第单元企业管理

第7单元　企业管理
Unit 7 Corporate Management

Text A

Ⅰ．课文导读

公司管理制度是公司为了员工规范自身的建设，加强考勤管理，维护工作秩序，提高工作效率，经过一定的程序严格制定相应的制度，是公司管理的依据和准则。公司管理制度大体上可以分为规章制度和责任制度。规章制度侧重于工作内容、范围和工作程序、方式，如管理细则、行政管理制度、生产经营管理制度。责任制度侧重于规范责任、职权和利益的界限及其关系。一套科学完整的公司管理制度可以保证企业的正常运转和职工的合法利益不受侵害，加强考勤管理，维护工作秩序，提高工作效率。

Ⅱ．Text

In our increasingly complex and rapidly changing world，intelligentmanagement is needed more than ever before．Effective management is the key to a better world，butmismanagement squanders^[1]our resources and jeopardizes^[2]our well-being．

Management is the process of working with and through others to achieve organizational objectives in a changing environment．Central to this process is the effective and efficient use of limited resources．Five components of this definition require closer examination:

1．Working with and through others．Management is，above all else，a social process．Many collective purposes bring individuals together-building cars，providing emergency health care，publishing books，and on and on．But in all cases，managers are responsible for getting things done by working with and through others．

2．Achieving organizational objectives．An objective is a target to be strived for，and one hopes，attained．Like individuals，organizations are usually more successful when their activities are guided by challenging，yet achievable，objectives．Although personal objectives are typically within the reach of individual effort，organizational objectives or goals always require collective^[3]action．Collective action necessitates systematicmanagement，and organizational objectives give purpose and direction to themanagement process．Organizational objectives also serve later as measuring sticks for performance．without organizational objectives，the management process，like a trip without a specific destination，would be aiMless and wasteful．

3．Balancing effectiveness and efficiency．Effectiveness entails achieving a stated objective．Efficiency enters the picture when the resources required to achieve an objective are weighed againstwhatwas actually accomplished．Managers are responsible for balancing effectiveness and efficiency．Too much emphasis in either direction leads to mismanagement．A balance between effectiveness and efficiency is the key to competitiveness today．On the one hand，managersmust be effective，and thosewho are too stingy^[4]with resourceswill notget the job done．On the other hand，managers need to be efficient by containing costs asmuch as possible and conserving limited resources．

4．Making the most of limited Resources．We live in a world of scarcity．Those who are concerned with suchmattersworry not only about running out of nonrenewable energy and material resources but also about the lopsided^[5]use of those resources．In productive organizations，managers are the trustees of liMited resources，and it is their job to see that the basic factors of production—land，labor，and capital—are used efficiently as well as effectively．Management could be called“applied econoMics”．

5．Coping with a changing environment．Managers face the difficult task of preparing for and adapting to change rather than being passively sweptalong by it．An awareness of themajor sources of change is an excellent starting point for today's and tomorrow's managers．At this point，it is instructive to identify three overarching^[6]sources of change for today'smanagers:globalization，environmentalism，and ethics^[7]．

Management is much more，for example，than the faMiliar activity of telling employees what to do．Management is a complex and dynaMic Mixture of systematic techniques and common sense．Currently，there are two differently approaches to dividing themanagement process: one is to identify managerial functions;a second focuses on managerial roles．

Formost of this century，the most popular approach to describing whatmanagers do has been the functional view．Ithas been popular because it characterizes themanagement process as a sequence of rational and logical steps．Management operates through various functions often classified as:

Planning．Commonly referred to as the primary management function，planning is the formulation of future courses of action．Plan and the objectives on which they are based give purpose and direction to the organization its subunits，and contributing individuals．

Decision Making．Managers choose alternative courses of action when they make deci-sions．Making intelligent and ethical decisions in today's complex world is amajormanagement challenge．

Organizing．Structural considerations such as the chain of command，division of labor，and assignment of responsibility are part of the organizing function．Careful organizing helps ensure the efficient use of human resources．

