商英UnitManagement答案.docx

商英UnitManagement答案.docx

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商英UnitManagement答案

Unit2Management

Managementisimportant.Thesuccessorfailureofbusinessorganizations,governmentinstitutionsandpublicsectorservices,voluntaryandnon-profitorganizations,sportsteams,andsoon,oftendependsonthequalityoftheirmanagement.Thisunitincludesadiscussionofthequalitiesrequiredbymanagers,adefinitionofmanagement,considerationoftheroleofthemeetingsinmanagement,acriticalviewofthemanagementofonelargeAmericanmultinationalcompany,andaninterviewwiththemanagerofaBritishdepartmentstore,whodiscusseshisjob.

Beforethediscussiononthequalitiesrequiredbymanagersandthedefinitionofmanagement,maybewecandiscussthecartoon.What’sthejoke?

WecanassumethatMr.Farvisrunsthiscompany（hisnameisonthedoor）.Whatcanwesayabouthismanagerialskills,orhisapparentlackofthem?

Discussinpairsfortwominuteswhatexactlymanagersdo,concerningorganizing,settingobjectives,allocatingtasksandresources,communicating,motivating,andsoon.

1aDiscussion

Whatismanagement?

Isitanartorascience?

Aninstinctorasetofskillsandtechniquesthatcanbetaught?

Managementisamixtureofinnatequalitiesandlearnableskillsandtechniques.

Whatdoyouthinkmakesagoodmanager?

Whichfourofthefollowingqualitiesdoyouthinkarethemostimportant?

Beingdecisive:

abletomakequickdecisions

Beingefficient:

doingthingsquickly,notleavingtasksunfinished,havingatidydesk,andsoon

Beingfriendlyandsociable

Beingabletocommunicatewithpeople-----

Beinglogical,rationalandanalytical

Beingabletomotivateandinspireandleadpeople-----

Beingauthoritative:

abletogiveorders

Beingcompetent:

knowingone’sjobperfectly,aswellastheworkofone’ssubordinates-----

Beingpersuasive:

abletoconvincepeopletodothings

Havinggoodideas-----

Arethereanyqualitiesthatyouthinkshouldbeaddedtothislist?

Whichofthesequalitiescanbeacquired?

Whichmustyoubebornwith?

Thereareclearlynodefinitiveanswersastowhichoftheseskillscanbeacquired.

1bReading

PeterDrucker,the（Austrian-born）Americanmanagementprofessorandconsultant,istheauthorofmanybooksaboutbusiness.ThistextsummarizessomeofPeterDrucker’sviewsonmanagement.Itparaphrasestheextendeddefinitionofmanagementhegivesinoneofhismanagementtextbooks.Asyoureadabouthisdescriptionoftheworkofamanager,decidewhetherthefivedifferentfunctionshementionsrequirethefourqualitiesyouselectedinyourdiscussion,orothersyoudidnotchoose.

Whatismanagement?

Drucker’sfirstpoint（settingobjectivesanddevelopingstrategies）presumablyrequiresqualitiesJ,H,EandA（notnecessarilyinthatorder）.Thesecondpoint（organizing）presumablyalsorequiresH,EandJ.Thethirdpoint（motivationandcommunication）embracesF,D,IandprobablyC.Thefourthpoint（measuringperformance）probablyrequiresHandE.Thefifthpoint（developingpeople）mightrequireH,F,DandJ.Butallthisisclearlyopentodiscussion.

1cVocabulary

Completethefollowingsentenceswiththesewords.

Achieved;boardofdirectors;communicate;innovations;manageable;performance;resources;setting;supervise

1.managershavetodecidehowbesttoallocatethehuman,physicalandcapitalresourcesavailabletothem.

2.Managers--logically–havetomakesurethatthejobsandtasksgiventotheirsubordinatesaremanageable.

3.Thereisnopointinsettingobjectivesifyoudon’tcommunicatethemtoyourstaff.

4.Managershavetosupervisetheirsubordinates,andtomeasure,andtrytoimprove,theirperformance.

5.Managershavetocheckwhetherobjectivesandtargetsarebeingachieved.

6.Atopmanagerwhoseperformanceisunsatisfactorycanbedismissedbythecompany’sboardofdirectors.

7.Topmanagersareresponsiblefortheinnovationsthatwillallowacompanytoadapttoachangingworld.

1dVocabulary

Thetextcontainsanumberofcommonverb-nounpartnerships（e.g.achieveobjectives,dealwithcrises,andsoon）.

Matchuptheseverbsandnounstomakecommoncollocations.

Allocateresources（orpeople）

Communicateinformation（ordecisions）

Developstrategies（orpeopleorsubordinates）

Makedecisions

Measureperformance

Motivatepeople

Performjobs

Setobjectives

Supervisesubordinates

2Meetings

‘Onecaneitherworkormeet.Onecannotdobothatthesametime.’

（PeterDrucker:

AnIntroductoryViewofManagement）

WhatdoyouthinkPeterDruckermeansbythiscomment?

Druckerobviouslybelievesthatworkislargelysomethingthatisdoneindividually,andthatmeetingsarenot‘work’,butmerelypreparationforit,orconsolidationafterit.

2aReadingp18

ReadthecomputerjournalistRobertX.Cringely’sdescriptionofthemanagementstyleatIBM.

