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财经专业英语教程全书教案电子教案教案整本书教案教学设计.doc
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1、311Unit 1 What Does It Take to Become a Successful ManagerUnit 1Passage: What Does It Take to Become a Successful Manager? Para 1 Successful managers come from a wide variety of backgrounds and possess an equally wide variety of traits and skills. No surefire formula exists for getting to the top of
2、 the managerial ladder, but there are at least three general preconditions for achieving lasting success as a manager: ability (A), motivation to manage (M), and opportunity (O).Together, they constitute a basic formula for managerial success (S): S=AMO. Notice that success depends on a balanced com
3、bination of ability, motivation to manage, and opportunity. A total absence of one factor can cancel out strength in the other two. (Hence, the use of multiplication rather than addition signs.) For example, high ability and motivation are useless without opportunity.1. Ability Para 2 As used here,
4、the term managerial ability is the demonstrated capacity to achieve organizational objectives both effectively and efficiently. Actually, todays successful manager needs a whole package of conceptual, technical, and interpersonal abilities. According to recent work by the American Assembly of Colleg
5、iate Schools of Business (AACSB), an accrediting agency, business school graduates should be able to demonstrate certain skills and personal characteristics. AACSBs package of skills and characteristics can help everyone better understand the term ability to manage. They include1. Leadership.2. Oral
6、 communication and presentation skills.3. Written communication.4. Planning and organizing.5. Information gathering and problem analysis.6. Decision making.7. Delegation and control.8. Self-objectivity (being aware of ones strengths and limitations).9. Disposition to lead (a willingness and desire t
7、o lead others in new directions).2. Motivation to Manage Para 3 Uplifting stories about disabled persons and adventurers who succeed despite seemingly insurmountable odds are often summed up in one word: desire. The same force drives successful managers. All the ability in the world will not help a
8、future manager succeed if he or she does not possess a persistent desire to move ahead. Linda Wachner, the only woman chief executive officer of a Fortune 500 company (garment maker Warnaco), is an inspiring case in point. Fortune magazine calls her Americas most successful businesswoman:From the ti
9、me she was 11 and growing up in Forest Hills, New York, Wachner knew she wanted to run something. That was the year she lay flat on her back, encased in a plaster cast from her head to her knees, the first step in a surgical procedure to correct severe scoliosis. Hardly able to move and facing the p
10、ossibility that she would never walk again, Linda became determined that whatever she did in life, she would call the shotsnot doctors, or parents, or physical therapists. The focus I have today comes from when I was sick, she says. When you want to walk again, you learn how to focus on that with al
11、l your might, and you dont stop until you do it.That brand of determination was evident from the first day Wachner hit the job market in 1966. After graduating at age 20 from the University of Buffalo with a bachelors degree in business administration, she landed at Associated Merchandising Corp, th
12、e New York City buying arm of Federated and other department stores. Her pay: $ 90 a week.A former boss remembers her: “Linda used to come flying through my door every morning hitting me with ideas on how we could run the business better. She wanted to tell our manufacturers how they could do more b
13、usiness with the stores.” Para 4 Until the mid-1960s, this kind of desire was an intangible trait that could be measured only subjectively. Then a management researcher named John B. Miner developed a psychometric instrument to measure objectively an individuals motivation to manage. Miners test, in
14、 effect, measures ones desire to be a manager. Para 5 The Seven Dimensions of Motivation to Manage. Miners measure of motivation to manage is anchored to the following seven dimensions: 1. Favorable attitude toward those in positions of authority, such as superiors.2. Desire to engage in games or sp
15、orts competition with peers.3. Desire to engage in occupational or workrelated competition with peers,4. Desire to assert oneself and take charge.5. Desire to exercise power and authority over others.6. Desire to behave in a distinctive way, which includes standing out from the crowd.7. Sense of res
16、ponsibility in carrying out the routine duties associated with managerial work.The higher the individual scores on each trait, the greater is the motivation to manage. (Although the complete instrument is not given here, you can readily gauge your own motivation to manage as low, moderate, or high.)
17、 Miners research indicates that this concept can accurately predict how fast and how far one will move up the hierarchy. Para 6 Motivation to Manage among Business Students. Miner and his colleagues went on to track motivationtomanage scores for business students at two major U.S. universities over
18、a twentyyear period and came to some interesting conclusions. First, although the steady decline of motivation to manage during the 1960s and early 1970s had stopped, students motivation to manage still was very low. Generally speaking, students continued to show a distaste for authority, competitiv
19、eness, assertiveness, and routine managerial duties. Miner believed this situation foreshadowed a shortage of managerial talent over the coming years. A second conclusion was that female students no longer lagged behind their male counterparts in motivation to manage. Para 7 More recently, Miners re
20、search has focused on international differences in motivation to manage. His student samples from Mexico, Japan, China, Korea, and Taiwan all scored consistently higher than did his samples from the United States. Miner perceives this pattern as a potential threat to Americas global competitiveness.
21、3. Opportunity to Manage Para 8 Judging from headlines in recent years about corporate downsizings, middle manager layoffs, and the dramatic scaling back of the U. S. defense industry, students might be tempted to throw up their hands in frustration over the prospect of ever landing a management pos
22、ition. Indeed, from the perspective of large American companies, the market for managers has tightened considerably since the 1980s. But the broader picture presented by Business Week, seemingly gloomy at first glance, offers hope for future managers:In the U.S. some 13.5 million workers in private
23、industry are classified as executives, administrators, and managers, and most are employed in the service sector -the focus of intensive restructuring in recent years. The upshot is that managerial jobs, which surged at a 5.6% annual rate from 1984 through 1989, have shown no net growth at all since
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