商务英语阅读

1. 商务英语阅读 高等学校英语拓展系列教程 Business English Reading

2. Unit 2 Leadership

3. Contents Warm Up 1 Term Study 2 Outline and Questions 3 More Info 4 Discussion 5

4. Back Differences Between You and Your Boss When you take a long time, you're slow. When your boss takes a long time, he's thorough. When you don't do it, you're lazy. When your boss doesn't do it, he's too busy. When you make a mistake, you're an idiot. When your boss makes a mistake, he's only human. When doing something without being told, you're overstepping your authority. When your boss does the same thing, that's initiative. When you take a stand, you're being bull-headed. When your boss does it, he's being firm. >>>

5. Back Differences Between You and Your Boss (Cont.) When you overlooked a rule of etiquette, you're being rude. When your boss skips a few rules, he's being original. When you please your boss, you're apple polishing. When your boss pleases his boss, he's being co-operative. When you're out of the office, you're wandering around. When your boss is out of the office, he's on business. When you're on a day off sick, you're always sick. When your boss is a day off sick, he must be very ill. When you apply for leave, you must be going for an interview. When your boss applies for leave, it's because he's overworked.

6. Back Warm Up Questions • “Managers are people who do things right, while leaders are people who do the right thing.” What is your opinion on the difference between leadership and management? • “There are particular people that others will follow, for whatever reason. Perhaps they have a sense of humor, or they like their style.” Do you believe there are such people?

8. Back Text A Term Study • Leadership • The process of social influence in which one person is able to enlist the aid and support of others in the accomplishment of a common task.” —Chemers, M. M. (2002)

9. Back Term Study • Theory X and Theory Y Assumptions • Douglas McGregor developed a philosophical view of humankind with his Theory X and Theory Y in 1960. These are two opposing perceptions about how people view human behavior at work and organizational life.

10. Back Term Study With Theory X assumptions, management’s role is to coerce and control employees. • People have an inherent dislike for work and will avoid it whenever possible. • People must be coerced, controlled, directed, or threatened with punishment in order to get them to achieve the organizational objectives. • People prefer to be directed, do not want responsibility, and have little or no ambition. • People seek security above all else. • Theory X and Theory Y Assumptions (Cont.)

11. Back Term Study With Theory Y assumptions, management's role is to develop the potential in employees and help them to release that potential towards common goals. • Work is as natural as play and rest. • People will exercise self-direction if they are committed to the objectives. They are NOT lazy. • Commitment to objectives is a function of the rewards associated with their achievement. • People learn to accept and seek responsibility. • Theory X and Theory Y Assumptions (Cont.)

12. Back Text B Term Study • Creativity, ingenuity, and imagination are widely distributed among the population. People are capable of using these abilities to solve an organizational problem. • People have potential.

13. Back Text A Text B Part Three Who What Outline and Questions When Where Why How

14. Back Text A Outline and Questions Text A Outline (Paras. 1-3) An interview with Peter F. Drucker(Who+When+Where?) (The rest paras.) Drucker’s thoughts on leadership(The key sentence in each point?)

15. Back Text B Outline and Questions Text B Outline (Paras. 1-3) “Theory X” managers and opposing true leadership(2 “we’ve our share of…”, 2 “tap into”, two “passion”, Southwest Airlines) (The rest paras.) The case of KCP&L (What did they do?)

16. Back Part Four More Info Necessary Qualities for Leaders 彼得·德鲁克 的 “十大兵法” 领导力 纵论

17. Back 领导力纵论 “领导就是要让他的人们，从他们现在的地方，带领他们去还没有去过的地方。” ——美国前国务卿基辛格（Henry Kissenger） “我努力让最聪明，最有创造性的人们在我周围。我的目标是永远为那些最优秀，最有天才的人们创造他们想要的工作环境。如果你尊敬人们并且永远保持你的诺言，你将会是一个领导者，不管你在公司的位置高低。” ——通用汽车副总裁马克•赫根（Mark Hogan） >>>

