MBA作业代写参考-管理的重要职能。本文是一篇留学生MBA作业写作范文，主要内容是通过回答商业性质的含义来具体阐述管理的重要作用有哪些。如果有相关课程作业写作需要可参见以下MBA作业的具体内容。
What is the meaning of nature of business? It means the type or general category of business or commerce which are describing.商业性质的含义是什么？它是指所描述的商业或商业的类型或一般类别。
Mr. Steve Low is a manager who is working in Tahan Insurance Company. He has about 32 years working experience in General Insurance Industry attached with 4 International and Local General Insurance Companies. Mr. Steve Low has 2 years experience working as marketing executive, 20 years as Branch Manager and 10 years as Vice president for southern Region of Penesular Malaysia.
Steve Low先生是塔汉保险公司的经理。他在4家国际和当地通用保险公司的通用保险行业拥有约32年的工作经验。Steve Low先生有2年的营销主管经验，20年的分公司经理经验，10年的马来西亚Penesula南部地区副总裁经验。
Its product includes fire insurance, motor insurance, personal accident insurance, marine cargo insurance and more. For an example, if you buy fire insurance, it can help to cover loss or damage to the stocks and other contents such as fire, lighting and domestic explosion, aircraft, earthquake and volcanic eruption, storm, tempest, flood, explosion, impact damage(including own vehicle)bursting or overflowing of water tanks apparatus or pipes, riot, strikes and malicious damage.
其产品包括火灾保险、汽车保险、人身意外保险、海运货物保险等。例如，如果您购买了火灾保险，它可以帮助承保库存和其他内容的损失或损坏，如火灾、照明和家庭爆炸、飞机、地震和火山爆发、风暴、风暴、洪水、爆炸、冲击损坏（包括自己的车辆）、水箱设备或管道爆裂或溢出、暴乱、罢工和恶意损坏。
Why we need these services? According to Mr. Steve Low this services can provide prompt and immediate services to both our intermediates and the customers. The channels of distribution are through their intermediaries’ i.e. General Insurance agents, insurance brokers and direct corporate clients. The level of technologies used computer to operate the business.
为什么我们需要这些服务？根据Steve Low先生的说法，这项服务可以为我们的中间产品和客户提供及时和即时的服务。分销渠道是通过其中介机构，即普通保险代理人、保险经纪人和直接公司客户。使用计算机操作业务的技术水平。
The organisation structure means that the way an organisation arrange people and jobs so that its work can be performed and its goal can be met. The organisation structure of insurance can be divided into three offices which is shown in the diagram below.
组织结构意味着一个组织安排人员和工作的方式，以便其工作得以执行，目标得以实现。保险的组织结构可分为三个办公室，如下图所示。
Each organisation has different jobs and character that they need to be responsible in the things that they take part in. Employees are responsible to define what they do and report to their manager. So that, the branch office’s manager will report to regional office and regional office will report to head office. The strength of the company is it has various type of insurance i.e. about 60 insurance products to offer to the market. It has strong leadership in the management level, hardworking and delicate staff to support the organisation. It also has strong channel of distribution to achieve our management goal i.e. big teams of insurance agency force and insurance brokers support and strong base of corporate client. In addition, it also provide prompt and immediate service to our intermediaries and clients i.e. we expertise our service on both policy issuing and claims settlements.
每个组织都有不同的工作和性格，他们需要对自己参与的工作负责。员工有责任定义自己的工作并向经理汇报。因此，分公司经理将向区域办事处报告，区域办事处将向总部报告。该公司的优势在于其拥有各种类型的保险，即向市场提供约60种保险产品。它在管理层具有强大的领导能力，工作人员勤奋细腻，为组织提供支持。它还拥有强大的分销渠道，以实现我们的管理目标，即大型保险代理团队和保险经纪人支持以及强大的企业客户基础。此外，它还为我们的中介机构和客户提供及时和即时的服务，即我们在保单签发和理赔方面的专业服务。
Thus, the benefit is it has 24 hours and worldwide protection for accident death and permanent disablement. Furthermore it will also have medical expenses, bereavement allowance, hospital income, travel allowance, ambulance fees, cosmetic surgery resulting from accident and more. Moreover, the weakness of the companies is it high staff turnover due to stiff market competition in labor force.
因此，它的好处是可以24小时在全世界范围内为意外死亡和永久残疾提供保护。此外，它还将包括医疗费用、丧亲津贴、医院收入、旅行津贴、救护车费用、事故导致的整容手术等。此外，由于劳动力市场竞争激烈，这些公司的弱点是员工流动率高。
Planning 规划
In an organisation, planning is considered one of the most important and major functions in managing a firm. Planning establish goals and objectives to pursue in the future period. The function of planning spans all levels of management from top managers to middle managers. Top managers are involved in strategic planning which sets board, long range goals for the organisation. These goals are the basis for short range, annual operational planning during which top and middle managers determine a specific department objective that may help the organisation to make progress towards the broader, long range goals. Planning usually includes the word ‘where’, ‘why’, ‘how’ and ‘what’. For example, where you want to go, why you want to go there, how you will get there, what do you need in order to get there and also how will you know if you’re there or not. A good planning means good stewardship. Each success in any ventures requires careful preparation and organises planning. Without proper planning and preparation, we are about to fail in whatever we do. Besides, a good planning also helps to conserve natural resources and it will also save your efforts, time and money.
