Giáo trình tiếng Anh thương mại - MBA UFM

INTRODUCTION TO MANAGEMENT STUDIES PERSPECTIVES ON MANAGEMENT A What is managing? Consider several managers and their work They all work in different environments, with different stakeholders, that is, all the people who can he affected by their company's actions, and different key performance indicators to measure success, but they share some general management responsibilities:      Identifying customers' needs Setting targets and putting the necessary resources in place Planning and scheduling their own work and the team they manage Measuring performance and the outcomes achieved Reporting on results B Mintzberg Henry Mintzberg, a Canadian professor of management, has made significant contributions to our understanding of managerial work and the role of the manager He has identified different roles in a manager's job and placed them in three categories: Interpersonal roles — a manager is the figurehead, providing leadership for the team, the department or the organization and liaising with other stakeholders (both internal and external) Information roles — a manager has to be an effective communicator as information constantly moves in, round and out of the organization Decision roles — a manager has responsibility for spotting opportunities, allocating resources and dealing with conflict or the day-to-day differences that can arise in any team or organization C Management practice Pavel is speaking to some new recruits at a major firm of management consultants, where he is to be their mentor during the first six months: `Welcome to Delboi! I have three pieces of advice as you make the move from studying management to the real-world environment in which we work: First: you need to be a team player Our success here conies from collaborating with colleagues to create feasible solutions when we are interacting with clients Page of 53 Second: all the solutions that you recommend to our clients have to be practical rather than academic You have to integrate what you have been learning and constantly challenge your own assumptions You need to be able to develop creative thinking skills and discuss complex issues in the workplace from a 'people perspective' And finally: if you not know something, or if you are uncertain about haw we things here, please ask! `We hope you enjoy your time here and the look forward to working with you.' EXERCISES Task 1: Make 10 word combinations from boxes and Task 2: Match one of Mintzberg’s 10 Managerial Roles from the box with its definitions below Disseminator Liaiser Disturbance handler Monitor Entrepreneur Negotiator Figurehead Resource allocator Leader Spokesperson Performing symbolic duties as a representative of the organization ………………… Collecting all types of information that are relevant and useful to the organization Developing and maintaining business networks ……………………… Spotting opportunities, being innovative and championing change in products, services or business processes …………………………………… Dealing with unexpected challenges and crises ………………………………… Negotiating with individuals and dealing with other organizations ……………………… Communicating information from inside the organization to outsiders …………………… Deciding on the most appropriate use of the organization's resources …………………… Communicating information from outside the organization to relevant groups inside the organization ………………………………… Establishing the organizational culture and motivating the staff ……………………… Task 3: Complete these testimonials from alumni students from an MBA program using words or expressions from A, B or C Being able to make a p is really only a tiny aspect of business I with experts from the v a r i o u s f i e l d s of m a n a g e m e n t a s we l l a s c _ _ _ _ _ _ _ _ _ _ _ _ _ wi t h o t h e r s t u d e n t s t a u g h t m e t o c h a l l e n g e m y a _ _ _ _ _ _ _ _ _ _ _ of the role of management Amongst other things, the course gave me a practical insight into soft management skills as well as helping to _ my creative t skills Page of 53 I now have a better idea about m work in general As a marketing manager, I was able to i my previous experience with marketing In addition, d _ of the more c _i s of psychology during the course means that I am now much better at i _ and meeting the ns of my customers I also learnt how to become a much more effective c _ The part time Executive Programme gave me the chance to put the theory into practice immediately l am responsible for s _ and m production targets for a small electronics firm I learnt about the different management r _ This knowledge has made it easier for me to stick to an agreed b _ for production and to apply key performance i to monitor performance more accurately Not only did I learn how to become a team p , but I was able to develop my own personal l skills And by the end I had become a much more effective c _ I'm far from becoming a f but I have much more confidence and have applied for management jobs in several different s of i _ I hope that soon I'll be able to m a junior member of staff and put it all into practice MANAGEMENT IN DIFFERENT SECTORS A Private H o n g w o r k s f o r a l a r g e h o t e l c h a i n i n Guangzhou, China She is in charge of a customer service team: 'The company is under private ownership O ur f ounder was an ent rep ren eur w h o spotted an opportunity to provide hig h-quality conference facilities for the growing number of trade shows and industrial exhibitions attracted to the region Part of the equity is still in the hands of the family; a m inority of the shares is held b y a num ber of institutional inv est ors 'W e a l s o h a v e s t r a t e g i c p a r t n e r s h i p s w i t h l o c a l , n a t i o n a l a n d i n t e r n a t i o n a l a i r l i n e s a n d tour oper ators ' In a ll t h at w e d o o ur m is s i on is s tr ic t l y commercial; we have to generate a p r o f i t f o r t h e f a m i l y a n d f o r t h e i n s t i t u t i o n a l sh ar eh old e rs ' T h e c u s t o m e r s e r v i c e t e a m w o r k s c l o s e l y wi t h m ana g ers a nd s taf f i n e v er y pa rt of th e c u s t o m e r e x p e r i e n c e , s o t h a t e v e r y g u e s t rec eives an ex c ellent le ve l of s ervic e at eac h s t a g e o f t h e i r s t a y w i t h u s T h e c o m p a n y ope rates within a very competitiv e business I f we d o n ' t k e e p o u r c u s t o m e r s s a t i s f i e d w e won't s urvive.' B Public Jo is a public sector employee working for the —or City Council in Madison, Wisconsin She is a food safety officer, with responsibility for a team of ten food safety inspectors: O ur mission is s im ple: we ex is t to s erve the public by ensuring that health is not put at risk by unsafe food This m ission is then developed into a s eries of strategic and operational p l a n s t h a t a r e d i s c us s e d a n d ap p r o v e d e a c h year b y the c ounc il's senior m anagem ent team `M em bers of th e te a m m ak e r e gu l ar v is its to r e s t a u r a n t s a n d o t h e r p l a c e s w h e r e f o o d i s prepared and sold to the public We also visit food-proc ess ing f actories to m onitor s tandards lik e cleanliness, general hygiene and cold storage 'W e are not profit seeking, rather, we have to m ak e s ure we c an provide s ervic es within the budget agr eed and endor s ed f or eac h ye ar Page of 53 'M y own j ob involves:  planning and scheduling the work done by t h e m em bers of t h e te a m  e n s u r i n g t h a t a d e q u a t e r e s o u r c e s a r e i n pl ac e to s upport their work  monitoring the regular inspections (including a n y r e c o m m e n d a t i o n s f o r p r e v e n t a t i v e and co rrectiv e action req ui red) s o that I can provide regular reports to m y own line manager.' C Not for profit D a v i d m a n a g e s t h e f u r n i t u r e w o r k s h o p i n a social enterprise in Dublin, Ireland: 'A social enterprise is a business with primarily s o c i a l o b j e c t i v e s , s o w e d o n o t f o c u s o n m ak ing a pr ofit from our activities An y financial s u r p l u s w e c a n g e n e r a t e i s r e - i n v e s t e d i n t h e bus ines s or in th e c om m unit y W e not hav e t o m a x i m i z e profits for owners or shareholders ' T h e r e a r e m a n y d i f f e r e n t k i n d s o f s o c i a l e nt erp ris e b u t t he y ar e a ll ac co unt abl e t o t h e ir s t a k e h o l d e r s s u c h a s e m p l o ye e s , c l i e n t s , l o c a l c o m m u n i t y groups or other users ‘Our m ission is to mak e life better in this community by creating incom e and em plo ym ent f o r l o c a l p e o p l e W e d o t h i s b y t a k i n g i n d o n at i o n s o f f ur n i t u r e , r e p a i r i t if n ec es s ar y and clean it for resale to our customers Like other non-profit organizations, we have a triple bottom line:  w e m i n i m i z e a n y n e g a t i v e e f f e c t s o n t h e en v ir o nm ent  we ve to be a war e of the needs of our staff, both waged and volunteers  we h a v e t o m ak e en o ug h pr of i t or s ur p l us t o p r o v i d e a s u s t a i n a b l e b u s i n e s s It is never easy to balance all three of these but it is very satisfying work.’ EXERCISES Task 1: Change the nouns in the box into adjectives competition/competitor correction institution public privacy society entrepreneur strategy finance sustainability Task 2: Using expressions from the texts on the left, match the questions (1-6) and answers (a—f) following an MBA lecturer's session I was just wondering, Dr Khomer, if you could clarify the meaning of public sector? Dr Khomer, you mentioned something about social objectives, but I didn't quite catch what you said Excuse me, could you elaborate a little on what you meant by the term sustainable business? Yes, Dr Khomer, I just wondered what you had to say about institutional investors Sorry, I didn't quite understand your point about financial surplus Could you show us the slide again please? Yes, I'd like to know what you mean by triple bottom line exactly a They include the production and supply of quality goods and services, adoption of fair-trade practices and contribution to the general welfare of society Page of 53 b These consist of entities, such as pension funds, insurance companies and investment banks, with large amounts to invest c Yes, it refers to the generation of resources, such as capital that exceeds expenditure d Sure It's an accounting fern, that means the most important factors for measuring an organization’s success in social and environmental as well as economic terms — We say people, planet, profit e The army is an example of an organization that provides a public service funded by the government f This refers to the need for an organization to make enough profit or surplus for it to survive Task Complete these observations from employees of three enterprises Choose words from the box accountable competitors donate equity organization planning profit resources social volunteer waged mission satisfying non-profit shareholders We don't hold e and so our m as a s enterprise is to generate financial r to facilitate the operation of our association P a schedule for the v who run our n …………… is not a simple task; while we don't have a problem finding people willing to d ……………… their time free of charge, they are not necessarily available when we need them Luckily, we also have a group of w………………… staff working specific shifts to ensure a permanent presence They all agree it's highly s ………………… work Being a to our s is a necessary evil for any private enterprise It is vital that we provide them with an annual report, outlining the amount of p ……… generated over each 12-month period, as well as our positioning compared to that of the current c ……………… in the market Page of 53 UNIT – ORGANIZATION OVERVIEW Businesses come in many guises, from the lonely sounding self-employed person and sole trader, through the SME - the small to medium-sized enterprise - to the multinational with its hierarchy and tens of thousands of employees But the questions about what motivates people in work are basically the same everywhere The first question that self-employed people get asked is how they find the self-discipline to work alone and motivate themselves when there is no one telling them what to Some companies are also looking for this: job advertisements often talk about the need for recruits to be self-starters Some organizations (like advertising agencies) want to find ways of motivating their people to be ever more productive and creative Employees and their managers in this type of organization are relatively autonomous - they aren't given exact procedures on how to meet objectives But others (like banks) need people who can follow rules and apply procedures (You not want too much creativity when cashiers are counting banknotes!) These tend to be organizations with centralized cultures - exact procedures that must be followed are imposed from above Page of 53 In organizations of all kinds, the tendency is towards relatively flat structures, with only a few levels of hierarchy - this way, the senior management is relatively close to people dealing with clients The current buzzword is flexibility This has a number of related meanings One type of flexibility has existed for some time in the form of flexitime or flextime, where people can choose when they work, within certain limits Then there is flexible working with some staff hot-desking, particularly those who are homeworking, teleworking or telecommuting and only need to come into the office occasionally The number of teleworkers is rising rapidly, thanks partly to the decreasing cost and increasing availability of fast broadband Internet connections and mobile Internet A third type of flexibility is where employees are recruited on short contracts to work on specific projects, maybe part time Perhaps the organization only has a core staff and outsources or contracts out work to external people or companies as and when required Some management experts say that this is the future, with self-employment as the norm and portfolio workers who have a number of different clients Vocabulary notes: Guise: an artful or simulated semblance Hierarchy: the organization of people at different ranks in an administrative body To motivate: to give an incentive for action Productive: yielding positive results Autonomous: (of political bodies) not controlled by outside forces existing as an independent entity (of persons) free from external control and constraint in e.g action and judgment Procedures: (1) a particular course of action intended to achieve a result (2) a process or