旅游管理專業(yè)英語（第二版） 段開成課件 lesson 02

LessonTwo

ManagementFunctionsandSkills

TextManagement:FunctionsandSkillsNotesVocabularyComprehensionDiscussionExercisesTranslationWritingFurtherReadingCaseStudyofSouthwestAirlinesTermsManagementControlSystemsOrganizationalEnvironmentProfileRobertDickensonReferencesThekeymanagementfunctionsWhereareSkillsresultfrom?ThreegeneralcategoriesskillsThekeycharacteristicsoftheexecutiverecruitThreetypesofmanagersTheEnd

ThekeymanagementfunctionsPlanningOrganizingandStaffingLeadingControllingPlanningPlansPurposePlantimeCategoryManager'sresponsibleAanalyzingasituationDeterminingthegoalsthatwillbepursuedinthefutureDecidinginadvancetheactionsthatwillbetakentoachievethesegoalsPlansPurposeForentireorganizationsForspecificworkunitsForindividualmanagersandworkersPlantime

Longperiodoftime

5,10,or20years

Ashorttimehorizon

daysorweeksPlanning

Verygeneral

e.g.

Veryspecific

e.g.

toimproveprofitsthroughnew-productdevelopmenttoreduceproductdefectsontheassemblylineby10percentoverthenextmonththroughasystemofemployeeincentivesManager'sresponsible

GatheringandanalyzingtheinformationonwhichplansarebasedSettingthegoalsthatwillbeachievedDecidingwhatneedstobedoneAmonglargeU.S.companies,GeneralElectric(GE)hasoneofthemostsophisticatedapproachestoplanning.Inthelate1960s,GEmadeasystematicapproachtoplanningitshighestpriority.Analyticalplanningtechniquesprovidedacoherentsetofgoalsandstrategies.Insubsequentyearsthesetechniquesweremodifiedtofitcurrentneeds,andGEstilldemonstratesrecordlevelsoffinancialperformance.AndeventhoughGE“wrotethebook”onmodernplanningpracticesandcontinuestobealeaderintheareaofplanning,itisconstantlyevolvingitsapproachtokeepupwithchangingtimes.Amanagerusuallycannotdothejobaloneorwithoutadequateresources.Furthermore,thepeopleandtasksoftheorganizationorworkunitmustbecoordinatedinawaythatallowsthefirmtobeefficientandeffective.

Thesecondmajormanagementfunction

OrganizingStaffingIncludestheeffortsofmanagersWhenDorothyTerrellofDigitalEquipmentCorporationwasaskedtomanagethecomputercompany’shigh-densityinterconnectandmultiplemoduleoperation,herorganizingandstaffingskillsprovedessential.Herchallengewastotransformahigh-tech,nomanufacturingoperationintoahigh-volumeproducerofendurancetechnologyforhigh-endofficeproducts.Operationthatuseself-containedunitsdesignedtoserveparticularfunctions.Terrellwaschosenforthejobbecauseshehadathoroughknowledgeofthecompany,hadanextensivenetworkofbusinessandcommunitycontactsintheBostonarea,andcould,inherwords,“pulltechnicalmindstogether.”Inthreeyears,Terrellbuiltthestaffandplantmanagementteamfrom200to1,200.Sheisnowproducingqualityproductsatcompetitivecostandcontrollingabudgetofmorethan$300millionatthenewfacility.Theeffortsofmanagers

toassembleThehumanFinancialPhysicalInformationresourcesneededtocompletethejob

togroupandcoordinateEmployeesTasksResourcesformaximumsuccessLeadingFunction

DirectingMotivatingCommunicatingwithemployeesBothasindividualsandingroups

Managersareconcernedwithachievingindividualandorganizationalgoals.Thepreviousthreefunctionsdevelopplanstoreachthosegoals,assembleandorganizetheresourcesneededintheirpursuit,anddirectandmotivateemployeestowardtheirrealization.However,comprehensiveplans,solidorganizations,andoutstandingleadersdonotguaranteeasureroadtosuccess.