在一个组织中，规划被认为是管理公司最重要和最主要的职能之一。规划确定了未来一段时间内要追求的目标。规划的职能涵盖从最高管理者到中层管理者的所有管理层。高层管理人员参与为组织制定董事会长期目标的战略规划。这些目标是短期、年度运营计划的基础，在此期间，高层和中层管理人员确定了一个具体的部门目标，该目标可能有助于组织朝着更广泛、长期的目标迈进。规划通常包括“在哪里”、“为什么”、“如何”和“什么”。例如，你想去哪里，为什么要去那里，你将如何到达那里，你需要什么才能到达那里，以及你如何知道你是否在那里。良好的计划意味着良好的管理。任何企业的每一次成功都需要精心准备和组织规划。如果没有适当的规划和准备，我们所做的一切都将失败。此外，良好的规划也有助于保护自然资源，也将节省您的努力、时间和金钱。
Manager’s plan involves setting up goals and objectives, and defining the actions which is necessary to achieve the goals, in light of the situation. That is, the situation must be analyzed or understood and the appropriate goals and actions must be determined in order to take advantages of opportunities or to solve problems. Managers throughout the organization must develop goals, strategy and operational plans for their work groups that contribute to the success of the organisation as a whole. Setting goals for company helps manager to guide their team mates to obtain success. Manager does not only set goals for the employees but the goal that is set has to be explained thoroughly to the employees so that it helps the employees to understand the importance of the goals better. These goals which are set for the employees can help them to build a friendly team environment in the workplace. An effective goal setting can be a difference in between meeting a deadline for any crucial project and falling short of success. Goals and objectives provide the organisations with a guarantee that can determine a course of action and further guides them in preparing for changes in the future. A goal is defined as a future state which an individual or an organisation strives to achieve. For each goal that an organisation sets, it also includes an objective. An objective is a short term vision and mission with measurable results. Without a clearly organised goals and objectives, organisations will face problems coordinating activities and forecasting future events.
经理的计划包括设定目标，并根据情况确定实现目标所需的行动。也就是说，必须分析或理解形势，确定适当的目标和行动，以便利用机会或解决问题。整个组织的管理者必须为其工作组制定目标、战略和运营计划，以促进整个组织的成功。为公司设定目标有助于经理指导团队成员取得成功。经理不仅为员工设定目标，而且必须向员工彻底解释设定的目标，以便帮助员工更好地理解目标的重要性。这些为员工设定的目标可以帮助他们在工作场所建立一个友好的团队环境。一个有效的目标设定可以在满足任何关键项目的最后期限和未能成功之间产生差异。目标和目标为组织提供了一个保证，可以确定行动方向，并进一步指导他们为未来的变化做好准备。目标被定义为个人或组织努力实现的未来状态。对于组织设定的每个目标，它还包括一个目标。目标是具有可衡量结果的短期愿景和任务。如果没有明确的组织目标，组织将面临协调活动和预测未来事件的问题。
There are four basic functions of organisational goals which is they provide guidance and direction, motivate and inspire employees, facilitate all planning’s, and help organisations to evaluate and control performances. Organisational goals not only help the organisation to plan for the future, but it informs all the employees where the organisation is going and also how it plans to go there. When employees are needed to make important and tough decisions, they can refer to the organisation’s goals as guidance. Goals promote planning in determining how goals will be achieved. Employees usually set a goal in order to satisfy their needs; therefore goals can motivate employees and increase job performance. Evaluation and controlling will allow the organisation to compare its actual performance to the organisation goals and then make any adjustments if necessary. Why is it important for a manager to set goals? This is because goals can affect individual performance through four mechanisms. Firstly, goals can direct actions and efforts towards goal related activities and stay away from unrelated activities. Secondly, goals energize employees. Employees will put in more effort in challenging goals compared to easy goals. Thirdly, goals can affect persistence. This is because employees exert more effort to achieve high in challenging goals. Fourthly, goals can motivate employees to make use of their exist knowledge to obtain a goal or acquire the knowledge which is needed to do a task.
组织目标有四个基本功能，即提供指导和指导，激励和激励员工，促进所有规划，帮助组织评估和控制绩效。组织目标不仅有助于组织规划未来，还可以告知所有员工组织的发展方向以及计划如何发展。当员工需要做出重要而艰难的决定时，他们可以参考组织的目标作为指导。目标促进规划，以确定如何实现目标。员工通常设定目标以满足他们的需求；因此，目标可以激励员工，提高工作绩效。评估和控制将允许组织将其实际绩效与组织目标进行比较，然后在必要时进行任何调整。为什么经理制定目标很重要？这是因为目标可以通过四种机制影响个人绩效。首先，目标可以将行动和努力引向与目标相关的活动，并远离无关的活动。其次，目标激励员工。与简单的目标相比，员工将在挑战性目标上付出更多的努力。第三，目标可以影响持久性。这是因为员工付出更多的努力来实现具有挑战性的高目标。第四，目标可以激励员工利用他们现有的知识来实现目标或获得完成任务所需的知识。
Goal setting attributes is one of the subjects of extensive research. Examples of the four attributes are difficulty, specificity, commitment and acceptance. There is a study which shows that there is a direct relationship in between goal specificity and employee performance. Less ambiguity is involved and higher performance is obtained when the goal is made more specific. When employees are given “do your best goals”, they do not have any external reference to refer in which they can measure their own performances. For example, a manager tells a sales person to “do the best you can” is an extremely unclear stated goal that will not increase performance. However, if a manager says “increase sales by 10 percent” is a much more specific and clearly stated goal that encourages high performance because the employees had all the past sales record as their reference? Goal difficulty also has a direct relationship with performance. Studies show that more difficult goals lead to higher performances, as long as the goal which is set does not become too difficult that employees perceive them as impossible. Manager should not set any unreasonable goals for the employees because unreasonable goals frustrate rather than motivate the employees. On the other hand, a difficult but realistic goal does not only increase performance but also motivation. Research states that employees are highly motivated when the probability of obtaining a specific goal is more than fifty percent.
