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MANAGEMENT
If the leader is good, the followers will be good.
Your vocabulary
Management
- the control and organizing of a business or other organization;
- those stuff within the firm who exert control over its activities on behalf of owners.
Top management
includes the chief executive of an organization, his or her deputy or deputies, the board of directors and the managers in charge of the divisions or departments of the organization.
Middle management
consists of the managers to whom top management delegates the day-to-day running of the organization.
Managing director
- company director responsible for the day-to-day running of a company. Second in the hierarchy only to the chairman, if there is one; the managing director is the company’s chief executive.
Manager
- a person controlling or administrating a business or part of a business.
Ex. 1. Do you know the meaning of the following derivatives? Show it with the help of your own sentences.
to manage; manageable; management; manager; manageress; managerial.
Translate the following sentences. Pay attention to the words in italics.
Ex. 2. Write down a synonym for each of the words on the left. Choose the one on the right. In what do they differ?
|
Choice objective current predict happen handle influence posses grant get |
affect present own target process option give obtain foresee occur |
Ex. 3. The following words can be classified into 5 groups. What are they? Show the difference in their meaning with the help of your own sentences.
Choice, have, solve, dilemma, own, profit, posses, variant, cope with, to process, option, tackle, problem, handle, return, predicament, gain, alternative.
Ex. 4. Match the definitions with the words given below.
fee, executive, insure, skill, capacity, profile, applicant, charisma, ensure, guideline, superior.
Ex. 5. Give the Russian equivalents to the following.
Involved in management; production oriented; impose regulations, ever-more-complex environment; encompasses both science and art; business executives; code of conduct; develop the body of knowledge; with respect to the second criterion; the issue is much less clear-out; is consistent with their interest; self-interest or concern for others; decision-making machinery; cross-cultural skills; consulting fee; character attributes; compare against the places set earlier; authority.
Ex. 6. Translate the following text into Russian in written form.
People working for a company are referred as its workforce, employees, staff, or personnel and are on its payroll.
In some context, especially more conservative ones, employees and workforce refer to those working on the shopfloor of a factory actually making things. Similarly, staff is sometimes used to refer only to managers and office-based workers. This traditional division is also found in the expressions white-collar and blue-collar.
Another traditional division is that between management and labor.
Personnel departments are usually involved in finding new staff and recruiting them, hiring them, or taking them on, in a process of recruitment. Someone recruited is a recruit, or in American English only, a hire.
They are also involved when people are made to leave the organization, or fired. These responsibilities are referred to, relatively informally, as hiring and firing. If you leave the job voluntarily, you quit.
Middle-managers are now most often mentioned in the context of re-engineering, delaying, downsizing, or rightsizing: all these expressions describe the recent trend for companies to reduce the numbers of people they employ, often by getting rid of layers of managers from the middle of hierarchy.
An organization that has undergone this process is lean and its hierarchy is flat.
Read the text once again and in turn explain, in your own words, the meaning of the following terms:
1. workforce, employee, staff, personnel, a recruit, a hire, layer, labour.
2. white-collar, blue-collar.
3. to recruit, to employ, to hire.
4. to fire, to quit, to get rid of.
Do you know any other synonyms to the words given above?
LET’S READ AND TALK
T E X T 1
ART OR SCIENCE?
Management is the art and science of making appropriate choices. To one degree or another, we are all involved in managing and are constantly making decisions concerning how to spend or use our resources.
Like most things in our modern, changing world, the func tion of management is becoming more complex. The role of the manager today is much different from what it was one hundred years, fifty years or even twenty-five years ago. At the turn of the century, for example, the business manager's objective was to keep his company running and to make a profit. Most firms were production oriented. Few constraints affected management's decisions. Governmental agencies imposed little regulations on business. The modern manager must now consider the environment in which the organisation operates and be prepared to adopt a wider perspective. That is, the manager must have a good understanding of management principles, an appreciation of the current issues and broader objectives of the total economic poli tical, social, and ecological system in which we live, and he must posses the ability to analyze complex problems.
The modern manager must be sensitive, and responsive to the environment - that is he should recognize and be able to evaluate the needs of the total context in which his business functions, and he should act in accord with his understanding.
