工商管理专业英语 课程讲稿

授课题目（教学章、节或主题）：Unit 1 Management

授课方式 课时
理论课√ 讨论课□ 实验课□ 习题课□ 其他□ 6
（请打√） 安排
教学要求（分掌握、熟悉、了解三个层次）：
To grasp the definition of management, managerial roles and managerial levels. To be familiar with
managerial skills and Fayol’s principle of management.

教学重点、难点及关键知识点：
Managerial roles , managerial levels and managerial skills.

方法及手段：
Lectures and discussion.

教学基本内容（教学过程） 改进设想（教学过程）

Unit 1 Management
Text A Management

Management in businesses and organizations is the function that coordinates the

efforts of people to accomplish goals and objectives by using available resources
efficiently and effectively.
Management involves identifying the mission, objective, procedure, rules and
manipulation of the human capital of an enterprise to contribute to the success of the
enterprise. This implies effective communication, human motivation and some sort of
successful progress or system outcome. As such, management is not the manipulation
of a mechanism (machine or automated program), not the herding of animals, and
can occur either in a legal or in an illegal enterprise or environment. Management
does not need to be seen from enterprise point of vies alone, because management is
an essential function to improve one’s life and relationship. Management is therefore
everywhere and it has a wider range of application. Based on this, management must
have humans, communications, and a positive enterprise endeavor. Plans,
measurements, motivational psychological tools, goals, and economic measures
(profit, etc.) may or may not be necessary components for them to be management.
At first, one views management functionally, such as measuring quantity, adjusting
plans, meeting goals. This applies even in situations where planning does not take
place. From this perspective, Henri Fayol (1841-1925) considers management to
consist of six functions: forecasting, planning, organizing, commanding, coordinating
and controlling.
However, in the present era the concept of management is identified in the wide
areas and its frontiers have been pushed to a broader range. Apart from profitable

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organizations even Non-Profit Organization (NPO) apply management concepts. The
concept and its uses are not constrained. Management on the whole is the process of
planning, organizing, staffing leading and controlling.
1. Managerial Roles
In addition to the broad categories of management functions, managers in
different levels of hierarchy fill different managerial roles. These roles were
categorized by researcher Henry Mintzberg, and they can be grouped into three major
types: decisional, interpersonal, and informational.
1.1 Decisional Roles
Decisional roles require managers to plan strategy and utilize resources. There
are four specific roles that are decisional. The entrepreneur role requires the manager
to assign resources to develop innovative goods and services, or to expand a
business. Most of these roles will be held by top-level managers, although middle
managers may be given some ability to make such decisions. The disturbance handler
corrects unanticipated problems facing the organization from the internal or external
environment. Managers at all levels may take this role. For example, first-line
managers may correct a problem halting the assembly line or a middle level manager
may attempt to address the aftermath of a store robbery. Top managers are more
likely to deal with major crises, such as requiring a recall of defective products. The
third decisional role,that of resource allocator, involves determining which work
units will get which resources. Top managers are likely to make large, overall budget
decisions, while middle managers may make more specific allocations. In some
organizations, supervisory managers are responsible for determine allocation of
salary raises to employees. Finally, the negotiator works with others, such as
suppliers, distributors, or labor unions, to reach agreements regarding products and
services. First-level managers may negotiate with employees on issues of salary
increases or overtime hours, or they may work with other supervisory managers
when needed resources must be shared. Middle managers also negotiate with other
managers and are likely to work to secure preferred prices form suppliers and
distributors. Top managers negotiate on larger issues, such as labor contracts, or even
on mergers and acquisitions of other companies.
1.2 Interpersonal Roles
Interpersonal roles require managers to direct and supervise employees and the
organization. The figurehead is typically a top of middle manager. This manager may
communicate future organizational goals or ethical guidelines to employees at
company meetings. A leader acts as an example for other employees to follow, gives
commands and directions to subordinates, makes decisions, and mobilizes employees
support. Managers must be leaders at all levels of the organizations; often lower-level
managers look to top management for this leadership example.In the role of liaison, a
manager must coordinate the work of others in different work units, establish
alliances between others, and work to share resources. This role is particularly
critical for middle managers, who must often compete with other managers for