目标设定属性是广泛研究的主题之一。这四个属性的例子是困难、具体、承诺和接受。有一项研究表明，目标特异性与员工绩效之间存在直接关系。当目标变得更具体时，所涉及的模糊性更小，性能更高。当员工被给予“尽你最大的努力”时，他们没有任何外部参照物可以用来衡量自己的绩效。例如，经理告诉销售人员“尽你所能”是一个极不明确的既定目标，不会提高绩效。然而，如果一位经理说“将销售额增加10%”是一个更具体、更明确的目标，因为员工有所有过去的销售记录作为参考，从而鼓励高绩效？目标难度与绩效也有直接关系。研究表明，只要设定的目标不会变得太难以至于员工认为不可能实现，更难的目标就会带来更高的绩效。经理不应该为员工设定任何不合理的目标，因为不合理的目的会使员工沮丧，而不是激励员工。另一方面，一个困难但现实的目标不仅会提高绩效，而且会激励员工。研究表明，当实现特定目标的概率超过50%时，员工的积极性很高。
A manager must also set individual performance objectives for the employees. Setting performance objectives per employee is an important part in management which allows organisation to achieve strategic goal by dividing it into several numbers of sub-goals. There are a few steps in individual performance objectives set by the team leader or manager which is appoint and conduct a meeting with each employees to describe his or her job and tasks, address and create a list of responsibilities for the employees, and develop adequate individual performance objectives based on the employee’s major functions and responsibilities.
经理还必须为员工设定个人绩效目标。为每位员工设定绩效目标是管理中的一个重要组成部分，它允许组织通过将其划分为若干子目标来实现战略目标。团队领导或经理制定的个人绩效目标中有几个步骤，任命并与每位员工举行会议，以描述其工作和任务，解决并创建员工的责任清单，并根据员工的主要职能和责任制定适当的个人绩效目标。
“An employee asks her supervisor for feedback on a recent initiative which she developed for the department. The supervisor responds, ‘It seems fine, but it turns out that it is not what the manager wants them to do. The supervisor meets with one of his staffs and informs her that she is behind in her work and needs to process a minimum number of items in a day, no excuses.” These examples clearly illustrates situations that may arise when an organisation have not develop a performance management system. Lack of clarity in develop the staff goals, lack of alignment between employee’s goals and organisation’s goals, lack of communication on priorities, all these situations can be avoided through the effective implements of a performance management system.
“一名员工向主管询问她最近为部门制定的一项计划的反馈。主管回答说，‘这似乎很好，但事实证明这不是经理希望他们做的。主管会见了他的一名员工，并告知她她工作落后，需要在一天内处理最少的项目，没有任何借口。“这些例子清楚地说明了当一个组织没有开发绩效管理系统时可能出现的情况。在制定员工目标方面缺乏明确性，员工目标与组织目标之间缺乏一致性，在优先事项上缺乏沟通，所有这些情况都可以通过有效实施绩效管理系统来避免。
In the interview for our coursework, the planning process in TAHAN insurance company is their key success in their organization for achieving goals. Besides that, planning is also a blueprint of the organization goals. Planning is a step or procedure of how to achieve the objectives for the organization. On another hand, their planning also look into the main power and resources which the company have in order to distribute the job function to each individual or department to achieve goals. Lastly, planning helps them to identify who is responsible for the targeted goal to achieve.
在我们课程的面试中，TAHAN保险公司的规划过程是他们组织实现目标的关键成功。除此之外，规划也是组织目标的蓝图。计划是如何实现组织目标的一个步骤或程序。另一方面，他们的计划还考虑公司拥有的主要权力和资源，以便将工作职能分配给每个人或部门，以实现目标。最后，规划有助于他们确定谁负责实现目标。
Organising 组织
What is organising? Organising is one of the four overall functions tend to include essentially everything that managers do in the management process. Organising involves determining the tasks to be done, which will do them, and how those tasks will be managed and coordinated. Managers must organise the members of their work groups and organisation so they information, resources, and tasks flow logically and efficiently through the organisation. Organising also includes defining and assigning authority and responsibility for decisions to enable tasks to be carried out effectively. Issues of organisational culture and human resource management are also related to his function.
什么是组织？组织是四大职能之一，基本上包括管理者在管理过程中所做的一切。组织包括确定要完成的任务，由谁来完成，以及如何管理和协调这些任务。管理者必须组织其工作组和组织的成员，使他们的信息、资源和任务在组织中合理高效地流动。组织还包括定义和分配决策的权力和责任，以使任务得以有效执行。组织文化和人力资源管理问题也与他的职能有关。
Organising is very important to a company and when it comes to business leadership, this will be one of the most important functions that process in a company. This function has been creating to help company running with a perfect condition. This can help a company to organise more perfectly and nicely. If a company without these important functions, a company will lose control and occur many problems that prevent a company increase volume of profit in the market. So, to prevent this kind of incident happen, they create this function to solve all these problems.
