《学术英语(管理)含课后答案_Unit 4【中小学堂】》由会员分享，可在线阅读，更多相关《学术英语(管理)含课后答案_Unit 4【中小学堂】（66页珍藏版）》请在金锄头文库上搜索。
1、学术英语学术英语 管理管理Leadership1课堂特制4LeadershipLeadership is the art and science of getting things done throughpeople. A great leader helps others see pattern, meaning, anddirection in data and events They see constellations whereothers see stars. In this unit, you will read about the keyingredients of grea
2、t leadership, a case study of a company withgreat leadership, and the introduction to a psychologist whosetheories shifted leadership thinking from workers as machines toworkers as motivated human beings. 2课堂特制Unit 4LeadershipUnit ContentsLead-inText A Text BText C Writing3课堂特制Unit 4LeadershipLead-i
3、nActivity4课堂特制Unit 4LeadershipLead-inActivity Group discussionMake a list of great leaders. They may be business, political, military leaders or leaders from any other field you can think of. Divide into groups of 4-5 and discuss the following questions:What makes each leader great? Write down their
4、 major characteristics.Read through the major characteristics of each great leader. Do you see any common themes? 5课堂特制Text A Critical reading and thinkingBackground informationSupplementary informationOverview Language building-upSpecialized vocabularySignpost languageFormal EnglishPeter Drucker an
5、d LeadershipUnit 4Leadership6课堂特制Unit 4LeadershipText ABackground information Video: Lead like Great ConductorsCritical reading and thinkingPoints: Leadership is getting things done through people. An orchestra conductor faces the ultimate leadership challenge: creating perfect harmony without sayin
6、g a word. 7课堂特制Unit 4LeadershipText ABackground information Tasks:Critical reading and thinking Take notes as you listen Focus on the following issues: - What is each conductors attitude towards control (by conductor) and autonomy (of musicians)? - Which style do you prefer as a musician? Why?8课堂特制U
7、nit 4LeadershipText ABackground information Critical reading and thinkingWhere would you put them?highlowlowhighautonomycontrol9课堂特制Unit 4LeadershipText ABackground information The five conductors are:Critical reading and thinking Carlos Kleiber (I) Ricardo Mutti Richard Strauss Herbert von Karajan
8、Carlos Kleiber (II) Lenny Bernstein10课堂特制Unit 4LeadershipText ABackground information Critical reading and thinkingWhere would you put them?highlowlowhighautonomycontrolRicardo MuttiHerbert von KarajanCarlos KeiberRichard Strauss/Lenny Bernstein11课堂特制Unit 4LeadershipText ABackground information Foll
9、owers decide leadership styleCritical reading and thinking knowledge workers want more autonomy and less control (leadership) labors, esp. unskilled or semi-skilled workers need less autonomy and more control (management)12课堂特制Unit 4LeadershipText ABackground information How does leadership differ f
10、rom management? (Warren Bennis, On Becoming a Leader) Critical reading and thinkingThe managerThe leaderadministers;innovates;is a copy;is an original;maintains;develops;focuses on systems and structures;focuses on peoplerelies on control;inspires trusthas a short-range view;has a long-range perspec
11、tiveasks how and when;asks what and whyhas his eyes always on the bottom line;has his eyes on the horizon;imitates;originates;accepts the status quo;challenges the status quo;13课堂特制Unit 4LeadershipText ABackground information Critical reading and thinkingThe managerThe leaderis the classic good sold
12、ier;is his own self;does things right;does the right thing;plans and budgets; creates vision and strategy;is generally directing and controlling; allows room for others to grow &changecreates boundaries;reduces boundaries;bases relationship with people on position power;bases relationship and influe
13、nce on personal power;acts as boss;acts as facilitator, coach and servant;personal quality: emotional distance, expert mind, talking, conformity, and insight into organizationpersonal quality: emotional connectedness, open mind, listening, nonconformity, and insight into selfmaintains stability;crea
14、tes change;creates a culture of efficiency.creates a culture of integrity.14课堂特制Unit 4LeadershipText ASupplementary information Critical reading and thinkingPeter F. Drucker (1909 2005): an influential writer, management consultant, and self-described “social ecologist”. He was born in Austria, work
15、ed in Germany (thus his first-hand experience of Hitlers charismatic leadership) and England, and then became a naturalized US citizen in 1943. His writings explored how humans are organized across the business, government and the nonprofit sectors of society. He predicted many of the major developm
16、ents of the late twentieth century, including privatization and decentralization; the decisive importance of marketing; and the emergence of the information society. He coined the term “knowledge worker”.15课堂特制Unit 4LeadershipText ASupplementary information Critical reading and thinkingHis writings
17、explored how humans are organized across the business, government and the nonprofit sectors of society. He predicted many of the major developments of the late twentieth century, including privatization and decentralization; the decisive importance of marketing; and the emergence of the information
