商业英语入门课件.ppt

《商业英语入门课件.ppt》由会员分享，可在线阅读，更多相关《商业英语入门课件.ppt（43页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、Management Learning ObjectivesDefine managementDescribe management functionsExplain organizational structureDistinguish management levelsIdentify management roleslist management skillsWHY STUDY MANAGEMENT?We all have a vested interest in improving the way organizations are managed.Because we interac

2、t with organizations every single day of our lives.Once you graduate from college and begin your career,you will either manage or be managed.For those who plan on management careers,an understanding of the management process forms the foundation on which to build your management skills.Assuming that

3、 you will probably be a manager and/or work for a manager,you can gain a great deal of insight into the way your boss behaves and the internal workings of organizations by studying management.DEFINING MANAGEMENTManagement refers to the process of coordinating work activities so that they are complet

4、ed efficiently and effectively with and through other people.MANAGEMENT The application of panning,organization,directing and controlling functions in the most efficient manner possible to accomplish meaningful organizational objectives.MANAGEMENT FUNCTIONSThe process of management represents the fu

5、nctions or primary activities engaged in by managers.Planning functionOrganizing functionDirecting functionControlling functionPLANNINGPlans are nothing,planning is everything.PLANNINGdefining goals for future organizational performance and deciding on the tasks and use of resources needed to attain

6、 them.The procedures 1.what is the situation now?what is the states of the economy and other environments?What opportunities exist for meeting peoples 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 t

7、o our business?2.where do we want to go?How much growth do we want?What is our profit goal?What are our social objectives?What are our personal development objectives.3.How can we get there from here?This is the most important part of planning.It takes three forms:a.strategic(long-range)planning det

8、ermines the major goals of the organization and using resources to achieve those goals.b.tactical(short-range)planning is the process of developing detailed,short-term strategies about what is to be done,who is to do it,and how it is to be done.operational planning is the process of setting work sta

9、ndards and schedules necessary to implement the tactical objectives.c.contingency planning is the process of preparing alternative courses of action that may be used if the primary plans dont achieve the organizations objectives.ORGANIZING Organizing involves the assignment of tasks into departments

10、,and the allocation of resources to departments.Determining what tasks are to be doneWho is to do themHow the tasks are to be groupedWho reports to whomWhere decisions are to be madeORGANIZING DIRECTINGDirecting is the use of influence to motivate employees to achieve organizational goals.It means c

11、reating a shared culture and values,communicating goals to employees throughout the organization,and infusing employees with the desire to perform at a high level.Two styles of directing:autocratic and democratic leadership autocratic leadership the close style of supervision,means providing subordi

12、nate with detailed job instructions.democratic leadership,or general supervision(also referred to as participatory),means that the manager consults with subordinates about job activities,problems,and corrective actions.CONTROLLINGControlling involves verifying that actual performance matches the pla

13、n.The process of control has five basic steps:1.Set clear standards for time,quality,quantity and so on.2.Monitor and record actual performance(results).3.Compare results against plans and standards.4.Communicate results and deviations to the employees involved.5.Take corrective action when needed.O

14、RGANIZATION STRUCTUREThe formal decision-making framework by which job tasks are divided,grouped,and coordinated.Formalization is an important aspect of structure.The firs step in the organizing process is departmentalizationDEPARTMENTALIZATIONThe basis on which work or individuals are grouped into

15、manageable units.Five traditional methods for grouping work activities1.Departmentalization by function organizes by the functions to be performed.2.Departmentalization by product assembles all functions needed to make and market a particular product and placed under one executive.3.Departmentalizat

16、ion by geographical regions groups jobs on the basis of territory or geography.4.Departmentalization by process groups jobs on the basis of product or customers flow5.Departmentalization by customer groups jobs on the basis of a common set of needs or problems of specific customers.MANAGEMENT LEVELS

17、As enterprise grow from an owner to a group to a corporation,a number of managerial levels of managementtop level,middle level and first level.This hierarchy depicts what is a chain of command,or simply a channel of communication.Coordination and control.The first level manager reports to a middle-l

18、evel manager,who reports to a top-level manager.Management LevelsFor better or worse,our society is strongly influenced by managers and their organizations.Good managers can turn straw into gold,while poor managers can do the reverse.for better or worse:whether the result is good or badTop ManagersM

19、iddle ManagersFirst-line managersOperatives TOP LEVEL MANAGERSThey are responsible for setting organizational goals,defining strategies for achieving them,monitoring and interpreting the external environment,and making decisions that affect the entire organization.Among the most important responsibi

