Автор работы: Пользователь скрыл имя, 11 Января 2013 в 18:56, реферат
International business in nowadays becoming more and more popular. Understanding the culture in a country or region in which you are doing business is a critical skill for the manager. Knowledge of the impact of cultural differences is one of the keys to business success in international sphere. Improving levels of cultural awareness can help companies build international competencies and enable individuals to become more globally sensitive.
Content
1.Introduction………………………………………………………………………3
2.History of American management……………………………………………......5
3. Functions of American manager………………………………………………...6
4. Leadership styles in America…………………………………………………....9
5. Qualities of American manager…………………………………………….…..11
6. Conclusion……………………………………………………………………...13 7. References……………………………………………………………………...14
МИНИСТЕРСТВО ОБРАЗОВАНИЯ И НАУКИ РФ
ВОЛГОГРАДСКИЙ ГОСУДАРСТВЕННЫЙ АРХИТЕКТУРНО-
СТРОИТЕЛЬНЫЙ УНИВЕРСИТЕТ
КАФЕДРА ЛИНГВИСТИКИ И МЕЖКУЛЬТУРНЫХ КОММУНИКАЦИЙ
Реферат по дисциплине «Английский язык»
Тема: «Американский менеджмент»
Выполнила: ст.гр. М-1-11
Ляхова Е.М.
Приняла: преподаватель
Долинская А.В.
Волгоград 2012
Content
1.Introduction…………………………………………
2.History of American management……………………………………………...
3. Functions of American manager………………………………………………...6
4. Leadership styles in America…………………………………………………....
5. Qualities of American manager…………………………………………….…..11
6. Conclusion……………………………………………………
Introduction.
International business in nowadays becoming more and more popular. Understanding the culture in a country or region in which you are doing business is a critical skill for the manager. Knowledge of the impact of cultural differences is one of the keys to business success in international sphere. Improving levels of cultural awareness can help companies build international competencies and enable individuals to become more globally sensitive. United States of America play important role on world market, and it is strongly recommended to learn some information about American management style for people, who are going to do multinational business. My goal is to find out some information about American management style. To achieve this goal I will try to:
History of American management.
Frederick Taylor, known as the father of scientific management, played a significant role in the development of the personnel function in the early 1900s. In his book, Shop Management, Taylor advocated the "scientific" selection and training of workers. He also pioneered incentive systems that rewarded workers for meeting and/or exceeding performance standards. Although Taylor's focus primarily was on optimizing efficiency in manufacturing environments, his principles laid the ground-work for future management development. As Taylor was developing his ideas about scientific management, other pioneers were working on applying the principles of psychology to the recruitment, selection, and training of workers. The development of the field of industrial psychology and its application to the workplace came to fruition during World War I, as early vocational and employment-related testing was used to assign military recruits to appropriate functions. The Hawthorne Studies, which were conducted in the 1920s and 1930s at Western Electric, sparked an increased emphasis on the social and informal aspects of the workplace. Interpretations of the studies emphasized "human relations" and the link between worker satisfaction and productivity. The passage of the Wagner Act in 1935 contributed to a major increase in the number of unionized workers. In the 1940s and 1950s, collective bargaining led to a tremendous increase in benefits offered to workers. The personnel function evolved to cope with labor relations, collective bargaining, and a more complex compensation and benefits environment. The human relations philosophy and labor relations were the dominant concerns of human recourses management in the 1940s and 1950s. One of the most popular management theories of that time was Douglas McGregor's Theory X and Y. It assumes that people are lazy, they don't want to work, and it is the job of the manager to force or coerce them to work. McGregor's Theory X makes three basic assumptions: (1) The average human being dislikes work and will do anything to get out of it; (2) most people must be coerced, controlled, directed, and threatened or punished to get them to work toward organizational objectives; and (3) the average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and places job security above ambition. According to this theory, responsibility for demonstrating initiative and motivation lies with the employee and failure to perform is his or her fault. Employees are motivated by extrinsic rewards such as money, promotions, and tenure. Theory Y suggests employees would behave differently if treated differently by managers. Theory Y assumes that higher-order needs dominate individuals. The set of assumptions for Theory Y is (1) the average human does not dislike work and it is as natural as play; (2) people will exercise self-direction and self-control in order to achieve objectives; (3) rewards of satisfaction and self-actualization are obtained from effort put forth to achieve organizational objectives; (4) the average human being not only accepts but also seeks responsibility; (5) human beings are creative and imaginative in solving organizational problems; and (6) the intellectual potential of the average human is only partially realized. If productivity is low and employees are not motivated, then it is considered failure on the manager's part. Human Resources Management was revolutionized in the 1960s by passage of Title VII of the Civil Rights Act and other anti-discrimination legislation—as well as presidential executive orders that required many organizations to undertake affirmative action in order to remedy past discriminatory practices. Equal employment opportunity and affirmative action mandates greatly complicated the HRM function, but also enhanced its importance in modern organizations. These responsibilities continue to comprise a major part of the management job. Finally, changes in labor force demographics, technology, and globalization since the 1980s have had a major impact on the manager’s function.