18、society. He coined the term “knowledge worker”.16课堂特制Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingSubheadings: Scan the subheadings in Text A and try to get the main idea of each part.17课堂特制Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingPart I: P
19、eter Druckers evolving attitudes toward leadershipPart II: Peter Druckers model of effective leadershipScan the subtitles in Text A and decide where Part II starts.18课堂特制Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingPart I follows a chronological order. Find out all refere
20、nces to time in this part, and write down Druckers attitude toward leadership at each period.19课堂特制Unit 4LeadershipText AOverview Text analysisCritical reading and thinking1947Seven years later1973the 1970s the late 1980s Management is leadership. Leadership is of utmost importance. Indeed there is
21、no substitute for it. Leadership cannot be taught or learned. There is no substitute for leadership. But management cannot create leaders. Intellectual struggle with the notion of leadership: he knew leadership was important, but he was uncomfortable with charismatic leadership Xenophons ideas on mi
22、litary leadership should be adapted by executives to modern management practice.Time Attitude20课堂特制Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingTime Attitude1988 19962004career endHe gave the word leadership prominence.A complete reversal of attitude.Leadership must be le
23、arned and can be learned.Abandoned his earlier position. Charismatic leadership as neither good nor bad but rather like the force in Star Wars, with a dark side that right-minded leaders needed to avoid.Leadership could be learned, and it should be presented as a topic separate and distinct from man
24、agement. 21课堂特制Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingPeter Drucker did not think management differed from leadership until his career end.22课堂特制Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingPeter Drucker had doubts about charismatic leade
25、rship (魅力型领导）23课堂特制Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingGerman sociologist Max Weber distinguished back in the 1920s three ideal types of leadership- charismatic domination (魅力型权威）- feudal/traditional domination（封建/传统型权威）- bureaucratic/legal domination （官僚/法理型权威）2
26、4课堂特制Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingStrength of charismatic leadershipresults in relatively strong, unchallenged levels of obedienceuseful in a difficult time, e.g. crisisit can be very effective if the leaders vision is correctrhetorical abilityenergetic, u
27、nconventional, examplary25课堂特制Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingLimitations of charismatic leadershipgathering weak yes-man around the leadercharismatic leaders are raretendency to narcissismfreedom from moral(inner) conflicts: e.g. Hitlerunpredictable, potenti
28、ally dangerous26课堂特制Unit 4LeadershipText AOverview Text analysisCritical reading and thinkingPart IIThere are five basic aspects in the effective leadership model. Please summarize the main idea of each aspect.27课堂特制Unit 4LeadershipText ACritical reading and thinkingStrategic planning: Leaders must
29、be personally involved in developing the strategy. They set up the goals before any action is taken. The means towards achieving the goals could change as situation changes. 28课堂特制Unit 4LeadershipText ACritical reading and thinkingBusiness ethics & personal integrity: There is a difference between t
30、he two. Both are necessary for effective leadership.Modeling military leadership:Battlefields put leadership to extreme tests. A lot is to be learned from great military leaders.29课堂特制Unit 4LeadershipText ACritical reading and thinkingBusiness ethics & personal integrity: There is a difference betwe
31、en the two. Both are necessary for effective leadership.Modeling military leadership:Battlefields put leadership to extreme tests. A lot is to be learned from great military leaders.30课堂特制Unit 4LeadershipText ASupplementary information Critical reading and thinkingXenophon (c. 430 354 BC): a Greek h
32、istorian, soldier, and philosopher. While a young man, Xenophon participated in the expedition led by Cyrus the Younger (小居鲁士). Cyrus was killed in the battle. The Greek soldiers found themselves without leadership far from the sea, deep in hostile territory. They elected new leaders, including Xeno
33、phon, and fought their way back to Greece. 31课堂特制Unit 4LeadershipText ASupplementary information Critical reading and thinkingXenophon wrote Kyropaidaia (also spelled as Cyropaedia居鲁士的教育), a historical romance on the education of the ideal ruler, trained to rule as a benevolent despot over his admir
34、ing and willing subjects. 32课堂特制Unit 4LeadershipText ASupplementary information Critical reading and thinkingFrances Hesselbein (1915- ): CEO of the Girl Scouts of the USA for 15 years (1976-1990) before Peter Drucker invited her to serve as President and CEO of the Leader to Leader Institute (previ
35、ously known as as the Peter F. Drucker Foundation for Nonprofit Management). She is credited with leading a turnaround for the Girl Scouts. During her tenure, the Girl Scouts was rescued from the danger of dissolution and attained a membership of 2.25 million girls with a workforce of 780,000, mainl
