eercise管理商業(yè)企業(yè)

1、Exercise 13: Chapter 13 Managing Business EnterprisesI. Multiple choice1. The main steps of the con trolli ng process in elude all of the followi ng except _B.A. tak ing corrective actio nB. establish ing pla nned activitiesC. compari ng performa nee to sta ndardsD. measuri ng performa nee2. Product

2、io n is the tran sformatio n of orga ni zati onal resources into _D.A. profitsB. pansC. forecastsD. products3. A particular linkage of mission, goals, strategies, policies, rules, human resources, and raw materials that facilitates carry ing out a process is a A .A. systemB.processC. strategyD.pla n

3、4. The reputati on of an orga ni zati on is determ ined by _D.A. its sizeB.its style of man ageme ntC. its profitsD.its product quality5. The process of direct ing others toward the accomplishme nt of some objective is: _C.A. com muni cati onB. con trolli ngC. leadershipD. man agi ng6. The desire to

4、 do someth ing better or more efficie ntly tha n it has ever bee n done before is knownas the n eed forB.A. accelerati onB. achieveme ntC. acclamati onD. actualisati on7. A complete defi niti on of a pla n is _C.A. the company' s buildings and fixturesB. a projecti on of future salesC. a specifi

5、c acti on proposed to help the compa ny achieve its objectivesD. a policy meet ing8. Scheduli ng can best be described as _B.A. the evaluati on of alter native courses of actionB. the process of formulati ng a detailed list ing of activitiesC. the process of formulati ng goals and objectivesD. the c

6、alculati on of the break-eve n point9. Performa nee appraisals are importa nt in an orga ni zati on because they _D.A. provide systematic judgeme nt to support promoti onB. provide a basis for coach ing and coun sell ingC. let subord in ates know where they sta nd with the bossD. all of the above10.

7、 A management responsibility guide can assist organization members in the following way_D.A. by describ ing the various resp on sibility relati on ship that exist in their orga ni zati onB. by summariz ing how the resp on sibilities of various man agers with in the orga ni zatio n relate to one ano

8、therC. by ide ntify ing man ager work experie neeD. A and BII. Explain the key concepts and fill in each of the following blanks with an appropriate words1. levels of management 管理層Large organizations, in general, have th levels of management. Top management, orupper-level managers, take overall res

9、ponsibility for the organization. M managers havethe task of implementing the broad goals set by top management. Supervisory management, or oman agers, coord in ate the work of all who are not man agers.2. man agerial skills 管理技能All managers should process at least three types of skills. They make u

10、se of technical skills,in cludi ng adskills, which are the mecha nics of a specific job; huma n skills, which in cludecom muni catio n; and conskills, in cludi ng such in tellectual skills as decisi on making.3. short-range and Iong-range plans 短期和長(zhǎng)期計(jì)戈UShort-ra nge pla ns, or t , gen erally cover ti

11、me spa ns of a year or less and the type ofsituations that would be expected to come up at least monthly. Th components ofshort-ra nge pla ns are procedures, practices, and rules. Budgets are ano ther importa nt comp onent of short-ra nge pla ns. Lon g-ra nge pla ns, or s, are gen erally formulated

12、for atwo-to-five-year period. Three components of Iong-range plans are statements of purpose, ob, and policies.4. line and staff management直線和職能管理，業(yè)務(wù)與幕僚管理A system by which a bus in ess or other orga ni zatio n is con trolled by two chof comma nd:one the l management, consists of line managers respon

13、sible for policy on the mainproduct, service or activity of the concern; the other, the staff management, is responsible for sthe line man ageme nt with services such as warehous ing, tran sport, a, secretarialwork and tech ni cal advice.5. matrix structure 矩陣結(jié)構(gòu)An organizational structure or framewo

14、rk in which a company has two types of mastructures. E.g. a company may be divided into operating units in several countries, but also diinto a un it man agi ng each type of product. The man ager resp on sible for a product in asingle country therefore has to report to the managers resfor the countr

15、y and for theproduct.6. hierarchical structure 統(tǒng)屬結(jié)構(gòu)，等級(jí)結(jié)構(gòu)It is a restructure in orga ni zatio ns, based upon each level hav ing in creas ing authority. It isalso called pystructure.7. in formal orga ni zati on: 非正式結(jié)構(gòu)In additi on to its formal orga ni zati on, every compa ny has an in formal orga ni z

16、ati on. These n etworks of social conn ecti ons are ofte n formed without regard for hor departme ntati on.In formal orga ni zati on possesses the orga ni zati onal characteristics and relati on ships that i nflue nee how the orga ni zati on accomplishes its g.8. SWOT analysis（對(duì)一個(gè)企業(yè)的）SWOT分析In order

17、to formulate effective strategies, a firm usually goes through a process freque ntly calledstrmanagement process. The first step in the pro cess is to examine the firm' s mission andestablish strategic goals. The next step is to sthe environment for opport un ities and threats.Then, I ook at the

18、 firm itself and ide ntify its stre ngths and w. The two steps comb ined arefreque ntly called SWOT an alysis. SWOT sta nds for stre ngths, weak nesses, oand threats.III. Translate the following sentences into English or vice versa.A1. 當(dāng)前市場(chǎng)日益擴(kuò)大，商情瞬息萬(wàn)變?yōu)楸ＷC公司有效運(yùn)轉(zhuǎn)，他們決定對(duì)公司的組織結(jié)構(gòu)加以改革2. 上層經(jīng)理們正在討論分公司在市場(chǎng)開發(fā)、財(cái)務(wù)