组织对公司非常重要，当涉及到商业领导时，这将是公司中最重要的职能之一。创建此功能是为了帮助公司在完美的条件下运行。这可以帮助公司组织得更完美、更完美。如果一家公司没有这些重要的职能，公司将失去控制，并出现许多问题，阻碍公司增加市场利润。所以，为了防止这种事件发生，他们创建了这个函数来解决所有这些问题。
How does a manager utilize the resource to meet the objectives? Actually, the role of a manager is very hard. He needs to ensure that all resources are aligned to business strategy. Besides that, a manager also needs to ensure that this strategy are effectively and efficiency. Responsibility is also important to a manager because this also include the line management and development of employee. These occur to make sure both achieve organisational objectives and for employee personal are growing.
经理如何利用资源实现目标？实际上，经理的角色很难。他需要确保所有资源都符合业务战略。除此之外，管理者还需要确保这一策略的有效性和效率。责任对经理来说也很重要，因为这也包括直线管理和员工的发展。这些都是为了确保实现组织目标和员工个人成长。
Manager’s skill can be divided by two main categories which are performance management and line management. In performance management, a manager needs to perform some additional tasks such as: organisation design, role definition, hiring employees, goal setting and delegation, planning and resource allocation, decision-making, and communication and reporting.
经理的技能可分为两大类，即绩效管理和直线管理。在绩效管理中，经理需要执行一些额外的任务，例如：组织设计、角色定义、雇佣员工、目标设定和授权、规划和资源分配、决策、沟通和报告。
In the organisation design, manager need to make sure that the organisation design is fit for purpose in order to support the effective execution of business strategy. In role definition, a manger must be well defined including skills, capabilities, knowledge, purpose of the role, key accountabilities, responsibilities, and experience needed to perform the role. As a manager, hiring employees is important. Manager has to be diligence to find employees by search, select, interview hire and retain suitable employees to make company earn more profit.
在组织设计中，经理需要确保组织设计符合目的，以支持业务战略的有效执行。在角色定义中，管理者必须明确定义，包括技能、能力、知识、角色目的、关键职责、职责和履行角色所需的经验。作为一名经理，雇佣员工很重要。经理必须努力通过搜索、选择、面试和留住合适的员工来找到员工，以使公司获得更多利润。
In the goal setting and delegation, a manager must have skill to setting SMART objectives, which are Specific, Measurable, Achievable, Results-Oriented, and Time-bound. These performance objectives can bring success to a company and should be explicit, written and agreed to make sure that both parties understand what is expected and what will be a successful outcome. Planning of work and aligning is part of manager work. Manager must do it with a strategy and business priorities way to make sure that works gets done in time and perfectly.
在目标设定和授权中，管理者必须具备设定SMART目标的技能，这些目标是具体的、可衡量的、可实现的、以结果为导向的和有时限的。这些绩效目标可以为公司带来成功，应该是明确的、书面的和一致的，以确保双方了解预期的结果和成功的结果。工作计划和调整是经理工作的一部分。经理必须以战略和业务优先级的方式来完成这项工作，以确保及时、完美地完成工作。
As a manager, a lot of decision-making occur. Manager must take many different decisions from different type of works and make sure all work are done it without any problem occur. If manager’s work facing a problem, as a manager, he or she must solve these problems to complete all works. In communication and reporting skill, manager must have a clearly communicating skill compare to other senior managers. It is because manager is always head of those workers, so as a manager, he or she must have this skill.
作为一名管理者，会做出很多决策。经理必须从不同类型的工作中做出许多不同的决定，并确保所有工作都在没有任何问题的情况下完成。如果经理的工作面临问题，作为经理，他或她必须解决这些问题才能完成所有工作。在沟通和报告技能方面，与其他高级经理相比，经理必须具有清晰的沟通技能。这是因为经理总是这些工人的领导者，所以作为一名经理，他或她必须具备这一技能。
As a manager, he or she needs to motivate their employees. This can help to motivated and engaged them to perform a well and excellent performance. A manager should organise his or her worker to feed back any comments. This can help manager to know staffs better and build a strong relationship between staffs and manager. In the development, manager must able to identifying areas of growth such as content knowledge, skills and behaviors. Besides that, manager should agreeing with employees’ development steps and providing the necessary support to help them. So, they will make it happen such as paying for training, giving time off or providing on-the-job training opportunities with new projects.
作为管理者，他或她需要激励员工。这有助于激励和激励他们表现出色。经理应组织员工反馈任何意见。这可以帮助管理者更好地了解员工，并在员工和管理者之间建立牢固的关系。在开发过程中，经理必须能够识别增长领域，如内容知识、技能和行为。此外，经理应同意员工的发展步骤，并提供必要的支持以帮助他们。因此，他们将实现这一目标，例如支付培训费用、给予休假或为新项目提供在职培训机会。
At performance appraisals, manager must perform evaluation that should happen formally. It is because there must at least annually and regular interim appraisals such as quarterly. At performance improvement, manager must understand appropriate and then provide them training, support them, mentoring them or coaching them as needed to help employees achieve an appropriate level of performance in order to reach the goal.
在绩效评估中，经理必须进行正式的评估。这是因为必须至少每年进行一次定期的中期评估，如季度评估。在绩效改进方面，经理必须了解适当的情况，然后根据需要为他们提供培训、支持、指导或指导，以帮助员工实现适当的绩效水平，从而达到目标。
Besides organising, a manager also needs to have planning, leading and controlling skills. These skills are very important to a manager as well as a company. Without these skills, a company will not survive in the battle of market. Then, the company will lose to other competitors and facing bankruptcy problem. So, a company must have a good manager with good skills to archive the successful in the battle of market.