Modern management must posses the ability to interact in an ever-more-complex environment and to make decisions that will allocate scarce resources effectively. A major part of the manager’s job will be to predict what the environment needs and what changes will occur in the future.
Organizations exist to combine human efforts in order to achieve certain goals. Management is the process by which these human efforts are combined with each other and with material resources. Management encompasses both science and art. In design ing and constructing plans and products, management must draw on technology and physical science, of course, and, the behavioral sciences also can contribute to management. However much you hear about "scientific management" or "management science", in handling people aid managing organizations it is necessary to draw on intuition and subjective judgment. The science por tion of management is expanding, more and more decisions can be analyzed and programmed, particularly with mathematics. But although the artistic side of management may be declining in its proportion of the whole process it will remain central and critical portion of your future jobs. In short:
Like the physician, the manager is a practitioner. As the doctor draws on basic sciences of chemistry, biology, and physiology, the business executive draws on the sciences of mathematics, psychology, and sociology.
T E X T 2
THE PRINCIPLES OF MANAGEMENT
Different scholars offer different sets of principles of management. The most famous are the following fourteen. But the main principle should be read as follows: "there is nothing rigid or absolute in management affairs, it is all a question of proportion." Accordingly if you view the following list of these principles as a set of important topics and sometimes applicable guidelines for managers, you will be keeping close to the spirit in which they were originally suggested.
1. Division of work. Within limits, reduction in the number of tasks a worker performs or the number of responsibilities a manger has can increase skill and performance.
2. Authority. Authority is the right to give orders and enforce them with reward or penalty. Responsibility is accountability for results. The two should be balanced, neither exceeding nor being less than the other.
3. Discipline. Discipline is the condition of compliance and commitment that results from the network of stated or implied understandings between employees and managers. Discipline is mostly a result of the ability of leadership. It depends upon good supervisors at all levels making and keeping clear and fair agreements concerning work.
4. Unity of command. Each employee should receive orders from one superior only.
5. Unity of direction. One manager and one plan for each group of activities having the same objective is necessary to coordinate, unify, and focus action.
6. Subordination of individual interests to general interest. Ignorance, ambition, selfishness, laziness, weakness, and all human passion tend to cause self-serving instead of organization-serving behavior on the job. Managers need to find ways to reconcile these interests by setting a good example and supervising firmly and fairly.
7. Remuneration of personnel. Various methods of payment may be suitable, but amounts should reflect economic conditions and be administered to reward well-directed effort.
8. Centralization. Like other organisms, organizations need direction and coordination from a central nervous system. But how much centralization or decentralization is appropriate depends upon the situation. The degree of centralization that makes best use of the abilities of employees is the goal.
9. Scalar chain (line of authority). The scalar chain is the chain of command ranging from the top executive to the lowest ranks. Adhering to the chain of command helps implement unity of direction, but sometimes the chain is too long, and better communications and better decisions can result from two or more department heads solving problems directly rather than referring them up the chain until a common superior is reached.
10. Order. Both equipment and people must be well chosen, well placed, and well organized for a smooth-running organization.
11. Equity. Kindliness and justice will encourage employees to work well and be loyal.
12. Stability of tenure of personnel. Changes in employee assignments will be necessary, but if they occur too frequently they can damage morale and efficiency.
13. Initiative. Thinking through a plan and carrying it out successfully can be deeply satisfying. Managers should set aside personal vanity and encourage employees to do this as much as possible.
14. Esprit de corps. Build teamwork.
1. Dwell on the importance of each principle in the work of a manager. Try to exemplify your answer.
T E X T 3
SCIENTIFIC MANAGEMENT
No one has had more influence on managers in the 20th century than Frederick W.Taylor, an American engineer. He set a pattern for industrial work which many others have followed, and although his approach to management has been criticized, his idea are still of practical importance.
Taylor founded the school of Scientific Management just before the 1914-18 war. He argued that work should be studied and analyzed systematically. The operations required to perform a particular job could be identified, then arranged in a logical sequence. After this was done, a worker’s productivity would increase, and so would his/her wages. The new method was scientific. The way of doing a job would no longer be determined by guesswork and rule-of-thumb practices. If the worker followed the prescribed approach, his/her output would increase.