Staffing^[8]．Organizations are only as good as the people in them．Staffing consists of recruiting，training，and developing people who can contribute to the organized effort．

Communicating．Today'smanagers are responsible for communicating to their employees the technical know ledge，instructions，rules，and information required to get the job done．Recognized that communication is a two-way process，managers should be responsive to feedback and upward communication^[9]．

Motivating．An important aspect ofmanagement today ismotivating individuals to pursue collective objectives by satisfying needs and meeting expectations with meaning work and valued rewards．

Leading．Managers become inspiring leaders by serving as rolemodels and adapting their management style to the demands of the situation．The idea of visionary^[10]leadership is popular today．

Controlling．When managers compare desired results with actual and take the necessary corrective action，they are keeping things on track through the control function．Deviations froMpast plans should be considered when formulating new plans．

During the 1970s，a researcher named Henry Mintzberg criticized the traditional functional approach as unrealistic．FroMhis firsthand observation ofmanagers and similar studies conducted by others，he concluded that functions“tell us little aboutwhatmanagers actually do．Atbest they indicate some vague objectivesmanagers have when they work．”Mintzberg characterizes the typicalmanager as follows:“The manager is overburdened with obligations; yet he cannot easily delegate^[11]his tasks．As a result，he is driven to overwork and is forced to do many tasks superficially．Brevity，fragmentation^[12]，and verbal communication characterize hiswork．”

Mintzberg and his followers have suggested that amore fruitfulway of studying whatmangers do is to focus on the key roles they play．

Interpersonal Roles．Because of their formal authority and superior status，managers engage in a good deal of interpersonal contact，especially with subordinates and peers．The three interpersonal roles thatmanagers play are those of figurehead^[13]，leader，and liaison．

Informational Roles．Every manager is a clearinghouse^[14]for information relating to the task at hand．Informational roles are important because information is the lifeblood of organizations．Typical roles include acting as nerve center，disseminator^[15]，and spokesperson．

Decisional Roles．In their decisional roles，managers balance competing interests and make choices．Through decisional roles，strategies are formulated and put into action．Four decisional roles are those of entrepreneur，disturbance handler，resource allocator，and negotiator．

Both the functional approach and the role approach to explainingmanagementare valuable．Managerial functions are a useful categorization of amanager's tasks．It is important for future managers to realize that planning and staffing，for example，require different techniques and perspectives．The role approach is valuable because it injects^[16]needed realism，emphasizing that the practice ofmanagement is less rational and systematic than the functional approach implies．

Ⅲ．Notes

1．Applied EconoMics(应用经济学)．It is a terMthat refers to the application of economic theory and analysis．While nota field of economics，it is typically characterized by the application of economic theory and econometrics to address practical issues in a range of fields including labor economics，industrial organization，development economics，health economics，monetary economics，public econoMics and economic history．

2．Upward Communication(上行沟通)．It is a process of information flowing froMthe lower levels of a hierarchy to the upper levels．This type of communication is becoMing more and more popular in organizations as traditional forms of communication are becoMing less popular．It is concerned with the employees'comments about their own performance or work，their responses about others，about the policies and the rules of the companies，feedback and participation in decision-making．The companieswhich want their employees to be loyalwith the company usually increase the participation of the employees by increasing upward communication．

3．Henry Mintzberg．Professor Henry Mintzberg，born in Montreal，September 2，1939，is an internationally renowned academic and author on business andmanagement．He is currently the Cleghorn Professor of Management Studies at the Desautels，Faculty of Management of McGill University in Montreal，Quebec，Canada，where he has been teaching since 1968．Henry Mintzberg writes prolifically on the topics ofmanagement and business strategy，with more than 150 articles and fifteen books to his name．His seminal book，The Rise and Fall of Strategic Planning，criticizes some of the practices of strategic planning today．