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important resources, yet must maintain successful working relationships with them
for long time periods.
1.3 Informational Roles
Informational roles are those in which managers obtain and transmit
information. These roles have changed dramatically as technology has improved. The
monitor evaluates the performance of others and takes corrective action to improve
that performance. Monitors also watch for changes in the environment and within the
company that may affect individual and organizational performance. Monitoring
occurs at all levels of management, although managers at higher levels of the
organization are more likely to monitor external threats to the environment than
middle or first-line managers. The role of disseminator requires that managers inform
employees of changes that affect them and the organization. They also communicate
the company’s vision and purpose.
Managers at each level disseminate information to those below them, and much
information of this nature trickles from the top down. Finally, spokesperson
communicates with external environment, form advertising the company’s goods and
services to informing the community about the direction of the organization. The
spokesperson for major announcements, such as a change in strategic direction, is
likely to be a top manager. But, other more routine information may be provided be a
manager at any level of a company. For example, a middle manager may give a press
release to a local newspaper, or a supervisory manager may give a presentation at a
community meeting.
2. Management Levels
Most organizations have three management levels: first-level, middle-level, and
top-level managers. These managers are classified in a hierarchy of authority, and
perform different tasks. In many organizations, the number of managers in every
level resembles a pyramid. Each level is explained below in specifications of their
different responsibilities and likely job titles.
2.1 Top
The top consists of the board of directors (including non-executive directors and
executive directors), president, vice-president, CEOs and other members of the C-
level executives. They are responsible for controlling and overseeing the entire
organization. They set a tone at the top and develop strategic plans, company
policies, and make decisions on the direction of the business. In addition, top-level
managers play a significant role in the mobilization of outside resources and are
accountable to the shareholders and general public.
The board of directors is typically primarily composed of non-executives who
owe a fiduciary duty to shareholders and are not closely involved in the day-to-day
activities of the organization, although this varies depending on the type (e.g., public
versus private), size and culture of the organization. These directors are theoretically
liable for breaches of that duty and typically insured under directors and officers
liability insurance. The board sets corporate strategy, make major decisions such as

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major acquisitions, and hires, evaluates and fires the top-level manager (Chief
Executive Officer or CEO) and the CEO typically hires other position. However,
board involvement in the hiring of other positions such as the Chief Financial Officer
(CFO) has increased. In 2013, a survey of over 160 CEOs and directions of public
and private companies found that the top weakness of CEOs were “mentoring skills”
and “board engagement”, and 10% of companies never evaluated the CEO. The
board may also have certain employees (e.g., internal auditors) report to them or
directly hire independent contractors; for example, the board (through the audit
committee) typically selects the auditor.
Helpful skills of top management vary by the type of organization but typically
include a broad understanding competition, world economies, and politics. In
addition, the CEO is responsible for implementing and determining (within the
board’s framework) the broad policies of the organization. Executive management
accomplishes the day-to-day details, including: instructions for preparation of
department budget, procedures, schedules; appointment of middle level executives
such as department managers; coordination of departments; media and governmental
relations; and shareholder communication.
2.2 Middle
It consists of general managers, branch managers and department managers.
They are accountable to the top management for their department’s function. They
devote more time to organizational and directional functions. Their roles can be
emphasized as executing organizational plans in conformance with the company’s
policies and the objectives of the top management, they define and discuss
information and policies from top management to lower management, and most
importantly they inspire and provide guidance to lower level managers towards better
performance.
Middle management is the midway management of a categorized organization,
being secondary to the senior management but above the deepest levels of
operational members. An operational manager may be well-thought-out by middle
management, or may be categorized as non-management operate, liable to the policy
of the specific organization. Efficiency of the middle level is vital in any
organization, since they bridge the gap between top level and bottom level staffs.
Their functions include:
 Design and implement effective group and inter-group work and information
systems.
 Define and monitor group-level performance indicators.
 Diagnose and resolve problems within and among work group.
 Design and implement reward systems that support cooperative behavior. They
also make decision and share ideas with top managers.
2.3 Lower
It consists of supervisors, section leaders, foremen, etc. They focus on
controlling and directing. They usually have the responsibility of assigning