Taylor’s solutions to the problems were based on his own experience. When he was with Bethlehem Steel, Taylor criticized management and workers. He conducted many experiments to find out how to improve their productivity. He felt that managers used not the right methods and the workers did not put much effort into their job. They were always ‘soldiering’ – taking it easy. He wanted both groups to adopt a new approach to their work. The new way was as follows:
The weakness of his approach was that it focused on the system of work rather than on the worker. With this system a worker becomes a tool in the hands of management. Another criticism is that it leads to de-skilling – reducing the skills of workers. And with educational standards rising among factory workers, dissatisfaction is likely to increase. Finally, some people think that it is wrong to separate doing from planning. A worker will be more productive is he/she is engaged in such activities as planning, decision-making, controlling and organizing.
T E X T 4
MANAGEMENT BY OBJECTIVES
Management by objectives (MBO) is a system which was first described by Peter Drucker in 1954. Since then, MBO has attracted enormous interest from the business world, and its principles have been applied in many of the world’s largest companies.
P. Drucker emphasized that an organization and its staff must have clear goals. Each individual must understand the goals of the enterprise he/she works for, and must make contribution to them. It is also vital that the individual knows what his/her manager expects of her. An individual must know what sort of results he/she is expected to achieve.
If an organization uses MBO approach, it must pay careful attention to planning. A special feature of MBO is that the subordinate participates with the manager in developing objectives.
Various kinds of MBO systems are used in organizations. Here is an example of how a programme might work in a company. The programme consists of several stages. First, the subordinate’s job is defined. Next, his/her current performance is evaluated. Then, new objectives are developed by the subordinates and their managers. Finally, the programme is put into action. Later, there are periodic reviews of the person’s performance, and his/her progress is checked.
The subordinates and the manager discuss the objectives and make plans for achieving them. The manager may help in some way, perhaps by providing more training for the subordinate or buying more modern machines. From time to time, the subordinate and the manager meet to discuss progress. It is vital that the manager receives feedback from the subordinate on performance and achievements.
There are many benefits of MBO. The system helps the subordinates to see clearly their role in the organization. They have a say in how their job is performed, and what goals should be. Workers feel more responsible and motivated. MBO is a good technique for assessing and individual’s performance. People are judged on results, rather than on the personal feelings and prejudices of the managers.
The main limitations of the system are that it is time-consuming and may create a lot of paperwork. In practice, MBO programmes are often fully supported by managements. This could be because managers are not always skilled at interviewing and giving guidance.
T E X T 5
Read the text. What is the main idea of the text? Divide it into logical parts. Define the key-sentence of each part.
No school, professor or book can make you a manager. Only you can do this, and you can become a manager only by managing. Of course, you can learn the skills that are extremely helpful, particularly in such clearly defined areas as accounting, statistics, law, and finance. But this will not make you a manager. Experience is the only teacher. Experience is, however, is not the uniformly effective teacher. An old aphorism criticizes the person who has worked for 20 years but has only reexperienced the first year 20 times. Learning is not automatic. What schools can do, and what books can do is to provide you with some insights and intellectual tools to be applied against your experience. Most of you are practical people; certainly most managers are. You are concerned about doing things than about thinking about them. You are more concerned with action than with contemplation. Most business students and managers are uneasy about theory. It is abstract and difficult, too unrelated to real problems, it seems, ‘too academic’ and just ‘too theoretical’. But theory is very important because you and all men and women of action are also theorists. No matter how pragmatic you consider yourself, no matter how rooted in reality a manager views himself, you and he operate on theories. You all possess your own theories about motivation, authority, objectives and change. You will need them – and you will have them whether you know it or not. You will be a better manager if you are aware of your assumptions and you examine them periodically and modify them when necessary. Nothing is as practical as a good theory. A great deal of management theory and practice must be described as ‘common sense’. For the objectives of management may be defined as the formulation of priorities and plans.
