Некоммерческое акционерное общество

АЛМАТИНСКИЙ УНИВЕРСИТЕТ ЭНЕРГЕТИКИ И СВЯЗИ

Кафедра «Иностранные языки»

 

 

АНГЛИЙСКИЙ ЯЗЫК

Учебное пособие  для  магистрантов   

 

 

Алматы 2011

 

СОСТАВИТЕЛЬ: к.ф.н., доцент У.Б. Серикбаева. Английский язык. Учебное пособие для магистрантов  всех специальностей. 6М0719, 6МО717, 6МО718,  6МО702 – Алматы. АУЭС.2011.-88 с.

 

           Пособие составлено на основе аутентичных материалов английской и американской  периодической печати  и может быть использовано как для аудиторной работы, так и для самостоятельных занятий  английским языком.

         Цель пособия – научить магистрантов читать и понимать оригинальную литературу по основным аспектам менеджмента, а также обсуждать предлагаемые темы и проблемы в смоделированных ситуациях профессионального общения и развить навыки устной речи в пределах пройденной тематики.

         Основной акцент сделан не на экономической стороне управления, а на психологическом и коммуникативном аспектах управления работой людей.

         Пособие состоит из трех частей, включающих тексты для обучения базовой лексике по темам, упражнения для закрепления лексики, тексты для тематического обсуждения и ролевых игр и дополнительные тексты для чтения.

         Каждая часть имеет свою направленность и структуру.

         

         Учебное пособие рекомендуется к изданию.

  

Рецензент:  к.ф.н., доцент                             Х.А. Нурходжаева

  

Печатается по плану издания некоммерческого  акционерного общества «Алматинский университет энергетики и связи» на 2011г.

 

© НАО «Алматинский университет энергетики и связи»,  на 2011г.

 

CONTENTS

 

Part 1. Business communication                                                                                 

Part  2.  Management                                                                                                11 

Unit 1. Management. Its nature and purpose                                                            11 

Unit 2. The functions of managers                                                                            17  

Unit 3. Key management skills                                                                                 25 

Unit 4. The managerial job                                                                                       30 

Unit 5. Management roles                                                                                         40 

Unit 6. Leadership                                                                                                     47 

Unit 7. Ingredients of leadership. Leadership styles                                                 55 

Unit 8. Human behavior                                                                                            62 

Unit 9. Relationship with colleagues                                                                        74 

Unit 10. Managing conflict                                                                                       80 

Part 3.  Role Plays                                                                                                     86 

 

 

Part 1. Business communication

 Skills of negotiating

 

         Most negotiations are conducted with a view to reaching a compromise agreement. Both parties together move towards an outcome which is to mutual benefit.

         This is a range of tactics which can help conduct negotiations.

          It’s no use immediately discussing business matters. The topic at the outset of negotiations should be neutral, non-business. It could be immediate experiences, the sort of journey the visitor has had; football, ice-hockey, the morning’s newspaper headlines, common interests, etc.

         Five percent of the negotiating time is devoted to breaking the ice. The two parties adjust their thinking and behavior to one another.

         If you want to follow the reaction of your visitor introduce in your speech the question –“Agree?”.

         At the very beginning of the talks get agreement covering the purpose, plan, agenda of a meeting.

 

         Here is some advice to a negotiator

1. First discuss major items, then minor items.

2. Follow the headlines of the plan one by one.

3. Come over to the next point after you have resolved the previous one.

         There are always differences of view between the parties.

 

          Here is some advice on problem – solving tactics

1. Present a problem in general and obtain the other party’s view on it.

2.     Look together at the possibilities of joint advantage.

3.     Suggest practical actions to resolve a problem.

If negotiations are difficult and you are in a deadlock, take time- out. It will help you build bridges between yourself and your partner when you resume negotiations.

People involved in negotiating.

Team leader.

Production people.

Financial managers.

Commercial managers.

People with technical expertise.

 

     Words and word combinations

To mutual benefit- к взаимной выгоде

Agenda –повестка дня

Adjust- приспосабливать

Deadlock- тупик, безвыходное положение

Expertise -опыт

 

Questions:

1)     What is purpose of business negotiations?

2)     What should be the topics at the outset of negotiations?

3)     Why is it important to break the ice?

4)     What are the tactics of conducting negotiations?

5)     How should parties come out of a deadlock situation?

6)     What would you say to your partner at the very first moment of the talks?

7)     How would you break the ice if

 -   you see your visitor for the first time?

 -  your visitor is your long-standing partner and you know his family and his hobby?

          8) What would you say at the close of the talks if

             - you have come to a compromise?

             - you have failed to reach a compromise?

 

                                     Useful language

 

Welcome. How nice to see you.

How is business?

I am glad to see you got here all right.

Did you have a nice trip?

How do you feel about some coffee?

Can we first agree on the procedure?

I have assumed that this meeting will take about an hour.

Excuse me a moment but may we start with …

Let’s exchange information on our respective positions.

We are meeting in the hope to reach agreement, in principle.

Is that how you see the purpose?

The issues we need to settle will be…

Any questions you want to clarify?

Does it cover the issues you want to clarify?

Our position on the price is …

Tax exclusive (inclusive)?

That is the price per unit, is it?

How do you justify it?

Have you managed to get the quality put right?

What has been happening to your deliveries?

Our position is …

My understanding is ….