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employees tasks, guiding and supervising employees on day-to-day activities,
ensuring quality and quantity production, making recommendations, suggestions, and
up channeling employees problems, etc. First-level managers are role models for
employees that provide:
 Basic supervision
 Motivation
 Career planning
 Performance feedback

Notes
1. Management in businesses and organizations is the function that coordinates the
efforts of people to accomplish goals and objectives by using available resources
efficiently and effectively.
本句中，that coordinates the efforts of people to accomplish goals and objectives
by using available resources efficiently and effectively是一个定语从句，修饰和限定function。在
该 从 句 中 ， to accomplish goals and objectives 是 一 个 动 词 不 定 式 短 语 ， 做 目 的 状 语 ， by using
available resources efficiently and effectively是介词短语，作方式状语。
2. This role is particularly critical for middle managers, who must often compete
with other managers for important resources, yet must maintain successful working
relationships with them for long time period.
本句中，who must often compete with other managers for important resources, yet
must maintain successful working relationships with them for long time period是一个非
限定性定语从句，对middle managers进行补充说明。在该从句中，compete with的意思是“与……竞争”。
3. Monitoring occurs at all levels of management, although managers at higher levels
of the organization are more likely to monitor external threats to the environment
than middle or first-line managers.
本 句 中 ， although managers at higher levels of the organization are more likely to
monitor external threats to the environment than middle or first-line managers是一个让步
状语从句。在该从句中，be likely to do的意思是 “可能做某事”。
4. The board of directors is typically primarily composed of non-executives who owe
a fiduciary duty to shareholders and are not closely involved in the day-to-day
activities of the organization, although this varies depending on the type (e.g., public
versus private), size and culture of the organization.
本句中，who owe a fiduciary duty to shareholders and are not closely involved in the
day-to-day activities of the organization是一个定语从句，修饰和限定non-executives。Although
this varies depending on the type (e.g., public versus private), size and culture of the
organization是一个让步状语从句。

Text B Managerial Skills

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Both education and experience enable mangers to recognize and develop the skills
they need to put organizational resources to their best use. Michael Dell realized
from the start that he lacked enough experience and technical expertise in marketing,
finance, and planning to guide his company alone. Thus, he recruited experienced
managers from other information technology companies, such as IBM and Hewlett-
Packard, to help him build his company. Research has shown that education and
experience help managers acquire three principal types of skills: conceptual, human,
and technical. As you might expect, the level of these skills that managers need
depends on their level in the managerial hierarchy. Typically planning and organizing
require higher levels of conceptual skills, and leading and controlling require more
human and technical skill.
1. Conceptual Skill
Conceptual skills are demonstrated in the ability to analyze and diagnose a
situation and to distinguish between cause and effect. Top managers require the best
conceptual skills because their primary responsibilities are planning and organizing.
By all accounts, Jack Welch was chosen for his demanding job because of his ability
to identify new opportunities and mobilize managers and other resources to take
advantage of those opportunities.
Formal education and training are very important in helping managers develop
conceptual skills. Business training at the undergraduate and graduate (MBA) levels
provides many of the conceptual tools (theories and techniques in marketing, finance,
and other areas) that managers need to perform their roles effectively. The study of
management helps develop the skills that allow managers to understand the picture
confronting an organization. The ability to focus on the big picture lets managers see
beyond the situation immediately at hand and consider choices while keeping in
mind the organization’s long-term goals.
Today, continuing management education and training, including training in
advanced IT, is an integral step in building managerial skills because new theories
and techniques are constantly being developed to improve organizational
effectiveness. A quick scan through a magazine such as Business Week or Fortune
reveals a host of seminars in topics such as advanced marketing, finance, leadership,
and managing human resources that are offered to managers at many levels in the
organization, from the most senior corporate executives to middle managers.
Microsoft, IBM, Motorola, and many other organizations designate a portion of each
manager’s personal budget to be used at the manager’s discretion to attend
management development programs.
In addition, organization may wish to develop a particular manager’s abilities in
a specific skill area—perhaps to learn an advanced component of department skills,
such as international bond trading, or to learn the skills necessary to implement a
new IT system. The organization thus pays for managers to attend specialized
programs to develop these skills. Indeed, one signal that a manager is performing
well is an organization’s willing to invest manager’s skill development. Similarly,