Ⅳ．Useful Expressions

1．be responsible for(to):为……承担责任

2．strive for:为……奋斗

3．be stingy with:吝啬

4．within the reach of:在能力范围之内

5．be concerned with:参与，与……有牵连

6．nonrenewable energy:不可再生的能量

7．be responsive to:对……产生回应

8．keep things on track:(使)保持正常

9．firsthand observation:第一手观察

10．put into action:实施

Ⅴ．Reading Comprehension

Questions

1．What is the definition ofmanagement？

2．How do you understand the“social process”ofmanagement？

3．How do you understand the view that‘a balance between effectiveness and efficiency is the key to competitiveness today’？Use an example to illustrate your point．

4．How did Mintzberg criticize the functional approach？

5．What does itmean by‘the role approach injects needed realism’？

Decide whether each of the following statements is true or false．

1．Effectivemanagers concentrate on the task，rather than the relationship with their subordinates．　(　)

2．The role of themanagers ismore facilitative than directive，guiding the conversation and helping to resolve differences．　(　)

3．Whatmanagers do is to tell employeeswhat to do．　(　)

4．Themost vivid way to describemanagers'role is thatmanagers plan on Monday，organize on Tuesday，coordinate on Wednesday，and so on．　(　)

5．One of the concerns tomanagers is the relationship between effectiveness and efficiency，which seeMa never-ending dilemma．　(　)

6．Themanager's role can be described in terms of various“roles”，or organized sets of behaviors identified with a position．　(　)

7．Managers are responsible for the work of the people of their unit．　(　)

8．The averagemanager is a reflective planner and precise“orchestra leader”．　(　)

9．By virtue of interpersonal contacts，both with subordinates and with a network of contacts，themanager emerges as the nerve center of the organizational unit．　(　)

10．Mintzberg's study on management focuses on managerial function．　(　)

Ⅵ．Discussion

What do you think is themost difficult thing to do as amanager？Why？

Text B

BEC Reading Texts

PART ONE

Questions 1—8

·Look at the statements below and the five extracts aboutmanagement froMan article．

·Which extract(A，B，C，D or E) does each statement(1—8) refer to？

·For each statement(1—8)，make one letter(A，B，C，D or E) on your Answer Sheet．

·You will need to use some of these lettersmore than once．

1. There is a tendency of computerized coaching and electronicmonitoring．

2. It is the birth of the dynamic work force．

3. Technology convergence is transforming education，medicine，materials，core competencies，whole enterprises and even the definition of industries．

4. It can be predicted that electronic systemswill decease employees'dependence onmanagers for coaching，training，and performance feedback and helpmake self-directed learning a reality．

5. There are new linkages everywhere as traditional boundaries erode andmarkets are redefined．

6. Outsourcing payroll has become immensely popular．

7. Handling resumes electronically speeds up the process．

8. One impact of the new trend is thatmanagerial performancewill be based less on the ability to direct and coordinate work functions and more on improving key work processes．

A. Over the next10 years，therewill be a dramatic increase in the use of electronic systems to accelerate employee learning，augment decisionmaking，and monitor performance．Proponents of these systems argue that they enable employees to learn their jobs faster，provideworkers and managerswith immediate performance feedback．

B. Today，college grads and professionals are just as likely to send in an electronic resume as a traditional paper-based document．And HR departments often squirrel the information in a database，which allows theMto later search for applicants based on specific criteria—education or skills set，for example．The entire process-without paper，mail and filing-is faster and farmore efficient．

C. Workmethods and functions are no longer permanentand immutable structures; they are fluid processes that require workers to adapt continuously．Organizationswill be forced to question many of the“stable state”assumptions under which they've traditionally operated，such as who their competitors are and who their potential customersmay be．

D. Multimedia combining voice，image，text，and data redefines industries and competitors and creates new markets．Suppliers can act alone or in combination to market and sell goods in new ways directly to customerswhile bridging cultures，improving service，and collapsing cycle time．

E. Now payroll and tax processing is entering theworld of electronic commerce．Thanks to the Internet，companies now can zap financial data off to a bureau．Once there，the service can handle payroll calculations，spit out transaction reports，issue paychecks ormanage direct deposits，complete year-end tax filing and more．