My impression is …

That’s how we see it.

Is that agreeable to you?

Is that all right for you?

What can we do about it together?

We can readily agree on …

We really cannot do it.

Do you have authority to settle the matter?

 

                               How to report a meeting

 

         Minutes are a written report on the discussions and the decisions that have been taken at a meeting.

          In order to show you how to write minutes, we will imagine that a meeting of the Board of Directors of a limited company is taking place. The Managing Director is in the chair. First the minutes of the previous meeting are read. The meeting then passes on to deal with the agenda.

 

Agenda:

1) Minutes of the previous meeting

2) To consider estimate for replacement of the air-conditioning system.

3) To consider appointment of the factory manager.

After the meeting has heard the views of the managing director they discuss

estimate for replacement of the air- conditioning system and decide to accept it.

The managing director has chosen two candidates for the post of the factory manager. They are invited in turn, and the board chooses one of them.

Board members have no other matters to discuss, so the meeting ends.

 

Minutes:

Meeting of the Board of Directors of … Co.

     l. t.d., held…. (place, time).

     Present -------

1)    Minutes of the previous meeting were read and signed.

2)    The managing director presented the estimate for replacement of the air-conditioning system. Mr.N. thought that the amount of the estimate was too high, but after an explanation by the Managing Director it was accepted.

3)    Two applicants for the post of factory manager were seen by the board.

Mr. A. – an outside candidate.

Mr.B. - the present assistant factory manager.

It was agreed to appoint Mr. B

4)    There was no other business.

 

                            Words and word combinations

 

Limited company –акционерная компания с ограниченной ответственностью

Minutes -протокол

Board of directors –совет директоров

Managing director- директор распределитель

Be in the chair - председательствовать

Estimate- предварительный подсчет

Replacement -замена

 

Questions:

1) How is a meeting reported?

2) Why are minutes of the previous meeting always read at the next meeting?

3) What questions are included in the agenda for a meeting?

4) Are participants of the meeting actively involved in the discussions?

5) Why is it important to have minutes in writing?

 

                       How to write business letters

 

    Rules to remember

 

1.    Make clear the purpose why the letter is being written.

2.    Express your ideas in short sentences.

3.    Use words everybody understands.

4.    Avoid unnecessary words and phrases.

 

          1 Title

 

Messrs means Gentlemen, Sirs (used in an address before the name of the

firm).

Note, a limited company must not be given the title of ‘Messrs.

 

         2 Salutation

 

             The normal form of salutation for letters addressed to organizations is ‘Dear Sirs.’

‘Dear Mr. Smith’ has tended to replace ‘Dear Sir’

 

3 How to sign your letter

 

     The ending ‘Yours faithfully’ is used after ‘Dear Sir’. Yours sincerely’ and other.

      More personal salutations are used after ‘Dear Mr. Smith’. Follow with the name of your company and your name and position.

           If you are writing a letter on behalf of someone else, but not to be signed by him, sign your name ‘for Sales Manager or ‘for Chief Engineer’, etc.

 

                                     Opening phrases

 

         Thank you for your letter of…

         We have received your letter of…. And have pleasure in giving you full information on….

         I refer to your letter dated 9th September, 20 …

           In reply to your letter of …. we wish to inform you …

           I am writing to give you particulars of …

           I am writing to make you an offer of ….

           I am writing to make you a special offer of the following: ---

           Thank you very much for the order received this morning.

           Very many thanks for the telephone message which I received this morning. We are writing to confirm our verbal arrangement that …

 

                                       Closing phrases

 

          We look forward to hearing from you soon.

          We are looking forward to your reply.

          Look forward to seeing you soon.

          Your early reply will be appreciated.

          We much appreciate your interest in the matter.

          Your agreement to the suggested course of action will be appreciated.

          If you need any further information, do not hesitate to contact us.

          The moment we can let you have a definite offer, we will contact you.

          We trust that this information will be of assistance to you.

          We trust our proposals will be acceptable to you.

          Can we be of any service to you?

          If we can be of any assistance in this matter, please let us know.

          I should be grateful if you would great me an interview.

          Please be kind enough to confirm this appointment.

         With compliments and best wishes.

         With kind regards.

         Yours truly,

         With best wishes.

         Yours sincerely,

 

         Phrases to avoid                                       Say instead

 

        We  enclose herewith                               I (we)enclose

        We have received same                           we have received it

        Only too pleased to                                  very glad to

        We beg of you                                         we ask you…

        Assuring you of our best

attention at all times                                        (omit entirely)

        Trusting this matter will have

the attention of your good selves                       Ditto                                                  

        Awaiting a favourable reply                       Ditto                                                           

                                                                    

                                                                                                                                          

                                  Use a shorter word

 

Longer word                                                   shorter word

Acquaint                                                         tell

Assist                                                              help

Commence                                                      begin

Dispatch                                                          send

Inform                                                             tell

Proceed                                                           go

Purchase                                                          by

Request                                                            ask

State                                                                 say

Terminate                                                         end

Utilize                                                               use

 

                                         Unnecessary phrases

 

In respect of                                                     in respect to

In relation to                                                     in relation with

With the object of                                             in connection with

With regard to                                                   with a view to

 

Questions.