ControllingEmphasizesevaluationandchange.Thecontrollingfunctioninvolvesmonitoringtheprogressoftheorganizationortheworkunittowardgoalsandthen,ifnecessary,takingcorrectiveaction.Successfulorganizations,bothsmallandlarge,paycloseattentiontohowtheyaredoing.Theyalsotakefastactionwhenproblemsarise.

Whenmanagersbegintoimplementtheirplans,theyoftenfindthatthingsarenotworkingoutasplanned.Thecontrollingfunctioninvolvesmonitoringtheprogressoftheorganizationortheworkunittowardgoalsandthen,ifnecessary,takingcorrectiveaction.Successfulorganizations,bothsmallandlarge,paycloseattentiontohowtheyaredoing.Theyalsotakefastactionwhenproblemsarise.

Fortunerecentlyidentifiedthe10companiesitconsiderstobethebestmanaged.Amongthetop10,someofthesefirmsandtheattitudesoftheirleadersareasfollows.

Wal-Mart

CEOPepsiCo

SuperBowlGeneralElectricCEOWhereareSkillsresultfrom?KnowledgeInformationPracticeAptitudeThreeGeneralCategories

TechnicalskillsInterpersonalandcommunicationskillsConceptualanddecisionskillsTechnicalskillIstheabilitytoperformaspecializedtaskthatinvolvesacertainmethodorprocess.Mostpeopledevelopasetoftechnicalskillstocompletetheactivitiesthatarepartoftheirdailyworklives.

MusiciansFactoryworkersPhysicianslearnthebasictechniquesofplayinganinstrument.developtheabilitytooperateequipment.

mastertheproceduresusedduringaphysicalexamination.Businessadministrationmajorswillhavethetechnicalskillsinaccounting,finance,marketing,humanresourcesmanagement,quantitativemethods,andinformationsystems.Accountingmajorswilldevelopmanyofthebasicskillsneededtoconductanaudit.

Informationsystemsmajorswillhavetheskillsnecessarytoconstructacomputerizedmanagementinformationsystem.Marketingmajorsmayknowpricing,marketingresearch,andsales.Thebookkeepingmethodsinvolvedinmakingafinancialrecordofbusinesstransactionsandinthepreparationofstatementsconcerningtheassets,liabilities,andoperatingresultsofabusiness.

Thescienceofmanagementofmoney,banking,investments,creditandotherassets.

Theprocessofplanningandexecutingtheconception,pricing,promotionanddistributionofideas,goods,andservicestocreateexchangesthatsatisfyindividualandorganizationalobjectives.InterpersonalandCommunicationskills

Theseskillsareoftencalledthehumanorpeopleskills.Astudyofseniorexecutivesshowedthatwelloverhalfoftheirtimewasspentinteractingwithpeople.Becausemanagersmustdealwithothers,theymustdeveloptheirabilitiestolead,motivate,andcommunicateeffectivelywiththosearoundthem.Theabilitytogetalongwithmanydiversetypesofpeopleandexchangeinformationwiththemisvitalforasuccessfulmanagementcareer.Theseskillsareessentialatalllevelsandinallpartsofanorganization.ConceptualandDecisionskills

TorecognizecomplexanddynamicissuesToexaminethenumerousandconflictingfactorsthatinfluencetheseproblemsToresolvesuchsituationsforthebenefitoftheorganizationandeveryoneconcernedThekeycharacteristicsoftheexecutiverecruit

StrongleadershipskillsAnactionorientationAvisionofwherethefirmisgoingExcellentcommunicationskillsSelf-confidenceTheabilitytotakerisksTheabilitytomotivateTheabilitytogenerateloyaltyHighintegrityTeam-buildingskillsOperationsexperienceInternationalexperienceThreetypesofManagers

StrategicmanagersTacticalmanagersOperationalmanagersReasonsThemanagers’trainingPersonalitiesBackgroundsStrategicmanagers

TheseniorexecutivesofanorganizationResponsibleforitsoverallmanagement.HavetitlesFocusonlong-termissuesandemphasizethesurvival,growth,andgeneralefficiencyandeffectivenessoftheorganization.

