财经专业英语教程（第四版）教学全套课件.ppt

1、Knowledge and Change Management,Unit 1,Knowledge Management Para 1 In 1988 Peter Drucker wrote: Para 2 The typical business of the future will be knowledge-based, an organisation composed largely of specialists who direct and discipline their own performance through feedback from colleagues, custome

2、rs and headquarters. For this reason it will be what I call an information-based organisation.,Para 3 In such an organisation, the management of knowledge and information becomes a key to gaining competitive advantage.,Para 4 “Business today”, echoed Charles Handy in 1992, “depends largely on intell

3、ectual property, which resides inalienablyineilinbli in the hearts and heads of individuals.”Both writers were reflecting a growing awareness that companies had moved far from Victorian times, when they were (as Handy put it) “properties with tangible assets worked by hands whose time owners bought”

4、.,They had become properties whose most valuable asset was intangiblethe knowledge which exists in the heads and hearts of employees or in formal databases, patents, copyrights and so on.,Para 5 Knowledge was seen as the key to the creation not only of business wealth but also of national wealth. In

5、 the British governments 1998 White Paper on the competitiveness of the nation, it said: Para 6 Our success depends on how well we exploit our most valuable assets: our knowledge, skills and creativity they are at the heart of a modern knowledge-driven economy.,Para 7 Lester Thurow, an American mana

6、gement professor, went so far as to suggest in a 1997 article in Harvard Business Review that intellectual property rights had become more important than manufacturing products or dealing in commodities. Once companies realised this they became aware of the need to find out how to manage that knowle

7、dge, how best to use it to create extra value. This was not an issue they had addressed systematically in the past.,Para 8 Information technology helped in their efforts to introduce good knowledge-management practices. Developments in it advanced the science immeasurably. Data warehousing (the cent

8、ralising of information in vast electronic databases) enabled companies to be more sophisticated and customer-oriented in their business. At last the left hand knew what the right hand was doing; the marketing department knew who was already a customer of the company, and for what product or service

9、.,Para 9 Knowledge management has been considered as four separate activities: Capturing information. Companies need to ensure that they are not suddenly bereft bireft of vital information when an important individual moves to another employer. Distributing information. Organisations must encourage

10、the spread of information to others. The hoarding of information has historically been seen as a source of power.,Generating ideas. All employees should be encouraged to come up with new ideas, through ideas boxes or by being rewarded for ideas that make or save money for the company. Storing inform

11、ation. Data warehouses have to be structured so that the information in them can be accessed by everybody who needs it.,Change management Para 10 Businesses are torn between a desire to define for all time their organisations structure and strategy, and a recognition that their world is in a constan

12、t state of flux flks. For the larger part of the 20th century they were more focused on the static elements of this dichotomy daiktmi. But in recent years changes have become more frequent and more dramatic, so much so that a whole branch of management is now devoted to the subject of change itself.

13、,Para 11 In a classic analysis of the dilemma dilem, Henry Mintzberg, a Canadian business academic, described how a student asked him whether he “was intending to play jigsaw puzzle or Lego” with the elements of structure and power that he described in his books and that he put together to make a nu

14、mber of configurations knfijureinof different organisations. Mintzberg wrote:,Para 12 In other words, did I mean all these elements of organisations to fit together in set waysto create known images the static stateor were they to be used creatively to build new ones the dynamic state? I had to answ

15、er that I had been promoting jigsaw puzzles, even if I was suggesting that the pieces could be combined into several images instead of the usual one.,But I immediately began to think about playing organizational Lego. Configuration is a nice thing when you can have it. Unfortunately, some organizati

16、ons all of the time, and all organizations some of the time, cannot. Para 13 Lego stands you in better stead in an ever-changing world.,Para 14 Rosabeth Moss Kanter is probably best known for her work on change management. Her book “The Change Masters” was labelled as “the thinking mans In Search of

17、 Excellence”, the more popular title by Peters and Waterman that came out a year earlier. Charles Handy, another business writer who has focused closely on change management, has identified “discontinuous change” as the only constant characteristic in todays workplace.,Para 15 This close examination

18、 of the nature of change and the search for a suitable analogynldi had its critics. In “Beyond the Hype”, Robert Eccles and Nitin Nohria said that “the primary concern of managersshould be mobilising action among individuals, rather than endless quibbling about the way the world really is”. The phil

19、osophical nature of change, they felt, was being discussed more than the question of how to manage businesses and the people in them.,(November 19, 1909November 11, 2005) 被尊为“现代管理学之父”,Peter Drucker彼得德鲁克,Peter Ferdinand Drucker was a writer, management consultant, and self-described “social ecologist

20、.”His books and scholarly and popular articles explored how humans are organized across the business, government and the nonprofit sectors of society. His writings have predicted many of the major developments of the late twentieth century, including privatization and decentralization; the rise of J

21、apan to economic world power; the decisive importance of marketing; and the emergence of the information society with its necessity of lifelong learning. In 1959, Drucker coined the term “knowledge worker” and later in his life considered knowledge work productivity to be the next frontier of manage

