企业培训管理：advertising-on-the-edge经济学人
economist经济学人
BusinessThe future of the FirmMcKinsey looks set to stay top of the heap in management consultingIT IS one of the engines of global capitalism. Not only does McKinsey provide advice to most of the world's leading companies. It also pioneered the idea that business is a profession rather than a mere trade—and a profession that thrives on raw brainpower more than specialist industry knowledge or plain old common sense. Yet McKinsey's name has suffered a succession of blows in the past 15 years.The Firm, as it calls itself, was deeply involved in the Enron debacle: the energy company's boss, Jeff Skilling, was a McKinsey veteran who praised the consultancy for doing God's work, and the McKinsey Quarterly published articles on Enron as enthusiastically as Hello! runs pieces about the Beckhams. In 2010 Anil Kumar, a McKinsey consultant, admitted passing inside information to Raj Rajaratnam of Galleon, a hedge fund. Last year Rajat Gupta, a former McKinsey managing partner, was also convicted of passing inside information to Mr Rajaratnam.Life is getting tougher for professional-services firms. Midsized consultancies are already suffering: Monitor Group went bankrupt last year—Deloitte later bought it for120m—and Booz & Co and Roland Berger are agonising about their futures. If the legal profession is anything to go by, worse is to come: Dewey & LeBoeuf collapsed last year after borrowing heavily in a dash for growth, and other elite law firms are struggling to win business.So, are McKinsey's best days behind it? Two new publications offer some interesting answers. The Firm, by Duff McDonald, is a generally admiring book that nevertheless asks hard questions about the organisation's future. Consulting on the Cusp of Disruption, by Clayton Christensen and two colleagues, is a penetrating article in the October Harvard Business Review, arguing that the comfortable world of the strategy consultancies is about to be turned upside down.McKinsey's success depends above all on an unimpeachable reputation for integrity. It cannot continue to serve most of the world's leading companies if its consultants are willing to spill secrets. Mr McDonald argues that the firm's size makes it impossible to avoid repeats of the Kumar problem. It is now a giant factory with 1,200 consultants rather than the cosy club of old. The firm has to keep growing, not least to provide itspartners with the 1.5mor so a year that they earn. But every time it grows it puts its most important asset at risk.McKinsey's success also depends on its ability to remain at the cutting edge of business. But in recent years it has seemed to be on the wrong cutting edge. Mr McDonald points out that whereas McKinsey has led the financialisation of basic industries such as oil and gas, it has had little if any role in shaping the giants of the internet economy, such as Apple and Google.The new lords of business are engineers in hoodies, not MBAs in pinstripes. Mr Christensen focuses on a bigger subject: how the forces that have disrupted so many other businesses, from steel to publishing, are disrupting consulting.The big three strategy consultants—the other two are the Boston Consulting Group and Bain—are masters of opacity. But Mr Christensen argues that light is being let in on the magic. Companies are getting better at measuring results and demanding value for money. They also have access to more business expertise than ever before: the big three have more than 50,000 living alumni.The big three have been masters at bundling lots of different services into a single, high-priced package. But clients no longer want to pay fat fees for a bit of strategic advice from a senior partner and a lot of humdrum work from neophytes. Mr Christensen says low-priced competitors are beginning to dismember the consultants' business. Eden McCallum cuts costs by deploying freelancers, most of whom once worked for the big three. BeyondCore replaces overpriced junior analysts with Big Data, crunching vast amounts of information to identify trends. McKinsey clearly faces a more difficult market than it is used to.But it has overcome serious challenges before—such as in the 1980s, when it lost the intellectual high ground to BCG and then Bain before regaining it. The firm is fixing some of the problems from the Gupta era. It has elected two successive managing directors, Ian Davis and Dominic Barton, who have worked hard to restore its professional ethos. Mr Barton urges companies to embrace long-term capitalism rather than quarterly capitalism and corporate responsibility rather than financial engineering: the very opposite of the Enron-era McKinsey's gospel.Old boys everywhereMcKinsey also has two huge assets: talent and knowledge. It retains an unrivalled ability to recruit hundreds of clever young people and turn them into an army ofproblem-solving worker ants. It also has an enviable network of alumni, many of whom are happy to hire their old employer: in 2011 more than 150 ex-McKinseyites were running companies with more than 1 billion in annual sales.The firm has also invested heavily in knowledge for decades: perhaps no other organisation has as much interesting data on global capitalism. Though lesser firms may be facing disruption, McKinsey dispenses a special sort of consultorial fairy-dust that is hard to replicate, and as much in demand as ever. The global ruling class is seized with a toxic combination of status-obsession and status-insecurity. Decision-makers also fear being swept away by one of Mr Christensen's disruptive forces. They seek constant reassurance and reaffirmation from prestigious institutions. McKinsey knows better than almost anyone how to exploit this peculiar mindset. That will guarantee the Firm a solid future, even if no one can prove that its advice actually does any good.BusinessCommercial aircraftBombardier lights a fuseCanada's new passenger jet threatens an old duopolySINCE the late 1990s airlines wanting to buy short-to-medium-haul narrowbody planes with 100-200 seats have had little choice but to pick either Boeing's 737 or Airbus's A320. As orders for such planes have boomed in recent years, aircraft-makers in China, Russia and Canada have been working on new contenders to break this American-European duopoly.On September 16th Canada's Bombardier got there first, launching the maiden flight of its CSeries plane. Bombardier is duelling the duopolists because the prospects for the planes it already makes—regional jets of under 100 seats and corporate jets—are not as juicy as those for mainstream commercial airliners.Global passenger traffic is set to grow by 5% a year for the next two decades, reckons Boeing, and airlines are seeking ones that seat 100-200 to fill much of the new demand. In regional jets Bombardier has enjoyed a near-duopoly of its own, with Embraer of Brazil. But Japanese, Russian and Chinese rivals are moving in to the market just as operators of regional jets are going for bigger planes.Corporate jets and their owners took a knock in the financial crisis, and their prospects still look weak. Although lots of new metro systems are being built worldwide, Bombardier's other main business, building trains does not look so strong. Abouttwo-thirds of the division's revenues come from Europe, where trains are largely bought with public purses drained by faltering economies.Bombardier is trying to slip in under the radar, not competing head-on with its rivals. The first two versions of the CSeries will have only 100-150 seats, whereas most 737s and A320s sold are 150-200 seaters. However, Bombardier hopes airlines will be attracted by its plane's low fuel consumption—20% less than its rivals',it claims—and 15% lower running costs.Much of that advantage comes from a new engine, the geared turbofan, made by Pratt & Whitney, an American firm. So far, though, airlines have held back and waited to see how the CSeries flies. Only 177 firm orders have been placed as yet.Some analysts wonder if starting out at the bottom end of the range was a good idea: Darryl Genovesi of UBS, a bank, reckons that there are 5,000 jets of 90-150 seats in operation and that only 2,000 are likely to be replaced over the next five to ten years, with another 1,000 on the borderline. Furthermore, Boeing and Airbus are not giving up without a dogfight.Both are working on completely new narrowbodies, to be launched in a decade or so, and in the mean time their existing models are being upgraded. The 737 MAX andA320neo, out in a couple of years, will get improved engines, narrowing the efficiency gap with the CSeries. Indeed, buyers of the A320neo will be able to choose the geared turbofan.And as Zafar Khan of Societe Generale, a bank, notes, the CSeries is a new airframe and a new engine, a double risk. No doubt Boeing and Airbus have been pointing this out to customers, as well as offering attractive prices to deter airlines from taking a punt on the CSeries. Both are bound to worry that Bombardier will add a larger model carrying up to 200 passengers. Such concerns would intensify if Bombardier makes progress on its partnership with COMAC, a Chinese state firm strongly backed by its home government, which is also building a narrowbody plane.The market for the current CSeries models may be only around 100 planes a year. That may not deliver a decent return on its 4 billion development costs. But it will keep Bombardier in the skies, circling for a more vigorous counter-attack on the duopoly.BusinessSelling art onlineEnter AmazonThe internet giant's fine-art venture is unlikely to sell many masterpieces WITH a mouse click you can add Norman Rockwell's Willie Gillis: Package from Home to your Amazon shopping cart. But you will need boldness and a bulging bank account to proceed to checkout: it costs 4.85m.The oil painting went on sale in August, when Amazon splashily announced that it would add fine art to earth's biggest selection of consumables. But it will not be easy to sell art alongside books and barbecues. Amazon's arty initiative is not revolutionary. Hundreds of dealers already sell art online, swarming into every niche and bristling with gimmicks.Sedition sells digital works, some by famous artists. Artsy figures out buyers' tastes from their browsing activity. Artnet, the self-proclaimed market leader, auctioned15m-worth of art last year and provides online exhibition space to 1,700 galleries. Christie's and