Functions of American manager.
Some would define management as an art, while others would define it as a science. Whether management is an art or a science isn't what is most important. Management is a process that is used to accomplish organizational goals. An organization could be a business, a school, a city, a group of volunteers, or any governmental entity. Managers are the people to whom this management task is assigned, and it is generally thought that they achieve the desired goals through the key functions of (1) planning, (2) organizing, (3) directing, and (4) controlling. The four key functions of management are applied throughout an organization regardless of whether it is a business, a government agency, or a church group. For example, in a retail store there are people who buy merchandise to sell, people to sell the merchandise, people who prepare the merchandise for display, people who are responsible for advertising and promotion, people who do the accounting work, people who hire and train employees, and several other types of workers. There might be one manager for the entire store, but there are other managers at different levels who are more directly responsible for the people who perform all the other jobs. At each level of management, the four key functions of planning, organizing, directing, and controlling are included. Planning in any organization occurs in different ways and at all levels. A top-level manager, for example the manager of a manufacturing plant, plans for different events than does a manager who supervises a group of workers who are responsible for assembling modular homes on an assembly line. The plant manager must be concerned with the overall operations of the plant, while the assembly-line manager or supervisor is only responsible for the line that he or she oversees. Planning could include setting organizational goals. This is usually done by higher-level managers in an organization. As a part of the planning process, the manager then develops strategies for achieving the goals of the organization. In order to implement the strategies, resources will be needed and must be acquired. The planners must also then determine the standards, or levels of quality, that need to be met in completing the tasks. In general, planning can be strategic planning, tactical planning, or contingency planning. Strategic planning is long-range planning that is normally completed by top-level managers in an organization. Short-range or tactical planning is done for the benefit of lower-level managers, since it is the process of developing very detailed strategies about what needs to be done, who should do it, and how it should be done. To return to the previous example of assembling modular homes, as the home is nearing construction on the floor of the plant, plans must be made for the best way to move it through the plant so that each worker can complete assigned tasks in the most efficient manner. These plans can best be developed and implemented by the line of managers who oversee the production process rather than managers who sit in an office and plan for the overall operation of the company. The tactical plans fit into the strategic plans and are necessary to implement the strategic plans. Contingency planning allows for alternative courses of action when the primary plans that have been developed don't achieve the goals of the organization. In today's economic environment, plans may need to be changed very rapidly. Continuing with the example of building modular homes in the plant, what if the plant is using a nearby supplier for all the lumber used in the framing of the homes and the supplier has a major warehouse fire and loses its entire inventory of framing lumber. Contingency plans would make it possible for the modular home builder to continue construction by going to another supplier for the same lumber that it can no longer get from its former supplier. Organizing refers to the way the organization allocates resources, assigns tasks, and goes about accomplishing its goals. In the process of organizing, managers arrange a framework that links all workers, tasks, and resources together so the organizational goals can be achieved. The framework is called organizational structure. Organizational structure is shown by an organizational chart. The organizational chart that depicts the structure of the organization shows positions in the organization, usually beginning with the top-level manager (normally the president) at the top of the chart. Other managers are shown below the president. There are many ways to structure an organization, which are discussed extensively in the articles referred to previously. It is important to note that the choice of structure is important for the type of organization, its customers, and the products or services it provides—all which influence the goals of the organization. Directing is supervising, or leading workers to accomplish the goals of the organization. In many organizations, directing involves making assignments, assisting workers to carry out assignments, interpreting organizational policies, and informing workers of how well they are performing. To effectively carry out this function, managers must have leadership skills in order to get workers to perform effectively. Some managers direct by empowering workers. This means that the manager doesn't stand like a taskmaster over the workers barking out orders and correcting mistakes. Empowered workers usually work in teams and are given the authority to make decisions about what plans will be carried out and how. Empowered workers have the support of managers who will assist them to make sure the goals of the organization are being met. It is generally thought that workers who are involved with the decision-making process feel more of a sense of ownership in their work, take more pride in their work, and are better performers on the job. By the very nature of directing, it should be obvious that the manager must find a way to get workers to perform their jobs. There are many different ways managers can do this in addition to empowerment, and there are many theories about the best way to get workers to perform effectively and efficiently. Controlling. The controlling function involves the evaluation activities that managers must perform. It is the process of determining if the company's goals and objectives are being met. This process also includes correcting situations in which the goals and objectives are not being met. There are several activities that are a part of the controlling function. Мanagers must first set standards of performance for workers. These standards are levels of performance that should be met. For example, in the modular home assembly process, the standard might be to have a home completed in eight working days as it moves through the construction line. This is a standard that must then be communicated to managers who are supervising workers, and then to the workers so they know what is expected of them. After the standards have been set and communicated, it is the manager's responsibility to monitor performance to see that the standards are being met. If the manager watches the homes move through the construction process and sees that it takes ten days, something must be done about it. The standards that have been set are not being met. In this example, it should be relatively easy for managers to determine where the delays are occurring. Once the problems are analyzed and compared to expectations, then something must be done to correct the results. Normally, the managers would take corrective action by working with the employees who were causing the delays. There could be many reasons for the delays. Perhaps it isn't the fault of the workers but instead is due to inadequate equipment or an insufficient number of workers. Whatever the problem, corrective action should be taken.