T E X T 6
MANAGEMENT AS A PROFESSION
The criteria necessary for professional status include three major components:
- An acceptable level of competence in a specified field of knowledge.
- The placing of the interests of society before personal interests in carrying out functions of the profession.
- A code of conduct as behavior imposed upon members and usually enforced internally.
If we examine the field of management in light of these characteristics, what shall we find out?
There is no question that management as a discipline has developed a body of knowledge, which is becoming more and more sophisticated part of the curriculum in many academic institu tions. Research in the field, particularly in the quantitative and behavioral areas, shows promise of making even more signi ficant advances in the future. More and more academic institu tions offering business programs are devoting their primary attention to graduate education in the area of management, with a particular emphasis on both theoretical and practical research. A growing number of business schools are making efforts to integrate faculty move closely with members of the business community so as to apply research findings to actual business problems.
With respect to the second criterion of professionalism, that of placing the interest of society before personal interest in the conduct of activities the issue is much less clear-out. Businessmen in general recognize that the role of management does include the responsibility of devoting business resources to the common interests of society. One difficulty facing the manager, however is determining what is meant by the "interest of society". Many corporations fear to allocate significant resources to social and ecological programs because stockholders would complain that such allocation is not consistent with their own financial interests. Corporations that fail to allocate stockholder resources for social and ecological programs receive criticism from political and civic groups accusing them of being interested only in profits. But we should admit that corporate management is indeed becoming more involved in the problems of society, whether because of self-interest or concern for others.
It is in the third criterion of professionalism that the case for management is perhaps the weakest. Let's consider an example taken from the Harvard Business Review. Executives were presented with the following hypothetical situation: "The mi nister of a foreign nation where extraordinary payments are common in order to lubricate decision making machinery asks you as Marketing Director for a $ 200,000 consulting fee. In return he promises special assistance in obtaining a $ 1million contract which would produce a $ 5 million profit for your company. What would you do?" 36 per cent of these executives said fiat they would pay the fee, feeling it to be ethical in the moral climate of the country; 22 per cent said they would pay the fee but felt it was unethical though necessary to insure the sale; and 42 per cent said they would refuse to pay the fee. This simple example shows that each person in business looks to hip or her own personal code of ethics to determine acceptable behavior in a given situation. There is a wide varie ty of behavior results, since individuals view a given situa tion in different ways, as their personal values and principles dictate. We recognize that each member of our society must answer ultimately to his or her own conscience. But it remains for the field of management to develop a position that is consistent with the professional, ethical status of its members.
T E X T 7
KNOWING YOURSELF
There have been many studies during the past few years that have attempted to identify the characteristics of successful entrepreneurs. On such study compared many of the lists already developed. Those characteristics common to all or most of the lists indicated that an entrepreneur tends to have the follow ing characteristics:
Obviously not all entrepreneurs are alike, but based on a variety of studies most of the successful ones have the above characteristics.
T E X T 8
‘INTERNATIONAL’ MANAGERS
Executives and managers who can operate effectively across cultures and national borders are invaluable players in the global business arena. As the world grows ever smaller, improved cross-cultural skills and an international perspective are critical executive qualities. As more and more companies expand abroad, competition for top talent to run new international operations will steadily intensify.
The 2010s will test the capacities of multinational corporations to react rapidly to global changes in human resources as in all other areas of the company.
Global selection systems enable a company to find the best person anywhere in the world for a given position. The system measures applicants according to a group of 12 character attributes. These twelve categories are: motivations, expectations, open-mindedness, respect for other beliefs, trust in people, tolerance, personal control, flexibility, patience, social adaptability, initiative, risk-taking, sense of humour, interpersonal interest, spouse communication.
Beyond superior technical and managerial skills, an effective international executive displays a combination of desirable personal qualities. These include adaptability, independence, leadership – even charisma.
What part can management education play in developing the international manger? A good deal. Management education can provide training in the so-called “hard” skills such as international marketing and finance and in the so-called “soft” skills such as international relationships. We can easily define certain “hard” skill and knowledge areas that the international manager will need and which are very susceptible to formal education and training approaches. These include an understanding of the global economy and foreign business systems, international marketing, international financial management, political risk analysis and the ability to analyze and develop sophisticated global strategies.