19、和人事等方面的自主權(quán)事宜3. 專家們認(rèn)為此公司的結(jié)構(gòu)應(yīng)該是部門性的而不是功能性的4. 公司里進(jìn)行溝通不僅可以通過(guò)正式渠道 ，還可以通過(guò)非正式渠道進(jìn)行傳播 .5. 實(shí)施檢查以及在必要時(shí)糾正一個(gè)企業(yè)工作表現(xiàn)的系統(tǒng)稱之為管理B1. A belief holds that capable leaders have personality traits that differentiate them from in effectual leaders.2. An en lighte ned supervisor ofte n allows his subord in ates to be in volv

20、ed decisi on maki ng in the man ageme nt of the orga ni zati on.3. As a leader, he should lear n to establish sta ndards aga inst which to measure in dividual or group performa nee.4. The process of taking active steps to improve the quality of management within the organization, through such method

21、s as training programmes, counselling schemes, is called man ageme nt developme nt.5. Man agerial economics is to use of the laws and ideas of econo mics theory in pla nning bus in ess activities and in making bus in ess decisi ons.IV. Case StudyOak City Florist ShopDanny was attending college, work

22、ing on a BBA degree in management. During the summers, he worked full-time to help pay for his expe nses. Last summer he was employed by Oak City Florist, one of the larger florists in the city. Fifty people worked for Oak City Florist. The orga ni zati on of the compa ny in cluded sales, office adm

23、 ini strati on, flower desig ners, and delivery. The firm made deliveries throughout the city.Danny worked in the delivery departme nt. There were six full-time delivery pers onn el: Hele n, two older men (in their 50s), two high school senior stude nts, and Danny (a college sophomore). The delivery

24、 departme nt was located in a separate buildi ng from the other departme nts. With the excepti on of a morning and after noon in spect ion by the assista nt man ager, there was no man ager to make assignments. As long as the flowers were delivered without complication, the delivery departme nt had a

25、 free rein in gett ing the job done.Danny soon lear ned that Hele n was the in formal leader of the departme nt, due to her seni ority and age. She, along with the two older men, made up one group, the two high-school stude nts, the other. Danny could not relate to either group, and as a result he w

26、orked alone.For the first week, every one seemed to get along fairly well. Danny would arrive at work, load his delivery van, and make deliveries to houses, bus in esses, or hospitals. Each delivery run lasted about two and on e-half hours.After the first week, Hele n (the in formal leader) accused

27、Danny of worki ng too hard. She accused him of making the other five appear slow and unm otivated, and wan ted to know why Danny was in such a hurry and worked so hard all the time. Danny said he thought he was onlydoing his job as it was supposed to be done, not trying to show up the others. Hele n

28、 the n told Danny that if he did n' t take twenty minu tes Ion ger on each delivery run, she could and would havehim fired.The next morning, Danny talked to the assista nt man ager about the situati on. He told Danny not to worry but to continue his delivery runs as usual. Another week went by w

29、ithout further direct encoun ters, but it was obvious that relati ons were stra ined in the departme nt betwee n Danny and Hele n.On Mon day morni ng of the third week of Danny 'semployme nt, he was called to the assista nt man ager's office and told he was being tran sferred to the office a

30、dmi nistratio n departme nt for the rema in der of the summer, with a $1.00 an hour pay in crease. Danny worked in that departme nt the rema in der of the summer and had no further con tact with the delivery pers onn el. The other five members in the delivery departme nt continued to operate as usua

31、l.Questio ns:1. What type of leadership style was used by the assista nt man ager in the delivery departme nt?2. What effect did the in formal orga ni zati on have on how the departme nt operated?3. I n your opin io n, why was Hele n the in formal leader in the delivery departme nt?4. Why do you thi

32、nk Danny was tran sferred?5. What would you have done if you were the assista nt man ager?附：Special Terms專業(yè)術(shù)語(yǔ)line and staff management直線和職能管理，業(yè)務(wù)與幕僚管理 matrix structure矩陣型組織 in formal orga ni zati on 非正式結(jié)構(gòu) cha in comma nd指揮鏈，指令鏈 hierarchical structure統(tǒng)屬結(jié)構(gòu)，等級(jí)結(jié)構(gòu) corrective measure 矯正措施 chief executive首席

33、執(zhí)行官 human skills人際關(guān)系技能 conceptual skills 概括技能 technical skills 操作技能 bottom-line manager 一線經(jīng)理，基層經(jīng)理 proven track record 被實(shí)踐證明的業(yè)績(jī)記錄 headhu nter獵頭公司 job specialization 工作專業(yè)化 departmentalization 咅部門化 un ity comma nd 統(tǒng)一指揮 line authority 直線職權(quán) staff authority職能（部門的）職權(quán) line-and-staff organization直線一職能混合型組織 r

34、esponsibility 責(zé)任 delegation分權(quán)，授權(quán) span of ma nageme nt管理跨度，管理幅度 hierarchical levels管理層次，組織結(jié)構(gòu)層次 fun ctio nal orga ni zati on按功能劃分部門的組織 divisio nal organi zati on按事業(yè)部劃分的組織 division manager部門經(jīng)理，事業(yè)部經(jīng)理 generalist經(jīng)驗(yàn)全面的人才，通才 matrix organization 矩陣型組織 standing committee 常設(shè)委員會(huì) ad hoc committee特別委員會(huì)SWOT analysis對(duì)（一個(gè)組織的）優(yōu)勢(shì)、弱點(diǎn)、機(jī)遇和威脅的分析Keys to Exercise ThirteenI. Multiple choiceI. B 2. D 3. A 4. D 5. C 6. B 7. C 8. B 9. D 10. DII. Explain the key concepts and fill in each of the following blanks with an appropriate words1. three / Middle / opera