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1、1商务知识导读商务知识导读何志波何志波孙丽霞孙丽霞赵欣赵欣主编主编ISBNISBN：978-7-5663-0479-7978-7-5663-0479-720122012年年年年1111月月月月 第第第第1 1版版版版定价：定价：定价：定价：28.0028.002Unit1CompanyUnit1aCompanyStructure3LearninggoalsnIntroducetheorganisitionalstructureofthecompany.nDescribethegeneralresponsibilitiesofthecompanydepartments.nUnderstandth
2、ecompanystructurethroughreadingacasestory.4Structure1.Lead-in2.Professionalreading3.Casestory4.Furtherreading51.Leadin6wordsexplanation1.BoardofDirectors2.President3.ChiefFinancialOfficer(CFO)4.Vice-Presidentagroupofexecutiveswhoareresponsibleformonitoringtheactivitiesofthefirmspresidentandotherhigh
3、-levelmanagers.ThepresidentwhoalsotypicallyholdsthepositionofchiefexecutiveofficerCEO)hasthefinalresponsibilitiesforthesuccessofafirm.Thepresidentnormallyattemptstocoordinatealldivisionsandprovidedirectionsforthefirmsbusiness.acorporateofficerprimarilyresponsibleformanagingthefinancialrisksofthecorp
4、oration.Thisofficerisalsoresponsibleforfinancialplanningandrecord-keeping,aswellasfinancialreportingtohighermanagement.Avice-presidentnormallyoverseesspecificdivisionsorboardfunctionsofthefirmandreportstothepresident.75.managers6.finance7.marketing8.advertisingFormostfirms,manymanagerialdutiesaredel
5、egatedtoothermanagers.adepartmentthatisresponsibleforallofthemonetaryaspectsofacompany,fromhandlingcreditaccountstocompilinginformationforthetaxbureau.Itshouldensurethatthereismoneyforday-to-dayoperationsandoverseeinvestmentsstrategiesforfuturegrowth.Themarketingdepartmentstudiesthemarketandthetarge
6、tcustomers,decidesthebestwaytoreachthesecustomers,andworkswiththerestofthecompanytohelpdeterminethenewproductneedsofthemarket.adepartmentofacompanywhichdealswithnonpersonalpresentationthroughmediaornonmediaformstoinfluencealargenumberofconsumers.Itisacommonmethodforpromotingproductsandservices.While
7、advertisingisgenerallymoreexpensivethanothermethods,itcanreachmanycustomers.89.productiondepartment10.HumanResourcesdepartment11.customerservicecenterThemainroleofproductionistoturninputs(rawmaterials)intooutputs(finishedgoods).Whenabusinesscompletesthisprocessitisabletoachievecustomersatisfactionby
8、producingproductsthatarereadytobeusedandfitforpurpose.adepartmentdealingwithpeoplefromotherdepartmentsintheorganization.Itofteninvolvessuchworkashiring,firing,training,annualappraisal,promotion,andwarningandsoon.adepartmentthatrespondstoinquiriesorcomplaintsfromcustomersofthatorganization.Customersm
9、aycommunicateinpersonorviawrittencorrespondence,tolltelephone,orin-watstelephone.912.quality-controldepartment13.purchasing14.R&Ddepartment15.publicrelationsTheroleofthequalitycontrolistoensurequality,tomakesurestrategiesareinplacetokeepaconsistentproduct,toimplementproceduresthatcontrolquality.Qual
10、itycontroldepartmentsareusuallyusedinmanufacturing.Theresponsibilityofthisdepartmentistopurchasegoodsorservicestoaccomplishthegoalsoftheorganization.ThetaskofR&Ddepartmentreferstotheeffortrequiredtocreateanewproduct.Itincludestheexplorationphasethatdeterminestheviabilityoftheprojectandmethodsforproc
11、eedingaswellasallthedesignandmanufacturingstagesrequiredtoyieldaworkingproduct.adepartmentthatisresponsibleforinitiatingandmaintainingmutualunderstandingbetweenorganizationsandthepublic.Thepublicaretheindividualsanorganizationwishestobeassociatedwithandthesecanbebothinternalandexternalpublic.102.Pro
12、fessionalreading11Whatisanorganizationalstructure?Organizationalstructureisasystemusedtodefineahierarchywithinanorganization.Itidentifieseachjob,itsfunctionandwhereitreportstowithintheorganization.Thisstructureisdevelopedtoestablishhowanorganizationoperatesandassistsanorganizationinobtainingitsgoals