Sotheby's, the best-known auction houses, have long accepted online bids as an extension of their traditional sales. So far, all this has made little impression.Online art sales were 870m in 2012, less than 2% of the 56 billion global art market, according to a report published by Hiscox, an insurer. Assuming that art will progress online at the same rate as luxury goods, the report predicts that sales will more than double to 2.1 billion by 2017. Even then, online's share will still be modest.Pure online art sales, in which anyone can buy and deals are struck on a website, happen mainly on the blurry boundaries between art, craft and mass production. Jonas Almgren, the boss of London-based Artfinder, sees his site as a painterly version of Etsy, a successful American portal for selling handmade wares. Both cater to a popular craving for one-of-a-kind goods. Artspace sells mainly limited-edition prints and photographs.The lower end of the art market will largely shift online, predicts Skate's, anart-market research firm. Higher up, things get more complicated. Artists yearn to exhibit in real galleries; collectors want to experience first-hand a work's scale and texture. In the secondary market the spectre of forgery makes them wary of dealing with virtual vendors.When the price of an artwork tops 5,000, you want a relationship with a client, says Steve Lazarides, a specialist in urban art who runs both physical galleries and an online shop. The priciest bargains are struck between dealers and coteries of collectors they know well. The terms are almost always secret.With living artists, relationships matter even more. Dealers are expected to nurture their careers, which means managing prices, too. It is an unwritten law that they must never fall, says Friederike Hauffe, who teaches a course in art marketing atBerlin's Free University. Some dealers discourage collectors from selling the work of an artist they represent; if one comes up for auction they might bid up prices. To fail to sell an item at auction is to burn it.That does not mean that online marketing plays no role at the top end. Swanky galleries have long e-mailed images to potential buyers. Many exhibit art online to attract global interest but conduct transactions in cosier settings.Nearly four-fifths of galleries insist on some direct contact with buyers, according to the Hiscox report. Most online sales above 100,000 happen via the electronic bidding channels of auction houses such as Christie's. But this may be changing. The prices collectors are willing to pay online are creeping up. Friendships with dealers are beginning to seem less vital.Christie's launched online-only sales in 2011 with an auction of Elizabeth Taylor memorabilia. Saatchi Online thrusts itself into the heart of the new-art nexus: it represents artists directly, bypassing galleries, and is happy to sell to all kinds of people, says its chief curator, Rebecca Wilson.Amazon is not in the business of managing artists' careers. You can buy a Jeff Koons print on the site for 33,750 but are unlikely to find his giant steel Tulips. Mr Almgren thinks Amazon will struggle to sell even more modest works. There is an enormous mismatch between Amazon's utilitarian website and the inspirational approach you need to sell art, he thinks. Perhaps that is why, as late as September 18th, Willie Gillis was still for sale.E commerceTencent's worthA Chinese internet firm finds a better way to make moneyIS TENCENT one of the world's greatest internet firms? There are grounds for scepticism. The Chinese gaming and social media firm started in the same way many local internet firms have: by copying Western success. QQ, its instant messaging service, was a clone of ICQ, an Israeli invention acquired by AOL of America. And unlike global internet giants such as Google and Twitter, Tencent still makes its money in its protected home market.Yet the Chinese firm's stockmarket valuation briefly crossed the $100 billion mark this week for the first time. Given that the valuation of Facebook, the world's leading social media firm, itself crossed that threshold only a few weeks ago, it is reasonable to wonder whether Tencent is worth so much. However, Tencent now has bigger revenues and profits than Facebook. In the first half of this year Tencent enjoyed revenues of $4.5 billion and gross profits of $2.5 billion, whereas Facebook saw revenues of $3.3 billion and gross profits of $935m.The Chinese firm's market value reflects the phenomenal rise in its share price. A study out this week from the Boston Consulting Group found that Tencent had the highest shareholder total return( share price appreciation plus dividends) of any large firm globally from 2008 to 2012 -topping Amazon and even Apple.Tencent has created a better business model than its Western peers. Many internet firms build a customer base by giving things away, be they search results or social networking tools. They then seek to monetise their users, usually turning to online advertising. Google is a glorious example. Other firms try to make e commerce work. But as the case of revenue rich but profit poor Amazon suggests, this can also be a hard slog.Tencent does give its services away: QQ is used by 800m people, and its WeChat social networking app( which initially resembled's America WhatsApp) has several hundred million users. What makes it different from Western rivals is the way it uses these to peddle online games and other revenue raising offerings.Once users are hooked on a popular game, Tencent then persuades them to pay for" value added services" such as fancy weapons, snazzy costumes for their avatars and online VIP rooms. Whereas its peers are still making most of their money from advertising, Fathom China, a research firm, reckons Tencent gets 80% of its revenues from suchkit( see chart).This year China has overtaken America to become the world's biggest e commerce market, in terms of sales. It is also now the biggest market for smartphones. This means it may soon have the world's dominant market in" m commerce", purchases on mobile devices.Tencent's main rivals in Chinese m commerce are Baidu, which dominates search on desktop computers( helped by the government's suppression of Google) and Alibaba, an e commerce giant now preparing for a huge share offering. All three have gone on acquisition sprees, in an attempt to lead the market. The big worry for investors is the cost of this arms race.Alibaba recently invested $300m in AutoNavi, an online mapping firm, and nearly $600m in Sina Weibo, China's equivalent of Twitter. Baidu has been even more ambitious, spending $1.85 billion to buy 91 Wireless, the country's biggest third party store for smartphone apps, and $370m for PPS, an online video firm.Tencent may have an edge over its two rivals in m commerce because of the wild popularity of WeChat, which is used on mobile phones. But to ensure it stays in the race, it is also spending heavily. On September 16th it said it will spend $448m to acquire a big stake in Sogou, an online search firm; it plans to merge its own flagging searchengine( aptly named Soso) into the venture. It had previously invested in Didi Dache, China's largest taxi hailing app, and is rumoured to be interested in online travel and dating firms too.The three Goliaths are buying up innovative firms because they are too big and bureaucratic to create things themselves, mutter some entrepreneurs( presumably not those being bought out handsomely). A more pressing worry for Tencent's shareholders is that its lavish spending, on top of heavy investment in improving its unimpressive e commerce offerings, will eat into profits. Worse, the m commerce arms race risks distracting it from gaming and value added services, the cash cows that are paying for everything else. A $100 billion valuation might then seem too rich.Business this weekVerizon issued $49 billion in bonds, smashing the record for a sale of corporate debt. The telecoms company will use the proceeds to fund its $130 billion purchase of Vodafone's stake in Verizon Wireless, their joint venture. Pension funds and insurance companies flocked to the sale, tempted by the higher yields Verizon offered compared with other, similar quality bonds.Apple brought out two new iPhones, the 5C and the 5S. The 5S is the top-of-the range iPhone, with fingerprint ID replacing the traditional numerical locking code. The 5C is being billed as a cheaper handset, though at $549 in America and $733 in China, a market that Apple is keen to crack, it is still more expensive than many Android alternatives. Apple's share price fell by 5%.Koch Industries, a conglomerate, forked out $7.2 billion to buy Molex, which is based in Illinois and makes a wide range of electrical components and connectors used in industrial and consumer products, including the iPhone.Carl Icahn conceded defeat in his attempt to block the $24.8 billion buy-out of Dell by the computer-maker's founder, Michael Dell, days before a shareholder vote on the issue. Mr Icahn, a legendary activist investor, had proposed an alternative plan to Mr Dell's buy-out, which he thinks is undervalued. Mr Dell raised his offer to win over sceptics, leading Mr Icahn to claim that "shareholders would have gotten a lot less if I hadn't shown up."Meanwhile, Southeastern Asset Management, Mr Icahn's ally in his fight with Dell, revealed that it had built a 12% voting stake in News Corporation, making it the publishing group's second-biggest investor after Rupert Murdoch. Its regulatory filing suggests the investment is "passive".The Committee on Foreign Investment in the United States, which assesses the risks to national security from foreign takeovers, gave its approval to the $4.7 billion offer for Smithfield Foods from China's Shuanghui. When approved by shareholders it will be the biggest acquisition of an American company by a Chinese one, and create a global beast in pork products. Some American politicians had raised concerns about Chinesefood-safety standards.An investigation into allegations of corruption in the office that handles compensation claims for the 2010 BP oil spill found no wrongdoing among its senior management, and concluded that the processing of "honest" claims should continue. But the report, written by Louis Freeh, a former director of the FBI, also described the co-operation between some staff in the office and lawyers for the victims of the spill as "problematic", and possibly causing a "conflict of interest".TSB returned to the British high street as a stand-alone bank, 18 years after being merged with Lloyds. Following its bail-out by the British government Lloyds was ordered by the European competition authority in 2009 to sell off assets in retail banking. TSB hasbeen rebranded and is handling the accounts of 5m customers moved over from Lloyds. Lloyds will float TSB on the stockmarket next year.An ongoing study of income distribution found that the richest 1% in America took 19% of national income last year, their biggest share since 1928. The top 10% of earners held a record 48.2%. During the recovery between 2009 and 2012 real family incomes rose by an average of 4.6%, though this was skewed by a 31.4% increase for the top 1%. For the other 99% incomes rose by just 0.4%.Three companies are to be chucked out of the Dow Jones Industrial Average and three companies are joining, in the biggest shake-up of the stockmarket index in a decade. Alcoa, Bank of America and Hewlett-Packard are leaving, to be replaced by Goldman Sachs, Nike and Visa. The DJIA is composed of just 30 stocks and isprice-weighted, so dearer shares count for more. The share prices of Alcoa, BofA and HP have tumbled over the past five years.Japan's economy grew at a much faster rate in the second quarter than had been thought, because of more corporate and public investment. A revised estimate put the pace of growth at 3.8% at an annual rate, up from the 2.6% initially reported.Suntory, a Japanese company that sells a range of alcoholic and soft drinks, agreed to buy the Lucozade energy-drink and Ribena fruit-juice brands from GlaxoSmithKline, a British drugs company, for £1.35 billion ($2.1 billion). Both beverages are popular in Britain and elsewhere, and were marketed from the 1920s to the 1980s as aids to boosting health (Ribena) or recovery from sickness (Lucozade).bond marketsA big number from VerizonCompanies are still taking advantage of low yields to raise debt.DEBT crisis? What debt crisis? The biggest corporate bond issue ever was completed this week. Verizon Communications, an American telecoms group, issued a whopping $49 billion of bonds in order to finance the buy out of Vodafone's stake in its wireless operations. That shattered the previous record, Apple's paltry $17 billion issue earlier this year.The scale of Verizon's offering may be unprecedented, but its foray into the bond markets is anything but. In the first eight months of this year $1.4 trillion of corporatebonds were issued worldwide, according to Dealogic, a data provider, compared with $1.3 trillion in the same period of 2012. Firms have been keen to lock in long term financing at low yields, particularly since borrowing costs started rising after the Federal Reserve hinted in May at slowing its asset purchases.Oil and gas companies have been particularly enthusiastic issuers, according to Marcus Hiseman of Morgan Stanley, especially in the" Yankee" market where foreign businesses sell bonds, priced in dollars, mainly to American investors. Previously many foreign firms would issue debt in euros and swap the proceeds into dollars, but regulatory restrictions on banks make that much more expensive these days. This year 72% of investment grade issuance has been in dollars, compared with 58% in 2009, according to Morgan Stanley.If companies fear that bond yields are set to rise( meaning that bond prices will fall), why are investors so keen to buy? There was plenty of demand to absorb the Verizon issue, for instance: orders reportedly reached $100 billion. One reason is that corporate bonds offer a spread( excess interest rate) over government bonds that is still attractive in historical terms. The average yield on ten year investment grade debt is 3.5%, compared with just 2.95% on Treasury bonds of the same maturity. The sheer size of the Verizon issue required it to be more generous towards investors, as did its BBB + rating from Standard & Poor's, towards the bottom end of the investment grade category. The firm offered a yield of over 5% on its ten year bonds, for example, more than two percentage points above the equivalent Treasury issue.Many central banks, which hold a large part of their reserves in dollars, remain enthusiastic buyers of corporate debt. In addition, many investors in corporate debt are specialist fund managers who aim to beat the benchmark specific to their asset class, points out Paul Young of Citigroup; they care more about whether they pick the right bonds, as they are able to hedge the underlying interest rate risk.The influx of money nonetheless causes some to worry. The corporate bond market is a lot less liquid than it used to be, thanks largely to the effect of regulations on the willingness of banks to hold large inventories of corporate debt. This could cause a problem should bond investors want to sell their holdings in a rush. For the moment, however, that does not seem likely. Corporate balance sheets look strong and the default rate over the past 12 months, even on speculative debt, was just 2.9%, according to Moody's, another ratings agency.Smartphones in ChinaTaking a bite out of AppleXiaomi, often described as China's answer to Apple, is actually quite differentIT FEELS more like a rock concert than a press conference as the casually dressed chief executive takes to a darkened stage to unveil his firm's sleek new smartphone to an adoring crowd. Yet this was not the launch of the new iPhone by Apple on September 10th, but of the Mi - 3 handset by Xiaomi, a Chinese firm, in Beijing on September 5th. With its emphasis on snazzy design, glitzy launches and the cult like fervour it inspires in its users, no wonder Xiaomi is often compared to its giant American rival, both by admirers and by critics who call it a copycat. Xiaomi's boss, Lei Jun( pictured), even wears jeans and a black shirt, Steve Jobs style. Is Xiaomi really China's answer to Apple?Xiaomi sold 7.2m handsets last year, in China, Hong Kong and Taiwan, earning revenues of 12.6 billion yuan( $2.1 billion). Apple sold 125m smartphones globally, earning about $80 billion of its $157 billion sales. But since it was founded in 2010, Xiaomi has grown fast. A recent funding round valued it at $10 billion, more than Microsoft just paid for Nokia's handset unit. That made Xiaomi one of the 15 most heavily venture backed mobile start ups ever, says Rajeev Chand of Rutberg, an investment bank. In the second quarter of 2013 Xiaomi's market share in China was 5%, says Canalys, a research firm -- more than Apple's( 4.8%) for the first time.Yet" we have never compared ourselves to Apple -- we are more like Amazon," says Lin Bin, Xiaomi's co founder, who once worked for the Chinese arms of Microsoft and Google. Apple sells its iPhone 5 for around $860 in China and has the industry's highest margins. Xiaomi offers its handsets at or near cost: the Mi - 3, its new flagship, costs 2,000 yuan( $330). Xiaomi sells direct to customers online, rather than via network operators or retail stores, which also keeps prices down. Crucially, its business depends on selling services to its users, just as Amazon provides its Kindle readers at low prices and makes its money on the sale of e books. The idea is to make a profit from customers as they use the handset, rather than from the sale of the hardware, says Mr Lin.Xiaomi's services revenues were 20m yuan in August, up from 10m yuan in April. It is a classic internet business model: build an audience then monetise it later, as Google and Facebook did, notes Mr Lin. Selling games, custom wallpapers and virtual gifts may not sound very lucrative, but China's internet giants have found a huge market for virtual goods: the biggest, Tencent, sold $ 5 billion worth of them last year.。
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2.1 Company BenefitsUseful Expression⏹V ocational training 职业培训⏹management training 管理培训⏹develop a good training program to keep the staff motivated.⏹ a reasonable salary⏹high salary leads to high motivation.⏹With flexible work hour, I can choose to work anytime. I can work from home and avoidtraffic jam, and what’s more important, I will improve my work efficiency.⏹Promotion brings higher salary, sense of fulfillment, more opportunity and moreresponsibility.⏹If a sales representative is provided with a company car, he will surely improve his workefficiency.What benefits and incentives does the article mention for employees at Xerox?⏹Opportunities for promotion⏹Training and staff development⏹ A pension⏹Reward and recognition schemeReading - Multiple choice注意：只精读对答题有用的段落和句子！1. B2. A3. C4. B5. CWORDS⏹client services executive 客服主管⏹ a pinch of salt 一撮细沙⏹take…with a pinch of salt 对…半信半疑⏹old and established 历史悠久⏹enthusiasm 热忱⏹Resource director: Human Resource Director⏹qualification 资格、认证⏹qualified 合格，通过认证Continue⏹vice-president incumbent programme副总经理职务培训计划⏹longevity 长寿，持久⏹take on 录取⏹intake 从内部招收员工⏹in terms of 就…而言，依据…⏹canteen 食堂⏹encompass 包含⏹perk 好处，津贴⏹budget 预算⏹appeals to 吸引，对…感兴趣⏹long haul 长途运输Take的固定搭配⏹take…with a pinch of salt⏹take care of⏹take…as a example⏹take part in⏹take on⏹take seriouslyWriting: A letter of applicationBeginning:⏹With reference to your advertisement (in newspaper/website) of March 2(date) for aaccountant, I offer myself for the post.⏹In reply to your advertisement……，I am writing to apply for the post.⏹I should like to/ I wish to apply for the position mentioned in your advertisement in(newspaper/website) of March 2.Introducing yourself: about age and experience⏹I have had 5 years’experience with a company as a accountant.⏹I am 25 years of age, and have had two years’experience in my present post, which I amleaving to better myself.About personal ability⏹I am a experienced accountant and good at English.⏹I have received a good education, and familiar with computer and relevant software. About enclosure附件⏹You will find enclose an outline of my education, business training and copies of twoletters of recommendation.