除了组织，经理还需要有计划、领导和控制技能。这些技能对经理和公司都非常重要。如果没有这些技能，公司将无法在市场竞争中生存。然后，该公司将输给其他竞争对手，面临破产问题。因此，一家公司必须有一位具备良好技能的优秀经理，才能在市场竞争中取得成功。
Organising is a basic needed for a manager. Without these useful skills, the person cannot become a good manager because it will lead the company to failure. So, as a manager, he or she must have these skills in order to help company earn more profit. In other words, manager “MUST” acquire all these skills in order to become a good and skillful manager in a success company.
组织是管理者的基本需求。如果没有这些有用的技能，这个人就不能成为一个好的经理，因为这会导致公司失败。所以，作为一名经理，他或她必须具备这些技能，才能帮助公司赚取更多利润。换言之，管理者“必须”掌握所有这些技能，才能成为一家成功公司中优秀而熟练的管理者。
What are the common resource utilization problems faced by a company? There are three key areas which a manager needs to focus on. These three keys are knowing , doing and measuring. There are some causes in knowing. The first cause is because the manager does not know the utilization rate for yesterday and today, much less for what will be forecast tomorrow. Second cause is the manager does not know what the percentage of billable employee is until the end of the month. In order to cure this, managers need to have real time reports which shows utilize rates and historical trend by individual or company. However, there are also some causes in doing. The causes in doing are billable employee does not have any access to schedules, that is why they cannot see changes or make updates. Therefore, the company must supply a robust mobile device for employee to allow 2 way updates and continual synchronize. Lastly, the causes in measuring are managers cannot see utilization over a period of time, by employee or company. To cure this, managers must make sure that employee reports show utilization, realization and billing against quotas.
公司面临的常见资源利用问题是什么？管理者需要关注三个关键领域。这三个关键是了解、执行和衡量。知道是有原因的。第一个原因是因为经理不知道昨天和今天的使用率，更不用说明天的预测了。第二个原因是经理直到月底才知道付费员工的百分比。为了解决这个问题，管理者需要实时报告，显示个人或公司的利用率和历史趋势。然而，这样做也有一些原因。这样做的原因是计费员工无法访问时间表，这就是他们无法看到更改或进行更新的原因。因此，公司必须为员工提供强大的移动设备，以允许双向更新和持续同步。最后，衡量的原因是管理者无法看到员工或公司在一段时间内的利用率。为了解决这一问题，管理者必须确保员工报告显示了利用率、实现率和按配额计费。
Leading 引领
As one of the four functions of the management, leading can be both extremely important and challenging. Leading is very important for a manager as a manager needs to lead the employees in the company in order to let the company become more successful in the market .A manager should also strive to become an inspiration to the rest of the employees .In this case , the employee will only follow and respect the manager . A manager that is an inspiration means that the employees will follow the manager because they believe in what the manager is doing and they will try to help the company to archive its goals .Finding ways to inspire employees is also means that coaching them and motivating them to succeed as integral parts of the company.
作为管理层的四大职能之一，领导既极其重要，又极具挑战性。领导对于经理来说非常重要，因为经理需要领导公司中的员工，以使公司在市场上更加成功。经理也应该努力成为其他员工的灵感来源。在这种情况下，员工只会追随并尊重经理。激励型经理意味着员工会追随经理，因为他们相信经理在做什么，他们会努力帮助公司实现目标。找到激励员工的方法也意味着指导他们，激励他们成为公司不可或缺的一部分。
On the other hand, the ways that a manager leads will greatly affects the employee morale within the department and company as a whole. Managers should create a climate that encourages new ideas and employee input. This will let the employees feel that they have a say in the company and they will willing to share ideas and attempt to find better ways to improve the process .For example, a good manager will reward the employees with monetary or benefits incentives if they can increase the output of the product .Another idea is a treasure box of goodies. Manager can set a goal early in the week and employees who meet the goal by the end of the week are allowed to take a prize from the treasure box. Besides that , when during the meeting , the manager should also praise the employee who are doing well in their jobs .This will let the employee become more aggressive in their job in order to let the manager to praise them more as when the manager praise them , they feel happy and also feel proud among the other college . This can also make the other employee become more aggressive when they saw the other employee was praise by the manager as they also want the manager to praise them.
另一方面，经理领导的方式将极大地影响部门和公司内部的员工士气。管理者应该创造一种鼓励新想法和员工投入的氛围。这会让员工觉得他们在公司有发言权，他们愿意分享想法，并尝试找到更好的方法来改进流程。例如，如果员工能够提高产品产量，一个好的经理会奖励他们金钱或福利奖励。另一个想法是一个好东西的宝库。经理可以在本周早些时候设定一个目标，在本周结束前达到目标的员工可以从宝箱中获得奖品。除此之外，在会议期间，经理还应表扬在工作中表现出色的员工。这将使员工在工作中变得更加积极，以便让经理更多地表扬他们，因为当经理表扬他们时，他们会感到高兴，并在其他学院中感到自豪。这也会让其他员工在看到其他员工受到经理的表扬时变得更加咄咄逼人，因为他们也希望经理表扬他们。
Communication skill is very important between a manager and an employee. An effective leader must also have an effective communicator. If a manager does not have a good communication skill, he or she will easily have quarrel with their employees and he or she will have a bad relationship with their employees. This will affect the process of the company when a manager is selfish and do not like to communicate with the others .On the other hand, a manager that shares information and lets employees know the latest news in the company is someone that is deemed trustworthy by his or her employees. Besides that, a manager should always have a good relationship with the employees. For example, the manager can plan some activities for the employees in the company, such as family day, gathering, or party. These activities can let the relationship between the manager and the employees become better and they also know each other better .Besides that, the manager can also know more about the family background of the employees.