13、toallow forfuturegrowth.Thestructureisillustratedusinganorganizational chart.Althoughtherearemanytypesoforganizationalstructuresdevelopedtomeeteachorganizationsneeds,allofthemprovideahierarchythatreportstoacentralizedlocationandgroupofexecutives.Thehighestrankingmemberofanorganizationalchartisoneors
14、everaltopexecutivesreferred to asthepresident,chiefexecutiveofficerorchief operating officer.Whenanorganizationalstructureisdesigned,job descriptionscanbedevelopedtonotonlymeetanorganizationsgoals,butallowfororganizationalandemployeegrowth.Internalequityandemployeeretentionareakeytosuccessfuloperati
15、ons.Recruitmentisalsooneofthehighestinvestmentsfororganizations,soensuringemployeeshavepromotionalopportunitiesandjobsecuritycanassistinreducingrecruitmentcosts.12Organizationalstructureisalsoafundamentalcoretocreatesalarystructuresforanorganization.Oncethestructureisestablished,salaryrangescanbecre
16、atedforeachjobintheorganization.Inmostcases,eachjobis aligned toasalary grade,andeachgradehasaspecifiedsalaryrange.Thisallowsanorganizationtomeetitsfinancialgoalsandensuressalariesaredistributedfairlywithinfinancialbudgets.Ifanorganizationexpands,theorganizationalstructureallowsroomforgrowth.Thiscan
17、includeaddingadditionallayersofmanagement,newdivisions,expandingoneorseveralfunctional areas orappointingadditionaltopexecutives.Whenthestructureisreorganizedforexpansion,itprovidesthefoundationtoeditsalariesandjobdescriptionsquicklyandefficientlywithminimaldisruptiontoanorganizationsoperations.Take
18、nfromhttp:/ culture of fandomTheAppleattitudeseemstoinfecteveryonewhoworkscloselywiththetechnologyand,evenafterleavingthecompany,weallsaythatwestill“bleedsixcolors,”in reference totheoriginalsix-colorApple logo.WhileatApple,I,likemanyotheremployees,movedbetweenseveraldifferentdivisionsandjobs.Istart
19、edatthecompanyasasoftwareengineerintheWebObjects(Webapplication)consulting division.Ithenbecameaninboundmarketerforaschooldivision,wherewesoldasuiteofhardware,calledtheApple Learning Hub,toschool districts.IlastworkedasanengineerattheAppleOnlineStore,whichwasearningmillionsofdollarsinrevenueeveryday
20、.WewouldtakethestoreofflinebeforeSteve Jobstookthestagetogiveakeynote speech andupdatethedatabasewiththenewproductshewasintroducing.ItwasalwaysagreatlearningexperiencetobringthestorebackonlineundertheonslaughtofApplefanscheckingoutthenewproducts.17AgreatworkingenvironmentApplesHRdepartmenttakesgoodc
21、areofitsemployees.InmyeightyearsatthecompanyIneveroncehad,orheardofanyonehaving,pay issuesorotheradministrationproblems.WorkingatApplewasmostlyapositiveexperience,withjustafewless-than-idealelementstothejob.Herearesomehighlights:Can We Talk:AtApple,youcouldraiseissuesthatwerentappropriatetobring up
22、withyourmanagertoahigherlevelbypostingittotheCanWeTalksectionoftheinternalHRwebsite.Secrecy:Applessecrecyiscomparable totheU.S.governmentsintermsof“needtoknow”andcompartmentalization.ThissecrecyisanecessitytokeepAppleultra-competitive.Blogging:AsanAppleemployee,youdefinitelygetthefeelingthatblogging
23、aboutthecompanyisfrowned upon.Itgoestotheextentthatifyouhaveapersonalblogaboutanunrelatedtopic,youdontevenwanttomentionthatyouworkforApple.18Caffe Macs:Thecorporatecafeteria,CaffeMacs,istheplacetoeatoncampus.Thefoodqualityandvarietyareexcellent,whetheryourelookingforpizzaandpastaorsushiandsalad.On a
24、 daily basis,youllseeatleastoneofApplestopexecutivesinCaffeMacs,includingApplesCEO,SteveJobshimself,whoseemstoshow upthereonceaweek.Overall,thereseemtobenoendtothegreatthingsaboutworkingatApple.SteveJobstakestremendouspridethatAppleisaCaliforniacompanythatcreatesgreatproducts.WhenworkingatApple,youd
25、efinitelyfeellikeyoureapartofagroupofpeoplewhowillmakeaseriousdentintheuniverse.Itsafantasticplacetowork,andIhopetoreturnoneday.AdaptedfromWhatItsLiketoWorkatAppleByJoeMorenohttp:/ the last decade,Apple has expanded into a complexcompanythatspecializesinmuchmorethanjustcomputers.In2001,Applebrokethe
