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1、Business School of Nankai University,作者：南开大学 商学院 李桂华,Unit Two The scope of Management,Business School of Nankai University,Glossary,entail: v. To have, impose, or require as a necessary accompaniment or consequence: 伴随 conform: v. To act or be in accord or agreement; comply. 使和谐一致 vision: n. Unusual
2、 competence in discernment or perception; intelligent foresight: 洞察力 envision: v. To picture in the mind; imagine. 想像 strive: v. To exert much effort or energy; endeavor. 努力 affordable: adj. That can be afforded: 买得起的 mission: n. A special assignment given to a person or group: an agent on a secret
3、mission. 任务,Business School of Nankai University,informercial: n. A commercial television program or relatively long commercial segment offering consumer information, such as educational or instructional material, related to the sponsors product or service. 商业信息片 franchise: n. Authorization granted
4、to someone to sell or distribute a companys goods or services in a certain area. 特许经营权 edge: n. A margin of superiority; an advantage: 强势 differentiation: n. 区别 tactical: adj. Of, relating to, or using tactics. 战术的 departmental: adj. 部门的 peer: n. A person who has equal standing with another or other
5、s, as in rank, class, or age: 同等的人与他人在如爵位、阶级或年龄上相当的人：,Glossary,Business School of Nankai University,interpersonal: adj. Relating to, occurring among, or involving several people. 人与人之间的 foster: v. To promote the growth and development of; cultivate: 促进 pervasive: adj. Having the quality or tendency
6、to pervade or permeate: 渗透性的 stakeholder: n. One who has a share or an interest, as in an enterprise. 股东 flourish: v. To be in a period of highest productivity, excellence, or influence: 活跃 automotive: adj. Moving by itself; self-propelling or self-propelled. 自动的 nonroutine: n. 非常规程序 analogue: n. So
7、mething that bears an analogy to something else 类似情况,Glossary,Business School of Nankai University,Key Terms and Concepts,Vision: A viable view of the future that is rooted in but improves on the present. Mission statement: A statement of the organizations purpose. Goal: Broad long-range target or a
8、im. Objective: Specific, short-range target or aim Management pyramid: Organizational structure comprising top, middle, and lower management Top managers: Those at the highest level of the organizations management hierarchy; they are responsible for setting strategic goals, and they have the most po
9、wer and responsibility in the organization.,Business School of Nankai University,Key Terms and Concepts,Strategic goals: Goals that focus on broad organizational issues and aim to improve performance. Middle managers: Those in the middle of the management hierarchy; they develop plans to implement t
10、he goals of top managers and coordinate the work of first-line managers. Tactical objectives: Objectives that focus on departmental issues and describe the results necessary to achieve organizations strategic goals. First-line managers: Those at the lowest management hierarchy, who supervise the ope
11、rating employees and implement the plans set at the higher management levels; also called supervisory managers.,Business School of Nankai University,Text,Management is needed in every type of organization. An auto plant, a city government, a baseball team, an army, and a school all require managemen
12、t. Every organization has goals. Management entails planning, organizing, coordinating, leading, and controlling resources (land, labor, capital and information) to efficiently reach these goals. The challenges of management include maintaining an organizational structure, developing both long- and
13、short-tem plans, motivating employees, and maintaining qualitya measure of how closely goods and services conform to predetermined standards and customer expectations. To meet these challenges, managers must possess certain skills that enable them to fulfill specific roles. As Bill Gates has demonst
14、rated, when managers possess the right combination of vision, skill, experience, and determination, they can lead an organization to success.,Business School of Nankai University,Text,Management is needed in every type of organization. An auto plant, a city government, a baseball team, an army, and
15、a school all require management. Every organization has goals. Management entails planning, organizing, coordinating, leading, and controlling resources (land, labor, capital and information) to efficiently reach these goals. The challenges of management include maintaining an organizational structu
16、re, developing both long- and short-tem plans, motivating employees, and maintaining qualitya measure of how closely goods and services conform to predetermined standards and customer expectations. To meet these challenges, managers must possess certain skills that enable them to fulfill specific roles. As Bill Gates has demonstrated, when managers possess the right combination of vision, skill, experience, and determination, they can lead an organization to success.,Business School of N