 

1.     What is the accepted form of salutation?

2.      How should the letter be signed?

3.     What are language requirements of letter writing?

4.     Why is it important to make clear the purpose of writing a letter?

 

        

Part 2. Management

 

         Unit 1.  Management. Its nature and purpose

 

         Exercise 1. Study the vocabulary list

 

1. to design and maintain an  environment– создавать и поддерживать условия среды

2. to accomplish aims / goals – достигать поставленных целей

3. efficient – эффективный, рациональный

4. staff – штат сотрудников, кадры

   to staff – комплектовать кадры

5. to apply to – касаться, относиться, быть приемлемым

6. profit –прибыль, выгода

   a profit enterprise – коммерческое предприятие, работающее на прибыль

   a not-for-profit enterprise – неприбыльное предприятие, не работающее на   прибыль

7. first-line supervisors – младшие начальники, контролеры

8. to charge with responsibility  – наделять ответственностью

9. to make contribution – вносить вклад, содействовать

10. Group objectives – значимые для всех цели

11. scope of authority – сфера власти, диапазон полномочий

12. to deal with рассматривать вопрос, иметь дело с кем-то

13. to achieve results, to obtain – достигать результатов

14. to establish – устанавливать, организовывать

15. to establish an environment – создавать окружающую среду

16. group endeavor (in devә ) –совместные усилия

17. to desire- желать

18. a surplus – излишек, прибыль

19. amount of - количество

20. available resources  - доступные ресурсы, наличные средства

21. to strive – прилагать усилия, стараться

 

        Exercise 2. Read and translate the text

 

                                     Management. It’s nature and purpose

 

        We define management as the process of designing and maintaining an environment in which individuals working together in groups. accomplish efficiently selected aims. This basic definition needs to be expanded.

1. As managers, people carry out the managerial functions of planning.             Organizing. Staffing. Leading and Controlling.

2. Management applies to any kind of organization.

3. It applies to managers at all organizational levels. Management applies to small and large organizations, to profit and not- for-profit enterprises, to manufacturing as well as service industries.

The term enterprise refers to business, government agencies, universities and other organizations. Effective managing is the concern of the corporation president, the government first line supervisor and the like.

Managers are charged with responsibility of taking actions that will make it possible for individuals to make their best contributions to group objectives.

The scope  of authority held may vary and the types of problems dealt with may be considerably different. But all managers obtain results by establishing an environment for effective group endeavour. Top-level managers spend more time on planning, and organizing than lower- level managers.

Leading takes a great deal of time for first-line supervisor.

 

          The aim of all managers

 

          In a very real sense, in all kinds of organization, whether business or nonbusiness,the logical and most desirable aim of all managers should be a surplus – managers must establish an environment in which people can accomplish group goals with the least amount of time, money, materials and personal dissatisfaction, or where they can achieve as much as possible of a desired goals with available resources. In a nonbusiness enterprise, such as a police department or hospital, that are not responsible for total business profit, managers still have goals and should strive to accomplish as much as possible with available resources.

 

        Notes to the text:

 

With the least amount of time, money, materials and personal dissatisfaction – с наименьшими затратами времени, денег, материалов и максимальным чувством удовлетворения работающих.

 

 Exercise 3.  Find in the text answers to these questions   

 

1. How is management defined?

2. What kind of process is it?

3. How can this definition be expanded?

4. What kinds of organizations does management apply to?

5. What does the term enterprise refer to?

6. What is the main responsibility of managers?

7. What types of problems do they deal with?

8. What is their scope of authority?

9. How can managers obtain good results?

10. How do managerial functions differ on different levels of management?

11. What is the most desirable aim of all managers?

12. What should they do strive to accomplish their goals?

14. What is a nonbusiness (not-for-profit) enterprise?

15. How should managers at nonbusiness enterprise accomplish their goals?

 

                   Exercise 4. Translate into Russian

 

          1. Managers must establish an environment in which individuals can accomplish selected aims.

          2. Managers are responsible for planning, organizing, staffing, lending and controlling.

          3. Management applies to profit and non-for profit enterprise. Effective managing is the concern of managers at all levels.

          4. Managers obtain good results by establishing an environment for effective group endeavor.

          5. The scope of authority held by managers may vary in different organizations.

          6. Managers deal with all types of problems and their responsibility is to make decisions and take actions.

          7. The most desirable aim of all managers should be accomplishing group goals.

          8. Managers of not= for= profit enterprise should strive to accomplish the desirable objectives with the minimum of resources.

          9. They should strive to accomplish as much as possible with available resources

          10. Managers are charged with a certain scope of authority and responsibility.

          11. Individuals strive to make their best contributions to group objectives.

          12. Nonbusiness enterprise are not responsible for total business profit.

          13. Managers should achieve the desired goals with available resources.

 

 Exercise 5. Complete sentences with an appropriate word

 

          Endeavour, scope of authority, applies, available resources, carry out, responsibility, environment, a surplus, contributions, accomplish

 

         1. Management is the process if designing and maintaining -------- for effective accomplishing group goals.

         2. Managers -------- planning, organizing, staffing, leading and controlling

         3. Management ------ to any kind of organization, it ------ to managers at all organizational levels.

        4. Managers are charged with --- of taking actions that will make it possible for individuals to make their ----- to group objectives.

