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1、1商务知识导读商务知识导读2Unit1CompanyUnit1aCompanyStructure3LearninggoalsnIntroducetheorganisitionalstructureofthecompany.nDescribethegeneralresponsibilitiesofthecompanydepartments.nUnderstandthecompanystructurethroughreadingacasestory.4Structure1.Lead-in2.Professionalreading3.Casestory4.Furtherreading51.Leadi
2、n6wordsexplanation1.BoardofDirectors2.President3.ChiefFinancialOfficer(CFO)4.Vice-Presidentagroupofexecutiveswhoareresponsibleformonitoringtheactivitiesofthefirmspresidentandotherhigh-levelmanagers.ThepresidentwhoalsotypicallyholdsthepositionofchiefexecutiveofficerCEO)hasthefinalresponsibilitiesfort
3、hesuccessofafirm.Thepresidentnormallyattemptstocoordinatealldivisionsandprovidedirectionsforthefirmsbusiness.acorporateofficerprimarilyresponsibleformanagingthefinancialrisksofthecorporation.Thisofficerisalsoresponsibleforfinancialplanningandrecord-keeping,aswellasfinancialreportingtohighermanagemen
4、t.Avice-presidentnormallyoverseesspecificdivisionsorboardfunctionsofthefirmandreportstothepresident.75.managers6.finance7.marketing8.advertisingFormostfirms,manymanagerialdutiesaredelegatedtoothermanagers.adepartmentthatisresponsibleforallofthemonetaryaspectsofacompany,fromhandlingcreditaccountstoco
5、mpilinginformationforthetaxbureau.Itshouldensurethatthereismoneyforday-to-dayoperationsandoverseeinvestmentsstrategiesforfuturegrowth.Themarketingdepartmentstudiesthemarketandthetargetcustomers,decidesthebestwaytoreachthesecustomers,andworkswiththerestofthecompanytohelpdeterminethenewproductneedsoft
6、hemarket.adepartmentofacompanywhichdealswithnonpersonalpresentationthroughmediaornonmediaformstoinfluencealargenumberofconsumers.Itisacommonmethodforpromotingproductsandservices.Whileadvertisingisgenerallymoreexpensivethanothermethods,itcanreachmanycustomers.89.productiondepartment10.HumanResourcesd
7、epartment11.customerservicecenterThemainroleofproductionistoturninputs(rawmaterials)intooutputs(finishedgoods).Whenabusinesscompletesthisprocessitisabletoachievecustomersatisfactionbyproducingproductsthatarereadytobeusedandfitforpurpose.adepartmentdealingwithpeoplefromotherdepartmentsintheorganizati
8、on.Itofteninvolvessuchworkashiring,firing,training,annualappraisal,promotion,andwarningandsoon.adepartmentthatrespondstoinquiriesorcomplaintsfromcustomersofthatorganization.Customersmaycommunicateinpersonorviawrittencorrespondence,tolltelephone,orin-watstelephone.912.quality-controldepartment13.purc
9、hasing14.R&Ddepartment15.publicrelationsTheroleofthequalitycontrolistoensurequality,tomakesurestrategiesareinplacetokeepaconsistentproduct,toimplementproceduresthatcontrolquality.Qualitycontroldepartmentsareusuallyusedinmanufacturing.Theresponsibilityofthisdepartmentistopurchasegoodsorservicestoacco
10、mplishthegoalsoftheorganization.ThetaskofR&Ddepartmentreferstotheeffortrequiredtocreateanewproduct.Itincludestheexplorationphasethatdeterminestheviabilityoftheprojectandmethodsforproceedingaswellasallthedesignandmanufacturingstagesrequiredtoyieldaworkingproduct.adepartmentthatisresponsibleforinitiat
11、ingandmaintainingmutualunderstandingbetweenorganizationsandthepublic.Thepublicaretheindividualsanorganizationwishestobeassociatedwithandthesecanbebothinternalandexternalpublic.102.Professionalreading11Whatisanorganizationalstructure?Organizationalstructureisasystemusedtodefineahierarchywithinanorgan
12、ization.Itidentifieseachjob,itsfunctionandwhereitreportstowithintheorganization.Thisstructureisdevelopedtoestablishhowanorganizationoperatesandassistsanorganizationinobtainingitsgoalstoallow forfuturegrowth.Thestructureisillustratedusinganorganizational chart.Althoughtherearemanytypesoforganizationa