We can also point to some “soft” skill areas such as communication, leadership, motivation, decision-making, team-building and negotiation where research indicates that national cultural differences can have important effects. (The international manager is said to spend over half of his or her time in negotiation.) International managers need at least to be aware of some of the issues involved. They need, furthermore, not only to be aware of how foreign cultures affect organizational behaviour and management style, but also to understand how their own culture affects their own style.
3.Technical and managerial skills and personal qualities – do they help each other? In what way?
4.Explain the meaning of the word charisma. Give your examples of charismatic persons.
5.In what way can education contribute to ‘creating’ an internationally mobile and internationally thinking manager?
T E X T 9
RECRUITING
Managers perform various functions, but one of the most important and least understood aspects of their job is proper utilization of people. Research reveals that worker performance is closely related to motivation; thus keeping employee motivated is an essential component of good management. In a business context, motivation refers to the stimulus that directs the behavior of workers toward the company goals. In order to achieve company goals, managers must be aware of workers’ needs.
Recruiting good people is a difficult task. It is time-consuming and costly. But a well-chosen labor force will be more productive than a poorly-chosen one. Do a good job of selecting and recruiting employee and they will stay with you. People who work a territory for years build up goodwill for the company; they become well-acquainted with the customers’ needs and are able to give advice rooted in experience. Customers place a lot of confidence in such people. A poorly-selected labor force means a high staff turnover. There are two main reasons for having to recruit: expansion and replacement. But in any case you need to prepare a "man profile". Some of the points that might be included in the man profile are:
age range qualifications
experience single or married
skills personal characteristics
education level physical abilities
foreign languages appearance
These should be listed in terms of what is acceptable and what is preferable, as in Table 1.
Table 1. Man profile for sales person
|
General |
Preferred |
|
|
Age |
26-45 |
Under 30 |
|
Experience |
Minimum |
1 to 2 years |
|
Skills |
--- |
Ability to read blueprints |
|
Education |
Minimum |
First degree |
|
Foreign languages |
--- |
French |
|
Qualification |
Minimum |
Member of Institute of Sales |
|
Single/married |
--- |
Married with children |
|
Appearance |
Neat/tidy |
M: clean-shaven, clean nails, non-smoker, short hair; F: neat, good-hands, slim, non-smoker, shortish hair; |
|
Physical characteristics |
--- |
Well-spoken, well-mannered, pleasant voice, articulate |
Sometimes a list of characteristics and guidelines is created. The list may include the following points:
|
|
There are many sources of recruitment. The following are among them: educational establishments, employee agencies, trade associations, job centers, advertising.
1. Prepare a man profile for 2-3 different professions or trades. Add the list of characteristics including at least 7-10 points. Don’t show the notes to your classmates. Let them guess what profession (trade) you are speaking about.
T E X T 10
EMPLOYEE MOTIVATION
A manager who has an understanding of what the employee wants from work will have a better chance of having more satisfied and productive employees. Studies of employee motivation points out that people work for many different reasons. The reason or reasons a person behaves a certain way is called a motive. Employee motivation is the reason an employee works a certain way on the job. There are many explanations of what motivates employees. One theory was developed by A. Maslow. Maslow’s hierarchy of needs theory explains that an individual has many different levels of needs.
SELF-ACTUALIZING
Realizing of individual potential, creative talents, personal future fulfillment
ESTEEM
Self-prospect, respect of others, recognition, achievement
SOCIAL
Friendship, affection, acceptance
SAFETY
Security, protection from physical harm, freedom from fear of deprivation
PSYCHOLOGICAL
Food, water, air, rest, sex, shelter (from cold, storm)
This theory suggests that when one level of needs is satisfied, the next level has the greatest influence on a person’s behaviour.