36、y volunteers. In 1998, Hesselbein was awarded the Presidential Medal of Freedom for her work with the Girl Scouts of America. 33课堂特制Unit 4LeadershipText ASupplementary information Critical reading and thinkingThe psychological principle of motivation:Workers, especially knowledge workers, are not to
37、 be managed, but to be led, to be motivated to do things. The marketing modelLeaders must treat workers as partners. The latter cant be ordered around. They must be persuaded. 34课堂特制Unit 4LeadershipSpecialized vocabularyText A Language building-upSearch the Internet and find equivalents of the follo
38、wing English words or phrases inChinese business literature.effective leadershipmanagement practicestrategic planningmissionvisiongoalobjectivefunctionexpense resourceperformance insight高效能劳动力管理实践战略规划使命愿景（长期）目标（中短期）目标职能费用，支出资源绩效洞察35课堂特制Unit 4LeadershipText A Language building-upSignpost language Par
39、enthetical statements36课堂特制Unit 4LeadershipText A Language building-upSignpost language Examples from Text A1. However, despite these clear early statements, Drucker did at times seem to equivocate about leadership. Only a few short sentences after the statement about the importance of leadership, f
40、or example, he added, Leadership cannot be taught or learned.2. Clearly, Drucker was ambivalent about leadershipor at least the idea that it could be taughtand he remained so for much of his career.3. In his foreword to The Leader of the Future, he wrote, Leadership must be learned and can be learne
41、d. (Italics added.) 37课堂特制Unit 4LeadershipText A Language building-upSignpost language Examples from Text A4. While Drucker did not leave us with a unified model of his concepts about effective leadership, I was able to derive the essence of his beliefs from a variety of sources, including his publi
42、shed workbooks and articles, oral presentations, and tapesas well as my own class notes and personal conversations both during my schooling and after my graduation. 5. He called them partners, and wrote that partners couldnt be ordered they had to be persuaded, and leadership was therefore a marketi
43、ng job. 6. However, to market correctly, the needs of each group or customer segment, including their values and behaviors, had to be understood.7. In this way, a company would develop products and promote them in the way that the customernot the marketerconsidered important.38课堂特制Unit 4LeadershipFo
44、rmal EnglishText A Language building-upOn informal occasions, we tend to begin a sentence with a pronoun like I, you, we, one or just people. However, in formal settings, sentences are more likely to begin with it or there. Passive voices are employed more often. Nouns are more favored over adjectiv
45、es indicating the same meaning.39课堂特制Unit 4LeadershipFormal EnglishText A Language building-upWhich of the two is more formal?You cannot predict the future, but you can create it.The best way to predict the future is to create it.40课堂特制Unit 4LeadershipFormal EnglishText A Language building-upMake th
46、e following quotes from Drucker less formal:There is no substitute for leadership. Leadership must be learned and can be learned. Leadership is of utmost importance. We/You cant find any substitute for leadership. We must learn leadership and we can learn it. Leadership is very important.41课堂特制Unit
47、4LeadershipText B NandosCritical thinking and readingSpeaking42课堂特制Unit 4LeadershipText B Critical reading and thinkingBrief introduction to Nandos History of NandosCurrent developmentAwardsNandos leadership style43课堂特制Unit 4LeadershipText B Critical reading and thinkingBrief introduction to Nandos
48、Nandos leadership styleNandos has an interesting approach to leadership. Instead of making all decisions from the top, local management is allowed quite some flexibility. 44课堂特制Unit 4LeadershipText B Critical reading and thinkingText analysisWhat is behind this remarkable set of achievements? a uniq
49、ue culture a set of fundamental values Ways of doing things45课堂特制Unit 4LeadershipText B Critical reading and thinkingText analysisWhich of the following are central decisions?1. the five core values of pride, passion, courage, integrity, and family 2. menu3. interior decoration of stores and music s
50、election4. quality control5. recruitment and selection6. forms of local community involvement7. branding8. corporate social responsibility 9. employee training and motivation10. store profitabilityKey: 1 2 4 7 846课堂特制Unit 4LeadershipText B Critical reading and thinkingText analysisFind out specifics
51、 of Nandos people management policiesIn-house training programsTitles used to address peoplePromotion policiesTraining and development evaluation systemsDiversityEmployee engagement and involvementFun at work47课堂特制Unit 4LeadershipText B Critical reading and thinkingText analysisNandos people managem
52、entIn-house training programs: buddy systems new restaurants opening training team building Nandos inductions coaching programs48课堂特制Unit 4LeadershipText B Critical reading and thinkingText analysisTitles used to address people: the board of directors: the Full Monty restaurant managers: Patrao (“he
53、ad of the family” in Portuguese) waiter: Nandoca chef: Grillers the head office in Putney: Central Support.49课堂特制Unit 4LeadershipText B Critical reading and thinkingText analysisPromotion policies: 45% of appointments filled through career succession within the businesses;upper-level management resp