suchaschairoftheboard,president,chiefexecutiveofficer,andvicepresident.Inlargeorganizations,strategicmanagersareconcernedprimarilywiththeinteractionbetweentheorganizationanditsexternalenvironment.Requiresmanagerstoworkextensivelywithoutsideindividualsandorganizations.Strategicmanagersalsosetthemajorgoalsandplansoftheorganization.Tacticalmanagers

Responsiblefortranslatingthegeneralgoalsandplansdevelopedbystrategicmanagersintomorespecificobjectivesandactivities.Involvebothashortertimehorizonandthecoordinationofresources.Calledmiddlemanagers,becausetheyarelocatedbetweenthestrategicandoperationalmanagers.OperationalmanagersLower-levelmanagerswhosupervisetheoperationsoftheorganization.Havetitlessuchassupervisororsalesmanager.Thisroleiscriticalwithintheorganization.GeneralElectric(GE)

Isoneofthelargestandmostdiversifiedindustrialcorporationsintheworld.Productsincludemajorappliances;lightingproducts;industrialautomationproducts;medicaldiagnosticimagingequipment;motors;electricaldistributionandcontrolequipment;locomotives;powergenerationanddeliveryproducts;nuclearpowersupportservicesandfuelassemblies;commercialandmilitaryaircraftjetengines;andengineeredmaterials.

/en//http:///DigitalEquipmentCorporation

DigitalEquipmentCorporationwasapioneeringcompanyintheAmericancomputerindustry.Foundedin1957,thecompanyemployedmorethan120,000peopleworldwideatitspeakin1990andearnedmorethan$14billioninrevenue.

Itdesigns,develops,manufactures,andmarketshardware,software,solutions,andservices,includingindustry-leadingenterprisecomputingsolutions,fault-tolerantbusiness-criticalsolutions,andcommunicationsproducts,commercialdesktopandportableproducts,andconsumerPCs.TheywerelateracquiredbyCompaq,whichsubsequentlymergedwithHewlett-Packard.Asof2004theirproductlinesarestillproducedundertheHPname.http:///

18-bitComputerBoston

IstheAmericanmeltingpotofcollegestudents.Manyschoolshavecooperativeorexchangeprogramswithotherinstitutions,whichallowtheirstudentstotakecourseswhichtheydonotofferthemselves.SixmilesfromdowntownBostoninChestnutHill,istheGothic-stylecampusofBostonCollege.Theschool'snameissomewhatofamisnomerasBCisinfactaUniversitywithmorethan13,000undergraduatesstudying50fieldsinits11schools.Foundedin1863,BostonCollegeisoneofthecountry'soldestJesuitschools.TheJesuitshavemaintainedamajorroleineverydepartment,howeverBChasdevelopedasamuti-ethnic,diverseuniversityopentoallfaiths.BChasNewEngland'sonlymajorDivision1athleticprogram,achievingnationalprominenceinfootball,basketball,andhockey,whilesuccessfullymaintaininghighacademicstandardsforstudentathletesIfyouleavetheBCcampusandtravel'inbound'(bycaroftheMBTA)alongCommonwealthAvenuetowardtheBackBay,yousoonwillfindyourselfamidstthefourthlargestindependentuniversityinAmerica,BostonUniversity./dir/Education/Colleges_and_Universities/

Fortune

FortuneisanimportantmonthlymagazinepublishedbyLife-TimePublishingHouse,andwellknownforitspublishedlistsofthemostimportantbusinesscompaniesintheworld,suchFortune500orGlobal500.

Wal-Mart

Itisprincipallyengagedintheoperationofmassmerchandisingstores,whichservecustomersprimarilythroughtheoperationofthreesegments.ItssegmentincludestheCompany'sdiscountstoresandSupercentersintheUnitedStates.TheSAM'SClubsegmentincludesthewarehousemembershipclubsintheUnitedStates.TheInternationalsegmentincludesalloperationsinArgentina,Brazil,Canada,China,Germany,Korea,Mexico,PuertoRicoandtheUnitedKingdom.http:///http:///CEOCEO,CFO,CIO,andCTOareabbreviationsthatrespectivelystandfor:ChiefExecutiveOfficer,ChiefFinancialOfficer,ChiefInformationOfficer,andChiefTechnologyOfficer.Moderncorporationscommonlyusethesetermstodescribetheirtopexecutives.CEO(ChiefExecutiveOfficer)isoftenbutnotalwaysalsothePresidentofacompany.ReportstotheChairmanoftheBoardandboardmembers.Isusuallythemostimportantspokespersonforthecompany,thepersonwhoisresponsibleforquarterlyresults,andthebestpaidmemberofthecompany.