22、ment.,Para 2 The typical business of the future will be knowledge-based, an organisation composed largely of specialists who direct and discipline their own performance through feedback from colleagues, customers and headquarters. 本句是主系表结构，系动词be后有两个表语，一个是形容词knowledge-based（以知识为基础的），另一个是名词an organisa

23、tion，该名词后是一个过去分词短语composed largely of specialists作后置定语，译成“大部分是由专家组成的一个组织”。在specialists后用who引出一个长长的定语分句，说明了这些专家的责任是“根据同事、客户和总部的反馈信息对自身的业绩和表现进行指导和控制”。,Para 4 “Business today”, echoed Charles Handy in 1992, “depends largely on intellectual property, which resides inalienably in the hearts and heads of

24、individuals.” 本句的主语是Charles Handy，谓语动词是echoed（附和），其直接引语被分割了，即“Business today depends largely on intellectual property, which resides inalienably in the hearts and heads of individuals.”引语中的引出非限制性定语分句的关系代词which代表的先行词是intellectual property。整个引语可以译成：“如今的企业主要是依靠知识产权，而知识产权无法剥离地存在于个体人的心里和脑子里”。,Charles Han

25、dy 查尔斯汉迪，born in 1932，爱尔兰管理学者，著作非理性时代（the age of unreason）1989年出版以来一直畅销不衰。德鲁克之后，管理界倾听谁的声音？当代最知名的管理大师；管理界的预言家、哲学家，以“组织与个人的关系”，“未来工作形态”的新观念而闻名于世。本世纪最具创见的组织行为大师，金融时报十大管理名师的第二名。,Charles-handy 查尔斯汉迪,Para 4 Both writers were reflecting a growing awareness that companies had moved far from Victorian times,

26、 when they were (as Handy put it) “properties with tangible assets worked by hands whose time owners bought”. Awareness名词后跟的that从句是同位语分句，具体解释了awareness（明白，知晓）的具体内容；Victorian times为英国维多利亚女王统治的时间，从1837年7月到1901年1月。When从句是关系副词引出的定语分句，主语they指的是companies，所谓properties with tangible assets worked by hands是相

27、对前面的知识产权而言，这是通过工人加工有形资产的产权。请注意，这里不是短语by hand（用手的，亲子的），hands表示“人手, 员工；有手艺或技能的人”，这样后面由whose引出的定语分句就通顺了，即“工人们的时间出卖给了企业主”。,Para 5 Knowledge was seen as the key to the creation not only of business wealth but also of national wealth. 并列连词not only but also 连接了两个介词短语，把the creation of business wealth和the cr

28、eation of national wealth分割了。“知识不仅仅是创造企业财富的关键，也是创造国民财富的关键”。,In the Commonwealth of Nations（英联邦）, “white paper” is an informal name for a parliamentary paper enunciating （innsieiti阐述） government policy; in the United Kingdom these are mostly issued as “Command papers敕令书“. White papers are issued by t

29、he government and lay out policy, or proposed action, on a topic of current concern.,White paper,Lester Carl Thurow (born 1938) is a former dean of the MIT Sloan School of Management and author of numerous bestsellers on economic topics. He has been an economics columnist for many national and inter

30、national publications including The New York Times, The Boston Globe, Newsweek, and Nikkei Business Japan, and published numerous best-selling books, of which Fortune Favors the Bold (HarperBusiness, 2003) is the lates,Lester Carl Thurow 莱斯特梭羅,Para 8 At last the left hand knew what the right hand wa

31、s doing; 本句的源头在圣经的马太福音，原句是The left hand doesnt know what the right hand is doing，现在商业界常用来表示各人都应该保持自身利益的独立性（We presently use the phrase to suggest that, in business, one should keep ones interests independent of each other.）。本文说的是，由于信息技术的发展，这种独立性已经无法存在了。,Para 10 Businesses are torn between a desire t

32、o define for all time their organisations structure and strategy, and a recognition that their world is in a constant state of flux. Be torn betweenand 的意思是find it very difficult to choose between them，“在两者间难以决策，左右为难”。Between 后的第一个名词短语a desire to define for all time their organisations structure and

33、 strategy “渴望为自己的组织确定一个永久性结构和战略”，for all time“永远”；第二个名词短语a recognition that their world is in a constant state of flux“承认他们的世界始终处于一种变化的状态”。,Para 10 For the larger part of the 20th century they were more focused on the static elements of this dichotomy daiktmi. 句末的this dichotomy指上一句中提到的渴望稳定和始终变化这一对完全

34、对立的两个方面。但在20世纪的大部分时间还是稳定因素占据上方。,10. Para 11 Henry Mintzberg, (born in Montreal, September 2, 1939) is an internationally renowned academic and author on business and management. 亨利明茨伯格是一个在全球管理界享有盛誉的管理学大师，经理角色学派的主要代表人物。他是最具原创性的管理大师，对管理领域常提出打破传统及偶像迷信的独到见解。第一本著作管理工作的性质（The Nature of Managerial Work）曾经遭