        5. Managers can obtain good results by establishing an environment for effective group -----.

        6. Top-level managers and lower-level managers hold different -------.

        7. The logical and most desirable aim of all managers should be -------.

        8. Managers must available an environment in which people can ------ group goals.

 

         Exercise 6. Say what you have learned from the text about management

 

 

 

Exercise 7. Say it in English

 

         1. Организация - это группа людей, работающих вместе для достижения общей цели.

         2. Управление - это процесс планирования, организации, подбора кадров и контроля для того чтобы достичь цели организации с помощью людей, работающих в ней.

        3. Управление касается, как и коммерческих, так и неприбыльных организаций.

        4. Менеджеры наделены полномочиями и ответственностью предпринимать шаги, которые способствуют осуществлению целей организации.

        5. Все лица, работающие вместе, стремятся внести свой ощутимый вклад в достижение целей.

        6. Менеджеры могут достичь хороших результатов, если создадут в коллективе благоприятный климат.

        7. Руководители высшего звена отвечают за планирование и организацию

 всей работы.

       8. Операционные руководители осуществляют непосредственные руководство ресурсами.

       9. Полномочия руководителей низшего звена значительно варьируются в разных организациях

       10. Руководители занимаются широким спектром проблем, но одной из важнейших задач является создание благоприятной среды.

       11. Среда, которую создает руководство, имеет большое значение для достижения общих целей с наименьшими затратами времени, денег и ресурсов.

       12. Руководители должны стремиться достичь желаемых целей доступными средствами.

 

         Supplementary reading for further discussion

 

         Exercise 8. Read and translate this text

 

                                       Purpose of organization

 

         It always tickles me when the manager of an organization describes its purpose. They a

re correct, of course, when they state the obvious contribution that it makes. But they miss the point- that is why most organization are not well managed as they could be.

         The point is that the purpose of organization is to help people have lives. Lives come from the challenges and support that people derive from being responsible, being supplied or being cared for.

         There are an incredible number of organizations in our lives: some we work for, others we belong to, and most of them do something for us.

         Our employer involves us with several groups that we significant:  insurance companies, pension fund, industry associations. We have to deal with a few more in order to help manage the material aspects of our lives: banks, life insurance companies, plumbers, garbage collectors, etc…

         There are dozens of organizations that affect us, and probably no two people have identical lists.

         The difference between a well-managed organizations and one that just bumps along is multidimensional leadership. Success is the result of usefulness which comes from an understanding of what is necessary to make things happen.

         The useful organization can be constructed and managed in an atmosphere of joy and satisfaction.

         The first part of causing success is to remember that the purpose of an organization is to help people have lives.

         People band together to accomplish something: that is why we have families, nations, companies and such.

         Often the purpose of that banding is forgotten after the basic needs are achieved.

         ‘Giving people lives’ refers to a great many characteristics. Lives are the result of education, support, work and relationships.

         Leadership provides the definitions and opportunities for the members. If it does not do that, the members get off on the on the wrong track and the organization becomes inoperative.

 

                                                                     Adapted from Ph.Grosby.

 

Exercise 9. Explain the meaning of the following word groups

 

It tickles me

They miss the point

To help people have lives

Organizations that affect us

An organization that just bumps along

To make things happen

To cause success

People band together

Get off on the wrong track

 

         Exercise 10. Think and answer

 

         1. Why do managers miss the point when they describe the purpose of their organization?

         2. Do you agree that lives come from the challenges and support?

         3. Why do so many organizations affect our lives?

         4. Do you agree that success is the result of usefulness?

         5. What is your understanding of this statement?

         6. Why do people forget the initial purpose of banding together?

         7. Why is the role of leadership si significant for achieving the purpose of organization?

                             

Unit 2. The functions of managers

 

         Vocabulary

 

         1.to involve (in) – включать в, подразумевать, предполагать

         2. to require – требовать чего-либо, нуждаться в чем-либо

Requirement - требование      

         3. to choose - выбирать

Chose, chosen

         4. to propose- предлагать

  Proposal - предложение

         5. to imply – заключать в себя, значить, подразумевать

         6. to introduce – вводить в употребление, применять, привносить

Introduction - нововведение

         7. to implement – обеспечивать выполнение, осуществлять

Implementation - осуществление

         8. to perform –исполнять (обязанности), выполнять, совершать, работать

Performance – исполнение, выполнение (служебных обязанностей), работа

         9. purpose – цель, намерение

         10.  guidelines –директивы, руководящие указания, общий курс

         11. to fit into – совпадать, точно соответствовать

         12. to assign a task –поручать задание  (работу)

To assign- назначать, определять на должность

         13. to create -создавать

Creative- творческий

14. although- хотя

15. abilities- способности

16. to enable-делать возможным для кого-либо

To make possible

 

         Exercise 1. Read and translate text

 

                                  Planning  an organizing

 

         The main  functions are: planning, staffing, leading and controlling.

         Planning involves selecting objectives and the actions to achieve them, it requires decision making.

         Decision making is choosing future course of action from among alternatives. No real plan exists until a decision has been made. Before a decision is made, all we have is a planning study, an analysis, or a proposal, but not a real plan.

         Planning bridges a gap from where we are to where we want to be in a desired future. It strongly implies not only the introduction of new things but also sensible and workable implementation.

         There is no more important and basic element in establishing an environment for performance than enabling people to know their purposes and objectives, the tasks to be performed, and the guidelines to be followed in performing them. If group effort is to be effective, people must know what they are expected to accomplish.