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many non-managerial employees who are performing at a high level (because they
have studied management) are often sent to intensive management training programs
to develop their management skills and to prepare them for promotion to first-level
management positions.
2. Human Skill
Human skills include the ability to understand, alter, lead, and control the
behavior of other individuals and groups. The ability to communicate, to coordinate,
and to motivate people and to mold individuals into a cohesive team distinguishes
effective from ineffective managers. By all accounts, both Jack Welch and Michael
Dell possess human skills.
Like conceptual skills, human skills can be learned through education and
training, as well as developed through experience. Organizations increasingly utilize
advanced programs in leadership skills and team leadership as they seek to capitalize
on the advantages of self-managed teams. To manage interpersonal interactions
effectively, each person in an organization needs to learn how to empathize with
other people-to understand their personal strengths and weaknesses is to have their
superiors, peers, and subordinates provide feedback about their performance in the
roles identified by Mintzberg. Thorough and direct feedback allows managers to
develop their human skills.
3. Technical Skill
Technical skills are the job-specific knowledge and techniques required to
perform an organizational role. Examples include a manager’s specific
manufacturing, accounting, marketing, and IT skills. Managers need a range of
technical skills to be effective. The array of technical skills managers need depends
on their positions in organization. The manager of a restaurant, for example, may
need cooking skills to fill in for an absent cook, accounting and bookkeeping skills to
keep track of receipts and costs and to administer the payroll, and aesthetic skills to
keep the restaurant looking attractive for customers.
Effective managers need all three kind of skills-conceptual, human, and
technical. The absence of even one managerial skill can lead to failure. One of the
biggest problem that people who start small businesses confront is their lack of
appropriate conceptual and human skills. Someone who has the technical skills to
start a new business does not necessarily know how to manage the venture
successfully. Similarly, one of the biggest problems that scientists or engineers who
switch careers from research to management confront is their lack of effective human
skills. Management skills, roles, and functions are closely related, and wise managers
or prospective managers are constantly in search of the latest educational
contributions to help them develop the conceptual, human, and technical skills they
need to function in today’s changing and increasingly competitive global
environment.

Notes

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1. Business training at the undergraduate and graduate (MBA) levels provides many
of the conceptual tools (theories and techniques in marketing, finance, and other
areas) that managers need to perform their roles effectively.
本句中，that managers need to perform their roles effectively 是一个定语从句，修饰和限定
tools。
2. The ability to focus on the big picture lets managers see beyond the situation
immediately at hand and consider choices while keeping in mind the organization’s
long-term goals.
本句中，while keeping in mind the organization’s long-term goals 引导时间状语从句，省略
掉主语 mangers。主句部分，主语为 The ability to focus on the big picture，at hand 表示即将到来。