35、到15家出版社的拒绝，但是，现在已是管理领域的经典。,He was born in Ireland in 1932 and was educated at Oxford and worked as an economist in the City of London.,亨利明茨伯格(Henry Mintzberg),a jigsaw puzzle is a tiling puzzle that requires the assembly of numerous small, often oddly shaped, interlocking and tessellating pieces. Ea

36、ch piece has a small part of a picture on it; when complete, a jigsaw puzzle produces a complete picture. Here the complete picture is the Enterprise Architecture.,Jigsaw Puzzle,in LEGO, the governance is just guided by LEGO tubes. As per LEGO “The interlocking principle with its tubes makes it uniq

37、ue, and offers unlimited building possibilities. Its just a matter of getting the imagination going and letting a wealth of creative ideas emerge through play”. 10月5日，一座高达29.48米的“垒高”塔在维也纳建成，打破了此前29.3米的纪录。“垒高”拼装玩具源自丹麦，是全球著名的益智玩具。人们可以使用“垒高”玩具搭建包括微缩城镇在内的各种模型。,LEGO,Para 11 with the elements of structure

38、 and power that he described in his books and that he put together to make a number of configurations of different organisations. 句中有两个由关系代词that引导的定语分句，其代表的先行词是相同的，即the elements of structure and power“结构和权力因素”。第一句，他在书中所描述的企业的结构和权力因素；第二句，他使用这些因素进行拼接组装成很多不同的组织结构。,Para 13 Lego stands you in better stea

39、d in an ever-changing world. 短语stand sb. in good stead“使某人处于有利地位”。这句中的Lego就是前文提到的organisational Lego“组织垒高拼装”，也就是configuration“按变化情况进行配置”。,介绍见下页,Rosabeth Moss Kanter 罗莎贝斯莫斯坎特,Para 14 关于Rosabeth Moss Kanter（罗莎贝斯莫斯坎特）：She has taught at the Harvard Business School since 1986 as the Class of 1960 Profess

40、or of Business Administration, also serving as Editor of the Harvard Business Review from 1989 to 1992. Her book The Change Masters（变革大师） was named one of the most influential business books of the 20th century (Financial Times). Professor Kanter has been named to lists of the “50 most powerful wome

41、n in the world” (Times of London), and the “50 most influential business thinkers in the world” (Accenture埃森哲and Thinkers 50 research).,Para 14Peters和Waterman 合写的In Search of Excellence（追求卓越）一书：这本书在中国之外的其它国家和地区销量至少有六七百万册，而在中国至少有六七个版本，印量也应在百万之上。 请看网上的销书广告： In Search of Excellence Lessons from America

42、s Best-run Companies by Thomas J. Peters and Robert H. Waterman 6.99 + postage (Convert currency) Normal price: 9.99, you save: 3.00 (30%) In stock, usually dispatched within 24 hours,Para 15 Nitin Nohria（尼汀诺利亚）哈佛大学商学院商业管理学教授，专精于企业领导与组织变迁。与Robert Eccles （罗伯特艾克尔斯）合著“Beyond the Hype”、（“超越管理迷思”或“超越管理精髓

43、”），分别对目前企业倡导的各种管理架构、理论模式、专业术语等进行了阐述。,Unit 2,Timeless Management Laws,Para 1 Whether youre the CEO of a fortune 500 company, the owner of a small business or a floor supervisor at a telemarketing firm, being the boss is never easy. To quote Spider-Mans late uncle: “With great power comes great respon

44、sibility.” Of course, the specific nature of your managerial responsibilities may vary, depending on your field of expertise and the organizational structure of your company, but some aspects of leadership remain universal, such as timeless management laws.,And, no matter what industry youre in, you

45、r duty as a manager is to motivate your employees and provide them with the tools they need to get the job done. Here are five timeless management laws that have stood the test of time.,1. The manager assumes all responsibility Para 2 The biggest difference between being a manager and being an emplo

46、yee is that, as a manager, your performance isnt determined by your personal accomplishments, but by those of your entire team. It would behoove bihu:v/ bihuv you and your career to consider this among the most important timeless management laws.,Its important for you to take charge of your staff an

47、d establish a clear chain of command. Employees dont typically look at the big picture, so its your job to think of the bottom line and make sure that your departments objectives are met quickly and efficiently. By the same token, you should take responsibility if your team fails to meet its goals.

48、Dont try to shift the blame onto your subordinatessb:dinit, and remember that youre also accountable for employee moralemr:l.,2. The manager is confident Para 3 Timeless management laws state that its important for you to project decisiveness and self-assurance in every situation if you want your em

49、ployees to trust your leadership abilities. As the boss, youre expected to make all the hard choices and your staff needs to feel like you know exactly what youre doing. This is not to say that theres no place for doubt in management.,If and when you have insecurities, dont defer to your subordinates or overcompensate by micromanaging every little task; keep in mind that you also have to show confiden