管理者和员工之间的沟通技巧非常重要。一个有效的领导者还必须有一个有效沟通者。如果经理没有良好的沟通技巧，他或她将很容易与员工发生争吵，并与员工关系不好。当一个经理自私，不喜欢与他人交流时，这会影响公司的进程。另一方面，一个分享信息并让员工知道公司最新消息的经理是被员工认为值得信任的人。除此之外，经理应该始终与员工保持良好的关系。例如，经理可以为公司的员工计划一些活动，如家庭日、聚会或聚会。这些活动可以让经理和员工之间的关系变得更好，他们也更加了解彼此。此外，经理还可以更多地了解员工的家庭背景。
Moreover , a good and effective leader will inspire his or her employees ,which allows those employees to feel that they are making a meaningful contribution to the company .The employees will also work harder for the company and also take more ownership in their job position .This can mean happy customers and a higher level of customer service . A great leaders in an organisation will affect the employees they supervise .Besides that, they also inspire others employees in the other part of the company .This will make the whole company become more effective. Effective leadership is infectious and it should be spread to as many areas of the organisation as possible. By doing this, will result in a highly-coordinated effort to please both customer and employees.
此外，一个好的、有效的领导者会激励员工，这让员工觉得他们为公司做出了有意义的贡献。员工也会为公司更加努力，在工作岗位上拥有更多的自主权。这意味着客户满意，客户服务水平更高。一个组织中伟大的领导者会影响他们所监督的员工。此外，他们还会激励公司其他部门的其他员工。这将使整个公司变得更加有效。有效的领导是有传染性的，应该传播到组织的尽可能多的领域。通过这样做，将导致高度协调的努力，以取悦客户和员工。
A good leader must also be understanding towards their employees .For example, when one of the employee have some personal problems and they could not come to work for a week , as a understanding manager , we must understand he or her problem and also pass his or her work to other employees . This will let the employees feel that the manager is understanding and is also a good manager .They will also be more loyalty to the company when they feel that they work for the right company. Besides being understanding, a good leader should also be caring and helpful to their employees. For example, when one of the employee family member met an accident, need a sum of money, the manager should help them to collect donation and also comfort them. This will make the employee feel that his or her boss is helpful and caring towards them .The employee will also feel grateful to the manager and also try to repay his or her kindness by doing a good job in their work. When the other employees see this situation, they will feel that their manager is a kind, caring and also helpful boss.
一个好的领导者也必须理解员工。例如，当一名员工有一些个人问题，他们一周都不能来上班时，作为一名理解的经理，我们必须理解他或她的问题，并将其工作交给其他员工。这会让员工觉得经理很理解，也是一个好经理。当他们觉得自己为正确的公司工作时，他们也会对公司更加忠诚。除了理解，一个好的领导者还应该关心和帮助员工。例如，当一名员工的家庭成员遇到意外，需要一笔钱时，经理应该帮助他们收集捐款，并安慰他们。这会让员工觉得自己的老板对他们很有帮助和关心。员工也会对经理感到感激，并努力通过做好工作来回报自己的好意。当其他员工看到这种情况时，他们会觉得他们的经理是一位善良、体贴、乐于助人的老板。
A leader is also the model among the employees. He or she has to show a good example to the employees in order to let the employee to follow their steps .For example. a leader should come to work at an earlier time .When the employee saw their manager is earlier than them , they will also learn from him or her . Other than being a role model , a leader must also be responsible for what he or she and the team had committed .For example , when the employee have done wrong something , the manager have to be answerable to the management .
领导者也是员工的榜样。他或她必须向员工展示一个好榜样，以便让员工遵循他们的步骤。领导者应该更早地来上班。当员工看到他们的经理比他们更早时，他们也会向他或她学习。除了作为榜样，领导者还必须对自己和团队所做的事情负责。例如，当员工做错了事时，经理必须对管理层负责。
After interviewing the manager in TAHAN insurance, we knew that the manager use motivation to lead the employees, as motivation is the key factor to drive the team member to archive maximum height in the operation. Besides that, a good manager should exercise the leader by example to the team member by showing them that they are getting a full support from their manager. To get a good relationship with the team member, the manager has to work hand in hand with the team member.
在采访了TAHAN保险公司的经理后，我们知道经理使用激励来领导员工，因为激励是推动团队成员在运营中实现最大高度的关键因素。除此之外，一个好的经理应该通过向团队成员展示他们得到了经理的全力支持来锻炼领导的能力。为了与团队成员建立良好的关系，经理必须与团队成员携手合作。
On the other hand, a manager should help the employee to solve the problem that they encounter. The manager should also guide the team properly in order to meet the target of the organisation. A responsible manager should also keep a sharp eye on the companies’ daily operation. The manager must make sure that the company is operationing well. In addition, the manager should also exercise rewarding system to team member who did well or archive a good result in their work.
