slide tiếng anh chuyên ngành kinh tế business leader unit 9 managing people

 What qualities and skills should a good manager have?. Listening to people  9.2: Decide which statement is the best summary: 3.. Reading: YOUNG MANAGERS... young people in management

Unit 9:

Managing people

Manager means…….???

Give a

definition of a manager!!!

Controller?

Leader?

Organizer?

Planner?

 What qualities and skills should a good manager have? Choose the six most important from the list (Page 78)

 Before you listen:Nigel Nicholson is a Professor

of Organisational Behaviour. What does he study?

 Vocabulary:

compels anything else to move onwards.

5. Drive out: force to go away

something to be always available to serve in some way without thanks or recognition; to value someone or something too lightly

assumption (n)

8. Superficial (adj): Of, affecting, or being on

or near the surface; Apparent rather than

actual

 9.1: Complete the notes:

1 Motivate everyone

2 Unique and different

3 Through the eyes

4 Listening to people

 9.2: Decide which statement is the best

summary:

3 People live very fast but should not forget to take time

to stand back and reflect.

Discussion 1:

 What advice would you give to a foreign manager who is going to manage staff in your country?

Vocabulary:

Verbs and prepositions

 A Match the verbs (1-7) with the prepositions

and phrases (a-g)

1. Respond to employees’ concerns promptly

2. Listen to all suggestions from staff

3. Deal with problems quickly

4. Believe in their employees’ abilities

5. Delegate to a deputy as often as possible

6. Communicate with colleagues clearly

7. Invest in regular training courses for

employees

 Say whether the following combine with something or someone.

Extra Exercise: Complete the sentences

with suitable prepositions

1 I need you to explain…… Peter the updated process

2 It's a bad situation, we really should do something….

……… it (to resolve something)

3 We've paid for it, so we should do something…………

it (to use something)

4 Everybody blame the accident………… me

5 They will provided us…………all the necessary

documents at the service desk

6 I thought……… you when I heard that song

7 They are thinking……… going to Rome at Easter

8 Have you heard……… your mother recently?

of

about from

Reading:

YOUNG MANAGERS

young people in management positions? What do people generally think of them?

 What challenges do young managers face, compared to older ones?

relatively young manager?

something

knowledge, skills, or equipment you need to do something

She came to the meeting armed with all the

facts and figures to prove us wrong

advisor of a company's management

techniques and practices

5. credibility : the quality of deserving to

be believed and trusted

invested money into something, or who has some important connection with it, and therefore is affected by its success

or failure

Citizens should be stakeholders in the society they live in.

people: teaching one-to-one

8. Mentor (n): an experienced person who

advises and helps a less experienced

person.

and which is appropriate with your age.

11. Favouritism (n): when you treat one person

or group better than others, in an unfair way:

their favouritism towards their first son

they are special and do not want other people

to join them - used to show disapproval

the cliques formed by high school students

together to achieve a particular purpose,

usually a political one

a coalition of environmental groups

in coalition with sb

15. Crack (v): to stop a person from being

successful:

Political enemies have tried to crack me

knowledge etc for a particular purpose

She has 20 years' teaching experience to draw on

someone or something

Over: too much;

excessively Under:insufficiently lower,

Eg: overwork, overslept,

overdo, over-confident,

overdeliver…

Eg: Undersold, underdeveloped, under- promise…

Reading

 Answer the questions about the first part

of the article:

1. Building credibility with key people is a

way for young managers of showing

everyone that they are capable of doing their job.

2. Young managers should first recognise

their weeknesses, and then look for a

mentor to get support and advice.

 Find words or phrases in the second part

of the article which mean 1-7:

Three most

important

pieces of advice

Language review: Reported speech

When transforming statements, check whether you have to change:

 Questions

When transforming questions, check whether you have to change:

Also note that you have to:

without

Skills:

SOCIALISING AND

ENTERTAINING

Shaking hands/

kissing/Hugging/

bowing

SOCIALISING

Socialising

 Welcome to

 We're pleased to welcome you (all) to

 It's a pleasure to welcome you (all) to…

 How do you do? (formal)

 How are you/you doing? (informal)

 (So/Very) Nice/Good to meet you.

 It's a pleasure (to meet you).

 Introductions

 My name's I'm (position/job)

 I'd like to introduce myself

 Let me introduce myself

 We haven't met yet I'm

 I'd like to introduce you to

 Have you met ?

 How was your flight / trip?

 How's the hotel?

 Did you have any problems / trouble finding us?

 How's the weather in ?

 What do you think of our weather?

 Could I take your coat / umbrella?

 Would you care for something to drink?

 getting to know each other

 How long have you been working for ?

 How did you get into this line of business?

 How do you like living in ?

 What's your home town?

 What do you do in your spare time?

 I'd like to get the next round of drinks.

 Could I propose a toast to ?

 Here's to

 Cheers!

 The drinks are on me.

 I'm treating you.

 I'll pick up the tab.

 holding conversations

 I wanted to ask you about

 I was wondering if

 While we're on the subject

 I'd like to mention

 By the way

 That reminds me

 Do you see what I mean / I'm getting at?

 So are you saying ?

 I'm afraid I really must be on my way.

 I really do need to wrap this up now.

 Thanks so / Thank you very much for

 It was nice / a pleasure to meet/see you.

 I look forward to

 Please get in touch soon.

 I'll give you a call / email you.

 Goodbye.

Bye Take care.

CASE STUDY

 MPM formed by merger

of two different companies, Muller and Peterson

 The sales team is led by Muller’s Sales

Manager Peterson’s Sales Manager is his deputy.

 One year later – the two sales teams have very different aims and

methods.

Muller Peterson

General

approach

Mainly interested in money maximize profits

Co-operative, work together

profitability by keeping customers happy

Delivery Promise early,

unrealistic dates customers complain

Do not promise early delivery company should always stick to dates

Good at writing – detailed reports, on time and written confirmation of orders

Payment

high commissions

Would like higher basic salary and bonus for team

Information

about

customers

Don’t share it – very

Based on trust build

loyalty No pressure

Inexpensive