PART TWO

Questions 9—14

·Read the text aboutmanaging priorities．

·Choose the best sentence to fill each of the gaps．

·For each gap(9—14)，mark one letter(A-H) on your Answer Sheet．

·Do not use any lettermore than once．

Managing Priorities

Most of us are kept so busy managing our own lives thatwe can't imagine how top executivesmanage the work of thousands of people and millions of dollars and still have time to eat，sleep，and live．(9)．．．But in talking about how they run their lives and companies，they do tend to focus on common themes．

Unfortunately，popular time management courses are not the answer．Even the founder of the timemanagementmovement，Alec Mackenzie，agrees that few people who take his courses stick with the techniques and really benefit froMthem．

(10)．．．Likemany other company executives，Alcoa's CEO，Paul O'Neill，lists“quality”among his highest priorities．Butat the very top of his list is a surprise，“safety．”Alcoa leads its industry in safety and has been cutting its injury records by 50% every five years．O'Neill feels that to make an operation truly safe，youmust understand it perfectly and make sure that the operation isn't inefficient in any way thatwould encourage dangerous shortcuts．(11)．．．

One principle thatworks formany busy managers is the 80/20 rule，(12)．．．—20% of its customers．A business that can identify the 20% and what they order can focus attention on those products．Illinois Tool Works，for example，used the 80/20 rule to identify which of its thousands of products it should concentrate on as it realigned itsmanufacturing processes．In another instance，Office Club，a discount office-supplies supermarket，decided to carry 2，200 items instead of its competitors'5，000 because it found that85% of its sales came froMonly 650 core items．

Every CEO has techniques for making time in a hectic schedule，(13)．．．Some count on expert secretaries to arrange their time;others learn to walk out of ameeting if participants are late．According to management expert，Peter Drucker，(14)．．．

A. You will find different things at the top of CEOs'priority lists

B. Establishment of priorities is a key factor in managerial and organizational effectiveness

C. There is no one secret that successful executives share

D. themost important skill for setting priorities and managing time is simply learning to say No

E. In other words，quality and safety go hand in hand

F. doing important thinking while jogging or showering or flying to meetings

G. Defined as a ranking of goals，objectives，or activities in order of importance，priorities play a special role in planning

H. which states that80% of a company's business generally comes froMa small group

PART THREE

Questions 15—20

·Read the following article on what amanagement trainee is．

·For each question(15—20) mark one letter(A，B，C or D) on your Answer Sheet for the answer you choose．

In every industry there is a need formanagerial staff．FroMfirst-line supervisors to top executives，managers plan and direct the work of the organization，set policy，establish channels of communication，and evaluate the work that is done．These functions require know ledge，skills，and judgment that aremost effectively developed on the job．

To prepare individuals for management responsibilities，many companies use Management Trainee positions．These positions aremost often found in finance，trade，manufacturing，and in government agencies．Depending on the business，the positionmay also be referred to asmarketing trainee，purchasing trainee，accounting trainee，ormanagement intern．Whatever the title，the purpose of the position is the same:to qualify individuals formanagement functions within the organization．Specific duties of a Management Trainee vary widely according to the nature of the industry and the individual firMemploying the trainee．Very often，a trainee's assignments are rotated among the various departments in order to develop familiarity with the whole organization and its functions．Traineesmay also get classrooMinstruction in subjects related to their rotational experience．Instruction may include lectures，guest speakers，projects，and oral presentations．Some organizations evaluate with tests or exams to move to another level．

A Management Trainee hired by a department storemay spend severalmonthsworking as a clerk in one ormore of the sales departments，followed by additional time working in customer services，purchasing，merchandising，and personnel departments，for example．

Many firms have formal written training programs which lay out the instruction and types programs which lay out the instruction and types of assignments the trainee will receive．They also specify times for periodic evaluation of the trainee's performance．Management traineeships may range in length froMsix months to two or more years．Some programs are set up，where based on the trainee's know ledge and skill set，the traineewill progress tomore challenging projects or finish the prograMearly with incentives．