Frederik Herzberg developed another theory of job satisfaction. It suggests that job satisfaction and job dissatisfaction come from two different sets of factors. One set he referred to as ‘motivating’ factors, and the other set he called ‘hygiene’ factors. The motivating factors (recognition, achievement, responsibility, opportunity for advancement, and the job itself) relate to internal satisfaction and influence employees to improve their performance. The set of hygiene factors (salary, company policies, working conditions, and relationships with other employees) are separate from the job itself. He suggests that hygiene factors must be present in order to prevent job dissatisfaction, but it is that motivating factors that influence employees to maximize their performance on the job.
These theories show that employee performance is a complex topic to understand. Developing a work environment where the employee meets the needs of the business and the business meets the needs of the employee is what the most successful managers work at.
The following two texts are devoted to the problem solving. Read both texts and prepare a summary- recommendation (or instruction) on “How to solve a problem”.
T E X T 11
CASE ANALYSIS
If you have some problems the first steps to do are to analyze the reports and the cases. Your general approach to case analysis and reports should be as follows:
1.Define the problem. The problem is always a blocked managerial objective. What objective (profit, growth, cost control, etc.) is being undermined in the situation?
2.Analyze the causes. What factors are causing the problem of blocked achievement of objectives (inadequate communication, poor motivation, indefinite plans, sloppy controls, interpersonal conflicts, fear of change). This should not be the search for villains, however, because individuals are seldom the sole or fundamental cause of problems.
3. Develop alternatives. Evaluate the alternatives. What action might be taken to remove the causes and solve the problem? Remember that these alternatives should deal with causes, not symptoms of the problem.
Three more points should be taken into account. Past history. In many cases it is often useful to look at historical data in order to gain some indication of future conditions. Expert opinion. It is often possible and useful to obtain opinions from individuals considered to be knowledgeable. Manager’s own judgment. In many cases a manager will simply have some ‘gut feeling’ about possible future conditions. And an analysis of a cross section of opinions may provide you with a good decision.
T E X T 12
PROBLEM SOLVING
Problems can be located in only two placed – in the work situation and in people. Problems in the work situation can be further subdivided into those located in plant, machinery and equipment, and problems located in procedures, methods and ways of working. Problems with people can be subdivided into those located in individuals and those in groups.
Problem
work situation people
plant machinery, procedures, individuals groups
equipment methods, ways of working
Locating the source of a problem is not a simple task because different people see the same problem caused by different reasons. Nevertheless, your first task in a problem-solving meeting is to agree on the source of the problem.
When the source of the problem has been located, a decision has to be made. Decisions are of two types: quality decisions, and acceptance decisions. Quality decisions are those which may be regarded as good decisions and will solve the problem. How ever, the word "good" is open to argument here. Decisions can only be judged retrospectively. You cannot say "This is a good decision", only, “That was a good decision". For this reason the word "quality", rather than good, is used to describe a decision which, when implemented will be efficient. Acceptance decisions are those which will be accepted by the people involved in the problem.
The majority of decisions tend to fall in the middle, where quality and acceptance are of equal importance. Who takes the decision then? The majority of problems are being solved during meetings. Here are seven sections to guide you in the conduct of such meetings.
1. Understand the language. Problems cannot be solved if the language is not thoroughly understood. And not simply the lan guage of the country, but the language of the particular subject, trade, industry.
2. Get the facts. The difficulty in getting all the facts is that, often, we do not know how many facts there are. When we meet to solve problems, we are considering symptoms.
3. Locate the cause of the problem. If opinions in the meetings are strongly divided as to the cause, then you must develop possible courses of action for each.
4. State in objective terms. This is stating the problem without subjective opinion, without adjectives that indicate what someone thinks, about the statement. Where possible, the problem should be stated in quantitative rather than qualitative terms.
5. Consider possible solutions. Possible solutions are not pro bable solutions; they are possible. Make sure that all possible solutions are recorded for consideration.
6. Screen solutions. When a meeting makes a lot of progress, ideas flow, much discussion takes place, and solutions are sometimes tabled more in enthusiasm than in cold, logical deliberation. Screen the possible solutions. Be very careful of solutions that have been transferred from other situations. This is not a good basis for accepting the solution. What happened in another place, in another time, is unlikely to be the same in the current climate.