54、onsible for coaching and spotting talents; comprehensive development process to support career paths; 50课堂特制Unit 4LeadershipText B Critical reading and thinkingText analysisPromotion policies: 45% of appointments filled through career succession within the businesses;upper-level management responsib
55、le for coaching and spotting talents; comprehensive development process to support career paths; speed of career progression ( approximately 12 to 18 months to get to first assistant position and a further similar period to get to be Patrao)Training budget: approximately 75 per cent of the human res
56、ources budget51课堂特制Unit 4LeadershipText B Critical reading and thinkingText analysisImproving the training and development evaluation systemsIdeally like stronger, more specific assessments52课堂特制Unit 4LeadershipText B Critical reading and thinkingText analysis Diversity: staff are hired regardless o
57、f their level of English; staff are trained in ways that work best for each of them and provided with development opportunities. 53课堂特制Unit 4LeadershipText B Critical reading and thinkingText analysis Employee engagement and involvement: conferences and formal get-togethers where staff are consulted
58、 and included in introducing new working practices and processes54课堂特制Unit 4LeadershipText B Critical reading and thinkingText analysis Fun at work: fun language; enjoy work; they know how to party55课堂特制Unit 4LeadershipText B Critical reading and thinkingText analysis Fun at work: fun language; enjo
59、y work; they know how to party56课堂特制Unit 4LeadershipText B SpeakingPresentationLeadership (choice 1)海底捞 , a hot-pot restaurant chain in China, could be said to be the Nandos (Text B, Unit 4) in China in many aspects, especially in its HR policies.Please give a brief review of the companys history.Wh
60、o is the founder? What is he like? How is this restaurant chain different from other hot-pot restaurants?The founder believes that customer satisfaction depends on service, and that to deliver the best service, the company has to show respect for and trust in its waiters and waitresses. What measure
61、s does the company take in this regard?Why do some researchers claim that this companys success cant be copied?Do you see any challenge to this company?57课堂特制Unit 4LeadershipText B SpeakingPresentationLeadership (choice 2)According to management scholars Paul Hersey and Ken Blanchard, there are in g
62、eneral four styles of leadership: selling, telling, participating and delegating. What does each of these four leadership styles mean?Effective leaders change their leadership depending on their followers. For each of the four leadership styles, define which works the best for what kind of followers
63、 (think of their skills, ability, willingness to work, etc. )Effective leaders lead differently when situation changes. For each of the four leadership styles, define which works the best in what kind of situation (e.g. a crisis, a change, day-to-day operation, etc.). Give real-life examples to illu
64、strate your points.58课堂特制Unit 4LeadershipSuggested answersText B Critical reading and thinkingNandos has an interesting approach to leadership. Instead of making all decisions from the top, local management is allowed quite some flexibility. Check () the items that are central decisions.Key: 1 2 4 7
65、 859课堂特制Unit 4LeadershipText C Maslows Hierarchy of Needs60课堂特制Unit 4LeadershipSuggested answersText C Find different groups of people who might fulfill the different levels of needs in Maslows famous hierarchy shown in Text C, and then complete the following table.People who want to reach their ful
66、l potential as a personTo have peak experiencesPeople who work hard to earn respect from others and to develop self-esteemTo feel importantTo develop relationshipsTo feel one is not in harms wayTo survive People who actively interact with othersPeople who work in order tobe free from the threat of p
67、hysical and emotional harm People who work in order tobe free from the threat of physical and emotional harm People who work in order tobe free from the threat of physical and emotional harmPeople who work in order to sustain life61课堂特制Unit 4LeadershipSuggested answersText C Take notes as you listen
68、 to a speech about leadership, using some of the symbols above or your own note-taking symbols. Then complete the sentences with the help of your notes.collaborationcharacterexperiencesask the right questionstake riskskeep learningmost intelligentadaptive62课堂特制Unit 4LeadershipSuggested answersText C
69、 Listen to the speech again and then decide whether the following statements are true (T) or false (F).FTTF63课堂特制Unit 4LeadershipWriting 64课堂特制Unit 4LeadershipWriting taskAvoiding plagiarism Plagiarism is defined as the use of somebody elses words or ideas without acknowledging the source. To avoid plagiarism, you need to quote, paraphrase and reference correctly. (see pages 91-92)65课堂特制Unit 4Leadership Get ready for Unit 5Assign Ss the following tasks: Find out the main points of Text A; Mark the specialized vocabulary and explain them. Underline the collocations you think important. 66课堂特制