         Organizing People working together in groups to achieve some goals must have roles to play, much like the parts actors fill in a drama.(2)

         The concept of a role implies that what people do has a definite purpose or objective, they know how their job objective fits into group effort, and they have the necessary authority, tools and information to accomplish the task.

         Organizing is that part of managing that involves establishing an intentional structure (3) of roles for people to fill in an organization. It is intentional in the sense of making sure that all the tasks necessary to accomplish goals are assigned to people who can do them best. The purpose of an organization structure is to help in creating an environment for human performance.

         To design an effective organization structure is not an easy managerial task. Many problems are involved in making structures fit situations,(4) including both defining the kind of jobs that must be done and finding the people to do them

 

         Notes to the text

        

         1. Bridges a gap- прокладывать мост

         2. Much like the parts actors fill in a drama – очень похожие на те роли, которые актеры исполняют в спектакле

         3. An intentional structure – запрограммированная структура организации

         4. Making structures fit situations- подгонять структуру под конкретные условия работы.

 

         Exercise 2. Find in the text answers to these questions

 

         1. What are the main functions of management?

         2. What does planning involve?

         3. What is required in planning?

         4. What is decision making?

         5. What is it necessary to do before a real plan is made?

         6. What does real planning imply?

         7. What is the basic element in establishing an environment for performance?

         8. How can managers enable people to perform their tasks effectively?

         9. What must people know to make their group effort effective?

         10. What does the concept of a role imply?

         11. What enables people to accomplish their tasks?

         12. What does organizing involve?

         13. How is intentional structure understood?

         14. What is the purpose of an organization structure?

         15. How should the roles be designed?

         16. Why is an effective organization structure not an easy managerial task?

 

Exercise 3. Translate into Russian

 

         1. Planning is one of the main functions in managerial work. Planning involves decision making.

         2. It is important to select objectives and the actions to achieve them.

         3. Before managers make a decision they have to choose future courses of action from among alternatives.

         4. A real plan appears only after a planning study, an analysis, or a proposal, and the decision made on their basis.

         5. Planning implies both the introduction of new things and their workable implementation.

         6. Planning should enable people to know their purposes and objectives and the tasks to be performed.

         7. People should know the guidelines to be followed in performing the tasks assigned to them.

         8. One of the basic elements of planning and organizing is establishing a creative environment for performance.

         9. If group is to be effective, people must know what they are expected to accomplish.

         10. The concept of a role implies that what people do has a definite purpose or objective.

         11. People working together in groups to achieve some goals must know how their job objectives fits into group effort.

         12. Organizing involves establishing a structure of roles for people to fill in an organization.

         13. This structure is intentional because it makes sure that all the tasks are assigned to people who can do them best.

         14. The purpose of an organization structure is to help in creating an effective environment for human performance.

15. It is not easy to design an effective organization structure.

16. The structure must define the tasks to be done, the kinds of jobs that must be done and the people to do them.

 

 

 

Exercise 4. Complete the sentences with an appropriate word

 

Establishing, select, choose, involves, assigned, authority, define, guidelines, organization, enable, implementation, purpose, an environment

 

         1. It is important to ---- objectives and the actions to achieve them.

         2. Planning ---- both the introduction of new things and their -----.

         3. It is necessary to ---- people to know their purpose and objectives.

         4. Tasks should be ---- to people who can do them best.

         5. Managers should give the --- to be followed if they want the tasks to be performed efficiently.

         6. People should have the necessary --- tools and information to accomplish the task.

         7. Organizing involves --- an intentional structure of roles for people.

         8. The --- of an organization structure is to help in creating --- for human performance.

         9. The structure must --- the tasks to be assigned.

         10. To design an effective --- is not an easy managerial task.

 

         Exercise 5. Speak on what you have learned from the text

 

1.     About planning and its importance in management.

2.     About organizing and its basic elements.

3.     The functions of managers.

 

Exercise 6. Translate into English

 

1. Планирование является одним из основных элементов менеджмента.

2. Планирование предполагает выбор целей и действий по их достижению.

3. Принятие решения – это выбор направления деятельности из разных альтернатив.

4. План не существует до принятия решения.

5. Планирование предполагает не только введение нового, но также разумное и практичное его применение.

6. Чтобы работники хорошо выполняли свои обязанности, нужно создать такую атмосферу, которая способствовала, бы выполнению их задач.

7. Задача менеджера заключается в том, чтобы давать указания, необходимые для выполнения общих задач.

8. Организация работы заключается в создании такой структуры ролей, которые способствуют выполнению общих целей. При этом все необходимые для достижения цели, задачи должны быть поручены тем, кто способен наилучшим образом их выполнить.

9. Цель любой организации – создать внутреннюю атмосферу, способствующую эффективному исполнению всеми сотрудниками своих служебных обязанностей.

10. Структура должна определить задачи для выполнения.

11. Одна из основных функций руководителя – это принятие взвешенных решений. Он ставит цель, распределяет обязанности, осуществляет общее руководство, контролирует работу, нанимает и увольняет людей.