26、barrierwiththeiPod,eventuallybecomingthedominantmarket leader in music players,in following,Apple joined the phoneindustryin2007withtheiPhone,whichhasalsobeenwidelysuccessful.Appleisknownasaconsumergoodscompany;thereforeevaluatingitsvaluerequiresunderstandingitsproductsandconsumers.Thiswouldbeverych
27、allengingwhereApplecompeteswithmanydifferentcompaniesthroughoutdifferentindustriesittakespartin.Applehasestablishedauniquereputationintheconsumerelectronicsindustrysinceitisflexiblefromitsphilosophyofcomprehensiveaestheticdesigntoitsdistinctiveadvertisingcampaigns.TheuniquecharacteristicaboutAppleis
28、thatithas a very strong customer base,which is extremely important inunderstandingApple.24Meanwhile,morepressisassociatedwiththeirCEO,SteveP.Jobs(AppleChiefExecutive,diedonOct.5th2011)whoisseenasthearchitectofmanyApplesamazingproducts,andthereasonfortheirsuccessduetohispresentationsatApplesmediaeven
29、tsthatareelectrifyingandrevolutionary.Givenhissuperstarimage,hisstatusandhealthasApplesCEOtiesintohowinvestorsvalueApple.FortunemagazinenamedApplethemostadmiredcompanyintheUnitedStatesin2008,andintheworldin2008,2009,and2010.From2007-2011,Applelaunchedmanyfamousproducts,suchasiPhone,iPodTouchandiPad.
30、OnOctober4,2011,AppleannouncedtheiPhone4S.Adaptedfromhttp:/ 第第第第1 1版版版版定价：定价：定价：定价：28.0028.0028Unit1CompanyUnit1bCorporateCulture29LearninggoalsnIntroducethedefinitionofcorporateculture.nDiscussthegeneraltermsrelatedtocorporateculture.nUnderstandthecorporateculturethroughreadingacasestory.30Structur
31、e1.Lead-in2.Professionalreading3.Casestory4.Furtherreading311.Leadin32wordsexplanation1.missionstatement2.culturefit3.corevalueabriefdescriptionofacompanysbasicpurpose.Amissionstatementanswersthequestion,“Whydoweexist?”Themissionstatementexpressesthecompanyspurposebothforthoseintheorganizationandfor
32、thepublic.aconceptrelatedtothecontextofyourcompanyscultureandtheformationofyourcompanysculture.Apotentialemployeemayexpressandexhibitthecharacteristics,language,andvaluesthatexistwithinthecurrentorganizationalcultureornot.Youwanttohireonlycandidateswhosebeliefandbehaviorsystemsappearinlinewithyouror
33、ganizationalculture.Corevaluesdefinewhatyourcompanybelievesandhowyouwantyourcompanyresonatingwithandappealingtoemployeesandtheexternalworld.Corevaluesarealsocalledguidingprinciplesbecausetheyformasolidcoreofwhoyouare,whatyoubelieve,andwhoyouwanttobe.334.teamnorm5.internalenvironment6.rolemodelEverys
34、uccessfulteammustpayattentiontotwocomponents:oneisthecontent(orgoalsoroutcomesexpected)andtheotheristeamprocesswhichtheteammustalsocarefullyshapeandmonitorandusetoaccomplishthegoals.Teamprocessincludesthreeimportantaspects:a)howteammembersinteractwithandcommunicatewitheachother;b)howtheteammembersco
35、mmunicatewithemployeesnotontheteam,andc)howteammemberswillberesponsibleandaccountableformovingtheprojectforwardandaccomplishingthegoals.theevents,situationsandfactorsthatoccurwithinanorganizationandinfluencethebehavioroftheemployeesineitherpositiveornegativeway.Thesefactorsincludethecompanysmissions
36、tatement,leadershipstylesandthecompanysculture.apersonwhoservesasamodelinaparticularbehavioralorsocialroleforotherstoemulate,especiallyforyoungpeople347.ritesandrituals8.dresscode9.organizationalhierarchyAritualisjustabodyofceremonies,likeanactorseriesofceremonialacts.Atraditionissomethingthatmaybep
37、racticed,butismostlythepassingdownofelementsofaculturefromgenerationtogeneration.Someritualsmayevenberandom,buttraditionsarepracticedandcontinuous.Dresscodesarewrittenand,moreoften,unwrittenruleswithregardtoclothing.Clothinglikeotheraspectsofhumanphysicalappearancehasasocialsignificance,withdifferen
38、trulesandexpectationsbeingvaliddependingoncircumstanceandoccasion.Itreferstoanorganizationalstructureintheformofahierarchy.Inanorganization,thehierarchyusuallyconsistsofasingular/groupofpoweratthetopwithsubsequentlevelsofpowerbeneaththem.Mpanybuilding12.culturaldiversityTeamswhosememberslikeoneanoth