⏹I attach schedule of my qualification and experience.Ending⏹I look forward to hearing from you⏹I hope that you will be kind to consider my application favorably.2.2Presenting your companyV ocabulary⏹turnover⏹distribution centre⏹warehouse⏹holding company⏹call centre⏹plant⏹headquarters⏹subsidiary⏹branch⏹corporation⏹divisionPresentations⏹16,000,000 turnover⏹978,000,000 final income⏹160 countries⏹55,000 employees⏹½ of 55,000 in the USA⏹ 4 divisions⏹ 6 %of revenue dedicated to research&development⏹5,000,000,000 dollars revenue in Europe⏹2,000,000,000 dollars rest of word revenue⏹1906 company founded⏹112,000,000,000 total marketPresentations⏹firstly, first of all⏹on the other hand, furthermore⏹moreover, in addition⏹however, although, while, in spite of⏹both, neither⏹because of, as result of, due to⏹leads to, result in⏹In conclusion, It was concluded2.3 Exam SpotlightReading Part Five⏹注意事项：所有答案要用大写！⏹ 1 WILL⏹ 2 OF⏹ 3 WHO⏹ 4 IN⏹ 5 DO⏹ 6 CORRECT⏹7 TO⏹8 AND⏹9 CORRECT⏹10 TAKE⏹11 FOR⏹12 CORRECTWriting Test: Part OneTo: Assistant seminar organisersFrom: YOUR NAMEDate: XXXXSubject: Confirmation of seminar detailsPlease note that I have booked Rooms 101 and 102 for the seminar next week. I’d be grateful if you would now confirm this booking and the final schedule for the event with security. Also note that Mr XX will be one hour late on the Monday morning3.1 Starting a businessTypes of business⏹Sole trader⏹Partnership⏹Franchise⏹Government-owned company⏹Privately held company⏹Holding company⏹Joint ventures⏹Multinational companyTypes of businessReading⏹Good if you don’t have much business experience⏹Less risky than being a sole trader⏹You have a business relationship with someone else⏹Only 0.9% of franchises fail⏹Doesn’t suit people who don’t like to follow other people/systems⏹Offers some independence and you don’t work for someone else. WORDS⏹entrepreneurial 企业家的，具有创业才能的entrepreneur 企业家⏹voila [法] （这）那就是，瞧⏹vital 充满活力的，生命的，重要的⏹grant n/v. 授予，允许⏹franchisor 授予特许者，授权者⏹franchisee 特许经营人，加盟者⏹compromise n. 妥协，折衷v. 让步妥协，互让解决⏹ludicrous 可笑的，滑稽的，荒唐的⏹over-simplification⏹massively 大量地，大规模地massive 巨大的，大量的，大规模的⏹solicitor 推销员⏹profit margin 边际利润margin 边缘，极限cost margin 边际成本⏹branch out 扩展范围branch：树枝；分部，分支机构，分行⏹launch v. 开始，开辟，创新；下水，发射⏹incredible 难以置信的credible 可信的，可靠的⏹initial fee 起步成本⏹ideal n. 理想，典范adj. 理想的，完美的；空想的，不切实际的⏹stretch v. 伸长，伸展Tags that can end misery of lost luggage⏹1 launch⏹2 charge⏹3 fee⏹4 growth⏹5 concept⏹6 branch outPlanning a seminarName: Mr. Ray NauntonName of event: Launching your business onlineHe can’t come to the buffet on Sunday evening because his train doesn’t arrive until after 9:15 , please send the schedule to his email which is r.naunton@NotesLaunching your business online3pm: Security are opening the room4.30pm: People with buffet arrive to set up4 pm: I arriveNumber of delegates: twelveRegistration and buffet ends at about seven.4.The buffet won’t be setting up until four thirty.I don’t think anyone will be arriving before five.I assume that we’ll have finishedI hope they’ll have gone3.2 Leaving and taking messagesTaking notes and messages⏹1 on his home number⏹2 that the next meeting is on the 23rd⏹3 the final dates⏹4 for any confusion⏹5 the meeting⏹6 to call⏹7 bring the interviews forward⏹8 join us later⏹9 order number 01-X33Words:confusion n. 混乱，无秩序confuse v. 搞乱，使糊涂postpone v. 推迟，延迟hesitate v. 犹豫，踌躇，迟疑常用缩略语⏹BTW By the way⏹CU See you⏹FTF Face to face⏹IMO In my opinion⏹IOW In other words⏹THX Thanks⏹PLZ Please1 Please email Ralph details of next month’s seminars at r.hensher@henckel.de.2 Maria Monblot wants to attend next month’s business breakfast meeting not this month’s. Confir m this with her on 7684556.3 Please call Jochen Anderson about the schedule for the 25th between two and five o’clock. He wants to change the time and length of his workshop.4 Please call Jochen Anderson on behalf of Vanessa about the schedule on the 25th.5 Bryan in security confirmed the opening arrangements for Sunday. Callhim on 07786 678 8890 if there’s anything else Reading Test: Part Four1 Please find below…2 be valid for [be available for]3 promotion4 not only that5 in advance6 in addition to7 guaranteewarrant vs guarantee8 require …payable9 refundable10 depend upon/on11 we would be delighted12 experience13 please find enclosed ……14 require any further info.15 do not hesitate toInternational Art Consultants●1. Founded in●2. worldwideinternational internationallyall over the worldaround the world●3. work with●4. sectors 部门,领域divisions 公司内部分支industries 行业sections 公司内部的科室●3.55. range from … to …范围从…到…●6. team of fourteen●7. a unique combinationan original●8. our aim is…●9. repeat business or referrals 回头客●10. all our staff have…●11. make an appointment 预约●12. requirements⏹dates: on the 25th⏹times: the schedule says Jochen is speaking at 9.30pm but he’ssupposed t o speak at 11am. He’d actually prefer to speak at 2pm.⏹Numbers: his mobile is 0778 890 88954.1 AdvertisingTypes of advertising●word of mouth 口头宣传●mailshots 邮寄广告●TV commercials 电视广告●spam 滥发邮件广告●banners 横幅●newspaper adverts 报纸广告●brochures 小宣传册子●sample 样品●leaflet 传单●recommendation n. 推荐; 劝告, 建议; 推荐信, 介绍信●irritate v. 使恼怒; 使烦躁●block v. 阻塞, 封锁n. 街区, 石块, 木块; 障碍物Advertising on the web●use search engines to put your name at the top of the listings●get links on other sites●through a site review●get free advertising●have a memorable domain name●email campaigns●send out a monthly newsletter●have competitions or give something for freeReading - Advertising standards●The Advertising Standards Authority●/●decent adj. 有分寸的, 大方的, 得体的●resolve v. 解决solve, work out, address●a set of codes 全套法典，一整套制度Advertising StandardsCASE 1●respond to 响应, 对... 起反应●ringtone 铃声●in bold 粗体的，加粗的●bold adj. 大胆的, 引人注目的●subscription n. 订阅, 签署,同意,会费●astonish v. 使惊讶, 使吃惊CASE 2●spit out 吐出CASE 3●organic adj. 有机的,器官的,组织的●yoghurt n. 酸奶, 酸乳●artificial sweetener 人工甜味剂●preservative 防腐剂●colorant 色素●ingredient list 成分表One Minute Paper●recommendation●respond to●astonish●address [v.]4.2 DelegatingReading: How to delegate●1 A: Tailor work to the individual●2 E: Delegate complete tasks●3 C: Give incentives●4 D: Define the expectations and objectives●5 G: Avoid misunderstanding●6 F: Let go●7 B: Be positiveWords●tailor n. 裁缝v. 剪裁，修整●avoid v. 躲开，避开，避免●challenge n. 挑战v. 向...挑战, 怀疑; 挑战●psychological adj. 心理学的, 心灵的, 精神上的●specify v. 具体指定，具体说明●brief v.作概述, 简单介绍●praise n. 赞美, 称赞v. 赞扬, 称赞, 歌颂●criticism n. 批评, 评论●boost v. 提高, 增加, 鼓励, 推动Writing –A report格式●Title: Report On●Introduction●Findings●RecommendationsTitle and Introduction●Title: summarise the main subject●Introduction:-This report sets out to ……-The purpose of this report is to ……-The aim of this report is to ……Findings and Recommendations●Findings:-It was found that…-In addition to…-As a result of…-This means…●Recommendations-In conclusion,-I would propose/suggest that…-The findings clearly show that we should…Module 7.1 SalesReading: Not sold on sales?Multi-choice●1 B●2 C●3 B●4 DReasons for choosing marketing●sounds better at dinner parties●has an air of glamour●You work on creative PR campaigns and go on lots of jollies●Marketing seems more attractiveReasons for choosing sales●it isn’t as bad as myths suggest●unlike marketing, sales is tangible●it has a direct impact on a company’s result●you meet people and communication with different personalities●in sales there’s a buzz of a target-driven environment●you can manage millions of pounds of business●make customers happy●it’s incredibly rewardingWords●shake off 摆脱●unglamorous 乏味的,单调的●glamorous adj. 富有魅力的;迷人的●association n. 联系，关联●recruitment n. 招聘●jolly n. 娱乐，乐趣●outnumber v. 数量多于;比…多●myth n. 神话；不真实的事●gamble n. 赌博；投机●pay off 取得成功；成功；奏效●tangible adj. 明确的，实际的，有形的●intangible adj. 无法确定的，无形的●dynamic adj. 充满活力的；精力充沛的●passionate adj. 表现[充满]激情的, 激昂的●buzz n. 嗡嗡声●pitch n. 推销的话；说教；宣传论点Reading: The worst job in the world●1 B C●2 A●3 A●4 CWords●architect n. 建筑师，设计师，缔造者●architectural a. 建筑的；建筑学的●architecture n. 建筑学；建筑式样(风格)●stick v. 粘贴[stick - stuck - stuck]●conveyor belt 传送带●pole n. 柱，杆Module 8.2Showing you’re listeningReading: The importance of listening• 1 SUCH 7 BEEN• 2 THAT 8 ON• 3 AS 9 FEW• 4 CORRECT 10 BY• 5 FOR 11 CORRECT• 6 TOAre you a good listener?-Keep good eye contact. Let the speaker know that you are interested in what is being said.-Be open to the ideas of the speaker.Accept the speaker’s views, opinions and values which may be different from yours.Do not pass judgemental statements orotherwise the speaker may feelbeing criticised.-Be attentive. Let the speaker feel that you are actively listening although you are not speaking by nodding your head or saying things like, yes, true, that make sense and so forth.-Demonstrate that you are actively listening by asking questions, clarifying meanings, and paraphrasing commentsof the speaker-Avoid distractions by turning off your mobile phone if possible and securing a place free of noise and sound disturbances for theconversation to take place.-Do not give advice unless you are asked to do so. Usually, people rarely are seeking advice. They need understanding and acceptance.Sometimes, they speak to think loud. All they really want is a shoulder tolean on and a willing ear to listen.-Do not diagnose and analyse. Telling people how or why they feel that way can sometimes be intimidating to the speaker as this implies that the listener knows better than the speaker.-Do not interrupt. Always allow the speaker finish and complete his sentence and story before you voiceyour opinion.Linking Phrases•The purpose of the letter?Complain about the training.•What happened?The trainer was late and sessions were delayed. The two members also didn’t like the trainer’s approach.•What action the sender requires?The sender wants to receive anexplanation.Cause and effectContrasting •However •Nevertheless•Still•Although / even though •Though•But•Yet•Despite / in spite of•In contrast (to) / in comparison•While•On the other handAdditional information•and•in addition / additionally / an additional •furthermore•also•too•as well as•besides•with regard to•moreoverListening - Responding to a letter of complaint• 1 the 26th April• 2 was unavailable at short notice• 3 we had to get a replacement trainer• 4 we added the lost time on the end of the two days • 5 your company sent extra person6 discovery7 positive feedback。
经典实用有价值的企业管理培训课件美特斯邦威OGSM总裁
• OGSM 是一个对企业战略的概括描述
为什么 WHY 何时 WHEN 怎么做 HOW
• OGSM 的目的是把战略远景转化为表达整个企业 清晰的、可执行和可测量计划的综合战略
• OGSM 在典型情况下是在一个战略开发项目的 最终阶段发展起来的，该战略开发项目是以企业 的长期远景为起点的
• 整个流程从建立3个左右的企业主要目的开始， 以2-5年为年限，并在此基础上开展
Strategy 战略
Measure 衡量指标
品牌形象指数－年轻指 数＝？活力指数＝？
团队竞争力综合指数＝？
一致性地执行品牌形象 打造一支职业化、专业化团队
广告及公关 产品形象 店铺形象 店铺员工形 形象认知度 认知度 认知度 象认知度
员工满意度
员工流失率
中高层平 均任期
消费者认同度年增长 17.5%
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√
√
√
√
√
√
√
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4 副总裁OGSM的构建过程
企划OGSM 设计OGSM
品牌OGSM
生产OGSM 物流OGSM
战略OGSM 信息技术(IT)OGSM 人力资源(HR)OGSM
财务OGSM
销售OGSM
企划职能OGSM的构建
总裁
Strategy 战略
Measure 衡量指标
一致性地执行品牌形象
广告及公关形象认知度=?