 

 Supplementary reading for further discussion

 

 Staffing, leading and controlling

 

Vocabulary

Requirement- потребность

To inventory –составлять опись, вносить в инвентарь

Inventory –переучет, проверка инвентаря

To recruit- производить набор кадров, вербовать

Recruitment – набор кадров

To place –расставлять пополнение, подкрепление

To promote – продвигать по службе

Promotion- продвижение, получение более высокой должности

To compensate- вознаграждать

To influence –оказывать влияние

Interpersonal -межличностный

To arise - возникать

To arise from- являться результатом

Attitude -отношение

Behavior -поведение

Followership –приверженность, сторонник

A follower - последователь

Approach - подход

To measure –оценивать, определять, соразмерять, регулировать

Measure –мера, критерий, предел, степень

Measurement -измерение

To ensure –обеспечивать, гарантировать

To conform to –соответствовать, согласовывать

 a deviation -отклонение

to precede -предшествовать

to determine -определять

to relate to – относиться к чему-либо

to indicate –указывать, назначать

to take steps, measures –принимать меры

to improve –улучшать, совершенствовать

improvement – улучшение, совершенствование

an outcome (a result) –результат, последствие, исход

a mean  - средство, способ

the means of communication – средство сообщения

the means of payment – платежные средства

means of employment - средства обеспечения занятости

the means and instruments of production –орудия и средства производства

to mean –намереваться, иметь в виду, думать, подразумевать

what do you mean by that? –значить, означать, иметь значение

 

Exercise 1. Read and translate the text

 

                         Staffing, leading and controlling

 

Staffing involves filling and keeping filled the positions in the organization structure.

This is done by defining work-force requirements, inventorying the people available, recruiting, selecting, placing, promoting, planning the career, compensating and training.

Leading is influencing people so that they will contribute the organization and group goals; it has to do with the interpersonal aspect of managing.

All managers would agree that their most important problems arise from people – their desires and attitudes, their behavior as individuals and in groups.

Effective managers also need to be effective leaders.

Since leadership implies followership and people tend to follow those who offer a means of satisfying their own needs, (1) wishes and desires, it is understandable that leading involves motivation, leadership styles and approaches, and communication.

Controlling is the measuring and correcting of activities of subordinates to ensure that events conform to plans.

It measures performance against goals and plans, (2) shows where negative deviations exist and by correcting deviations helps ensure accomplishment of plans.

Although planning must precede controlling, plans are not self-achieving. The plan guides managers in the resources to accomplish specific goals.

Then activities are checked to determine whether they conform to plans

Control activities generally relate to the measurement of achievement. Each means of controlling shows whether plans are working out.

If deviations persist (3) correction is indicated. But what is corrected? Activities, trough person.

Nothing can be done unless one knows who is responsible for these functions. Making events to conform to plans means locating the persons who are responsible for results (4) that differ from planned action and then taking the necessary steps to improve performance. Thus, outcomes are controlled by controlling what people do.

 

Notes to the text

 

1. People tend to follow those who offer a means of satisfying their own needs –люди склонны следовать за теми, кто предлагает им средства для удовлетворения их потребностей.

2.It measures performance against goals and plans-он (контроль) соразмеряет исполнение с целями и планами.

3.If deviations persist- если отклонения продолжаются.

4. It means locating the persons who are responsible for results-это означает найти тех, кто отвечает за результат.

 

Exercise 2. Find in the text answers to these questions

 

         1. How is staffing defined?

         2. What is to be done to perform staffing effectively?

         3. How should leading influence people?

         4. What aspect of managing is it?

         5. What do the most important problems of managing arise from?

         6. What does leadership imply?

         7. What is controlling?

         8. Why is it important?

         9. Why is it necessary to check the activities of subordinates?

         10. What does each means of controlling show?

11. How can deviation be corrected?

12. What does it mean to make events to conform to plans?

 

Exercise 3. Translate into Russian using the vocabulary

 

1. Staffing, leading and controlling are important functions of management.

2. The main aim of staffing is to fill and keep filled the positions in the organization structure with competent people.

3. Inventorying the people available means to make a list of all current job holders.

4. To make staffing effective it is necessary to define workforce requirements.

5. Staffing also involves recruiting, selecting, placing, promoting, planning the career, compensating and training.

6. Both candidates and current job holders need developing to accomplish their tasks effectively and efficiently.

7. Leading has to do with the interpersonal aspect of managing.

8. It is influencing people so that they contribute to group goals.

9. The most important problems of managers arise from people and their behavior as individuals and in groups.

10. Leadership implies followership and it means that every leader must have followers.

11. People tend to follow those who can satisfy their needs, wishes and desires.

12. It is quite understandable that effective managers also need to be effective leaders.

13. Leading involves motivation, leadership styles and approaches, and communication.

14. Controlling is a necessary part of management.

15. It measures and corrects the activities of subordinates to ensure that events conform to plans.

16. Negative deviations should be corrected to ensure accomplishment of plans.

17. The plan guides managers in the use of resources to accomplish specific goals... the activities are controlled to determine whether they conform to plans.

18. The aim of control activities is to measure achievement and to show whether plans are working out.

19. If there are negative deviations, they should be corrected.

20. It is necessary to find the persons who are responsible for those deviations and then to take the necessary steps to improve performance.

21. Making events to conform to plans is the main idea of controlling.

22. If the outcomes differ from planned action, nothing can be done unless one knows who is responsible for this.

 

Exercise 4. Say what you have learned from the text about:

a) staffing; b) leading; c) controlling.

 

Exercise 5. Translate into English

 

1. Управление влияет на поведение людей и способствует их эффективному исполнению своих обязанностей. 