7.Select decisions. Some solutions are incompatible and therefore mutually exclusive. Some solutions can be combined. Determine the cost of al solutions; establish how practical they are; how many can be combined; the likely outcome of implementing them; the degree of acceptability by those who have to carry them.
T E X T 13
MEETINGS
Meeting is an essential part of manager’s work. They are held for three main reasons: 1) to carry out training, 2) to transmit information, 3) to solve a problem.
Read the following recommendations and try to follow them in your life.
Before you call the meeting:
- state the purpose of the meeting
- outline the objectives it is hoped to achieve
- do not impose your views on the group
- direct discussion toward the objectives
- develop participation by contrasting different viewpoints
- watch the clock and note reaction of members who appear to be loosing interest
- where opinion is divided a vote is to be taken.
After the meeting:
- the secretary of the meeting prepares "minutes"
- minutes must be an accurate account of the substance of the meeting. No opinions, no discussions, no irrelevant talk. They should be brief
- minutes should follow the agenda of the meeting.
Tips for better meeting.
1. Hold them early in the day and don’t allow phone calls to in terrupt the proceedings.
2. Pay particular attention to meeting; chairs should not be plastic-covered but fabric-covered and firm.
3. If you know you are going to have a difficult person at the meeting, sit that person on your right or left. If this person is allowed to sit opposite you, the meeting will often be split into two.
4. Get everyone to contribute to the discussion but don't put people on the spot by asking, "What do you think, Jane?"
5. Place your watch on the table in front of you so that people can see you are going to run to time; start on time; finish when you say you will.
6.Avoid letting people know what you think before they have made their views known.
1. You often take part in different meetings. What are their main drawbacks? Are they held in accordance with the recommendations given in the text? What points are most often violated?
Ex.7. On the left is a list of some of the idioms used at the meeting. Look at the expressions on the right and try to find the expression which is closest in meaning to the idiom.
a. in future 1.decide
b. it’s a matter of 2.in the way described
c. make our minds up 3.always after today
d. so far 4.to find the explanation or cause
e. in reality 5.some time soon
f. above all 6.it depends on
g. get to the bottom of 7.earlier than originally planned
h. in the near future 8.one way of achieving some objective
j. a means to an end 10.during
k. in the course of 11.this is the most important thing
l. ahead of schedule 12.this is truth, not imagination
Ex. 8. Think of the verbs that are most commonly used with.
Choice, decision, goals, advance, attention, effort, criticism, objective, step.
Ex. 9. Think of the nouns that are most commonly used with:
Keep, run, impose, allocate, analyze, apply, face, lubricate, outline, grant, perform.
Ex. 10. What prepositions should be used below? Make up your own sentences.
Ex. 11. Fill in the blanks.
Boundless, adequate, talk, vigorous, amalgam, succeed, sustained, employee, dimensions, knowledge, operations, sheep, lion, beaver, tortoise.
Knowledge vs implementation
We can consider company’s … in terms of their knowing what to do, and their doing it. Of the two … , the more important is implementation, i.e. it isn't what you know, it is what you do about what you know. Many people with limited knowledge … because they do a lot about what they know; they make every little bit of … they possess work for them. If you have … energy and work hard, you will be successful simply because you are doing something – even if your knowledge is limited. A company that possesses … knowledge but does little about it can be linked to someone who is "all … and no do". Real success stems from an … of the two. Knowledge is combined with … and … action to implement decision. There are four main types of an … :
- … Energetic and possessing high knowledge.
- … Energetic but possessing low knowledge.
- … Lethargic but possessing high knowledge.
- … Lethargic and possessing low knowledge.
What type do you belong to?
Ex. 12. Join the halves.
Ex. 13. Translate the following sentences. Pay attention to the words in bold.
1. A compensation package for an executive leaving a company is also known as a golden goodbye, golden handshake, or golden parachute.
2. Compensation for someone leaving a company may be referred to as a compensation payment, compensation payoff, or compensation payout.
3. These payments may form part of a severance package.
4. Severance payments can be the subject of complex negotiations when an executive leaves, or is ousted: forced to leave.
5.When executives are ousted, people may talk about companies giving them the golden boot.