13、lstructuresdevelopedtomeeteachorganizationsneeds,allofthemprovideahierarchythatreportstoacentralizedlocationandgroupofexecutives.Thehighestrankingmemberofanorganizationalchartisoneorseveraltopexecutivesreferred to asthepresident,chiefexecutiveofficerorchief operating officer.Whenanorganizationalstru
14、ctureisdesigned,job descriptionscanbedevelopedtonotonlymeetanorganizationsgoals,butallowfororganizationalandemployeegrowth.Internalequityandemployeeretentionareakeytosuccessfuloperations.Recruitmentisalsooneofthehighestinvestmentsfororganizations,soensuringemployeeshavepromotionalopportunitiesandjob
15、securitycanassistinreducingrecruitmentcosts.12Organizationalstructureisalsoafundamentalcoretocreatesalarystructuresforanorganization.Oncethestructureisestablished,salaryrangescanbecreatedforeachjobintheorganization.Inmostcases,eachjobis aligned toasalary grade,andeachgradehasaspecifiedsalaryrange.Th
16、isallowsanorganizationtomeetitsfinancialgoalsandensuressalariesaredistributedfairlywithinfinancialbudgets.Ifanorganizationexpands,theorganizationalstructureallowsroomforgrowth.Thiscanincludeaddingadditionallayersofmanagement,newdivisions,expandingoneorseveralfunctional areas orappointingadditionalto
17、pexecutives.Whenthestructureisreorganizedforexpansion,itprovidesthefoundationtoeditsalariesandjobdescriptionsquicklyandefficientlywithminimaldisruptiontoanorganizationsoperations.Takenfromhttp:/ culture of fandomTheAppleattitudeseemstoinfecteveryonewhoworkscloselywiththetechnologyand,evenafterleavin
18、gthecompany,weallsaythatwestill“bleedsixcolors,”in reference totheoriginalsix-colorApple logo.WhileatApple,I,likemanyotheremployees,movedbetweenseveraldifferentdivisionsandjobs.IstartedatthecompanyasasoftwareengineerintheWebObjects(Webapplication)consulting division.Ithenbecameaninboundmarketerforas
19、chooldivision,wherewesoldasuiteofhardware,calledtheApple Learning Hub,toschool districts.IlastworkedasanengineerattheAppleOnlineStore,whichwasearningmillionsofdollarsinrevenueeveryday.WewouldtakethestoreofflinebeforeSteve Jobstookthestagetogiveakeynote speech andupdatethedatabasewiththenewproductshe
20、wasintroducing.ItwasalwaysagreatlearningexperiencetobringthestorebackonlineundertheonslaughtofApplefanscheckingoutthenewproducts.17AgreatworkingenvironmentApplesHRdepartmenttakesgoodcareofitsemployees.InmyeightyearsatthecompanyIneveroncehad,orheardofanyonehaving,pay issuesorotheradministrationproble
21、ms.WorkingatApplewasmostlyapositiveexperience,withjustafewless-than-idealelementstothejob.Herearesomehighlights:Can We Talk:AtApple,youcouldraiseissuesthatwerentappropriatetobring up withyourmanagertoahigherlevelbypostingittotheCanWeTalksectionoftheinternalHRwebsite.Secrecy:Applessecrecyiscomparable
22、 totheU.S.governmentsintermsof“needtoknow”andcompartmentalization.ThissecrecyisanecessitytokeepAppleultra-competitive.Blogging:AsanAppleemployee,youdefinitelygetthefeelingthatbloggingaboutthecompanyisfrowned upon.Itgoestotheextentthatifyouhaveapersonalblogaboutanunrelatedtopic,youdontevenwanttomenti
23、onthatyouworkforApple.18Caffe Macs:Thecorporatecafeteria,CaffeMacs,istheplacetoeatoncampus.Thefoodqualityandvarietyareexcellent,whetheryourelookingforpizzaandpastaorsushiandsalad.On a daily basis,youllseeatleastoneofApplestopexecutivesinCaffeMacs,includingApplesCEO,SteveJobshimself,whoseemstoshow up
24、thereonceaweek.Overall,thereseemtobenoendtothegreatthingsaboutworkingatApple.SteveJobstakestremendouspridethatAppleisaCaliforniacompanythatcreatesgreatproducts.WhenworkingatApple,youdefinitelyfeellikeyoureapartofagroupofpeoplewhowillmakeaseriousdentintheuniverse.Itsafantasticplacetowork,andIhopetore
25、turnoneday.AdaptedfromWhatItsLiketoWorkatAppleByJoeMorenohttp:/ the last decade,Apple has expanded into a complexcompanythatspecializesinmuchmorethanjustcomputers.In2001,ApplebrokethebarrierwiththeiPod,eventuallybecomingthedominantmarket leader in music players,in following,Apple joined the phoneind