The idea of amanagement trainee job is to evaluate the trainee's leadership，decision-making，problem-solving，communication and organization skills，then find their niche in the company．Basically，trainees will progress and succeed based on how hard they work and the area where they excel．A permanent placement is not always guaranteed but is highly possible．A management trainee role is a greatway to obtain an overvieWof an organization and of various kinds of jobswithin the o organization．

15. Which of the following is notmanagers' function？

A. Managers need to communicate with the employees about technical know ledge，instructions，and information．

B. Managers have to considermany things such as the chain of command，division of labor，assignment of responsibility．

C. Managers are responsible for training the trainees．

D. Managers can make decisionswho to be hired on the spot．

16. What is the purpose of Management Trainee Position？

A. To train qualified managerial individuals．

B. To familiarize with the organization of the company．

C. To make progress on trainee's know ledge and skills．

D. To employ qualified men for vacant positions

17. Which is not right aboutmanagement trainees？

A. Management trainees need to learn know ledge froMdifferent departments．

B. It takesmanagement trainees a week to work in each department．

C. Management traineeswill receive lectures in classrooMand be tested by examinations．

D. Management trainees have already worked in the company for a period of time．

18. Which statement is not true about the paragraph 4？

A. Management trainees havemany training programs，including oral programs and written programs．

B. Training period often lasts at least half a year．

C. Many training programs are set up according to the organization's policy and strategy．

D. The trainee will be awarded for finishing the work in advance．

19. What can be guaranteed aftermanagement training？

A. A permanent position．

B. Valuable experience．

C. A certification．

D. Modest salary

20. What is amanagement trainee？

A. An individualwho receivesmanagerial training formanagementwork in the future．

B. A leader in the company．

C. An employee of the company

D. An applicant for interview

PART FOUR

Questions 21—30

·Read the article below about the employee selection techniques

·Choose the correctword to fill each gap froMa，B，C or D．

·For each question(21—30)，mark one letter(A，B，C or D) on your Answer Sheet．

EMp loyee Selection Techniques That Are Too Good to Be True

Selecting future employees is one of themost important and difficult processes for(21)．．．human resourcemanagers are responsible．The time-honored approach of interviewing，investigating an applicant's experience and education，and talking with references，although time-consuming，may still be the bestmethod．(22)．．．，interviewing today is aminefield of legal do's and don'ts．You may ask an applicant about(23)．．．convictions butnot about arrests．Youmay ask aboutmedical background but not about race and(24)．．．And，(25)．．．，if you hire a person who then hurts a customer，you can be sued for not having known about his or her prior arrest record．Faced with such difficulties，many companies buy quick-and-easy solutions to the selection(26)．．．Many of these solutions are，in fact，too good to be true．

Take the 1980s，for example，Polygraph—lie detector-tests seemed at that time to be the wave of the future．Companies began relying onmachines and polygraph experts to screen applicants．Disturbed by this trend and by the(27)．．．ofmany of the best results，Congress severely restricted polygraph use．

In the 1990s，equally questionable selection techniques are being offered as the human resourcemanager's best friend．Some companies borrow a technique froMcountry fairs and try to (28)．．．applicants on the basis of their(29)．．．Others turn to“honesty tests”which claiMto be able to uncover applicantswho would be probleMemployees．Some pencil-and-paper tests do provide(30)．．．managerswith useful information，butmany tests now beingmarked simply do not live up to their claims．

21. A. which　　　　B. what　　　　C. who　　　 　　 D. that

22. A. except　　　 B. apart from　C. besides　 　　 D. despite

23. A. prior　　　　B. previous　　C. before　　　　 D. former

24. A. politics　　 B. religion　　C. interest　　　 D. education

25. A. practically　B. ironically　C. unfortunately　D. actually

26. A. fix　　　　　B. issue　　　 C. matter　　　　 D. dilemma

27. A. inaccuracy　 B. mistakes　　C. accuracy　　　 D. error

28. A. select　　　 B. evaluate　　C. judge　　　　　D. interview

29. A. appearance　 B. know ledge　C. character　　　D. handwriting

30. A. personal　　 B. personnel 　C. person　　　　 D. human

PART FIVE

Questions 31—40

·Read the article below aboutmanagement ethics．

·For each question 31—40，write one word in CAPITAL LETTERS on your Answer Sheet．

A Fair Day's Pay？

How much is a good CEO worth？The high pay of(31)．．．executives can create employee distrust and sometimes outright hostility，especially during times of financial hardship．More and more companies are facing the question of(32)．．．to set ethical pay standards for their top brass．