2. Управление подразумевает мотивацию людей, поскольку люди склонны следовать за теми, кто способен удовлетворять их потребности.

3. Контроль – это процесс обеспечения достижения организацией своих целей.

4. Контроль состоит из установки стандартов, измерения фактически достигнутых результатов и проведения корректировок в том случае, если есть негативные отклонения.

5. План направляет менеджеров в использовании ресурсов, но затем их работа должна проверяться для того, чтобы определить, соответствует ли она плану. Каждое средство контроля показывает, насколько планы работают.

6. Чтобы скорректировать отклонения, нужно определить людей, ответственных за результат, и затем принять необходимые меры.

 

         Unit 3. Key management skills

 

         Exercise 1. Study the vocabulary list

 

1. to engage in smith, doing smith. - заниматься ( чем-либо)

2. to contribute to – вносить вклад, содействовать

   syn. to make contribution

3. an agenda -  повестка дня

4. to relate to – относиться, иметь отношение к чему – либо,

 устанавливать связь, определять соотношение

5..a concept – понятие, идея, общее представление, концепция

6. a conceptual – умозрительный, понятийный

7. to associate with – соединять, связывать, ассоциироваться

8. ability – способность,

9.  in pursuit of – в поисках, в погоне за, преследуя цель, с целью

10. to pursue – преследовать цель

11. to visualize – отчетливо представлять себе,

    syn. to view, to see – мысленно видеть

12. to recognize – признавать, осознавать

13. to advance  -   делать успехи, развиваться, ускорять

14. co         upled with – наряду с

    syn. together with

15. an ingredient – составная часть

 

Exercise 2. Read and translate the text

 

Key management skills

 

         Management is process of achieving organizational goals through engaging in the major functions of planning, organizing, leading and controlling

Although these functions form the basis of the managerial process, several other elements contribute to an understanding of how managers actually operate.

For managers to develop work agendas, act out roles and engage in planning, organizing, leading and controlling they also need a knowledge base and key management skills.

A knowledge base include information about an industry and its technology, company policies and practices , company goals and plans, company culture, the personalities of key organization members and important suppliers and customers. In addition to having a knowledge base, managers need three key types of skills to carry out the various functions of management.

A skill is the ability to engage in a set of behaviors that functionally related to one another and that lead to a desired performance level in a given area.

For managers the three key skill types are technical, human and conceptual.

       Technical skills are skills that reflect both an understanding of and a proficiency in a specialized field.

For e[ample, a manager may have technical skills in engineering, finance. manufacturing or computer science

       Human skills are skills associated with a manager’s ability to work well with others both as a member of a group and as a leader who gets things done through others.

Managers with effective human skills are very good at communicating with others and motivating them to develop themselves and perform well in pursuit of organizational goals.

       Conceptual skills are skills related to the ability to visualize the organization as a whole and understand how the organization fits into the wider context of industry, community and world. Managers need to recognize these various elements and understand the complex relationships among them so that they can take advance the goals of the organization.

Conceptual skills coupled with technical skills, human skills and a knowledge base are important ingredients in organizational performance.

 

          Notes to the text

 

         a manager’s ability to work well with others both as a member of a group and as a leader who gets things done through others – способность менеджера работать хорошо как в качестве члена команды, так и лидера, который добивается выполнения работы другими людьми

 

         Exercise 3. Answer to these questions finding in the text

 

1. What is management?

2. What does management need to operate effectively?

3. What does a knowledge base include?

4. Why do managers need special skills?

5. What is a skill in management?

6. What are the three key skill types for managers?

7. What do technical skills reflect?

8. What are human skills associated with?

9. Why are effective human skills essential for managers?

10. What are conceptual skills related to?

11. Why is it important for managers to recognize various elements in their gob?

12. What does organizational performance depend on?

 

        

 

 

Exercise 4. Complete sentences with an appropriate word

 

associate with, various, is related to, contribute to, in pursuit of, relate to, to view, to recognize, coupled with,  to advance,  ability, engaged in

 

         1. Several important elements ------- successful work of managers.

         2. People ------ good communication skills ----- the ability to perform well in pursuit of organizational goals.

         3. Human skill ----- to the ability to interact with other persons successfully,

         4. Conceptual skills deals with ideas and ---- relationship.

         5. A manager must be able to understand, work with and ------- both individuals and groups in order to build a teamwork environment.

         6. Managers need ------- the importance of having these three skills.

         7. Managers with effective human skills are very good at motivating people ----organizational goals.

         8. Conceptual skills is the mental ------ to view the organization as a whole.

         9. Technical skill is most important for a manager ----- the first-line supervising activities.

         10. A manager needs conceptual skills to see how various factors are interrelated           and to take actions that ----- the goals of the organization.

         11. Human skills ----- with conceptual and technical skills form the basis of         effective and efficient management.

 

 Exercise 5. Translate into Russian

 

         1. Managers are engaged in the major functions of planning, organizing, leading and controlling.

         2. To achieve organizational goals it is necessary to understand how managers operate.

         3. Managers have to develop work agendas, act and roles, carry out planning, organizing, leading and controlling

         4. These major managerial functions requires a knowledge base and key management skills.

         5. A knowledge base means that a manager has all the necessary information about industry and its technology.

         6. It is also very important for a manager to know a lot about the company he works for and the people he deals with.

         7. A skill means that a manager is to carry out all the function related to his scope of authority.

         8. Actions of a skilled manager lead to a desired performance level.

         9. Technical skills show that a manager understands a specialized field and its experienced in it.

        10. Human skills show how well a manager can understand people working with him.

       11. In pursuit of organizational goals people should perform well and develop themselves.

      12. Human skills are very important for successful communication and motivation of people.

      13. If a manager can visualize the organization as part of the industry, community, world it means good conceptual skill.