26、ustryin2007withtheiPhone,whichhasalsobeenwidelysuccessful.Appleisknownasaconsumergoodscompany;thereforeevaluatingitsvaluerequiresunderstandingitsproductsandconsumers.ThiswouldbeverychallengingwhereApplecompeteswithmanydifferentcompaniesthroughoutdifferentindustriesittakespartin.Applehasestablishedau
27、niquereputationintheconsumerelectronicsindustrysinceitisflexiblefromitsphilosophyofcomprehensiveaestheticdesigntoitsdistinctiveadvertisingcampaigns.TheuniquecharacteristicaboutAppleisthatithas a very strong customer base,which is extremely important inunderstandingApple.24Meanwhile,morepressisassoci
28、atedwiththeirCEO,SteveP.Jobs(AppleChiefExecutive,diedonOct.5th2011)whoisseenasthearchitectofmanyApplesamazingproducts,andthereasonfortheirsuccessduetohispresentationsatApplesmediaeventsthatareelectrifyingandrevolutionary.Givenhissuperstarimage,hisstatusandhealthasApplesCEOtiesintohowinvestorsvalueAp
29、ple.FortunemagazinenamedApplethemostadmiredcompanyintheUnitedStatesin2008,andintheworldin2008,2009,and2010.From2007-2011,Applelaunchedmanyfamousproducts,suchasiPhone,iPodTouchandiPad.OnOctober4,2011,AppleannouncedtheiPhone4S.Adaptedfromhttp:/ culture is a common phrase that one encounters in thebusi
30、nessworld.Organizationalcultureisnottangible.Itcanbebestunderstoodby studying the behavior,the attitudes,the values and belief system of theemployees.Itcharacterizesandcolorsourperceptionofthebusiness entity.Anyemployeehoweverefficientwillbeamisfitifheisunabletoadapthimselfto the work culture.Organi
31、zations are laying emphasis on culture sincegrowthandsuccessdependsonthekindofcultureprevalentinthecompany.Doemployeesfeelthreatenedorcherished,isthereadesiretoworkandgrow,dotheywanttoevolveasagrouporgotheirseparateways?Thesequestions can be answered by a careful examination of the organizationalcul
32、ture.OrganizationalBehaviorOrganizationalcultureandbehaviorarequiteinterrelatedasorganizationalcultureinfluencesbehaviorandvice-versa.Organizationalbehavioristhestudyofhowindividualsbehaveinanorganization.Itisoneofthekeyareasinthefieldofmanagement.Organizationalbehavior,asthenamesuggests,37studiesth
33、ebehaviorsofindividualsbutisrestrictedtothebehaviorsdisplayedbythemintheorganization.Itdealswiththeovertandcovertbehaviorsofemployeesandtheirresponsetocertainstimuli.Italsostudiesanimportantbranchofgroupandteamdynamics.Thepointofstudyingorganizationalbehaviorbymanagersistounderstandthebehaviorsofemp
34、loyees,whytheybehaveinaparticularway,andlookforwaysinwhichwrongemployeebehaviorscanbeimproved.Overtheyearsseveralorganizationalbehaviortheorieshavebeensuggested.Thesetheoriesgavethevariousmodelsoforganizationalsystems.Organizationalsystemshavebeenmodifiedover timetoensureemployeesatisfactionandorgan
35、izationalprogress.Organizationalbehavioristheartandsciencewhichadvocatesthattherecanindeedbemutualsatisfactionbetweenemployeesandthemanagementas opposed totheoldnotionthatthesetwopartiesarealwaysat loggerheadsduetodisparatevisions.Organizationalbehaviorsaysthatasharedvisionandemployeemotivationleads
36、anorganizationtowardssuccess.38Thiswasallaboutorganizationalcultureandbehavior.Itisinterestingtoknowthatorganizationalcultureisapartofthevasttopicoforganizationalbehavior.Afterall,organizationalculturetoodealswiththemodificationandimprovementinorganizationalbehaviorofindividuals.ByArjunKulkarniTaken
37、fromhttp:/ 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413.Casestory42Culturaldiversity,IBMstyleItstemptingfororganisationsinAustraliatoassumethatouremployeecommunitiesgenerallyreflectmulticulturalAustralia.CertainlymyexperiencesatIBMAustraliaduringthepa