20、lities for top managers are communicating a share vision for the organization,shaping corporate culture,and nurturing an entrepreneurial spirit that can help the company keep pace with rapid change.MIDDLE LEVEL MANAGERSThey receive the broad overall strategies,missions,and objectives from the top-le

21、vel managers and translate them into specific action programs.The emphasis is on implementing the broad organizational plans.FIRST LEVEL MANAGERS The first-line or supervisory level,is directly responsible for the precise detail needed to coordinate the work of non-managers.Most of the supervisors t

22、ime is allocated to the functions of directing and controlling.MANAGEMENT ROLESManagement roles refer to specific categories of managerial behavior.management role：管理者角色管理者角色MANAGERIAL ROLESA role is a set of expectations for a managers behavior.Ten roles divided into three groups1.Interpersonal(man

23、aging through people)2.Informational(managing by information)3.Decisional(managing action)INTERPERSONAL ROLESThree interpersonal roles1.Figurehead role:the manager handles ceremonial and symbolic activities for the department or organization.2.Liaison role:the manager interacts with peers and people

24、 inside and outside the organization.3.The leader role encompasses relationships with subordinates,including motivation,communication,and influence.INFORMATION ROLEInformation roles describe the activities used to maintain and develop an information network.1.In the monitor role,the manager receives

25、 and collects information from many sources.2.In the role of disseminator,the manager transmits special information into the organization.3.In the role of spokesperson,the manager disseminates the organizations information into its environment.DECISIONAL ROLESentrepreneurdisturbance handlerresource

26、allocatornegotiatorDECISIONAL ROLESThe unique access to information places the manager at the center of organizational decision-making.1.In the entrepreneur role,the manager initiates change.2.In the disturbance handler role,the manager resolves conflicts among subordinates or between the managers d

27、epartment and other departments.3.The resource allocator role pertains to decisions about how to allocate people,time,equipment,budget,and other resources to attain desired outcomes.4.In the negotiator role,the manager negotiates on behalf of the organization.MANAGEMENT SKILLSThe ability to use know

28、ledge,behaviours,and aptitudes to performs a task.CONCEPTUAL SKILLThe cognitive ability to see the organization as a whole and the relationship among its parts.It involves the managers thinking,information processing,and planning abilities.It involves knowing where ones department fits into the tota

29、l organization and how the organization fits into the industry,the community,and the broader business and social environment.It means the ability to“think strategically”to take the broad,long-term view.HUMAN SKILLThe manager ability to work with and through other people and to work effectively as a

30、group member.This skill is demonstrated in the way a manager relates to other people,including the ability to motivate,facilitate,coordinate,lead,communicate,and resolve conflicts.TECHNICAL SKILLThe understanding of and proficiency in the performance of special tasks.It includes mastery of the metho

31、ds,techniques,and equipment involved in specific functions such as engineering,manufacturing,or finance.It also includes specialized knowledge,analytical ability and the competent use of tools and techniques to solve problems in that specific discipline.BUSINESS ENGLISH TESTSThe Cambridge Business E

32、nglish Certificate(BEC)Test of English for International Communication(TOEIC)CAMBRIDGE BEC EXAMINATIONThe Cambridge Business English Certificate(BEC)is an international business English exam which offers a language qualification for learners who use,or will need to use,English for their work.It is a

33、vailable at three levels:Cambridge BEC Higher Cambridge BEC Vantage Cambridge BEC PreliminaryThey are the practical examinations that focuses on English in business-related situations.www.cambridgeesolcn.org/TOEICTest of English for International CommunicationBusiness TOEFL http:/ measures the every

34、day English skills of people working in an international environment.Nonnative English speakers take the test to demonstrate their English language skills when applying for new positions and obtaining credentials.Corporations use TOEIC to document progress in English training programs,recruit and pr

35、omote employees,and put standard measurements in place across locations.BEC EXAM PRACTICE A.Production lineB.WarehouseC.DespatchD.R&DE.Quality controlF.Packing lineG.Canteen H.Washrooms BEC Exam Practice1.Sam needs to get changed and freshen up after her shift.2.Vince wants to research how the goods are currently manufactured.3.Kate needs to take sample products for inspection.(H)(A)(E)4.John needs to check the quality of the storage facilities.5.Lan wants to see what happens to the goods after they have been packed.(B)(C)