年轻
产品形象认知度=？
活力
店铺形象认知度=?
店铺员工形象认知度=?
打造一支职业化、专业化团 1 员工满意度
队
2 流失率
3 中高层平均任期
创建并执行有效的营/销战略 品牌知名度=?
公司培训计划英文介绍
公司培训计划英文介绍Training is an essential part of any organization's success, as it helps employees develop the required skills and knowledge to perform their roles effectively. A company's training program is an investment in its people, helping to increase employee satisfaction, motivation, and ultimately productivity. In this training plan, we will outline the various training initiatives and programs that we have developed to support our employees' growth and development.Company OverviewABC Company is a leading provider of [insert company's products or services], with a strong focus on delivering high-quality products and exceptional customer service. Our success is driven by our talented and skilled workforce, and it is essential that we continue to invest in their development to maintain a competitive edge in the market.Training PhilosophyAt ABC Company, we believe that training should be an ongoing process that supports employees at all stages of their career. We are committed to providing our employees with the resources and support they need to grow and develop, and we recognize that training is a crucial part of this process. Our training philosophy is centered around the following principles:- Providing comprehensive, relevant, and impactful training programs- Ensuring that training is accessible to all employees- Fostering a culture of continuous learning and development- Aligning training initiatives with the company's goals and objectivesTraining Needs AnalysisBefore developing our training plan, we conducted a thorough training needs analysis to identify the specific skills and knowledge gaps within our workforce. This analysis included feedback from employees, performance reviews, and discussions with managers and department heads. Based on this analysis, we have identified several key areas that require focused training initiatives, including:1. Technical skills training - to enhance employees' expertise in [insert specific technical skills required for the job]2. Leadership and management training - to develop the leadership capabilities of our managers and supervisors3. Customer service training - to ensure that all employees understand and deliver exceptional customer service4. Compliance and regulatory training - to ensure that employees are aware of and adhere to relevant laws and regulationsTraining InitiativesBased on the identified training needs, we have developed a comprehensive training plan that includes a range of initiatives to support our employees' development. These initiatives are designed to be relevant, engaging, and impactful, and are tailored to meet the specific needs of different employee groups. Our training initiatives include:1. On-The-Job Training - On-the-job training is a fundamental part of our training program, allowing employees to learn and develop their skills in a practical, real-world setting. This type of training is particularly valuable for new hires and employees who may need to enhance specific skills in their current role.2. Classroom Training - We offer a range of classroom-based training sessions that cover a variety of topics, including technical skills, leadership, customer service, and compliance. These sessions are facilitated by qualified trainers and are designed to be interactive and engaging.3. Online Training - To ensure that training is accessible to all employees, we have developed an online training platform that offers a range of courses and resources. This platform allows employees to complete training at their own pace and convenience, and is particularly valuable for remote or distributed teams.4. Coaching and Mentoring - We believe that coaching and mentoring are powerful tools for employee development, and we have established a formal mentoring program to support employees at all levels. This program pairs employees with experienced mentors who can provide guidance, support, and advice.5. Leadership Development Programs - We recognize the importance of developing our leaders and have established leadership development programs designed to enhance the capabilities of our managers and supervisors. These programs include workshops, seminars, and coaching to help our leaders excel in their roles.6. Soft Skills Training - In addition to technical skills, we recognize the importance of developing employees' soft skills, such as communication, teamwork, and problem-solving. We offer a range of training initiatives focused on these areas to help employees build well-rounded skill sets.Training DeliveryOur training initiatives are delivered through a combination of internal and external resources, including our in-house training team, external training providers, and industry experts. We are committed to ensuring that all training programs are of the highest quality and relevance, and we regularly review and update our content to reflect the latest industry trends and best practices.Measurement and EvaluationTo ensure that our training initiatives are effective, we have implemented a robust measurement and evaluation process. This includes pre- and post-training assessments to gauge the impact of our programs, as well as feedback forms and surveys to collect input from participants. We also regularly review training metrics, such as completion rates and performance improvements, to assess the overall effectiveness of our training programs.ConclusionAt ABC Company, we are committed to providing our employees with the resources and support they need to grow and develop in their careers. Our comprehensive training plan is designed to meet the specific needs of our workforce and to help them reach their full potential. By investing in our employees' development, we are confident that we will continue to drive our company's success and maintain our position as a leader in the industry.。
企业培训管理知识英文版
I am careful.
RO
I like to think about ideas. I rely on logical thinking. I tend to reason things out.
thinking. I like to analyze things. I am a logical person.
• Develop facilitation skills to monitor trainees’ participation, obtain feedback, and improve performance in the classroom
• Identify and apply the techniques provided in managing the classroom
15
Train-the-Trainer
Exercise 1.1a: “What’s Your Orientation?”
The learning style inventory describes the way you learn and how you deal with ideas and daily situations. Below are 12 statements with a choice of four endings. Rank the endings for each statement according to how well you think each one fits with the way you go about learning something (i.e., recall some recent event were you had to learn something new). Then using the spaces provided, rank each response using a "4" for the ending that best describes how you learn, a "3" for the next best statement, a "2" for next to the least best, and a "1" being the least best of the choices. Please rank all the endings and DO NOT make any ties. After completing the choices, total up each column and put some sum on the TOTALS row.
Advertisement Disclaimer Speed and Corporate Social Responsibility
Advertisement Disclaimer Speed and Corporate SocialResponsibility:‘‘Costs’’to Consumer Comprehension and Effects on Brand Trust and Purchase IntentionKenneth C.Herbst •Sean T.Hannah •David AllanReceived:4August 2011/Accepted:13September 2012/Published online:17October 2012ÓSpringer Science+Business Media Dordrecht 2012Abstract It is not uncommon for advertisers to present required product disclaimers quickly at the end of adver-tisements.We show that fast disclaimers greatly reduce consumer comprehension of product risks and benefits,creating implications for social responsibility.In addition,across two studies,we found that disclaimer speed and brand familiarity interact to predict brand trust and pur-chase intention,and that brand trust mediated the interac-tive effect of brand familiarity and disclaimer speed on purchase intention.Our results indicate that fast disclaim-ers actually reduce brand trust and purchase intention for unfamiliar brands,suggesting that there are both economic and social responsibility reasons to use less rapid dis-claimers for unfamiliar brands.Conversely,disclaimer speed had no negative effects on brand trust and purchase intention for highly familiar brands,presenting ethical tensions between economic interests (e.g.,an efficient use of advertisement time)and social responsibility.We dis-cuss the implications of our framework for advertisingethics,for corporate social performance,and for corporate social responsibility.Keywords Advertising ethics ÁBrands ÁCorporate social responsibility ÁCorporate social performance ÁDisclaimer speed ÁMediation ÁPurchase intention ÁTrustTensions often exist in firms between commitments to social responsibility and commitments to maximize profits for shareholders (Badaracco 1992).This creates ethical conundrums for firm management.Based on such tensions,Gioia (1999)argued that a key challenge for managers is to find a sustainable balance between profits and other instrumental demands and ethical considerations.Referring to such balancing in advertising,Drumwright and Murphy (2009)note that ‘‘the traditional challenge of advertising is to create a commercial message that is both effective in selling and truthful’’(p.86).Firms can advertise their products from a position of caveat emptor,‘‘let the buyer beware,’’seeking to limit the conveyance of any infor-mation that may deter consumer purchases,or credat emptor ‘‘let the taker believe in us,’’through seeking transparency in order to educate consumers on product risks and benefits.In the current set of studies,we focus on the ethical tensions firms face when selecting the level of resources to allocate in each advertisement to making product disclaimers as opposed to extoling product bene-fits,as reflected in how quickly disclaimers are made in advertisements.We propose that such decisions have direct relevance to issues of corporate social responsibility (CSR),and we test a model to develop deeper under-standing of the effects of disclaimer speed on consumer brand trust and purchase intention for more and less familiar brands.From these findings,we developK.C.Herbst (&)Schools of Business,Wake Forest University,3209-C Worrell Professional Center,1834Wake Forest Road,Winston-Salem,NC 27106,USAe-mail:herbstk@S.T.HannahSchools of Business,Wake Forest University,3136Worrell Professional Center,1834Wake Forest Road,Winston-Salem,NC 27106,USAe-mail:hannahst@D.AllanHaub School of Business,Saint