英語演習IIIG

英語演習IIIG
ビジネスの基礎理論とテクニカルターム
はじめに
• プレゼンテーションの目的
• 自己紹介
授業概要
• 本講習で，受講生は以下の技術・能力の向
上に努める。１）現代のビジネスを理解するた
めに不可欠なキーワードを選び，その意味を
学ぶ。２）英文のビジネスに関する記事やレ
ポートの読解力を習得する。３）英文でビジネ
スレポートの作成技術の習得。４）英語での
ショート・スピーチの技能の習得。基本的に，
受講生の英語のレベルによって講座の進め
方を決める。
授業計画
第１週
第２週
第３週
第４週
第５週
第６週
第７週
第８週
第９週
第10週
第11週
第12週
第13週
第14週
第15週
Orientation
Lecture (Important Business Terms)
〃
〃
〃
Reading and Discussion of Business Articles
〃
Presentation Method
〃
Short Speech & Discussion
〃
〃
〃
〃
Conclusion
授業概要
• 教材
– 適宜配布する
• 成績評価の方法
– Final Exam ＋ Report + Class Activities
• Report ＋ Class Activities
– 英文のビジネス雑誌等から自分の興味のある記事を選
んで、その記事の内容をまとめて、さらにあなた自身の批
評を加えてレポートを作成してください。
– 同じようにその記事ついてクラスでプレゼンテーションを
行います。
– レポートの形式やプレゼンテーションの方法については
追って授業で指示します。
Business Communication
•
The famous scholar, Henry Mintzberg, claims that 10 most important
roles of business managers are ;
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
•
FIGUREHEAD: the manager performs ceremonial and symbolic duties as
head of the organization;
LEADER: fosters a proper work atmosphere and motivates and develops
subordinates;
LIASION: develops and maintains a network of external contacts to
gather information;
MONITOR: gathers internal and external information relevant to the
organization;
DISSEMINATOR: transmits factual and value based information to
subordinates;
SPOKESPERSON: communicates to the outside world on performance and
policies.
ENTREPRENEUR: designs and initiates change in the organization;
DISTURBANCE HANDLER: deals with unexpected events and operational
breakdowns;
RESOURCE ALLOCATOR: controls and authorizes the use of organizational
resources;
NEGOTIATOR: participates in negotiation activities with other
organizations and individuals.
To accomplish these roles, managers must have effective
communication skills.
Business Communication
• Business communication has futures that distinguished from other
types of communication. It has clear goals such as convincing other
to do something. This leads to few considerations to make effective
communications. That include;
1.
2.
3.
4.
5.
結論を導き出した思考の過程にではなく、結論に焦点を絞ること。
初めに目的をはっきり言い、強調すること。
見出し、太字、斜体や、箇条書きにして各項目の頭に番号を振った
り、黒丸記号をつけ、自分の言いたいことの要点を強調すること。
直接関係する相手の個人や組織に対して自分の提案のメリットを
強調して述べる。
英語が色々な場所で使用される言語であることを理解し、確実に自
分のメッセージがあまねく理解され伝わるようにする。
Value Chain
Value Chain
• Michael Porter published the Value Chain Analysis in 1985 as a
response to criticism that his Five Forces framework lacked an
implementation methodology that bridged the gap between
internal capabilities and opportunities in the competitive landscape.
This framework focused on industry attractiveness as a determinant
of the profit potential of all companies within that particular
industry.
• Value Chain Analysis helped identify a firm's core competencies and
distinguish those activities that drive competitive advantage. The
cost structure of an organization can be subdivided into separate
processes or functions assuming that the cost drivers for each of
these activities behave differently. Porter's strength was to
condense this activity based cost analysis into a generic template
consisting of five primary activities and four support activities.
Value Chain
• Primary activities:
1. inbound logistics: materials handling, warehousing,
inventory control, transportation;
2. operations: machine operating, assembly, packaging,
testing and maintenance;
3. outbound logistics: order processing, warehousing,
transportation and distribution;
4. marketing and sales: advertising, promotion, selling,
pricing, channel management;
5. service: installation, servicing, spare part
management;
Value Chain
• Support activities:
6. firm infrastructure: general management,
planning, finance, legal, investor relations;
7. human resource management: recruitment,
education, promotion, reward systems;
8. technology development: research &
development, IT, product and process
development;
9. procurement: purchasing raw materials, lease
properties, supplier contract negotiations.

Download Report