IshepositiveornegativeaboutIBM’sworkingculture?

RobertCringely’shistoryofthepersonalcomputerindustryisveryinformative,inplacesverycritical,andalsoveryfunny.Inthisextract,heisextremelynegativeaboutIBM,sayingthattheyputmuchtoomucheffortintomanagementandworryingaboutthepossibilityofmakingbaddecisions,andnotenoughintoproducinggood,competitively-pricedproducts.

2bComprehension

ExplaininyourownwordsexactlywhatRobertCringelymeansinthefollowingsentences.

1.EveryIBMemployee’sambitionisapparentlytobecomeamanager.

ItseemsasifthepeoplewhoworkforIBMaremoreinterestedinbeingregardedasamanagerthanasacomputerdesignerortechnician

2.IBMmakesmanagementthecompany’ssinglebiggestbusiness.

IBM’scorporatecultureseemstoplacemoreemphasisonmanagementthanondevelopingandsellingthecompany’sproducts.

3.IBMexecutivesmanagethedesignandwritingofsoftware.

IBM’smanagersdon’tactuallydotheworkofdesigningandwritingsoftwarethemselves,butorganizeandsupervisethepeoplewhodoit.

4.IBMproductsaren’toftenverycompetitive.

IBMproductsarerarelyasgoodorasdheapassimilarproductsmadebytheircompetitors

5.ThesafetynetatIBMissobigitishardtomakeabaddecision.

Thereisanextensivehierarchyandasystemofchecksandcontrolswhichensuresthatbaddecisionsaregenerallyavoided（butgooddecisionsalsotakeaverylongtimetomake）.

6.Thiswillbethesourceofthecompany’sultimatedownfall.

TheslownessofIBM’sdecision-makingprocess（andtheconsequentlackofcompetitivenessoftheirproducts）willeventuallydestroythecompany.

2cVocabularyp18

Findwordinthetextthatmeanthesameasthewordsorexpressionsbelow.

1.seeminglyapparently

puterprogramssoftware

3.work,timeandenergyeffort

puters（andothermachines）hardware

5.youngworkersstilllearningtheirjobstrainees

6.knowledgeandskillexpertise

7.levelsorstratalayers

8.tomakecertainthatsomethingistrueverify

9.correctedorslightlychangedamended

10.collapseorfailuredownfall

3Theretailsector

YouwillhearpartofaninterviewwithSteveMoody,themanageroftheMarks&SpencerstoreinCambridge,England.

WhatdoyouknowaboutMarks&Spencer?

M&S,asmanypeoplecalltheminBritainsellclothes,householdgoodsandfood.TheyhavebranchesalloverBritain,andareexpandingintocontinentalEurope.

3aListening

listentopartOne,inwhichSteveMoodydescribestheroleandresponsibilitiesofastoremanager.

TapesriptPartOne

STEVEMOODYso,asthestoremanagerinCambridge,whichisprobablythefortiethlargestofthe280storeswehavegot,Iamresponsiblefortheday-to-dayrunningofthestore.Alltheproductisdeliveredtomeinpredescribedquantities,andobviouslyI’mresponsiblefordisplayingthatmerchandisetoitsbestadvantage,obviouslyI’mresponsibleforemployingthestafftoactuallysellthatmerchandise,andorganizingtheday-to-daylogisticsoftheoperation.Muchmorerunningstoresisabouttheday-to-dayoperation.Andensuringthatthat’ssafe,andobviouslybecauseofthetwohundredpeoplethatwewouldnormallyhaveworkinghereit’sensuringthattheyarewelltrained,thattheyarewellmotivated,andthattheenvironmenttheyworkinisapleasantone,thattheyaretreatedwithrespect,andthattheyarecommittedtothecompany’sprinciples.

Whichofthefollowingtasksisheresponsiblefor?

1.designingthestoreanditslayout

2.displayingthemerchandise

3.employingthesalesstaff

4.ensuringthesafetyofstaffandcustomers

5.establishingthecompany’sprinciples

6.gettingcommitmentfromthestaff

7.increasingprofits

8.maintainingapleasantworkingenvironment

9.motivatingstaff

10.organizingtheday-to-daylogistics

11.pricingthemerchandise

12.running40outof280stores

13.selectingthemerchandise

14.supervisingtheday-to-dayrunningofthestore

15.trainingstaff

3bListening

ListentoPartTwo,andanswerthesequestions.

TapescriptPartTwo

INTERVIEWERHowmuchfreedomdothosepeoplehavewithintheirjobstomakedecisionsthemselves?

Howmuchdelegationisthereofresponsibilitydownthechain?

STEVEMOODYWewould,asabusiness,liketoencourageasmuchaccountabilityanddelegationaspossible.Ofcoursethatdoesdependontheabilitiesoftheindividuals,theenvironmentinwhichyou’reworking,andthetimeofyear.With282storeswehaveacorporateappearanceintheUnitedKingdom’shighstreets.ItisquiteimportantthatwhencustomerscomeintoMarks&Spencer’sCambridgetheygetthesameappearanceandtypeoflookingstoreandthesamelevelofservicethattheywouldexpectiftheywentintoMarks&Spencer’sEdinburghinScotland,forexample,andit’sveryimportantthatwehaveacorporatestatementthatcustomersunderstand.So,thereareobviouslyparamet