Joseph’s University,274Mandeville Hall,5600City Avenue,Philadelphia,PA 19131,USAe-mail:dallan@J Bus Ethics (2013)117:297–311DOI 10.1007/s10551-012-1499-8implications for advertising ethics and corporate social performance(CSP).In a review of the CSR literature,Lee(2008)notes that expectations have been increasing since the1980s forfirms to go beyond mere economic transactions and to seek to benefit the larger society(Margolis and Walsh2003; O’Higgins2010).CSR has been defined as‘‘the obligations of thefirm to society,or more specifically,thefirm’s stake-holders—those affected by corporate policies and practices’’(Smith2003,p.53).Further,with the application of stake-holder theory to CSR,greater attention has been applied to the effects of afirm’s actions beyond its shareholders,to include its effects on other key stakeholder groups including customers(Clarkson1995;Jones1995).Considering the effects offirms on stakeholders is within the domain of CSP. CSP reflects‘‘the degree to which thefirm makes use of socially responsible processes,the existence and nature of policies and programs designed to manage thefirm’s societal relationships,and the social impacts(i.e.,observable out-comes)of thefirm’s actions,programs,and policies’’(Wood 1991,p.693).CSP is thus the operationalization of afirm’s CSR principles.One important area of CSP is the ethicality of afirm’s advertising practices and the effects of those practices on their customer stakeholder group(Drumwright and Murphy2009;Kerr et al.2008;Wang2008).When considering purchases,information on the potential risks and benefits of products is not normally readily available to consumers from sources beyond thefirm.If this information is available,consumers may vary in the extent to which they are involved and motivated to research products and to process relevant information and messages(Heath2000; Kavadas et al.2007;Sansgiry et al.2001).Consumers are thus disproportionally influenced by the information pro-vided in advertisements.This information dependence cre-ates a social trustee relationship,placing uponfirms the burden to disclose clearly product risks in advertisements and not to overstate the benefits of their products if they are to take CSP seriously.Due to perceived failures by somefirms to disclose properly the risks and benefits of products to consumers, governments have increasingly imposed themselves into the manufacturer–consumer relationship through regulating disclaimers in advertisements.Disclaimers have been defined as a‘‘statement of disclosure made with the pur-pose of clarifying or qualifying potentially misleading or deceptive statements made within an advertisement’’(Stern and Harmon1984).Disclaimer regulations have been particularly prominent in the advertising of pharmaceuti-cals(Hoek et al.2011;van de Pol and de Bakker2010), food and dietary supplements(Dodge and Kaufman2007; Mason et al.2007),and advertising aimed at children,the elderly,and other at-risk groups(Bakir2009;Stutts and Hunnicut1987).In the United States,disclaimers are largely controlled by the Federal Trade Commission(FTC).Yet the FTC does not impose exact guidelines over certain aspects of dis-claimers such as the rate at which they are read by the announcer(i.e.,disclaimer speed)(Quaresima2011). Given the lack of specificity in disclaimer regulations, manufacturers can legally,although perhaps not ethically or responsibly,employ disclaimers that rapidly deliver complex or negative information,as are often presented at the end of some pharmaceutical and food product adver-tisements.We suggest that such rapid disclaimers are not socially responsible based on research showing that rapid delivery of verbal communication is negatively related to comprehension levels(Carver1973;Hausfeld1981). Therefore,althoughfirms may not have the option of omitting a disclaimer legally,they can choose in their advertising practices whether to follow just the letter or also the spirit of the regulation,which is to be transparent and to educate consumers.The industry standard for advertisement spots is 30seconds,although manyfirms are beginning to use15 seconds advertisements as theyfind that they are nearly as effective in creating brand likability as well as product recall and identification(Newstead and Romaniuk2010).These short advertisement lengths limit the messaging,storytell-ing,and branding that can be delivered.With the high expense of advertisements,managers thus face the tradeoff between the proportion of advertisement length allocated to conveying the value of their products and that allocated to disclaimers to educate consumers.Further,unethical man-agers could employ fast disclaimer speeds with the pur-poseful intent to reduce consumer comprehension of product risks and benefits.Indeed,in their review of advertising ethics,Drumwright and Murphy(2009)noted issues of manufacturer transparency as a key concern in the industry. Whether the motivation to use fast disclaimer speed is to manipulate(or perhaps simply to maximize the portion of advertisement length spent on product value)is beyond the scope of this paper.The likely result,regardless,is poorer consumer education,thus creating implications for CSR.Research has determined that an individual’s compre-hension level drops rapidly at a threshold between175and 290WPM,dependent on individual differences in working memory and auditory and cognitive processing capabilities (Carver1973;Hausfeld1981).This deleterious effect is also much more pronounced when the message is complex (Wingfield et al.2003)and in vulnerable consumer groups such as older adults and children(Schneider et al.2005; Wingfield et al.2003).For most people,beyond290WPM, the drop in comprehension greatly accelerates(Carver 1973;Hausfeld1981)which in a disclaimer would greatly reduce consumer understanding of product risks and benefits.298K.C.Herbst et al.Despite the potential ethical implications of disclaimer speed in advertisements,we know little about consumers’psychological processes when presented with different levels of disclaimer speed,and we do not understand well the relationship between disclaimer speed and other con-structs in driving purchase intention.Although there is some impressive research on end-of-advertisement disclo-sures in general(e.g.,Andrews et al.2000;Andrews et al. 1991;Mason et al.2007),none to our knowledge,other than that conducted by Herbst and Allan(2006)and Herbst et al.(2012)has examined the effects of the speed at which a disclaimer is read.In the current set of studies,we test our theory that when presented with an advertisement with a fast(versus a normal-paced)disclaimer,consumers’trust and purchase intention will be lower.Based on the integrated trust model of Mayer et al.(1995),we propose that fast disclaimer speed signals to consumers that the brand lacks benevo-lence,integrity,and ability—three important elements of trustworthiness—thereby reducing the level of brand trust formed.Further,we propose that disclaimer speed and brand familiarity will interact to affect purchase intention with brand trust mediating that relationship.We define brand familiarity as having an understanding of the brand’s attributes,risks,and benefits,having used the brand in the past,and knowing others who have used the brand.Spe-cifically,we argue that for unfamiliar brands,fast dis-claimer speed reduces brand trust and purchase intention, while for familiar brands,disclaimer speed has no effect on trust and purchase intention.We base this on dual-process models of persuasion(Chaiken et al.1989;Petty and Cacioppo1986).These models may suggest that when a consumer is more familiar with a brand,their predisposed thoughts about the familiar brand will limit their motiva-tion to expend cognitive effort,and they will use more automatic/heuristic(versus deliberate/systematic)process-ing when exposed to a disclaimer in an advertisement for a familiar brand,thereby reducing the influence of disclaimer speed as a trustworthiness cue.Trust in familiar brands is less dependent on consumers searching for trustworthiness cues to determine whether trust in the brand is warranted. Conversely,consumers who are less familiar with a prod-uct will be more motivated to go through deliberate pro-cessing,thinking carefully about what they are hearing in the way of information in a disclaimer,perhaps creating skepticism of the brand’s trustworthiness when fast dis-claimers are presented.Figure1outlines the theoretical model tested.After a pilot study to verify that fast disclaimers reduce consumer comprehension,we test the model shown in Fig.1in two studies in which both disclaimer speed (normal-paced and fast)and brand familiarity(low and high)are manipulated in an advertisement and brand trust and purchase intention are measured.We test this model across two forms of disclaimers.In Study1,we assess a situation in which the disclaimer is intended to protect consumers from overstated benefits.In Study2,we assess a situation in which the disclaimer is meant to educate consumers on the brand’s risks.Further,in Study2we introduce a control condition in which there is no dis-claimer in the advertisement.The use of a control allows for the assessment of whether fast disclaimers cause con-sumers to become distrustful and ultimately unlikely to purchase the product,or whether the normal-paced dis-claimer causes consumers to become more trusting and ultimately likely to purchase the product.A deeper understanding of the effects of disclaimer speed and brand familiarity on consumer brand trust and purchase intention has implications for advertising ethics, for manufacturers pursuing CSP in their advertisements, and for organizations engaged in trade regulation and consumer protection.As will be further explicated in the ‘‘Discussion’’section,thefindings from these studies can aid in(a)determining whether there are positive or nega-tive effects on consumer purchases for manufacturers who use fast versus normal-paced disclaimers(thereby bringing to light any tensions between profitability and social responsibility),(b)determining which consumer popula-tions are most at risk under which circumstances, (c)identifying potential unfair competitive advantages enjoyed by more versus less familiar brands related to advertising practices,and(d)highlighting where additional regulatory oversight is needed regarding the way in which manufacturers use disclaimers.Theory and HypothesesEffect of Disclaimer Speed on Brand Trustand Purchase IntentionTrust is an important element of successful buyer–seller relationships(Barney and Hansen1994;Jones and Bowie 1998;Sabel1993).Mayer et al.