39、erarelikelytobemorecohesivethanthosewherethereisapersonaldisliking,ignoranceofothers.Itreferstoabusinessoffice,aplacewherebusinessisconducted,goodsaremadeorstoredorprocessedorwhereservicesarerendered.Itoftenrepresentstheimageofacompany.Culturaldiversityinvolvestherespectofdifferentculturestoeachothe
40、rsdifferences.Itcouldalsomeanthevarietyofhumansocietiesorculturesinaspecificregion,orintheworldasawhole.Multiculturalismisusuallyassociatedwiththeorganizationalpromotionofmultiplecultureswhereasculturaldiversityisrecognitionofthediversityincultures362.Professionalreading37Whatisanorganizationalstruc
41、ture?Organizational culture is a common phrase that one encounters in thebusinessworld.Organizationalcultureisnottangible.Itcanbebestunderstoodby studying the behavior,the attitudes,the values and belief system of theemployees.Itcharacterizesandcolorsourperceptionofthebusiness entity.Anyemployeehowe
42、verefficientwillbeamisfitifheisunabletoadapthimselfto the work culture.Organizations are laying emphasis on culture sincegrowthandsuccessdependsonthekindofcultureprevalentinthecompany.Doemployeesfeelthreatenedorcherished,isthereadesiretoworkandgrow,dotheywanttoevolveasagrouporgotheirseparateways?The
43、sequestions can be answered by a careful examination of the organizationalculture.OrganizationalBehaviorOrganizationalcultureandbehaviorarequiteinterrelatedasorganizationalcultureinfluencesbehaviorandvice-versa.Organizationalbehavioristhestudyofhowindividualsbehaveinanorganization.Itisoneofthekeyare
44、asinthefieldofmanagement.Organizationalbehavior,asthenamesuggests,38studiesthebehaviorsofindividualsbutisrestrictedtothebehaviorsdisplayedbythemintheorganization.Itdealswiththeovertandcovertbehaviorsofemployeesandtheirresponsetocertainstimuli.Italsostudiesanimportantbranchofgroupandteamdynamics.Thep
45、ointofstudyingorganizationalbehaviorbymanagersistounderstandthebehaviorsofemployees,whytheybehaveinaparticularway,andlookforwaysinwhichwrongemployeebehaviorscanbeimproved.Overtheyearsseveralorganizationalbehaviortheorieshavebeensuggested.Thesetheoriesgavethevariousmodelsoforganizationalsystems.Organ
46、izationalsystemshavebeenmodifiedover timetoensureemployeesatisfactionandorganizationalprogress.Organizationalbehavioristheartandsciencewhichadvocatesthattherecanindeedbemutualsatisfactionbetweenemployeesandthemanagementas opposed totheoldnotionthatthesetwopartiesarealwaysat loggerheadsduetodisparate
47、visions.Organizationalbehaviorsaysthatasharedvisionandemployeemotivationleadsanorganizationtowardssuccess.39Thiswasallaboutorganizationalcultureandbehavior.Itisinterestingtoknowthatorganizationalcultureisapartofthevasttopicoforganizationalbehavior.Afterall,organizationalculturetoodealswiththemodific
48、ationandimprovementinorganizationalbehaviorofindividuals.ByArjunKulkarniTakenfromhttp:/ 架；（与）不和；（与）相争disparateadj.全异的；不同的visionn.眼力，洞察力motivationn.动机；推动；积极性modificationn.修改，修正；改变423.Casestory43Culturaldiversity,IBMstyleItstemptingfororganisationsinAustraliatoassumethatouremployeecommunitiesgenerally
49、reflectmulticulturalAustralia.CertainlymyexperiencesatIBMAustraliaduringthepastfewyearshavetaughtmethevalueofreality-checkingassumptionsaboutwhatitmeanstobeaculturallydiverseorganisation.FormalstatementsrelatingtodiversityatIBMcanbefoundasfarbackas1953bythethenCEOThomasJWatsonJnr.,whosaid:“Itisthepo
50、licyofIBMtohirepeoplewhohavethepersonality,talentandbackgroundnecessarytofillagivenjob,regardlessofrace,colourorcreed.”Morerecently,in2001,IBMAustraliasbi-annualemployeeopinionsurveyincludedquestionstoenableustobetterunderstandhowdifferentethnicitiesfaredwithinthecorporatecultureofthecompany.Thestud
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