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1、Unit 2 ManagementManagement is important. The success or failure of business organizations, government institutions and public sector services, voluntary and non-profit organizations, sports teams, and so on, often depends on the quality of their management. This unit includes a discussion of the qu
2、alities required by managers, a definition of management, consideration of the role of the meetings in management, a critical view of the management of one large American multinational company, and an interview with the manager of a British department store, who discusses his job.Before the discussi
3、on on the qualities required by managers and the definition of management, maybe we can discuss the cartoon. Whats the joke? We can assume that Mr. Farvis runs this company (his name is on the door). What can we say about his managerial skills, or his apparent lack of them? Discuss in pairs for two
4、minutes what exactly managers do, concerning organizing, setting objectives, allocating tasks and resources, communicating, motivating, and so on.1a DiscussionWhat is management? Is it an art or a science? An instinct or a set of skills and techniques that can be taught?Management is a mixture of in
5、nate qualities and learnable skills and techniques.What do you think makes a good manager? Which four of the following qualities do you think are the most important?Being decisive: able to make quick decisionsBeing efficient: doing things quickly, not leaving tasks unfinished, having a tidy desk, an
6、d so onBeing friendly and sociableBeing able to communicate with people -Being logical, rational and analyticalBeing able to motivate and inspire and lead people -Being authoritative: able to give ordersBeing competent: knowing ones job perfectly, as well as the work of ones subordinates -Being pers
7、uasive: able to convince people to do thingsHaving good ideas -Are there any qualities that you think should be added to this list?Which of these qualities can be acquired? Which must you be born with?There are clearly no definitive answers as to which of these skills can be acquired.1b ReadingPeter
8、 Drucker, the (Austrian-born) American management professor and consultant, is the author of many books about business. This text summarizes some of Peter Druckers views on management. It paraphrases the extended definition of management he gives in one of his management textbooks. As you read about
9、 his description of the work of a manager, decide whether the five different functions he mentions require the four qualities you selected in your discussion, or others you did not choose. What is management?Druckers first point (setting objectives and developing strategies) presumably requires qual
10、ities J, H, E and A (not necessarily in that order). The second point (organizing) presumably also requires H, E and J. The third point (motivation and communication) embraces F, D, I and probably C. The fourth point (measuring performance) probably requires H and E. The fifth point (developing peop
11、le) might require H, F, D and J. But all this is clearly open to discussion.1c VocabularyComplete the following sentences with these words.Achieved; board of directors; communicate; innovations; manageable; performance; resources; setting; supervise1.managers have to decide how best to allocate the
12、human, physical and capital resources available to them.2.Managers - logically have to make sure that the jobs and tasks given to their subordinates are manageable.3.There is no point in setting objectives if you dont communicate them to your staff.4.Managers have to supervise their subordinates, an
13、d to measure, and try to improve, their performance.5.Managers have to check whether objectives and targets are being achieved.6.A top manager whose performance is unsatisfactory can be dismissed by the companys board of directors.7.Top managers are responsible for the innovations that will allow a
14、company to adapt to a changing world.1d VocabularyThe text contains a number of common verb-noun partnerships (e.g. achieve objectives, deal with crises, and so on). Match up these verbs and nouns to make common collocations.Allocate resources (or people)Communicate information (or decisions)Develop
15、 strategies (or people or subordinates)Make decisions Measure performanceMotivate peoplePerform jobsSet objectives Supervise subordinates2 MeetingsOne can either work or meet. One cannot do both at the same time. (Peter Drucker: An Introductory View of Management)What do you think Peter Drucker mean
16、s by this comment?Drucker obviously believes that work is largely something that is done individually, and that meetings are not work, but merely preparation for it, or consolidation after it.2a Reading p18Read the computer journalist Robert X. Cringelys description of the management style at IBM. Is he positive or negative about IBMs w