(1995)reviewed the trust Fig.1The interactive effects of disclaimer speed and brand famil-iarity on brand trust and purchase intentionEthics and advertisement disclaimer speed299literature,and they developed a widely used definition of trust as‘‘the willingness of a party to be vulnerable to the outcomes of another party based on the expectation that the other party will perform a particular action important to the trustor,irrespective of the ability to monitor or control that other party’’(p.712).In the consumer–manufacturer advertising relationship,the consumer represents the trustor and the manufacturer represents the trustee.In the integrated trust model,Mayer et al.(1995)clearly distin-guish between trust and trustworthiness,with trustworthi-ness being antecedent to and driving trustors’levels of trust placed in the trustee.Mayer et al.(1995)determined that there are three primary factors of trustworthiness:per-ceived benevolence,integrity,and ability of the trustee. Trustors use these three primary factors to determine whether they should form trust with potential trustees and place themselves in a position of being vulnerable to them, such as subjecting their health and well-being to the con-sumption of a manufacturer’s food products.We propose that disclaimer speed serves as an important indicator of the three factors of trustworthiness,thus influencing the level of trust in a brand that is formed. Consumers seek transparency and truthfulness from advertisers(Drumwright and Murphy2009).We suggest that fast disclaimers provide a cue that the stated content may not be desirable and that the manufacturer thus wants to pass quickly over it,thereby attenuating perceived trustworthiness.Specifically,fast disclaimers can lead consumers to challenge the ability of the product to bring about its intended purpose safely.Further,we suggest that fast disclaimers convey to the consumer that it is a mere requirement for manufacturers and that they are not under their own accord interested in properly informing their customers.We suggest that this will attenuate consumer perceptions of benevolence(i.e.,does the manufacturer care about me?)and integrity(i.e.,is it truthful and honest?)that a consumer has for a manufacturer.Individuals use trustworthiness cues to determine whe-ther and to what extent they allow themselves to form trust with a trustee and to what level of vulnerability they will expose themselves,which in this case we reflect in inten-tion to purchase a product from the trustee.A great deal of recent research has demonstrated that greater trust is associated with stronger purchase intention(Dauw et al. 2011;Kim2012).Without trust in a brand,it is difficult for consumers to convince themselves that the brand is worthy of purchase,especially in today’s markets in which con-sumers have a host of choices from which to select. Therefore,we propose that brand trust will mediate the relationship between disclaimer speed and brand familiar-ity on purchase intention.That is,disclaimer speed affects purchase intention as a function of the way that it engen-ders lower or higher levels of brand trust.Brand Familiarity as a Moderating FactorWe propose,however,that the relationships between dis-claimer speed and outcomes are complicated.We know that once formed,attitudes and beliefs create inertia and are not likely to change without deliberate consideration of new or disconfirming information(Eagley and Chaiken1993; McGuire1981).To be influenced by product trustworthiness factors,an individualfirst has to attend to and to process the relevant cues in an advertisement,and this requires cognitive effort.We propose that the effects of disclaimer speed will vary based on levels of brand familiarity.Specifically,we propose that for unfamiliar brands,with which a consumer has less developed attitudes,that the trustworthiness-attenuating cues that are signaled by fast disclaimers will reduce brand trust and purchase intention.For familiar brands,however,we suggest that disclaimer speed will have no effect on brand trust and purchase intention due to the inertia created by consumers’predisposed beliefs about the product.These predictions stem from dual-process models of persuasion(Chaiken et al.1989;Petty and Cacioppo1986). Perhaps familiarity with a brand leads to less motivation to put forth the level of mental effort required to decipher cues to see whether a brand should be trusted and purchased.The Elaboration Likelihood Model(ELM)(Petty and Cacioppo1986;Petty et al.1983;Petty and Wegener1999)is a primary framework among dual processing models.A central assumption of the ELM is that people will not use cognitive resources to process deliberately unless they are in some way motivated to do so,and without such effort, changes in attitudes and beliefs will be limited.If consumers are unfamiliar with a brand(that is appealing to them),and they are trying to encode what is being initially offered to them about it,then the ELM may predict that they would be more motivated to think about thefine details offered about the product in an advertisement and a disclaimer.This seems likely when consumers are in an evaluation mode of trust development(Holmes and Rempel1989)potentially occurring when they are less familiar with a product and are attempting to assess whether a product is trustworthy.So,with unfamiliar products,consumers mayfirst approach a product skeptically in order to sift through the information being presented in the advertisement and its disclaimer and to attend to the trustworthiness cues(Petty and Cacioppo1986).Conversely,when a consumer has high levels of familiarity with a brand,the ELM would predict that they will be less likely to reach the threshold level of motivation required to engage in deliberate pro-cessing when presented with an advertisement and a dis-claimer.This would reduce the recognition and persuasion of trustworthiness cues,thereby attenuating the negative effects of fast disclaimers that otherwise occur for unfamiliar brands.300K.C.Herbst et al.We note,however,that brand familiarity does not have to be of a positive nature in order for the automatic pro-cessing proposed in the ELM to begin.Specifically,con-sumers could have negative prior experience with a product (e.g.,a rash from a skin cream)and thus may not delib-erately process an advertisement because they are certain that they would not use it again.Or,consumers could have positive prior experience with a product and be equally certain that they will repeatedly make purchases.Both of these consumers are likely to lack motivation to expend cognitive resources.The key issue is that both of these consumers will have formed attitudes about the product (either positive or negative),and they may be less moti-vated tofind disconfirming information to refute their established attitudes.Based on the preceding discussion, we advance the following three hypotheses: Hypothesis1We predict a disclaimer speed by brand familiarity interaction on brand trust.We predict that fast disclaimers(compared to normal-paced disclaimers or no disclaimer)will not influence consumers’brand trust in familiar brands,but they will reduce consumers’trust in unfamiliar brands.Hypothesis2We predict a disclaimer speed by brand familiarity interaction on purchase intention.We predict that fast disclaimers(compared to normal-paced dis-claimers or no disclaimer)will not influence consumers’purchase intention for familiar brands,but they will weaken consumers’purchase intention for unfamiliar brands.Hypothesis3We predict that the effect of the interaction predicted in Hypothesis2on purchase intention will be mediated by brand trust(thus,establishing mediated moderation);that is,the effects on purchase intention will emerge in part as a result of the differential impact of disclaimer speed on consumers’trust in the brand as a function of the extent to which individuals are familiar with the brand.Overview of Studies and MethodologyThis research was conducted across a pilot study and two other studies.Beginning with the pilot study,we tested whether our manipulated brands were indeed perceived as significantly different in terms of familiarity,and we also tested whether fast disclaimer speed attenuates consumer comprehension as we proposed.In Study1and in Study2, we then test our hypotheses in randomized experiments using2(Disclaimer Speed:Fast Disclaimer vs.Normal-Paced Disclaimer)92(Brand Familiarity:Unfamiliar vs. Familiar),between-participants factorial designs.Across both studies,we tested our hypotheses by manipulating real brands that exist in the market:Cheerios and Health Valley cereals in Study1,and Hershey’s and Lake Champlain chocolate bars in Study2.To manipulate disclaimer speed in Study1,the announcer read the disclaimer in either3s (Fast)or in6s(Normal-Paced).The normal-paced reading of the disclaimer was at the same speed as the rest of the advertisement.The speeds equated to440and220WPM for the fast disclaimer and for the normal-paced disclaimer in Study1,respectively.In Study2,the announcer read the disclaimer in either4seconds(Fast)or in7seconds (Normal-Paced).The normal-paced reading of the dis-claimer was at the same speed as the rest of the adver-tisement.The speeds equated to315WPM and180WPM for the fast disclaimer and for the normal-paced disclaimer in Study2,respectively.These speeds are consistent with exemplar advertisements used to inform our research,and the fast disclaimer speeds in both studies exceed WPM thresholds at which comprehension begins to drop signifi-cantly(Carver1973;Hausfeld1981).After listening to the advertisements,participants then completed measures of brand trust and purchase intention as well as manipulation checks for disclaimer speed and brand familiarity.Further,we tested our hypotheses across two forms of disclaimer content to generalize thefindings.In Study1, the advertisement plugs the benefits of the product(a breakfast cereal)and the disclaimer states the limitations of those stated benefits.In Study2,the advertisement plugs the value of the product(a chocolate bar),and the dis-claimer states the risks of the product.Thus,we test situ-ations in which the disclaimer is intended to protect consumers from overstated benefits(Study1)and from product risks(Study2).Finally,we introduce a control condition in Study2in which there is no disclaimer in the advertisement.The use of a control extends thefindings from Study1by isolating whether the effects on purchase intention are explained through fast disclaimers causing