38、stfewyearshavetaughtmethevalueofreality-checkingassumptionsaboutwhatitmeanstobeaculturallydiverseorganisation.FormalstatementsrelatingtodiversityatIBMcanbefoundasfarbackas1953bythethenCEOThomasJWatsonJnr.,whosaid:“ItisthepolicyofIBMtohirepeoplewhohavethepersonality,talentandbackgroundnecessarytofill
39、agivenjob,regardlessofrace,colourorcreed.”Morerecently,in2001,IBMAustraliasbi-annualemployeeopinionsurveyincludedquestionstoenableustobetterunderstandhowdifferentethnicitiesfaredwithinthecorporatecultureofthecompany.Thestudyfindingspresentedsomevariationbetweenethnicgroupsinindividuallevelsofsatisfa
40、ctionwithparticularvariables.CulturalissuesdidmakeanimpactonhowstafffeltaboutIBM,especiallywheredifferencesimpededclearcommunication,forexample,betweenalinemanagerandstaffmember.43Thedecisiontodevelopastrategyforcultural awareness andculturalacceptancewithinIBMAustraliawasdrivenbycorporatevalues(one
41、ofwhichisrespectfortheindividual),legalrequirements(Anti-Discrimination ActandRacial Discrimination Act)andthebusinesscase.IBMsthinkingonculturaldiversitydidnotdevelopinavacuum.Itisalong-heldviewthatbyvaluingdiversity,IBMuncoversnewperspectives,tapsdifferentknowledgeandexperienceandgeneratesinnovati
42、veideas,suggestionsandmethods.ThreepillarsthatareinplacetomakeupIBMsdiversitystrategyare:Creatingawork/lifebalance.Advancementofwomen.Integrationofpeoplewithadisability.Takenfromhttp:/44Wordsandexpressionstemptingadj.诱惑人的，吸引人的assumev.假定，呈现multiculturaladj.融合或具有多种文化的assumptionn.假定，设想Jnr.小（Junior）pers
43、onalityn.品格；个性creedn.信条，信念bi-annual一年两次的ethnicityn.种族划分farev.进展，遭遇variationn.变化ethnicadj.种族的；人种的variablen.可变因素；数变量impedev.妨碍；阻碍45Wordsandexpressionsculturalawareness文化意识culturalacceptance文化接受，文化认可Anti-DiscriminationAct反歧视法案RacialDiscriminationAct种族歧视法案vacuumn.真空long-held长时间拥有的uncoverv.发现，揭示perspecti
44、ven.观点tapv.开发；开掘，发掘generatev.使形成，（使）产生innovativeadj.革新的，创新的pillarn.柱子，支柱integrationn.种族融合；给予平等待遇disabilityn.残疾464.Furtherreading47IBMBigBlue?TryHugeBlue.InternationalBusinessMachines(IBM)istheworldstopproviderofcomputerproductsandservices.Amongtheleadersinalmosteverymarketinwhichitcompetes,thecompan
45、yfocusesprimarilyonitsgrowingservicesbusiness,whichaccountsforwelloverhalfofsales.WhileIBMmadeitsnameincomputerhardware,thecompanysinformationtechnology,businessservices,andsoftwareunitsarenowamongthelargestintheworld.Thecompanyisalsooneofthelargestprovidersofsemiconductors,anditscomputinghardwarele
46、gacylivesonintheformofitsindustry-leadingenterpriseserveranddatastorageproductslines.IBMservescustomersgloballyacrossmostindustries.AlthoughIBMwasamajorplayerinpersonalcomputers,itsolditsPClinein2004toLenovo,Chinaslargestcomputermanufacturer.IBMderivesmostofitsrevenuefromsoftwareandservicesandisthel
47、argestsoftwareandITservicescompanyintheworld.In2011,FortunerankedIBMthe18thlargestfirmintheU.S.aswellasthe7thmostprofitable.Globally,thecompanywasrankedthe31stlargestfirmbyForbesfor2011.Adaptedfromhttp:/ entitled toapplyforthejob;*thesalaryrangeandmethodofpayment;*ajobdescriptionmaygiveanideaaboutwh
48、yexactlyapersonwouldbeattractedtothejob;*thejobdescriptionisnotonlylimitedtothecurrentdutiesbutalsothechallengesandgoalsexpectedtobefulfilledinthefuture.60Asmentionedearlier,descriptionofajobisanimportantwrittendocument.Theimportanceandpurposeofajobdescriptionisgiveninthefollowinglines.Enablingmoves
49、 ofthecareerinthecompanyororganization.Avoidingdisputesbetweenemployeesrelatedtotheirareaofduty.Determinationofamountofpayment.Increaseofresultsbyspecifyingtheresponsibilities.Helpsbywelldefiningtheperimeterofworkwhichinturncontributes tothedevelopmentofthecompany.Ajobdescriptionusuallyemphasizesfou
50、rmainuses:Organisationitdefineswherethejobispositionedintheorganisationstructure.Whoreportstowhom.Recruitmentitprovidesessentialinformationtopotentialrecruits(andtherecruitingteam)sothattheycandeterminetherightkindofpersontodothejob.Legalthejobdescriptionformsanimportantpartofthelegally-bindingcontr