CFO

(ChiefFinancialOfficer)issometimesalsothecompanyTreasurerand,inmanycompaniesisseenasthesecondmostimportantpersoninthecompanyCIO(ChiefInformationOfficer),arelativenewcomertotheranksofthetopexecutivesinacorporationIsresponsibleforacompany'sinternalinformationsystems.WiththearrivaloftheInternet,sometimesinchargeofthecompany'se-businessinfrastructure.CTO(ChiefTechnologyOfficer),anevennewerarrivaltothetopexecutiveranksinmanycompaniesIslikelytobeseenasthesecondorthirdmostimportantpersoninanytechnologycompany.Isresponsibleforresearchanddevelopmentandpossiblyfornewproductplans.Itisengagedinthesnackfood,softdrinkandjuicebusinesses.conductedthroughFrito-Lay,Inc.,Pepsi-ColaCompany,andTropicanaProducts,Inc.TheCompany'sFrito-Laysnackfoodbusinessunitsmanufacture,market,sellanddistributeavariedlineofsaltyandsweetsnackfoodsthroughouttheUnitedStatesandCanadaandin118countriesoutsidetheUnitedStatesandCanadathroughcompany-ownedfacilitiesandaffiliatedcompanies.TheCompany'sPepsi-Colasoftdrinkbusinessunitsmanufacture,marketandsellconcentratestobeusedinPepsi-ColaBeverages.TheCompany'sTropicanaProductsbusinessunitsmanufacture,market,sellanddistributecitrusjuiceproductsundertrademarksasTropicanaPurePremium,TropicanaSeason'sBestandDole.PepsiCo

http://pepsi.newjobs.co.uk/english/index.htmlSuperBowl

Americanprofessionalfootballchampionship.

www.NFL.com

JackF.Welch,Jr.Company:

GeneralElectricCompanyTenure:1981–2001Industry:FabricatedGoodsBirthplace:MassachusettsBorn/Died:1935–Era:1980UndergraduateEducation:

UniversityofMassachusettsGraduateEducation:

MS,UniversityofIllinois&

PhDUniversityofIllinoisBioThoughhehadthefullsupportofGE'sboard,Welch'sfirstfewyearsasCEOconsistedofextensivecostcuttingplans,someofwhichinvolvedcontroversialdivestituresofGEsubsidiaries.Havingsuccessfullystreamlinedthecompany,WelchhadhisemployeesfocusonmakingGEproductsandservicesnumberoneornumbertwointheirrespectiveindustries.WelchhelpedGEbecomeoneofthemostefficientconglomeratesofitstime,beinganindustryleaderineverythingfromaircraftenginestotelevision(NBC).HumanResourceManagementTheactionsanddecisionsthataffecttherelationshipsbetweenacompanyanditsemployees.Traditionally,humanresourcesmanagementwastheresponsibilityofaclearlydefineddepartment,suchaspersonnel,thatwasresponsibleforhiring,training,rewarding,anddischargingemployees.Inrecentyears,thisnarrowdefinitionofhumanresourcesmanagementhasundergonearadicalchange.Itisnowconsideredtobeamajorcomponentofgeneralmanagement;humanresourcesarenowthoughttobeavitalcorporateassetandarefrequentlyreferredtoassocialorintellectualcapital.Justastheremustbeanexternalstrategicplanfordealingwiththeenvironment,theremustbeaninternalstrategicplanfordealingwithemployees.GettingtheBestEmployees

TrainingEmployeesEnsuringSafeWorkEnvironmentsEnsuringCompliancetoRegulationsSustainingHigh-PerformingEmployeeshttp:///http:///Staffing--Workforceplanning

Staffing--SpecifyingJobsandRoles

Staffing--Recruiting

Staffing--ScreeningApplicants

Staffing--Selecting(Hiring)NewEmployeesCareerDevelopment

Empl