Reading Material: Fayol’s principle of Management

Henri Fayol (1841-1925) identified 14 principles that he believed essential to

increase the efficiency of the management process. These principles remain the
bedrock on which much of the recent management theory and research are based.
1. Division of labor
Fayol was among the first to point out the downside of too much specialization:
boredom-a state of mind likely to cause a fall in product quality, worker initiative,
and flexibility. As a result, Fayol advocated that workers be given more job duties to
perform or be encouraged to assume more responsibility for work outcomes, a
principle increasingly applied today in organizations that empower their workers,
2. Authority and responsibility
Like Weber, Fayol emphasized the importance of authority and responsibility.
Fayol, however, went beyond Weber’s formal authority, which derives from a
manager’s position in the hierarchy, to recognize the informal authority that derives
from personal expertise, technical knowledge, moral worth, and ability to lead and to
generate commitment from subordinate.
3. Unity of command
The principle of unity of command specifies that an employee should receive
orders from, and report to, only one superior. Fayol believed that dual command, the
reporting relationship that exits when two supervisors give orders to the same
subordinate, should be avoided except in exceptional circumstance. Dual command
confuses the subordinate, undermines order and discipline, and creates havoc within
the formal hierarchy of authority.
4. Line of authority
The line of authority is the chain of command extending from the top to the
bottom of an organization. The greater the number of levels in the hierarchy, the
longer communication between managers at the top and bottom takes and the slower
the pace of planning and organization.
When organizations are split into different departments, each with its own
hierarchy, it is important to allow middle and first-line managers in each department

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to interact with managers at similar levels in other departments. This interaction
helps to speed decision-making, because managers know each other and know whom
to go to when problems arise.
5. Centralization
Centralization is the concentration of authority at the top of the managerial
hierarchy. Fayol believed that authority should not be concentrated at the top of the
chain of command. One of the most significant issues that top managers face is how
much authority to centralize at the top of the organization and what authority to
decentralize to managers and workers at lower hierarchical levels.
6. Unity of direction
Just as there is a need for unity of command, there is also a need for unity of
direction, the singleness of purpose that makes workers as they use organizational
resources. An organization without a single guiding plan becomes inefficient and
ineffective; its activities become unfocused, and individuals and groups work at
cross-purposes.
7. Equity
Equity is the justice, impartiality and fairness to which all organizational
members are entitled. As Fayol wrote: “For personnel to be encouraged to carry out
their duties with all the devotion and loyalty of which they are capable, they must be
treated with respect for their own sense of integrity, and equity results from the
combination of respect and justice.”
8. Order
Order meant the methodical arrangement of positions to provide the
organization with the greatest benefit and to provide employees with career
opportunities to satisfy their needs. Thus, the use of organizational charts to show the
position and duties of each employees and to indicate which positions an employee
might move to or be promoted into in the future.
9. Initiative
Although order and equity are important means to fostering commitment and
loyalty among employees, managers must also encourage employees to execrise
initiative, the ability to act on their own, without direction from a superior. Used
properly, initiative can be a major source of strength for an organization because it
leads to creativity and innovation. Managers need skill and tact to achieve the
difficult balance between the organization’s need for order and employees’ desire for
initiative.
10. Discipline
Discipline is obedience, energy, application, and other outward marks of respect
for a superior’s authority. Discipline results in respectful relations between
organizational members and reflects the quality of an organization’s leadership and a
manager’s ability to act fairly and equitably.
11. Remuneration of personnel
Reward systems, including bonuses and profit-sharing plans, are increasingly

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utilized to motivate employees. An organization’s payment system has important
implication for organizational success. Effective reward system should be equitable
for both employees and the organization, encourage productivity by rewarding well-
direct effort, not be subject to abuse, and be uniformly applied to employees.
12. Stability of tenure of personnel
Fayol also recognized the importance of long-term employment. When
employees stay with an organization for extended periods of time, they develop skills
that improve the organization’s ability to utilize its resources.
13. Subordination of individual interests to the common interest
The interests of the organization as a whole must take precedence over the
interests of any one individual or group if the organization is to survive. Equitable
agreements must be established between the organization and its members to ensure
that employees are treated fairly and rewarded for their performance and to maintain
the disciplined organizational relationships so vital to an efficient system of
administration.
14. Esprit de corps
Esprit de corps is a French expression that refers to shared feelings of
comradeship, enthusiasm, or devotion to a common cause among members of a
group. Esprit de corps is a key element in a successful organization. Esprit de corps
can result when managers encourage personal ,verbal contact between managers and
workers and by encouraging communication to solve problems and implement
solutions.

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