另一方面，经理应该帮助员工解决他们遇到的问题。经理还应正确指导团队，以实现组织的目标。一个负责任的经理也应该密切关注公司的日常运营。经理必须确保公司运转良好。此外，经理还应对表现出色或在工作中取得好成绩的团队成员实行奖励制度。
By comparing the two theory and study case, we can compare the functions of the manager. In theory, manager use inspiring to lead the employee, while in study case, the manager use motivation to lead the employee. Besides that, manager becomes the role model of the employee in the theory while the manager becomes the role of example in front of the employee in the study case. Other than that, in theory, manager have to have a good relationship with the employees, while in study case, manager maintain a good relationship with their employee to ensure that they archive the organisation goals.
通过比较这两种理论和研究案例，我们可以比较管理者的职能。理论上，经理使用激励来领导员工，而在研究案例中，经理使用动机来领导员工。此外，在理论上，经理成为员工的榜样，而在研究案例中，经理则成为员工面前的榜样。除此之外，理论上，经理必须与员工保持良好的关系，而在研究案例中，经理必须与其员工保持良好关系，以确保他们实现组织目标。
As a conclusion, leading is very important to a manager as he or she need to lead a company with a team of employees. Besides that the manager has to have good communication and relationship with the employee. Without leading, the whole organisation will not be successful as the employees do not listen to the manager. Therefore, a manager must lead their employee well to ensure that they met the company goals and also make the company famous in the industry.
总之，领导对经理来说非常重要，因为他或她需要领导一个有员工团队的公司。此外，经理必须与员工保持良好的沟通和关系。没有领导，整个组织就不会成功，因为员工不听经理的话。因此，经理必须很好地领导员工，以确保他们达到公司目标，并使公司在行业中享有声誉。
Controlling 控制
In theory, controlling is one of the function of manager which it is important that this function can helps to check the errors and to take the corrective action so that deviation from standards are minimizes and stated goals of the organisation are achieved in desired manner. In management controlling can be define as the process of regulating organisational activities so that actual performance conforms to expected organisational goals. The phases of controlling are anticipating the things that could go wrong and taking preventive measures to see that they don’t, monitoring or measuring performance in some way in order to compare what is actually happening with what is supposed to be happening and correcting performance problem that occur which this is the therapeutic aspect of control. Examples of controls are delegation (accountability), evaluation (performance), financial statement (budget management) performance management (observation and feedback), policies and procedures (behavior in workplace), quality control and operation management and lastly risk, safety and liabilities. There are four important steps in controlling which is establish standards to measure performance, measure actual performance, compare performance with standards and take corrective actions.
理论上，控制是管理者的职能之一，这一职能有助于检查错误并采取纠正措施，从而最大限度地减少与标准的偏差，并以期望的方式实现组织的既定目标。在管理中，控制可以定义为规范组织活动的过程，以使实际绩效符合预期的组织目标。控制的阶段是预测可能出错的事情，并采取预防措施以确保不会出错，以某种方式监控或测量性能，以便将实际发生的情况与预期发生的情况进行比较，并纠正出现的性能问题，这是控制的治疗方面。控制的例子有授权（问责制）、评估（绩效）、财务报表（预算管理）绩效管理（观察和反馈）、政策和程序（工作场所的行为）、质量控制和运营管理，最后是风险、安全和责任。控制中有四个重要步骤，即建立衡量绩效的标准、衡量实际绩效、将绩效与标准进行比较并采取纠正措施。
Establish of standard is the first step in controlling as a standard is a unit of measurement that can serve a reference point for evaluating results. Manager should exercise control by comparing performance to some standards and goals. There are a few type of standard which are tangible and intangible standards. Tangible standard are clear, concrete specific and generally measurable while intangible standard is relate to human characteristics which are not expressed in terms of numbers, money, physical qualities or time. It can be desirable attitude, high morale, ethics and cooperation. Tangible standard consist of four standards which is numerical standards, monetary standards, physical standards and time standards. In numerical standards, it can be expressed in numbers of item produced, absences, percentage of sales and etc. Monetary standards can be measured in terms of money which is profit margins, cost and etc. Other than physical standard can be categorized by quality, durability, size, weight and other factors related to physical composition and lastly time standards can refer to the speed with the job is to be done like the project completion date.
标准的建立是控制的第一步，因为标准是一个测量单位，可以作为评估结果的参考点。经理应通过将绩效与一些标准和目标进行比较来进行控制。有几种类型的标准，即有形标准和无形标准。有形标准是明确的、具体的、一般可测量的，而无形标准则与人的特征有关，而这些特征不是用数字、金钱、身体素质或时间来表示的。它可以是令人满意的态度、高昂的士气、道德和合作。有形标准包括四个标准，即数字标准、货币标准、物理标准和时间标准。在数字标准中，它可以用生产项目的数量、缺席、销售百分比等来表示，重量和其他与物理成分有关的因素以及最后的时间标准可以指的是工作完成的速度，如项目完成日期。
Measure actual performance is the second step as it ensures that it complies with the established standards. Most of the organisations will prepare formal reports of performance and weekly meeting to measure how the manager performs. These measurements should be related to the standards set in the first step of control process. For example, if sales growth is a target, the organisation should have a means of gathering and reporting sales data. The measure of actual performance can be done by personal observation, written or oral report about employees, automatic methods and inspection, test or samples.
衡量实际绩效是第二步，因为它确保其符合既定标准。大多数组织将准备正式的绩效报告和每周会议，以衡量经理的绩效。这些测量值应与控制过程第一步中设定的标准相关。例如，如果销售增长是一个目标，那么组织应该有收集和报告销售数据的方法。实际绩效的衡量可以通过个人观察、关于员工的书面或口头报告、自动方法和检查、测试或样品来完成。
Comparing performance with standards is the third step as this step compares actual activities to performance standards. When the manager read the computer reports or walk through their plants, they identify whether actual performance meets, exceeds, or falls short of standards. Typically, performance reports simplify such comparison by placing the performance standards for reporting period alongside the actual performance for the same period and by computing the variance. That is the different between each actual amount and the associated standard.
将绩效与标准进行比较是第三步，因为这一步将实际活动与绩效标准进行比较。当经理阅读计算机报告或参观工厂时，他们会确定实际绩效是否达到、超过或低于标准。通常，绩效报告通过将报告期的绩效标准与同一期间的实际绩效放在一起，并通过计算差异来简化这种比较。这是每个实际金额与相关标准之间的差异。
Taking corrective action if necessary is the final step in the control process. Adjustment, fine-tuning, and perhaps drastic action may be necessary to pull off important tasks or to maintain standard. When performance deviates from standards, managers must determine what changes, if any, are necessary and how to apply them. In the productivity and quality-centered environment, workers and manager are often empowered to evaluate their own work. After the evaluator determines the cause or causes of deviation, he or she can take the fourth step which is the corrective action. There are some few examples of corrective actions which are making a decision to retrain a new employee whose performance has not progressed as expected, shifting several employees from their normal jobs to help meet a deadline on another job, counseling an employee whose performance has recently been below the standard, reprimanding an employee for failure to adhere to safety rules and shutting down a piece of equipment for maintenance after defective output is traced on it.
必要时采取纠正措施是控制过程的最后一步。为了完成重要任务或保持标准，可能需要进行调整、微调，甚至采取激烈的行动。当绩效偏离标准时，管理者必须确定需要进行哪些更改（如果有）以及如何应用这些更改。在以生产力和质量为中心的环境中，工人和经理通常有权评估自己的工作。评估人员确定偏差原因后，可以采取第四步，即纠正措施。有一些纠正措施的例子是，决定重新培训绩效未达到预期的新员工，将几名员工从正常工作岗位转移到另一份工作的最后期限，为绩效最近低于标准的员工提供咨询，谴责员工不遵守安全规则，并在追踪到有缺陷的输出后关闭设备进行维护。
Characteristics of effective control system consist of controls need to focus on appropriate activities, controls should be timely, controls must be cost effective, control should be accurate and concise and control should be accepted by people they affect. Control needs to focus on appropriate activities mean effective controls must focus on critical factors that affect both the individual’s and the organisation’s abilities to achieve objectives while controls should be timely can define as information needed for comparisons and control purposes need to be in management’s hands in order to make effective corrective action. Delays in generating, gathering or disseminating information can prolong the occurrence and extend of deviation. Other than that control must be cost effective as this benefit of using appropriate controls should be worth their cost of installation and operation. Too much of control can be worse than too little. The key is to provide appropriate for the situation and provide saving greater that the cost involved. Moreover control should be accurate and concise as control must provide information about operations and people in sufficient quality and quantity to enable managers to make meaningful comparisons to operation standards. As with control, too much information can be as bad as too little. Lastly controls should be accepted by the people they affect as controls and their applicability to specific situations should be communicated clearly to those responsible for implementing them and to those who will be governed by them.
有效控制系统的特征包括：需要关注适当活动的控制，控制应及时，控制必须具有成本效益，控制应准确、简洁，控制应被其影响的人接受。控制需要集中于适当的活动，这意味着有效的控制必须集中于影响个人和组织实现目标能力的关键因素，而控制应该及时。控制可以定义为比较和控制目的所需的信息，需要掌握在管理层手中，以便采取有效的纠正措施。产生、收集或传播信息的延误会延长偏差的发生和扩大。除此之外，控制必须具有成本效益，因为使用适当控制的益处应与其安装和操作成本相匹配。控制太多可能比控制太少更糟。关键是提供适合的情况，并提供比所涉及的成本更大的节约。此外，控制应准确和简洁，因为控制必须以足够的质量和数量提供有关运营和人员的信息，以使管理人员能够与运营标准进行有意义的比较。与控制一样，信息过多和过少同样糟糕。最后，控制措施应被其影响的人接受为控制措施，并应将其适用于特定情况的情况清楚地传达给负责实施控制措施的人和受其管理的人。
In the interview for our coursework, the controlling in TAHAN insurance is manager should follow up closely on the daily basis on all the departments operations to ensure that they have achieve their goals, service standard and KPI (key performance indicators set by the company. Other than that, weekly marketing meeting should be conducted to monitor the marketing activities and marketing result from each marketer. To identify the problem area arises from the marketer and assist them immediately to resolve in order to achieve immediate results. Furthermore, emphasis on result orientated to all departments or individuals to achieve goals and conduct weekly product control meeting in order to improve their financial standing.
在我们MBA课程作业的面试中，TAHAN保险公司的控制部门经理应每天密切跟踪所有部门的运营情况，以确保他们实现了目标，服务标准和KPI（公司设定的关键绩效指标。除此之外，每周应召开营销会议，以监控每个营销人员的营销活动和营销结果。识别营销人员产生的问题领域，并帮助他们立即解决，以实现即时结果。此外，强调以结果为导向的所有部门或个人实现目标并每周召开产品控制会议，以改善财务状况。本站提供各国MBA作业代写或写作指导服务，如有需要可咨询本平台。