18. Back 领导力纵论（续） “我不认为领导能力是能够教出来的，但我们可以帮助人们去发现，并挖掘自己所具备的领导潜能。” ——约翰 • 科特（John Kurt） “领导力就象美，它难以定义，但当你看到时，你就知道。 ——沃伦•班尼斯（Warren Bennis） “永远不要怀疑，一小组有思想和关心的公民可以改变这个世界，事情的确就只是这样。” ——玛格丽特•米德（Margaret Mead） >>>

19. Back 领导力纵论（续） • 　　“领导能力是把握组织的使命及动员人们围绕这个使命奋斗的一种能力；领导能力的基本原则是： • 领导力是怎样做人的艺术，而不是怎样做事的艺术， 最后决定领导者的能力 是个人的品质和个性。 • 领导者是通过其所领导的员工的努力而成功的。领导 者的基本任务是建立一个高度自觉的、高产出的工作 团队； • 领导者们要建立沟通之桥。” • ——德鲁克基金会关于《领导者的对话》 • >>>

20. Back Text B Text A Question “领导力是怎样做人的艺术，而不是怎样做事的艺术，最后决定领导者的能力 是个人的品质和个性”。对这个观点，你是否赞同?

21. Back 彼得·德鲁克的“十大兵法” NO. 1 “分权与授权”才能引发学习动机 验证：当今所有的国际大企业全都是依照“分权、授权”而 壮大的。 NO. 2 用成效来管理，用目标来管理，而非用监督来管理 验证：“数据、e化、科学分析、考评稽核”已成为一切管理 的基石。 NO. 3 不连续时代的现象：知识产业时代的来临，全球经 济取代个别经济，政府魅力式微 验证：Bill Gates、Google······已替“全球知识经济凌驾政 府权力”做出批注。 >>>

22. Back 彼得·德鲁克的“十大兵法” （续） NO. 4 不创新的风险，比创新高很多 验证： “创新”已成为本世纪所有企业生存发展的马达，墨 守成规的公司纵使没做错事，也都活不了了。 NO. 5 顾客是企业存在的目的 验证： “以客为尊，顾客至上，客人第一，以消费者为导 师······”已成为企业成功的第一信条。 NO. 6 管理者的三大使命：“达成目的、使工作者有成就 感、履行社会责任” 验证： “社会责任”正是当今倡导最兴盛的“公益、环保、慈 善、教育、文化”等五大使命。 >>>

23. Back 彼得·德鲁克的“十大兵法” （续） NO. 7 公司经营不能炒短线 验证： “永续经营”是现代所有企业绞尽脑汁在追求的宝典。 NO. 8 化社会问题为商机 验证： “化社会问题为商机”的卓见，让所有企业的领域创 新了，不但茁壮了自己，也方便了社会。 NO. 9 组织的目的不在管理人，而是领导人 验证：形而下是管理，形而上是领导，彼得杜拉克从实务 的管理到组织的领导，都创立了典范。 NO. 10 家族企业妨碍企业进步 验证： 这是“经营权与所有权分开”的落实。

24. Back Necessary Qualities for Leaders John Gardner studied a large number of North American organizations and leaders and came to the conclusion that there were some qualities or attributes that did appear to mean that a leader in one situation could lead in another. These included: • Physical vitality and stamina • Intelligence and action-oriented judgement • Eagerness to accept responsibilities • Task competence • Understanding of followers and their needs • >>>

25. Back Necessary Qualities for Leaders (Cont.) • Skill in dealing with people • Need for achievement • Capacity to motivate people • Courage and resolution • Decisiveness • Self-confidence • Assertiveness • Adaptability/flexibility >>>

26. Back Text B Text A Question Do you agree that leaders must have something in common and even in different situations these qualities or attributes can help a leader to achieve the effectiveness of their work?

27. Back Part Five Discussion For Text A • Andrew Carnegie wanted to put on his gravestones, “Here lies a man who knew how to put into his service more able men than he was himself.” Have you found these “Andrew Carnegie ” around you? • “Develop your priorities and don’t have more than two. I don’t know anybody who can do three things at the same time and do them well.” What should usually or generally be the priorities of leaders? End

28. Back Part Five Discussion • Discuss with your classmates about situations where Theory X management is more efficient. For Text B End

29. Thank You !