoise agreed.,This time, the hare went all out and ran without stopping from start to finish. He won by several miles.The moral of the story？ If
7、you can not only realize the disadvantage of yourself and try you best to change it, but also keep your advantage at the same time, you will be the winner at last.,But the story does not end here,The tortoise did some thinking this time, and realized that theres no way he can beat the hare in a race
8、 the way it was currently formatted. He thought for a while, and then challenged the hare to another race, but on a slightly different route,The hare agreed. They started off. In keeping with his self-made commitment to be consistently fast, the hare took off and ran at top speed until he came to a
9、broad river. The finishing line was a couple of kilometers on the other side of the river.,The hare sat there wondering what to do. In the meantime the tortoise trundled滚动 along, got into the river, swam to the opposite bank, continued walking and finished the race. The moral of the story? First ide
10、ntify your core competency and then change the playing field to suit your core competency.,The story still has not ended.,The hare and the tortoise, by this time, had become pretty good friends and they did some thinking together. Both realized that the last race could have been run much better. So
11、they decided to do the last race again, but to run as a team this time.,They started off, and this time the hare carried the tortoise till the riverbank. There, the tortoise took over and swam across with the hare on his back. On the opposite bank, the hare again carried the tortoise and they reache
12、d the finishing line together. They both felt a greater sense of satisfaction than theyd felt earlier.,Planning Function-计划职能,What is the situation now?,Where do we want to go?,How can we get there ?,SWOT analysis,Setting goal,Developing strategy Determining resources,SWOT（Strengths, Weaknesses, Opp
13、ortunities, Threats),SWOT analysis- SWOT 分析,机会 O,威胁 T,劣势 W,优势 S,扭转型战略,增长型战略,防御型战略,多种经营型战略,优势：阿迪达斯在材料和技术的新实验方面具有很强的竞争优势。 劣势：蔑视组织内外部环境的发展变化。A. 消费者的偏好发生了变化B. 管理当局沉迷原有的经营理念C. 组织缺乏把握市场、搜集市场信息的功能 机会：健康活动的兴起和蓬勃发展使商业风向转变并孕 育无穷的市场机遇。 威胁：竞争对手的异军突起和符合潮流的竞争战略。,SWOT 分析案例-阿迪达斯和耐克,SWOT 分析案例-阿迪达斯和耐克,应该采取的措施：A. 首先应抓
14、住新的市场机遇，在原有优势的基础上对战略 进行调整，顺应消费偏好的变化，开发多元化产品。B. 其次应加强员工队伍的建设，进行人力资源建设。积极招募有经验的人员从事市场信息的收集和分析工作。C. 最后应从根本上放弃在市场上原由的领先者的居高临下的自傲态度，树立起强烈的竞争和创新意识.,SWOT 分析案例-阿迪达斯和耐克,实际采取的措施：A.学会向耐克取经，也进行了规模巨大的造星运动来提升品牌的影响力。B.为雅典奥运会提供赞助，产品多元化优势明显胜过耐克。C. 收购美国仅次于耐克的锐步体育用品公司，为进一步与耐克进行新一轮的亚洲市场竞争奠定基础。,Planning Function-计划类型,St
15、rategic planning,Which customers to serve What products to sell What services to sell The competing areas,Tactical planning,What is to be doneWho is to do itHow it is to be done,Planning Function-计划类型,Operational planning,Contingency planning,Setting work standards Setting work schedules,Alternative
16、 action,Planning Function-经营决策过程,SWOT分析,确定组织的宗旨,远景目标,战略方案,具体目标,战术方案,Planning Function-经营决策过程,宗旨,成为全国领先的低成本高质量的自行车制造商,远景目标,下一个五年，公司要集中资源在各方面经营活动中全面提高质量和效率。,具体目标,生产部：将每台自行车的成本降低10元。将生产能力提高到每年一万部。 销售部：必须建立至少300个新零售点。加大在全国范围内的销售力度。 行政部门：将人事成本削减10%.,Organizing Function- 组织职能,设计组织结构,配备人员,运行组织,Preparing a
17、structure,Recruiting employees Training employees,Allocating resources Assigning tasks,Organizing Function- 组织职能,学习型组织,组织设计无边界团队授权,领导力共同的愿景协作的意愿,信息共享开放及时准确,组织文化强互动关系团队意识关爱信任, Read the following statement. Write “YES” if you agree with the statement or “NO” if you disagree withit. 1. Are good pay and
18、 a secure job enough to satisfy most workers? 2. Should a manager help and coach subordinates in their work? 3. Are most people afraid to learn new things in their jobs? 4. Do most people like real responsibility in their jobs?,Directing Function- 领导职能,Directing Function- 领导职能,5. Should managers let