series of acts especially of a practical or mechanical nature involved in a particular form of work To impose: (1) compel to behave in a certain way (2) impose something unpleasant Buzzword: stock phrases that have become nonsense through endless repetition hot-desking: the practice in an office of allocating desks to workers when they are required or on a rotating system, rather than giving each worker their own desk Portfolio workers: a person who works for several different companies or organizations at the same time: A portfolio worker may have a variety of different clients that they offer different services to, or they may work part-time for a company and have their own business as well STARTING UP How important are the following in showing a person’s status in an organization? Give each one a score from (not important) to (very important)  a reserved parking space  the latest company mobile phone  an office with a view  an assistant  a uniform  taking your holidays when you like  a personal business card  the size of your desk  a company car  more than one seat in your office  your name on your office door  flying business class Page of 53   a company credit card fixed working hours VOCABULARY: Company structure A Match the words and phrases (1 – 8) to their definitions (a – h) subsidiary a an office where people answer questions and factory / plant make sales over the phone call center b a building from which goods or supplies are sent service center to factories, shops or customers headquarters c distribution center d a place where faulty products are mended warehouse e a company which is at least half-owned by outlet a place through which products are sold another company f the main office or building of a company g a building for storing goods in large quantities h a large building or group of buildings where goods are made (using machinery) B What the following departments do? R&D Production Logistics Customer Services Finance 10 Public Relations Human Resources Administration 11 IT Sales and Marketing Legal C Match these activities (a-k) to the correct department in Exercise B (1-11) Can you add any other activities to any of the departments? a) deal with complaints b) draw up contracts e) run advertising campaigns f) issue press releases i) keep records j) transport goods c) carry out research g) operate assembly lines k) install and maintain d) train staff h) prepare budgets/ accounts l) systems equipment ***** Page of 53 READING ORGANIZATION STRUCTURES A Organizational structure Management structures identify the different departments in an organization and set out who answers to whom in the chain of command The traditional types of organizational structure are functional or divisional In a functional structure, the organization is divided up into different functional areas or departments, such as Marketing, Finance and Production Multi-divisional structures also exist, where the organization is divided along geographical or product divisions This allows the company to grow and develop in new parts of the world and to add new combinations of products A multi-divisional matrix may also be adopted This is a combination of product and geographical divisions that allows a large company to adapt products for particular markets Matrix structures are especially used in large organizations that have a number of dearly defined projects Organizations with one single owner, a sole trader, often have no formal structure Large organizations may have a tall structure, with complex hierarchies and many layers of management, but even a very large organization can have a flat structure, with only a few levels of management An organization chart is a diagram showing relationships between different jobs and departments It may identify the various functional departments, the hierarchy, from the CEO and the Board of Management downwards, and the lines of responsibility, to identify reporting channels (including individual managers' spans of control) B An example of a divisional structure Page of 53 Exercises Task 1: Match the terms in the box below with their definitions, using information from A and B Task 2: Give ach sentence below a subheading from the box Task 3: Add words from the box into the correct phrase to make noun phrases Page 10 of 53 ... Businesses come in many guises, from the lonely sounding self-employed person and sole trader, through the SME - the small to medium-sized enterprise - to the multinational with its hierarchy and tens... what needs to be done    …………… management-by-exception: they focus attention on mistakes and deviations from what is expected of me …………… management-by-exception: problems have to be critical... fails to meet expectations: this passive approach is known as management-by-exception Other managers may even adopt a laissez-faire approach, avoiding intervention However, active transactional