Leadership styles in America.
There are five leadership styles:
•Directive
•Participative
•Empowering
•Charismatic
•Celebrity (superstar)
Directive leadership is well known in America, but is declining in frequency. It stresses the direction given by executives to others in the firms. The leader is very much in charge. This style is very common in Asia. Participative leadership, which involves close teamwork with others, is more common in Europe, where it is sometimes required by law than in America. It is also common in a variant colored by national cultural norms, in Japan. Empowering leadership is relatively new, and stresses delegation of responsibility to subordinates. American companies that operate with largely autonomous divisions employ this style of leadership. At the core of empowering leadership is the ability to energize the people in a company. Energizing others is the core of the new leadership in America. Charismatic leadership is the leader who looks like a leader. People follow such a leader because of who he is, not because of good management or even business success; nor because [the people] are offered participation, partnership, or empowerment. Human magnetism is the thing, and it is very different in different national cultures. What looks like a charismatic leader to Americans may appear to be something very different to people from other societies. Celebrity leadership is very different. It looks outside the company to the impact on others—customers and investors. The CEO becomes a star and is sought after by the media like a screen star. Ordinarily it requires good looks, a dramatic style, and an ability to deal effectively with the media. It is in a bit of a slump in the United States right now due to the corporate financial reporting scandals, which have focused attention on CEOs with the ability to get things done right in the company; but celebrity leadership will make a recovery. Boards looking for top executives to revitalize a firm look for superstars; they seek outgoing personalities.
Qualities of American manager.
•Passion
•Decisiveness
•Conviction
•Integrity
•Adaptability
•Emotional Toughness
•Emotional Resonance
•Self-Knowledge
•Humility
The emotionalism that goes with passion is more common in America than elsewhere. Europeans see it as a sort of business evangelicalism and are very suspicious of it. Decisiveness is common to effective executives in all countries: In this regard European and Japanese chief executives are the most consensus-oriented, and Chinese and American top executives are more likely to make decisions personally and with their own accountability. Conviction is common to all. Integrity is a complex characteristic very much determined by national cultures. Adaptability is a pronounced characteristic of American leadership generally. It is less common and less valued in Asia and Europe. It will be needed everywhere soon enough. Emotional toughness is common to all top executives; Americans spend more time trying not to show it. Deep political involvement is still a route to business success in America. Emotional resonance, the ability to grasp what motivates others and appeal effectively to it, is most important in the United States and Europe at this point in time. It will become more important in Asia as living standards improve, knowledge workers become more important, professional management gets greater demand, and CEOs have to compete for managerial talent.
Self-knowledge is important in avoiding the sort of over-reach so common in America. Humility is a very uncommon trait in the American CEO. It is often a trait of the most effective leaders, as it was in the best-respected of all American political leaders, Abraham Lincoln.
Conclusion.
To sum up all the information below, I want to say that American management style was developing during more then hundred years, and can be described as individualistic in approach, in so far as managers are accountable for the decisions made within their areas of responsibility. The up side of this accountability is, of course, the American dream that outstanding success will inevitably bring outstanding rewards. Therefore, American managers are more likely to disregard the opinions of subordinates than managers in other, more consensus or compromise - oriented cultures.
References: