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GeneralSkills&AcademicLiteracy第1頁UnitSeven

Management第2頁TextALeadershipStrategy:JackWelchorNapoleonBonaparte?第3頁Strategyisaboutdetailedplanning:abattleofwitsbetweentheleader/managerandwhateverforcesheorsheispittedagainst.Evenrelativelysimplebusinessinitiativesrequirestrategicthinking---theneedtoactinawaythatmovesyouclosertothefinalgoal,ratherthaninawaythatmerelysolvestheimmediateproblem.Leadershipistheartandscienceofgettingthingsdonethroughpeople.Agreatleaderdecidesthedirectionofeffortsandthelifeordeathofacompanyoranation.ThroughtheanalysisofstrategiesemployedbyJackWelch,Overview第4頁thefirstCEOoftheworldandNapoleonBonaparte,oneofthegreateststrategicthinkersofhistory,theauthorshowsusthesignificantrolestrategyplaysinbusinessesandbattlesandstressesthefactthatifthegrandstrategyisright,thenpotentialvictoryisstillinthedetail,butwithoutbrilliantconceptionandflawlessplanning,theminorstrategiesthatyouemployinpursuitoftheoverallgoalwillfail.第5頁

BackgroundInformation

Pre-readingQuestions

TextALeadershipStrategy:JackWelchorNapoleonBonaparte?

Vocabulary

ExercisesTextALeadershipStrategy:JackWelchorNapoleonBonaparte?Contents第6頁BackgroundInformation第7頁TextALeadershipStrategy:JackWelchorNapoleonBonaparte?

第8頁VWritingExercisesIVTranslation第9頁JonathanGiffordisalecturerofEuropeanCommunicationsSchool,authorofMarshallCavendishBusiness.Background1.Informationabouttheauthor第10頁:.Background2.InformationaboutJackWelch(1935-)Americanbusinessexecutive,authorandchemicalengineer.HewaschairmanandCEOofGeneralElectricbetween1981and.DuringhistenureatGE,thecompany’svalueroseby4000%.In,Welch’snetworthwasestimatedat$720million.WhenheretiredfromGEhetookaseverancepaymentof$417million,thelargestsuchpaymentinhistory.

第11頁:.Background3.InformationaboutNapoleonBonaparte(1769-1821)NapoleonBonapartewasaFrenchmilitaryandpoliticalleaderwhorosetoprominenceduringthelatterstagesoftheFrenchRevolutionanditsassociatedwarsinEurope.AsNapoleonI,hewasEmperorofFrancefrom1804to1814.heimplementedawidearrayofliberalreformsacrossEurope,includingtheabolitionoffeudalismandthespreadofreligioustoleration.HislegalcodeinFrance,theNapoleonicCode,influencednumerouscivillawjurisdictionsworldwide.第12頁:.Background3.InformationaboutNapoleonBonaparte(1769-1821)NapoleonisrememberedforhisroleinleadingFranceagainstaseriesofcoalitionsintheNapoleonicWars.HewonthemajorityofhisbattlesandseizedcontrolofmostofcontinentalEuropeinaquestforpersonalpowerandtospreadtheidealsoftheFrenchRevolution.Widelyregardedasoneofthegreatestcommandersinhistory,hiscampaignsarestudiedatmilitaryacademiesworldwide.Heremainsoneofthemoststudiedpoliticalandmilitaryleadersinallofhistory.第13頁Q1:Howdoyouunderstandmanagementandstrategy?

Q2:Whatgreatleaderscanyouthinkofinthefieldsofbusiness,politics,themilitary,etc.?Andwhatcharacteristicsorpersonalqualitiesmakeagoodleader?Q3:Doyouthinkthereareanycommoncharacteristicsbetweenbusinessesandbattles?Q4:Canyouciteanyexamplesofstrategyusedinpractice?Pre-readingQuestions第14頁:.ManagementManagementistheutilizationofhuman,physical,andfinancialresourcestoachieveorganizationalgoals.Accordingtothemanagementguru

PeterDrucker

(1909-),thebasic

task

ofmanagementincludesbothmarketing

and

innovation.Practice

ofmodernmanagementoriginatesfromthe16thcenturystudy

oflow-efficiencyand

failures

ofcertainenterprises,conductedbytheEnglishstatesman

SirThomasMore(1478-1535).Managementconsistsoftheinterlocking

functions

ofcreating

corporatepolicy

and

organizing,planning,controlling,and

directing

anorganization’sresources

inordertoachievetheobjectivesofthatpolicy.Themajorbranchesofmanagementare

financialmanagement,

marketingmanagement,

humanresourcemanagement,

strategicmanagement,

productionmanagement,

operationsmanagement,

servicemanagement

and

informationtechnologymanagement.

第15頁Managersarethepeoplewhoconducttheseprocesses.Managementfocusesontheresultsofteamworkratherthanindividualefforts.Itisthejobofthemanagertocoordinatetheworkofothersandisheldaccountablefortheirwork.Thefivemainjobsofmanagersareplanning,organizingandstaffing,leadingandmotivatingtheorganization,coordinationthroughcommunicationofobjectivesandplans,andassessingandmeasuringtheworkofemployees.Effectivemanagersshouldrelyonfourtypesofskills:conceptualskills,interpersonalskills,technicalskillsanddecision-makingskills.Part2_TA1_s第16頁ThemostimportantqualitiesforbeingasuccessfulmanagerConceptualskills:abilitytounderstandtherelationshipamongvarioustasksofanorganizationInterpersonalskills:abilitytocommunicatewithcustomersandemployees,tomotivateandinfluencetheactionsandproductivityoftheemployeesTechnicalskills:abilityusedtoperformspecificday-to-daytasksDecision-makingskills:abilityforusingexistinginformationtodeterminehowanorganizations’resourcesshouldbeallocated第17頁:.StrategyModernbusinessstrategyemergedasafieldofstudyandpracticeinthe1960s.AlfredChandler

wrotein1962that:"Strategyisthedeterminationofthebasiclong-termgoalsofanenterprise,andtheadoptionofcoursesofactionandtheallocationofresourcesnecessaryforcarryingoutthesegoals.”MichaelPorter

definedstrategyin1980asthe“...broadformulaforhowabusinessisgoingtocompete,whatitsgoalsshouldbe,andwhatpolicieswillbeneededtocarryoutthosegoals”andthe“...combinationofthe

ends

(goals)forwhichthefirmisstrivingandthe

means

(policies)bywhichitisseekingtogetthere.”第18頁Inbusiness,strategyisthepathbywhichyoucreatesustainablecompetitiveadvantageoveryourcompetitors.Itislong-termandisconcernedwiththetypeofdecisionsthatrequiresubstantialinvestmentoftime,resourcesandcapital;decisionsthatwillhaveanimpactfarintothefuture.Itisimportantintermsofbeingabletoalignthedifferentelementsofabusinesstogetherandmakesurethatallofthepeopleintheorganizationclearlyunderstandwherethecompanyisgoingandwhat’srequiredinordertogetthereaswellaswhatroletheywillplayinexecutingthecompany’soverallsuccessfulstrategy.Inotherwords,strategyisabout:Whereisthebusinesstryingtogettointhelong-term(direction)?Whichmarketsshouldabusinesscompeteinandwhatkindofactivitiesareinvolvedinsuchmarkets(scope)?Howcanthebusinessperformbetterthanthecompetitioninthosemarkets(advantage)?Whatresources(skills,assets,finance,relationship,technicalcompetence,andfacilities)arerequiredinordertobeablecompete(resources)?

Whatexternal,environmentalfactorsaffectthebusinesses’abilitytocompete(environment)?Whatarethevaluesandexpectationsofthosewhohavepowerinandaroundthebusiness(stakeholders)?第19頁:.StrategyInmilitarytheory,strategyis“theutilizationduringbothpeaceandwar,ofallofthenation‘sforces,throughlargescale,long-rangeplanninganddevelopment,toensuresecurityandvictory”.

RandomHouseDictionaryThefatherofWesternmodern

strategicstudy,

CarlvonClausewitz,definedmilitarystrategyas"theemploymentofbattlestogaintheendofwar."

B.H.LiddellHart’sdefinitionputlessemphasisonbattles,definingstrategyas“theartofdistributingandapplyingmilitarymeanstofulfilltheendsofpolicy“.U.S.NavalWarCollegeinstructorAndrewWilsondefinedstrategyasthe”processbywhichpoliticalpurposeistranslatedintomilitaryaction.”Easternmilitaryphilosophydatesbackmuchfurther,withexamplessuchasthe

TheArtofWar

by

SunTzu

datedaround500B.C.

第20頁Q2:Whatgreatleaderscanyouthinkofinthefieldsofbusiness,politics,themilitary,etc.?Andwhatcharacteristicsorpersonalqualitiesmakeagoodleader?Open

第21頁P(yáng)LANNINGAmanagerwantstoreachsomegoals.Whenhewantstosucceedheneedsacertainplanfortheshorttimebutmoreimportantforthelongterm.Aplanconsistingofinvestmentscanbeusefulforthelongterm.Maybetheseinvestmentswillhaveanegativeimpactontheprofitofthecompanythefirstyearsbutwillresultinahigherprofitandariseintheturnover.1.Mostimportantqualitiesofasuccessfulmanager:Part2_TA_Topic-relatedinformation1第22頁AGOODTEACHERAmanagerneedsagoodteam.Themanagerknowswhichgoalsneedtobereached.Communicationwithyourteamisimportant.Teachyouremployeeswhattheirtasksareandtheirresponsibilitiesandgivethemachancetosharetheirideastoworkinthemostefficientway.Givingcommandsinarespectfulwayisthekeytosuccess.AGOODLISTENERWorkingwithateammeansthatyouneedtounderstandtheattitudesofyouremployees.Trytounderstandtheirmotivationsandincaseofproblemstrytofindsolutionstotheirproblems.Agoodlistenerisalwayssomeonewhohasanopenmindforsuggestionsofemployeesofhisteam.IncaseoneormoreofyourPart2_TA_Topic-relatedinformation2第23頁employeesdisagreewithyourdecision,itisimportantthatyoucanlistentothemandcometoanacceptablecompromise.Managersneedtotreathisorheremployeesequalregardlessoftherace,religion,age,sexoranyotherfactor.DELEGATIONAmanageristheleaderofacompanyandisresponsibleforalltheworkwhichwillhappeninthecompany.Amanagerneedstodelegatesometaskstohisemployeesbuthecan’tgiveawaytheultimateresponsibility.Hewillbuildastaffteamwithdifferentresponsibilitiesandthesestaffmembersneedtocareforthefinalresultoftheirtasks.Communicationisimportantandwhenthetasksaredonethereistheneedforconversationanddiscussion.FromPart2_TA_Topic-relatedinformation3第24頁Generally,a

battle

isaconceptualcomponentinthehierarchyof

combat

in

warfare

betweentwoormore

armedforces,or

combatants.A

war

sometimesconsistsofmanybattles.Battlesgenerallyarewelldefinedinduration,area,andforcecommitment.Bothareguidedbystrategyinwhichresourcesshouldbeutilizedfortheultimategoalinthefuture.Q3:Doyouthinkthereareanycommoncharacteristicsbetweenbusinessesandbattles?

第25頁Coca-ColaoriginallyenteredChinain1927,butleftin1949.in1979,itreturnedwithashipmentof30,000casesfromHongKong.Since1990ithasbeenmakingprofitsinChinaandithadamarketshareofover50percentshareoftheChinesebeveragesmarketin.howdidCokeachievethissuccessinChina?Coke’stopmanagersandindustryobservers,too,believethatitisthecompany’swinningapproachof“Thinklocal,actlocal”thathasenabledittocapturemarketsoutsideoftheUnitedStates.Cokeencourageslocalmanagerstodevelopstrategiesthatarebestsuitedfortheirareas,andregionalofficeshavethefreedomtoapprovelocalinitiatives.Fromtheverybeginning,Coke’sstrategyforre-entryintotheChinesemarkethasbeenbasedonlocalizationoftheentireCoca-Colasystem.Inordertoachievethis,CokehadtoworkcloselywithChinesestate-ownedenterprisesanddevelopstrongrelationshipswiththeChinesestate-ownedenterprisesanddevelopstrongrelationshipswiththeChinesegovernment.ItbroughtitstechnologyandequipmenttoChinaandbuiltbottlingplants,whichitthenhandedownertotheChinese-government.Eventhoughinitiallyithadtoimportcertaininputsfortheproductionprocess,CokeeventuallysourcedthemfromChinesecompanies.ThisstrategyoflocalizationoftheCoca-ColasysteminChinaprovedtobeasuccessandChinagrewtobeitssecondlargestmarketinAsiain(intermsofvolume).CokehasenjoyedgreatsuccessinChinaandintheAsianmarketsonthewhole.Accordingtotheannualreport,Coke’sAsianoperatingsegmentsboostedinrevenueswhengrowthinitsUSmarketwasslowingdown.source:http://the/download/sony-turnaround-strategy-1.htmlQ4:Canyouciteanyexamplesofstrategyusedinpractice?

第26頁1.Severalleadingmodernbusinessleadersseem,surprisingly,todownplaytheimportanceofstrategy.Youcanmaketoomuchfussaboutstrategy,theyimply---youhaveafewclearoptions;justchooseoneandgetonwithit.isitreallythatsimple?TextALeadershipStrategy:JackWelchorNapoleonBonaparte?一些領(lǐng)先當(dāng)代企業(yè)領(lǐng)導(dǎo)人似乎，奇怪是，淡化戰(zhàn)略主要性。你能夠?qū)Σ呗蕴^計較，他們暗示---你有幾個明確選擇，只需選擇一個，并應(yīng)對它就能夠了。

莫非真那么簡單嗎？

JonathanGifford第27頁2.“Strategyisstraightforward---justpickageneraldirectionandimplementlikehell.”JackWelch,forexample---thechairmanandCEOoftheUSA’sGeneralElectricCompany;themanwhogrowthecompanyfromamarketcapitalizationof$27billiontoa$140billion,makingGEthelargestandmostvaluablecompanyintheworld.hemustknowathingortwoaboutstrategy.Buthere’swhathesays:“Inreallife,strategyisactuallyverystraightforward.Youpickageneraldirectionandyouimplementlikehell.”

2.“策略很簡單-只需選擇一個大方向，然后拼命地實施?！北热?美國通用電氣企業(yè)董事長兼首席執(zhí)行官杰克·韋爾奇，把市場資本增加從270億美元升到1400億美元，使得GE成為世界上最大和最有價值企業(yè)。他必須對戰(zhàn)略略知一二。但這是他說：“在現(xiàn)實生活中，戰(zhàn)略其實很直截了當(dāng)。你選擇一個大方向，然后拼命地實現(xiàn)它?！钡?8頁OrAllanleighton,themanwhowasrecruitedbyArchieNormantohelprescuetheUK’sailingAsdasupermarketchain,andwentontobuildthecompanyintooneofBritain’smostsuccessfulretailers.“Strategyisimportant,”saysLeighton,“butitisacompass,notaroadmap.Ittellsyouinwhichdirectionyouareheading,buttheimportantbitishowyougetthere.”或者阿倫.雷特頓，被阿奇諾曼所聘用，以幫助拯救英國疲弱阿斯達(dá)連鎖超市，并繼續(xù)將企業(yè)建設(shè)成英國最成功零售商之一人是這么對待戰(zhàn)略：“戰(zhàn)略是非常主要，”他說，“但它是一個指南針，而不是一個地圖。它會告訴你，你正朝著哪個方向前進(jìn)，但主要一點是你怎樣抵達(dá)那里?！钡?9頁OrLouisGerstner,themanwhorescuedIBMinthe1990’swhenthestrugglingmainframesupplierwasabouttobedrivenintoextinctionbythenew,smallerandmoreagilepersonalcomputermanufacturers.“Itisextremelydifficulttodevelopauniquestrategyforacompany;andifthestrategyistrulydifferent,itisprobablyhighlyrisky.Executionreallyisthecriticalpartofasuccessfulstrategy.Gettingitdone,gettingitdoneright,gettingitdonebetterthanthenextpersonisfarmoreimportantthandreamingupnewvisionsofthefuture.”或者路易斯.格斯特納，在1990年時候挽救IBM，當(dāng)初這個苦苦掙扎主機(jī)供給商即將被新，更小，更靈活個人電腦制造商所淘汰。他眼中戰(zhàn)略是：“對一個企業(yè)來說發(fā)展一個獨一無二戰(zhàn)略是極其困難；假如戰(zhàn)略是真不一樣，那么它可能是極其危險.執(zhí)行確實是一個成功戰(zhàn)略主要組成部分。做完它，做對它，做得比他人好遠(yuǎn)比憧憬未來更主要。“

第30頁3.Sostrategyissimple.Andhavinganingeniousnewstrategyislessimportantthancarryingitoutsuccessfully.Infactitmightbedangerous.Itthatright?Let’slookatonelastquotefromMr.Welch.“WhenIbecameCEOin1981,welaunchedahighlypublicizedinitiative:benumberoneornumbertwoineverymarket,andfix,sellorclosetogetthere.Thiswasnotourstrategy,althoughI’veoftenhearditdescribedthatway.3.所以策略很簡單。含有獨創(chuàng)性新戰(zhàn)略沒有成功地實現(xiàn)它主要。實際上，這可能是危險。是這么嗎？

讓我們來看看韋爾奇說過一句話。“當(dāng)我在1981年成為首席執(zhí)行官[GE]時候，我們推出了廣為宣傳口號：在每一個市場成為頭號或排名第二，為達(dá)目標(biāo)不惜整理，出售或關(guān)閉。這不是我們戰(zhàn)略，即使我經(jīng)常聽到有些人那么說。第31頁Itwasagalvanising

mantratodescribehowweweregoingtodobusinessgoingforward.Ourstrategywasmuchmoredirectional.GEwasgoingtomoveawayfrombusinessesthatwerebeingcommoditizedtowardbusinessesthatmanufacturedhigh-valuetechnologyproductsorsoldservicesinsteadofthings.”這是一個激勵人心口頭禪來形容我們業(yè)務(wù)應(yīng)該向什么方向發(fā)展。我們策略不但僅是方向性。通用電氣企業(yè)打算從生產(chǎn)商品化產(chǎn)品轉(zhuǎn)向生產(chǎn)高附加值科技產(chǎn)品或出售服務(wù)替換出售產(chǎn)品。“

第32頁Grandstrategyversusstrategy4.IwouldarguethattheseCEO’sbluechipcorporationsaretakingaslightlyOlympianviewoftheconceptof“strategy.”Let’scallwhatheyaretalkingabout“grandstrategy”astrategy,butintheoverarchingsense,liketheAmericancarindustrysayingthattheyaregoingtomoveoutgas-guzzlersandintosmaller,morefuel-efficientmodels.大戰(zhàn)略與策略

4.我認(rèn)為，這些CEO藍(lán)籌企業(yè)都對戰(zhàn)略概念采取了稍微涵蓋一切觀點。讓我們把他們所談?wù)摗按髴?zhàn)略”稱為一個戰(zhàn)略，但這是在總體意義上來說，就像美國汽車業(yè)說，他們會從高耗油車輛轉(zhuǎn)型到更小，更省油車型。第33頁AndperhapsthisiswhereAllanleightonandLouisGerstnerwerecomingfromintheirearlierquotes.“Itwassimple,”Leightonmightsay.“Asdahadalwaysbeenaboutvalue.”O(jiān)rGerstnermightsay:“Itwassimple.WehadtogetIBMbacktothinkingaboutcustomerservice.”Maybe,forachiefexecutive,that’sstrategy---andrightlyso.ButIcan’tagreewithWelchwhenhesaysthat“Benumberineverymarket,andfix,sellorclosetogetthere”wasnotastrategy.可能這就是阿倫.雷特頓和路易.斯格斯特納先前所說?！斑@很簡單,”雷特頓可能會說?！鞍⑺惯_(dá)一直與價值相關(guān)?！备袼固丶{可能會說：“這很簡單。我們必須讓IBM回到考慮客戶服務(wù)上面來?！笨赡埽瑢τ谝粋€首席執(zhí)行官來說，這就是戰(zhàn)略–-確實如此。但我不一樣意韋爾奇“在每一個市場成為世界第一或排名第二，為達(dá)目標(biāo)不惜整理，出售或關(guān)閉”不是一個戰(zhàn)略觀點。第34頁Itwas,inmyhumbleopinion,averyclearbusinessstrategy:oneofthemanystrategiesthatWelchmusthaveemployedinpursuitofhisgrandstrategy,tomoveoutofcommodities.AndIalsodon’tbelieve(asLeightonandGerstnerappeartobelieve)that“l(fā)owlevel”strategyissimpleoreasilychosen,evenoncethegrandstrategyisclear,orthatitisdifficulttodevisearadicallynewstrategy.依我愚見，那是很清楚商業(yè)策略：是韋爾奇在追求他大戰(zhàn)略---離開商品制造業(yè)時必定采取許多戰(zhàn)略之一。而且我也不贊同這種說法（雷特頓和格斯特納似乎相信）：一旦大戰(zhàn)略是明確，那么“低層次”策略是很簡單或輕易選擇，或者說是極難設(shè)計出一個全新戰(zhàn)略。

第35頁Abattleofwits5.Strategyisaboutdetailedplanning;abattleofwitsbetweentheleader/managerandwhateverforcesheorsheispittedagainst.Evenrelativelysimplebusinessinitiativesrequire“strategic”thinking---theneedtoactinawaythatmovesyouclosertothefinalgoal,ratherthaninawaythatmerelysolvestheimmediateproblem.智慧戰(zhàn)役

5.戰(zhàn)略是關(guān)于詳細(xì)規(guī)劃，是一場領(lǐng)導(dǎo)者/管理者和任何他或她反抗勢力之間智慧戰(zhàn)役。即使是相對簡單業(yè)務(wù)計劃也需要“戰(zhàn)略”思維-需要你以更靠近最終目標(biāo)方法行動，而不是以只是處理了眼前問題方式行事。

第36頁6.NapoleonBonapartewas,inmyopinion,oneofthegreateststrategicthinkersofhistory,abrilliantplannerandamasterfullogistician.Inacareerstuddedwithbrilliantvictories,Napoleon’smostoverwhelmingstrategicvictorywasperhapshiscampaignof1805,whenhemadeapreemptive

strikeagainstthearmiesofAustriaandRussianwhowerecombiningforcestoinvadeFrance.6.拿破侖·波拿巴，在我看來，是歷史上最偉大戰(zhàn)略思想家，出色策劃者和高超軍需師之一。在滿是輝煌勝利職業(yè)生涯中，拿破侖最壓倒性戰(zhàn)略勝利可能是他1805年戰(zhàn)役，當(dāng)初他對奧地利和俄羅斯聯(lián)合入侵法國軍隊進(jìn)行了先發(fā)制人打擊。第37頁Hedispatched

210,000troopsfromnorthernFrancetotheDanube,collecting25,000Bavarianalliesalongtheway:anunprecedentednumberofmentravellingmorethantwohundredmilesintheremarkablyshorttimeofthirteendays.NapoleonsurprisedtheAustrianswithboththespeedanddirectionofhisattack,cuttingthemoffinthefortresscityofUlmontheupperreaches

oftheDanube.TheAustrianGeneralMackwasforcedtosurrenderhis30,000menwithoutanysignificantbattlehavingbeenfought.他派出210,000軍隊從法國北部到多瑙河，沿途聚集25,000巴伐利亞盟友：以空前數(shù)量在十三天非常短時間行駛兩百多英里。拿破侖以他攻擊速度和方向震驚了奧地利人，在多瑙河上游要塞城市烏爾姆切斷他們。奧地利將軍馬克在沒有任何顯著戰(zhàn)斗情況下被迫帶著30000人投降。第38頁拿破侖浮躁騎兵指揮官則無法執(zhí)行拿破侖以類似方式包圍俄國軍隊計劃從而使拿破侖處于一個非常暴露位置，即使他騎兵指揮官確實取得了占領(lǐng)奧地利首都維也納紀(jì)念性勝利。法國軍隊在八周征戰(zhàn)后非常疲憊，其通信線路也延伸太長。Napoleon’simpetuouscommanderofcavalrythenfailedtoexecuteNapoleon’splantoencircletheRussianarmyinasimilarway,leavingNapoleoninaveryexposedposition,eventhoughhiscavalrycommanderdidachievethetrophyvictoryofoccupyingVienna,theAustriancapital.Frenchtroopsweretiredaftereightweeksofcampaigning;theirlinesofcommunicationwereverystretched.第39頁俄國人會合了奧地利軍隊殘部，他們聯(lián)合部隊現(xiàn)在人數(shù)到達(dá)90,000人。拿破侖進(jìn)退兩難。他做了一個主要戰(zhàn)略決議：攻擊。從顯著弱點位置，他向敵人進(jìn)軍，引誘他們進(jìn)入決戰(zhàn)，這是他最好成功希望---奧斯特利茨戰(zhàn)役（在現(xiàn)在捷克共和國）。

TheRussianshadmetwiththeremnantsoftheAustrianArmyintheinteriorandtheircombinedforcesnownumberedsome90,000men.Napoleonwasexposedbetween

arockandahardplace.Hemadeakeystrategicdecision:attack.Fromapositionofapparentweakness,hemarchedtowardstheenemy,luring

themintothedecisivebattlethatwashisbesthopeofsuccess---thebattleofAusterlitz,inwhatinnowtheCzechRepublic..第40頁

7NapoleonmarchednorthfromViennawithonly53,000troops.TheAllieswatchedastheFrencharmyseemedtowalkintoatrap.Onthedayofthebattle,Napoleonsprungatrapwithinatrap.Havingmadeagreatshowofrelinquishingthekeyhighgroundofthechosenbattlefield,inaapparentconfusion,beforetheactionbegan,heallowedtheRussianandAustrianAlliestoseizethiscommandingposition.HethendisposedofhistroopsinawaythatencouragedtheAlliestoattackhisapparentlyvulnerablerightwing.AstheAlliespouredtroopsoffthehighgroundinthecentertoattackthiswing,theFrenchattackedwithreinforcementswhohadarrivedbyforcedmarchfromVienna,asplanned,ontheveryeveofthebattle.7.拿破侖只有53,000人部隊從維也納向北部前進(jìn)。盟軍看著法軍好像走進(jìn)一個陷阱。在戰(zhàn)斗這一天，拿破侖在陷阱中拿出了王牌。讓人很迷惑是，在行動開始前，法軍有意做出放棄了選擇戰(zhàn)場關(guān)鍵制高點樣子，他讓俄羅斯和奧地利盟友占領(lǐng)了這一制高點。然后，他以勉勵盟軍攻擊他顯然是脆弱右翼方式布署他部隊。當(dāng)盟軍海嘯般從高地攻擊法軍右翼部隊時，法國和它支援部隊開始還擊，這支支援部隊是按計劃在戰(zhàn)斗前夕從維也納急行軍抵達(dá)。第41頁

Aheavyfogfilledthevalleybeneaththeheights,concealingthetroopsthatNapoleonwasgatheringathiscenter.Asthesunbrokethroughthemistatnineo’clock---”theglorioussunofAusterlitz”---theFrenchstormedandseizedthehighground,cuttingtheAlliedpositionintwo.TheRussiansandAustrianslost15,000killedwith12,000takenprisoner:nearlyonethirdoftheirforce.Theremainderofthearmywasscattered:theRussiansretreatedthroughHungaryandPoland.Thedayafterthebattle,theAustrianEmperoraskedforanarmistice.高地之下山谷大霧彌漫，隱藏了拿破侖在中心聚集部隊。當(dāng)太陽在九點透過薄霧時候-“奧斯特利茨偉大太陽'–法軍猛攻并占領(lǐng)了制高點，切斷盟軍位置，把它一分為二。俄國人和奧地利人失去了15,000人，12,000被俘：損失了近三分之一力量。該部隊殘余也分散了：俄羅斯經(jīng)過匈牙利和波蘭撤退。戰(zhàn)役后第二天，奧地利皇帝要求停戰(zhàn)。

第42頁Destroytheoppositionasacohesiveforce8.ThebattleofAusterlitzwassurelyagreat“strategicvictory.”Napoleonneverwantedmerelytowinabattle;ineverycampaign,hetriedtobringtheenemytoapositionwheretheirdefeatwouldbecatastrophic.Hesoughteithertoneutralise

wholearmiesbyoutmanoeuvringthem,ortodestroythemasacohesivefightingforce.Napoleonoutthoughthisenemiesstrategically,whichwasfarmoresignificantthanhisundoubtedtacticalbrillianceonthebattlefield.集中優(yōu)勢兵力摧毀敵人

8.奧斯特利茨戰(zhàn)役無疑是一個巨大“戰(zhàn)略勝利”。拿破侖從來不想只是為了贏得一場戰(zhàn)役，在每一場戰(zhàn)斗中，他盡力把敵人逼到災(zāi)難性失敗絕境。他要么智勝一籌地打垮整個軍隊，要么作為一個有凝聚力戰(zhàn)斗力量摧毀他們。拿破侖在戰(zhàn)略方面是智勝了他敵人，這是遠(yuǎn)遠(yuǎn)比在戰(zhàn)場上他不容置疑戰(zhàn)術(shù)輝煌更為主要。

第43頁可能杰克·韋爾奇會說，拿破侖只是簡單地“選擇了他大方向并拼命地實現(xiàn)它罷了。假如是這么話，那么我們將不得不后退一步，考慮什么能夠代表拿破侖“大戰(zhàn)略”---這個讓他選擇了”大方向”并實現(xiàn)它總體戰(zhàn)略。9.PerhapsJackWelchwouldarguethatNapoleonhadsimply“pickedhisgeneraldirectionandimplementedlikehell.”Ifthatisthecase,thenwewouldhavetostepbackandconsiderwhatwouldrepresentNapoleon’s“grandstrategy”---theoverarchingstrategythatwouldthenenablehimtopick“generaldirections”andgetimplementing.第44頁Atthisstageinhiscareer,hisgrandstrategywasthedefenseoftheFrenchRepublic:eversincetheFrenchRevolution,theestablishedmonarchiesofEuropehadtriedtosnuffouttherevolutionandreestablishtheFrenchBourbonmonarchy.OnWelch’sanalysis,Napoleonwasfollowingthis“generaldirection”andimplementingawaybydestroyingorneutralizingtheinvadingAustrianandRussianarmiesandconcludinganextremelyfavorablearmistice.在他職業(yè)生涯這個階段中，他大戰(zhàn)略是保衛(wèi)法蘭西共和國：自法國大革命以來，歐洲各帝國就一直試圖扼殺革命，并重新建立法國波旁王朝。依韋爾奇分析，拿破侖就是在這個“大方向”指導(dǎo)下，經(jīng)過摧毀或打垮入侵奧地利和俄國軍隊并締結(jié)一項極為有利停戰(zhàn)協(xié)議而實現(xiàn)了他目標(biāo)。

第45頁10.Atthispoint,weareindangerofarguingaboutsemantics.Nevertheless,Iwouldarguestronglythat,althoughNapoleon’s“strategy”wasthedefenseofFrance,hislower-leveldecisions-tosurprisetheAustrianswiththespeedanddirectionofhisfastattack,ortoluretheAlliesintoadecisivebattle---werestillstrategicdecisions.在這一點上，我們存在爭論語義危險。不過，我強(qiáng)烈認(rèn)為，即使拿破侖“戰(zhàn)略”是保衛(wèi)法國，不過他低層決議-以他快攻速度和方向震驚了奧地利人或引誘盟軍進(jìn)入決戰(zhàn)–依然是戰(zhàn)略決議。第46頁Grandstrategy:lifeofdeath11.Intriguingly

itwasNapoleon’sgrandstrategythatwaslatertoleadtohisdownfall.Britain,un-invadedandunconquered,becameanincreasingthorninNapoleon’sside

asitusedthehugereservesofcashandcredit,derivedfromtheindustrialrevolutionandtheexpandingempire,tofundalliancesofvariousEuropeannationsagainstthenewFrenchRepublic.大戰(zhàn)略：生或死

11.很迷惑是，正是拿破侖大戰(zhàn)略造成他以后失敗。英國，這個未被入侵和征服國家，越來越成為拿破侖身邊刺，因為它利用起源于工業(yè)革命和不停擴(kuò)大帝國巨額現(xiàn)金和信譽(yù)貯備給各個聯(lián)盟歐洲國家提供資金反對新法蘭西共和國。第47頁NapoleondecidedtostarveBritainofcash:hewouldconquerthewholeofEuropeandforcethecontinenttostoptradingwithBritain.Itwasanover-ambitiousstrategythatledhimtoinvadeBritain’soldtradingally.Portugal,andthenSpain,andfinallyRussia,withdisastrousconsequences.拿破侖決定要困死英國現(xiàn)金：他要征服整個歐洲，并迫使歐洲大陸停頓與英國貿(mào)易。入侵英國交易老友葡萄牙，然后西班牙，最終是俄羅斯，正是這個過分野心戰(zhàn)略給他帶來了滅頂之災(zāi)。

。第48頁12.Welch,Leighton,Gerstnerandtheirfellowbusinessleaderswillnotbewrong:getthegrandstrategyrightandthensweattheexecution;getitwrongandyouraredoomed.But,ifthegrandstrategyisright,thenthedevil(andpotentialvictory)isstillinthedetail.Youcanexecuteforallyou’reworthbut,withoutbrilliantconceptionandfaultlessplanning,theminorstrategiesthatyouemployinpursuitoftheoverallgoalwillfail.12.韋爾奇，雷特頓，格斯特納和其它企業(yè)領(lǐng)袖不會是錯：只要大戰(zhàn)略正確了，那么就拼命地執(zhí)行;弄錯了，你是注定要失敗。不過，假如大戰(zhàn)略是正確，那么拼命地執(zhí)行（和潛在勝利）依然取決于細(xì)節(jié)。您能夠不顧一切地執(zhí)行，不過，沒有出色構(gòu)思和完美規(guī)劃，你在追求大目標(biāo)時所使用小策略將會失敗。

第49頁13.AndIsticktomyguns:theseareindeedstrategies:theyarenotmere“implementation.”13.我固執(zhí)己見：這些確實是策略：他們不是單純“實施”。

第50頁downplay[?da?nplei]vt.tomakesomethingseemlessimportantthanitreallyis低估，輕視Thepresshasdownplayedthepresident’sroleintheforeignaffairs.報界貶低了總統(tǒng)在外交事物中所起作用。Policesourcesyesterdaydownplayedthesignificanceofthesecuritybreach.警方昨天消息對這次安全缺口主要性輕描淡寫。...downplaythechancesofaseriousconfrontation…輕描淡寫地陳說嚴(yán)重反抗可能性…downplaythesignificanceofavisit…貶低訪問意義CoreVocabulary第51頁implement

[?implim?nt]vt.totakeactionorensurethatwhathasplannedisdone實施，實現(xiàn)Thegovernmentpromisedtoimplementanewsystemtocontrolfinancialloaninstitutions.政府許諾實施新制度來控制金融貸款機(jī)構(gòu)。VerylittlehasbeenachievedintheimplementationofthepeaceagreementsignedlastJ