19、 subordinates control the quality of their work? 6. Do most people dislike work? 7. Are most people creative? 8. Should a manager closely supervise and direct work of subordinates? 9. Do most people tend to resist change? 10. Do most people work only as hard as they have to? 11. Should workers be al
20、lowed to set their own job goal?,Directing Function- 领导职能,12. Are most people happiest off the job? 13. Do most workers really care about the organization they work for? 14. Should a manager help subordinates advance and grow in their jobs?Scoring: Count the number of “YES”responses to items 1.4.6.8
21、.9.10.12 Count the number of “NO”responses to items 2.3.5.7.11.13.14,X 理论 A.一般人都好逸恶劳，逃避劳动。B.一般人生来就以自我为中心，漠视组织要求。C.一般人缺乏进取心、逃避责任、甘愿听指挥并安于现状，没有创造性。D.一般人容易受骗并易受人煽动。,Directing Function- 领导职能,Directing Function- 领导职能,Y理论 A.一般人并不好逸恶劳，工作中体力和智力的消耗如游戏和休息一样自然。B.外来的控制和惩罚并不是促进人们为实现目标而努力工作的唯一方法。C.在适当条件下能主动承担责任。缺
22、乏雄心壮志并不是人的天性。D.具有想像力、创造力，在现代社会中，人的智慧和潜能只得到部分的发挥。,Directing Function- 领导职能,Directing,Giving assignments Explaining routines Clarifying policies Guiding and motivating employees Providing feedback on performance,Directing Function- 领导职能,Autocratic leadership Close style of supervision Provide with det
23、ailed job instructions Delegate little authority Do the planning and make decisions by themselves,Democratic leadership General supervision Use general approach seek help and ideas Encourage participation Consult with subordinates about job problems before making a decision,Directing Function- 领导职能,
24、专制型领导 预先安排一切工作内容，下级只能服从。 下级没有参与决策的机会，只能奉命行事。 个人独断专行，各种计划和决策有领导者独自作出。,民主型领导 安排工作并不具体，个人有相当大的自由。 在工作中鼓励大家的参与. 作出决策前通常与下属磋商，并努力得到一致的意见。,权威型管理风格强调目标，要求顺服乐观型管理风格热忱，追求团体的乐趣稳重型管理风格相互和谐，以人为本严谨型管理风格 遵章守纪，谨慎,领导风格案例,权威型管理风格：利：当机立断、抓住机会、果断采取动作。弊：不耐烦、不能仔细听好其他成员的信息、使得成员在心理上不适应、产生抵触情绪。对飞行安全产生消极的影响。 某航空公司一名权威型风格机长，
25、与一名副驾驶飞行，在绕飞雷雨天气时，副驾驶对其决定表示疑问，该机长以十分坚定的口气回答没问题。结果导致飞机在云中遭遇冰雹，将雷达天线罩、风挡、发动机进气道、机冀前缘打得千炝百孔，影响了飞行安全。,领导风格案例,领导风格案例,乐观型管理风格：利：较强的语言沟通能力 、可以激励成员、消除自卑、进行合作。 弊：冲动、讨厌细节和繁琐、信任过度、高估他人能力。 某航空公司一名该管理风格机长与副驾驶飞行中，当一套液压系统故障时，前轮转向失去控制的情况下，认为没问题，仍然让副驾驶操作，结果落地滑跑过程中，出现意外，导致飞机偏出跑道，影响飞行安全。,领导风格案例,稳重型管理风格：利：会协调冲突，重视人与人友情
26、、喜欢有所准备的去改变 。弊：过于碍于情面 、不能及时指正错误，导致风险升高， 老机长与另一名新机长同飞过，落地过程中，同伴拉杆晚，出现下沉快，结果飞机勉强被拉平，险些发生重着陆。老机长以为是偶发的情况，安慰他几句，但在不久后一次飞行中，这位机长因为这个原因出现一次重落地并受到了通报批评。,领导风格案例,严谨型管理风格：利：遵从程序、规章，对于信息和数据的把握以及工作实施非常清楚，促进飞行组技能高水准。 弊：过于追求细节化，导致犹豫不决，另外由于内向，严谨细节要求会使驾驶气氛紧张。 某航空公司机长在落地拉平中，突遇到块状平流雾，由于自己犹豫不决，是复飞还是继续着陆，同伴也未能提醒，导致飞机小坡
27、度小交叉接地，将跑道边灯损坏，影响飞行安全。,Controlling Function- 控制职能,Controlling,Measuring results against corporate objectives. Monitoring performance relative to standards. Taking corrective actions.,Managerial Roles-经理人角色,Interpersonal Figurehead Leaderliaison 人际关系角色 挂名首脑领导者联络者,Managerial Roles-经理人角色,Informational
28、Monitor DisseminatorSpokesperson信息传递角色 监听者传播者发言人,Managerial Roles-经理人角色,Decisional Entrepreneur Disturbance HandlerResource AllocatorNegotiator决策制定角色 企业家混乱驾御者 资源分配者谈判者,作为监听者（外部信息）通过联络者的角色,作为监听者（内部信息）通过领导者的角色,作为中枢神经的经理,作为传播者的经理向下属提供信息,作为发言人的经理向组织以外的人提供信息,作为决策者的经理用于确定问题与机 会并制定计划,Conceptual Skills:(Thi
29、nking, Information processing, Planning abilities) Human Skills:(Motivate, Facilitate, Coordinate, Lead, Communicate, Resolve conflicts ) Technical Skills:(Engineering, Manufacturing, Finance ),Management Skills-管理技能,Skills,TopManagement MiddleManagementSupervision,Conceptual,human,Technical,专题：领导力就是影响力,成功领袖的三个显著特征：1、有明确的始终如一的目标。2、不断学习并终身学习。3、要为他人“增加价值”。,专题：领导力就是影响力,成功领袖影响他人的三大原则：1、影响力首先来源于对他人的尊重。2、善于倾听、有换位思考的同理心。3、不断提升自己。,专题：领导力就是影响力,成功领袖的四大秘诀（REAL）：1、具有领导能力的人际关系.(Relationship)2、挖掘他人的潜能。(Equipping)3、拥有积极的正面的态度。(Attitude)4、打造个人领导能力。(leadership),
