1. Introduction to Business English Chapter 2 Management (A)

2. Chapter 2 (A) Organizational Structure Management Functions What is Management

3. 13 Growing business in China managers employment Failure/success of business quality of management Growing business in China managers employment Failure/success of business quality of management What are desirable qualities for a manager? a.Making decisions 决策能力 b. Adaptabilty 适应力 c. Planning the corporate objectives Lead-in

4. 13 Questions for thinking: 1.What is management? 2.What do managers do? 3.What’s the differenec b/t a manager & a business owner? a manager & a stockholder? a manager & a stockholder? 4. What’s the motives of a manager to work in a company? …a stockholder… …a stockholder… Questions for thinking: 1.What is management? 2.What do managers do? 3.What’s the differenec b/t a manager & a business owner? a manager & a stockholder? a manager & a stockholder? 4. What’s the motives of a manager to work in a company? …a stockholder… …a stockholder… What is Management?

5. Difference of a manager, a business owner & a stockholder 13 -Motives: Managers: (professional, trained, experienced talents) work for a large company a reasonable salary theory to practice reputation,self-worth… Business owner: ProfitsStockholder:(investor) Dividents, return of share B & S have the duty: to hire excellent managers to run the business, to hire excellent managers to run the business, to delegate the power to managers to delegate the power to managersMotives: Managers: (professional, trained, experienced talents) work for a large company a reasonable salary theory to practice reputation,self-worth… Business owner: ProfitsStockholder:(investor) Dividents, return of share B & S have the duty: to hire excellent managers to run the business, to hire excellent managers to run the business, to delegate the power to managers to delegate the power to managers

6. Planning 13 Management Functions What: setting goals How: channels/resources to obtain the goals Why: why do we have to do planning? 1. identify opportunities 2. avoid problems (risk management) 3. set directions of management 4. improve decision making What: setting goals How: channels/resources to obtain the goals Why: why do we have to do planning? 1. identify opportunities 2. avoid problems (risk management) 3. set directions of management 4. improve decision making “Plans are nothing, planning is everything”

7. Process of Planning 13 Management Functions “ 计划赶不上变化 ” Initial status Terminal Status A How Tools/ channels 1 2 3 How: 1---2 strategic planning/long-term planning Tactical planning/short-term planning TS-B 4 4 Contingency planning

8. Organizing 13 Management Functions Case study of successful organizing 1. Structural reorganization---HP 2. Loose organization---Semco 3. “Tiger teams”---Honeywell Case study of successful organizing 1. Structural reorganization---HP 2. Loose organization---Semco 3. “Tiger teams”---Honeywell Allocating resources Assigning tasks Establishing procedures for accomplishing goals Allocating resources Assigning tasks Establishing procedures for accomplishing goals

9. Directing 13 Management Functions Types of directing: 1. Autocratic 2. Democratic 3. What leadership style do you prefer? Types of directing: 1. Autocratic 2. Democratic 3. What leadership style do you prefer? -Guiding & Motivating employees to work effectively to accomplish organizational goals and objectives -the ability to shape culture, communicate goals and motivate employees is critical to business success -Guiding & Motivating employees to work effectively to accomplish organizational goals and objectives -the ability to shape culture, communicate goals and motivate employees is critical to business success

10. Directing 13 Management Functions Autocratic leadership manager Worker A Worker B Worker C Make decisions Follow the orders Democratic leadership Worker A Worker B Worker C Manager Participation

11. Controlling 13 Management Functions Controlling five steps Setting of standards Controlling five steps Setting of standards - Measuring results against corporate objectives -Monitoring performance relative to standards -Taking corrective action - Measuring results against corporate objectives -Monitoring performance relative to standards -Taking corrective action Verifying & Modifying Questions P46

12. Definition 13 By function By product By geographical regions By process By customer By function By product By geographical regions By process By customer Departmentalization Organizational Structure Exercise: Draw a figure of departmentalization of Haier Group Exercise: Draw a figure of departmentalization of Haier Group

13. 13 Organizational Structure Figure of departmentalization of Haier Group Haier Group Haier Group DomesticHaier Group Overseas SouthCentralNorth ProductionFinanceSales TV Washing Machine PC R & D GovIndustrialConsumer Parts ProducingAssemblyQuality Control ……

14. 1. Review theory and vocabulary 13 Homework 2. Questions for discussion 3. Exercises 4. Preview the rest of chapter 2.