6.When talking about executive pay, compensation can refer, confusingly, to two different things: what top executives get for running a company and what they get on leaving a company.
7.Apart from salary, an executive's compensation package can include bonuses ( extra payments, sometimes, but not always, related to the firm's performance) and benefits and perks (ranging from share options, the right to buy the company's shares at an advantageous price, to a chauffeur-driven car).
8. Remuneration is also used to talk about executives' salary and benefits.
9. Middle managers are those in the hierarchy between senior management and front-line managers or line managers, the people managing employees.
10. Organizations say that they are eliminating middle levels of their hierarchies so as to empower ordinary workers and employees.
11. The process of empowerment is designed to give them the authority to make decisions that were previously taken by middle managers.
12. When people lose their jobs, they are dismissed or made redundant.
13. Outplacement is when a company helps people it is making redundant find new jobs in other organizations.
14. Headhunters are specialist consultants who search for high-level, often board-level, executives and try to persuade them to leave their current job in order to go to work in another company. Managers found in this way are headhunted in a process of headhunting.
15. Executives may be persuaded to move to a company by the promise of a golden hello: a large sum of money or some other financial enticement offered by the company they move to.
Ex. 14. Translate the following into English.
Management hierarchy – классификация служащих предприятия в соответствии с их полномочиями и статусом.
Span of control – норма управляемости – число людей, находящихся в непосредственном подчинении руководителя.
Chain of command – система властных взаимоотношений, отражающая направленность поступления приказов и указаний в организации.
Job enlargement – постановка рабочему широких задач, выполнение которых требует выполнения нескольких видов работ, для повышения его заинтересованности и снятия монотонности.
Line organization – организационная структура, в которой все единицы связаны с верхним и более глухим эшелоном четкой системной подчиненности.
Matrix organization – форма организации, при которой какая-либо задача выполняется людьми, набранными из различных функциональных подразделений и которые находятся в подчинении как руководителя оперативной группы, так и их непосредственного начальника.
Unity of command – принцип, в соответствии с которым каждый работник должен иметь одного начальника.
Job description – краткое изложение обязанностей и ответственности, связанных с определенным видом работ.
Job specification – комплекс кратких положений о необходимых знаниях, квалификации работника, выполняющего определенный вид работ.
Ex. 15. Translate the definitions into English. Match them with the words given below.
Delegation, fringe benefits, mediation, termination, authority, layoff, efficiency, recruitment, retirement, staffing, responsibility.
Ex. 16. Give the English equivalents to the following.
Квалификационные требования; должностная инструкция; делегирование; полномочия; дополнительные выплаты; норма управляемости; матричная организация; расширение поля деятельности; обогащение труда; система подчиненности; менеджеры высшего звена; среднее звено управления; эффективность; результативность (рентабельность); вербовка (набор); отставка; увольнение; единоначалие.
SPEAK AND WRITE
1.When choosing candidates for any particular job, the Americans say,: “What can this person do?”; the French say, : “What qualification has she/he got?”; the British say, “What kind of background has this person got?” Which question would you ask when you are to choose an applicant? Why?
2.Suppose you have been appointed Dean of your department. Design a curriculum that would prepare students for their role in management. Specify your objectives and the means to be used.
3.A study in one of the largest American corporations indicates that the two criteria “quality of college attended” and “ a rank in class” were the best predictors of future managerial success in that firm. If you were a recruiter for a large company, would you utilize these criteria? Why or why not?
4.What is, from your point of view, the general relation between age and job satisfaction?
5.How many different ways of finding a job can think of? Which one is the most reliable?
6.A recruiter of a big company said that they didn’t what anybody who “enjoyed exercising power”. Can you explain why?
7.What kind of a company would you like to work for: state-owned, private limited company, multinational corporation, etc. Why? Give your reasons.
8.What is the most group-oriented phase of life? Discuss why.
9. What are the qualities of an effective team player? What qualities could you contribute to a team?
10. Some people compare a small company to a family. In your view, is this analogy valid and useful? What are the benefits and risks of viewing a company as a family?
11. Examine the relationship between your needs and the rewards and satisfactions of any job you have held.