How can anyone judgewhetherWalt Disney'sMichael Eisner is(33)．．．the$ 40 million in total compensation he received in 1988？Oneway tomake(34)．．．of such figures is to compare theMwith wages earned by the company's lowest paid workers．Does Disney do work equivalent to that ofmore than 2，000 people who run rides and pick up trash at Disney World？The question(35)．．．confined to Walt Disney．A study showed that the(36)．．．CEO was making 93 times the salary of an average factory worker，72 times thatof a teacher，and 44 times that of an engineer．Moreover，executives can now take advantage ofmanymore tax breaks than they could 30 years ago．

Some corporations—including a number of well respected and very successful ones-understand how much resentment such figures can create in employees．They have puta ceiling on the amount their top executives can make．The pretax income of office furniture maker Herman Miller's CEO is limited to 20 times that of the company'smanufacturing(37)．．．Ben＆Jerry's limits its executives'pay to 5 times that of its(38)．．．—paid employees．

Most American corporations still scoff at such ideas and continue to widen the gap between their best-and(39)．．．—paid employees．But before too long，such well-paid executives may start getting some of the blame for the problems American companies have competing in the (40)．．．economy．

PART SIX

Questions 41—52

·Read the text below froMa report aboutmanagement's global agenda．

·In most lines(41—52)，there is one extra word．It either is grammatically incorrect or does not fit in with the sense of the text．Some lines，however，are correct．

·If a line is correct，write CORRECT on your Answer Sheet．

·If there is an extra word in the line，write the extra word in CAPITAL LETTERS on your Answer Sheet．

Management's G lobal Agenda for the 1990s，According to GE's Jack W elch

41. The pace of change in the nineties willmake the eighties look more like a picnic-a walk in the

42. park．Competition will be relentless．The bar of excellence in everything we do it will be raised every day．The pace of change will be felt in several areas．Globalization is now no longer an

43. objective but an imperative，asmarkets open and geographic barriers become increasingly

44. blurred and even irrelevant．Corporate alliances，whether joint ventures or acquisitions，will increasingly be driven out by competitive pressures and strategies rather than finical structuring．

45. Technological innovation and the translation of that innovation intomarketplace advantage will be accelerating ever faster．And in the coming decade year，we're going to see increasing demands

46. for sensitivity to the environment．Only a total number comMitment of everyone in the company can provide the level of responsibility thatwill be acceptable to governments，employees，and customers．

47. Simply doing more of what had worked in the eighties—the restructuring，the delayering，themechanical，top-downmeasures thatwe took—will be too incremental．More than that，it will be too

48. slow．Thewinners of in the ninetieswill be thosewho can develop a culture thatallows theMto

49. move faster，communicate withmore clearly，and involve everyone in a focusing effort to serve

50. evermore demanding customers．To move toward that winning culture we've got to create

51. whatwe call a“boundary less”company．Then we no longer have the time to climb over barriers between

52. functions like engineering and marketing，or between people-hourly，salaried，management，and something the like．

【注释】

[1]squander:挥霍

[2]jeopardize:(使)处于危险境地

[3]collective:集体的

[4]stingy:吝啬的

[5]lopsided:不平等的

[6]overarching:包罗万象的

[7]ethics:道德准则，行为准则

[8]staff:人员配备

[9]upward communication:上行沟通

[10]visionary:有远见的

[11]delegate:移交

[12]fragmentation:破裂;分裂

[13]figurehead:有名无实的领导人

[14]clearinghouse:(情报等的)交换所，交流中心

[15]disseminator:传播者

[16]inject:注射;引入，投入