consumers to become distrustful of a product,or through normal-paced disclaimers causing consumers to become trusting of the product.Participants for all three studies were solicited as vol-unteers from business classes.In Studies1and2,we tested all analyses examining main effects and interactions using 2-way ANOVAs(Disclaimer Speed9Brand Familiarity). There were no significant effects related to sex or age,and so all analyses collapse across both of these variables.We also tested the mediation hypothesis in Studies1and2 using multiple regression.Pilot StudyWe conducted a pilot study with two primary objectives. First,we wanted to validate that our choices of brands toEthics and advertisement disclaimer speed301represent high and low brand familiarity were indeed generally perceived as significantly different on brand familiarity.Second,we wanted to verify that fast dis-claimer speed attenuates comprehension,thereby strengthening our argument that fast disclaimers run counter to the intent of disclaimers(i.e.,to educate the consumer)thus having implications for CSP and for CSR.MethodFifty undergraduate students(21males and29females; M age=20.12years,SD age=1.10years)participated in this exploratory study.Wefirst asked participants to rate a list of ten sweets/ treats brands from‘‘1’’(the most familiar brand)to‘‘10’’(the least familiar brand).Embedded in this list was Her-shey’s and Lake Champlain,which were intended to be used as the high and low familiarity brands,respectively,in Study2.Next,participants were asked to rate a list of ten breakfast cereal brands from‘‘1’’(the most familiar brand) to‘‘10’’(the least familiar brand).Embedded in this list were Cheerios and Health Valley,which were intended to be used as the high and low familiarity brands,respec-tively,in Study1.Participants were instructed that famil-iarity equates to(a)understanding the brand’s attributes, (b)knowing the risks and benefits of the brand,(c)having heard of the brand,(d)having used the brand in the past, and(e)knowing others who have used the brand.Next,one half of the participants was assigned to listen to the normal-paced disclaimer speed advertisement for Hershey’s from Study2,and the other half of the partici-pants was assigned to listen to the fast disclaimer speed advertisement for Hershey’s from Study2.Each participant was then presented a survey and asked to answer two questions measuring the degree to which they understood the disclaimer and whether they could,if asked,accurately repeat what the disclaimer said.Both items were rated on a 7-point scale from‘‘1’’(not at all)to‘‘7’’(very well). During debriefing,participants were informed that the advertisement was bogus.ResultsIn all50cases,Hershey’s was rated as more familiar than Lake Champlain.The mean average familiarity ranking for Hershey’s was1.50out of10(SD=.84),and the mean average familiarity ranking for Lake Champlain was8.87 out of10(SD=1.50).In addition,in all50cases on the breakfast cereal ranking,Cheerios was rated as more familiar than Health Valley.The mean average familiarity ranking for Cheerios was1.39out of10(SD=.91),and the mean average familiarity ranking for Health Valley was 7.39out of10(SD=1.53).Thus,we could confirm that Hershey’s and Lake Champlain(in Study2)and Cheerios and Health Valley(in Study1)were appropriate brands to use to manipulate brand familiarity.On the item assessing to what extent participants understood what the disclaimer stated,participants in the Fast condition indicated lesser understanding of the dis-claimer(M Fast=2.95;SD=1.99)than did those partici-pants in the Normal-Paced condition(M Norm=6.07; SD=1.13),F(1,48)=49.46,p\.001.On the item assessing the extent to which participants felt that they could accurately repeat what the disclaimer stated,partic-ipants in the Fast condition indicated lesser ability to repeat what the disclaimer stated(M Fast=1.90;SD=1.37)than did those participants in the Normal-Paced condition (M Norm=4.59;SD=1.82),F(1,48)=32.13,p\.001.In sum,this exploratory study allowed us to validate that brand familiarity would be manipulated using brands chosen for Studies1and2that were significantly different on familiarity.The data also revealed that fast disclaimers reduce consumer comprehension.Study1MethodSample and MaterialsWe randomly assigned one hundred and thirteen under-graduate and graduate students(60males and53females; M age=20.57years,SD=1.13years)to a2(Disclaimer Speed:Fast Disclaimer vs.Normal-Paced Disclaimer)92 (Brand Familiarity:Unfamiliar(Health Valley)vs.Famil-iar(Cheerios))between-participants factorial design.1 Participants listened to a recorded advertisement and dis-claimer(the text for Health Valley was the same as the text for Cheerios except that Health Valley was inserted in place of Cheerios)with the following precise text: Radio Advertisement:What do you eat for breakfast?Did you know that what you eat could help prevent heart disease?One of the primary causes of heart disease is high choles-terol.The solublefiber found in Cheerios has been proven to lower the risk of heart disease.So it not only tastes good,it’s healthy!Why not make Chee-rios part of your breakfast routine?Do it for yourself, do it for your family.Start eating better tomorrow!Cheerios.1A subset of the sample in Study1also provided data for a previous article(Herbst and Allan2006),but that article did not explore issues of brand trust or the mediating role of brand trust in influencing purchase intention.302K.C.Herbst et al.。
企业商务英语口语培训
Through exposure to different cultures and business practices, employees gain a better understanding of how to navigate international business environments
02
Basic knowledge and skills of spoon business English
Basic Characteristics of Business English Speaation
Business English speaking emphasizes brevity and clarity to receive information effectively
• Business scenario simulation and practical exercises
目录
CONTENTS
• Cross cultural communication and etiquette preparations
• Improvement of internal communication and team collaboration capabilities within enterprises
Complexity of Business English
Business English involves a wide range of vocabulary, grammar, and communication skills specific to the corporate world, making it a challenging language to master
(培训体系类)做培训师职业经理人管理者必备的英文单词
做培训师、职业经理人、管理者必备的英文单词目标 mission/ objective集体目标 group objective内部环境 internal environment外部环境 external environment计划 planning组织 organizing人事 staffing领导 leading控制 controlling步骤 process原理 principle方法 technique经理 manager总经理 general manager行政人员 administrator主管人员 supervisor企业 enterprise商业 business产业 industry公司 company效果 effectiveness效率 efficiency企业家 entrepreneur权利 power职权 authority职责 responsibility科学管理 scientific management现代经营管理 modern operational management行为科学 behavior science生产率 productivity激励 motivate动机 motive法律 law法规 regulation经济体系 economic system管理职能 managerial function产品 product服务 service利润 profit满意 satisfaction归属 affiliation尊敬 esteem自我实现 self-actualization人力投入 human input盈余 surplus收入 income成本 cost资本货物 capital goods机器 machinery设备 equipment建筑 building存货 inventory（2）经验法 the empirical approach人际行为法 the interpersonal behavior approach集体行为法 the group behavior approach协作社会系统法 the cooperative social systems approach 社会技术系统法 the social-technical systems approach 决策理论法 the decision theory approach数学法 the mathematical approach系统法 the systems approach随机制宜法 the contingency approach管理任务法 the managerial roles approach经营法 the operational approach人际关系 human relation心理学 psychology态度 attitude压力 pressure冲突 conflict招聘 recruit鉴定 appraisal选拔 select培训 train报酬 compensation授权 delegation of authority协调 coordinate业绩 performance考绩制度 merit system表现 behavior下级 subordinate偏差 deviation检验记录 inspection record误工记录 record of labor-hours lost 销售量 sales volume产品质量 quality of products先进技术 advanced technology顾客服务 customer service策略 strategy结构 structure(3)领先性 primacy普遍性 pervasiveness忧虑 fear忿恨 resentment士气 morale解雇 layoff批发 wholesale零售 retail程序 procedure规则 rule规划 program预算 budget共同作用 synergy大型联合企业 conglomerate资源 resource购买 acquisition增长目标 growth goal专利产品 proprietary product竞争对手 rival晋升 promotion管理决策 managerial decision商业道德 business ethics有竞争力的价格 competitive price 供货商 supplier小贩 vendor利益冲突 conflict of interests派生政策 derivative policy开支帐户 expense account批准程序 approval procedure病假 sick leave休假 vacation工时 labor-hour机时 machine-hour资本支出 capital outlay现金流量 cash flow工资率 wage rate税收率 tax rate股息 dividend现金状况 cash position资金短缺 capital shortage总预算 overall budget资产负债表 balance sheet可行性 feasibility投入原则 the commitment principle投资回报 return on investment生产能力 capacity to produce实际工作者 practitioner最终结果 end result业绩 performance个人利益 personal interest福利 welfare市场占有率 market share创新 innovation生产率 productivity利润率 profitability社会责任 public responsibility董事会 board of director组织规模 size of the organization组织文化 organizational culture目标管理 management by objectives 评价工具 appraisal tool激励方法 motivational techniques 控制手段 control device个人价值 personal worth优势 strength弱点 weakness机会 opportunity威胁 threat个人责任 personal responsibility顾问 counselor定量目标 quantitative objective定性目标 qualitative objective可考核目标 verifiable objective优先 priority工资表 payroll（4）策略 strategy政策 policy灵活性 discretion多种经营 diversification评估 assessment一致性 consistency应变策略 consistency strategy公共关系 public relation价值 value抱负 aspiration偏见 prejudice审查 review批准 approval主要决定 major decision分公司总经理 division general manager 资产组合距阵 portfolio matrix明星 star问号 question mark现金牛 cash cow赖狗 dog采购 procurement人口因素 demographic factor地理因素 geographic factor公司形象 company image产品系列 product line合资企业 joint venture破产政策 liquidation strategy紧缩政策 retrenchment strategy战术 tactics(5)追随 followership个性 individuality性格 personality安全 safety自主权 latitude悲观的 pessimistic静止的 static乐观的 optimistic动态的 dynamic灵活的 flexible抵制 resistance敌对 antagonism折中 eclectic(6)激励 motivation潜意识 subconscious地位 status情感 affection欲望 desire压力 pressure满足 satisfaction自我实现的需要 needs for self-actualization 尊敬的需要 esteem needs归属的需要 affiliation needs安全的需要 security needs生理的需要 physiological needs维持 maintenance保健 hygiene激励因素 motivator概率 probability强化理论 reinforcement theory反馈 feedback奖金 bonus股票期权 stock option劳资纠纷 labor dispute缺勤率 absenteeism人员流动 turnover奖励 reward(7)特许经营 franchise热诚 zeal信心 confidence鼓舞 inspire要素 ingredient忠诚 loyalty奉献 devotion作风 style品质 trait适应性 adaptability进取性 aggressiveness热情 enthusiasm毅力 persistence人际交往能力 interpersonal skills行政管理能力 administrative ability智力 intelligence专制式领导 autocratic leader民主式领导 democratic leader自由放任式领导 free-rein leader管理方格图 the managerial grid工作效率 work efficiency服从 obedience领导行为 leader behavior支持型领导 supportive leadership参与型领导 participative leadership指导型领导 instrumental leadership成就取向型领导 achievement-oriented leadership。