      14. To take correct decisions a manager should recognize various elements and understand the complex relationships among them.

       15. Conceptual skills enable a manager to take actions that advance the goals of the organization.

 

         Exercise 5. Say what you have learned from the text about

 

1. a knowledge base and its importance for managers

2. key management skills and their definition and significance.

 

        Supplementary reading for further discussion

 

         Exercise 1. Study the vocabulary list

 

1. a dimension – измерение, величина

2. appropriate – подходящий, соответствующий (to,for); свойственный, присущий

3. to attain – достигнуть, добиться

4. to be concerned with – касаться, иметь отношение (к), заботиться (о чем – либо), заниматься (чем – либо)

5. to evaluate – оценивать, определять количество

6. evaluation – оценка, определение

7. to obtain – получать, приобретать, достигать

syn. to get, to attain - добиваться

8. smooth – гладкий, ровный

9. vital – жизненно важный, существенный, насущный

10. partial - частичный, неполный, частный

11. effectiveness

12. efficiency

 

Exercise 2. Read and translate the text

 

                                          Performance

 

         Performance is made up of two important dimensions: effectiveness and efficiency.

        Effectiveness is the ability to choose appropriate goals and achieve them. In contrast, efficiency is the ability to make the best use of available resources in the process of achieving goals.

In essence, an organization needs to exhibit both effectiveness (doing the right things) and efficiency (doing things right) in order to be goods performers.

         Effectiveness means that a manager has the responsibility for selecting the right goal and the appropriate means for achieving that goal. Thus, a manager needs to be able to select the right method from many methods for implementing that decision. Efficiency is measuring the cost of attaining a given goal. Efficiency is concerned with how resources (money, time, equipment). Personnel are used to get the desired results. If the minimum cost is spent to obtain the desires goal, the manager is being efficient.

         Evaluation of management performance

         The manager’s responsibilities require that she or he be both effective and efficient.

From an evaluation viewpoint, efficiency is important but effectiveness is vital. A manager who does the wrong things (ineffectiveness) with minimum use of resources (efficiency) is not helping the organization.

On the other hand, the manager who makes the right choices but may not have a completely smooth operation is assisting the organization, despite partial inefficiency.

 

         Exercise 3. Find in the text answers to these questions

 

1. What is the performance made up of?

2. What is effectiveness?

3. What is efficiency?

4. Why do organizations need to exhibit both?

5. What does efficiency measure?

6. What is efficiency concerned with?

7. What does effectiveness mean?

8. What ability of a manager does effectiveness show?

9. How is a manager’s performance evaluated?

10. What is more important for a manager to be more effective or more efficient?

 

            Exercise 4. Give a summary of the text

 

           Exercise 5. Say it in English

 

           1. Для успешного выполнения своих функций менеджер должен обладать основными управленческими навыками техническими, концептуальными, а также навыками общения с людьми. Помимо навыков, менеджер должен обладать и базовыми знаниями в той области, где он работает. Эти знания включают информацию о технологиях, о компании и о людях, работающих в этой компании. Технические навыки  означают знание технологических процессов и умение их использовать наиболее эффективно. Навыки общения с людьми помогают менеджеру успешно взаимодействовать (interact) с людьми, понимать их и мотивировать их работу с целью достижения поставленных целей.

            2. Концептуальные навыки имеют отношение к идеям и способности управленца видеть организацию как единое целое. Управленцу необходимо иметь концептуальные навыки для того, чтобы представлять, как отдельные части организации взаимодействуют и зависят друг от друга.

            3. Помимо этого, концептуальные навыки помогают менеджеру понять интеграцию и координацию всех процессов и систем внутри организации и вне ее. Работа менеджера оценивается с точки зрения двух параметров: эффективности и продуктивности. Эффективность работы менеджера оценивается с точки зрения правильно выбранных целей и путей их осуществления.

           4. Продуктивность означает минимальные затраты средств и времени на выполнение поставленных задач.

           5. В работе менеджера важны обе эти составляющие.

 

           Unit 4. The managerial job

 

           Exercise 1. Study the vocabulary list

 

1. to constitute -составлять

2. similar – подобные, схожие

3. emphasize – придавать особое значение, подчеркивать

4. emphasis -акцент

5. o lay special emphasis on;-придавать особое значение чему-либо

6. to make an emphasis on – особенно подчеркивать что-либо

7. content - содержание

8. entrepreneur - предприниматель

9. to pursue – преследовать, следовать намеченному пути

10. to pursue a career – стремиться сделать карьеру

11. the rate of turnover – быстрая ротация руководящего состава

12. ratio – пропорция, соотношение

13. to delegate authority- делегировать, передавать полномочия

14. to contract expenses – сжимать, сокращать расходы

15. to reveal – открывать, разоблачать, обнаруживать

16.able – способный , умелый, знающий

17. appraisal - оценка

18. appointment - назначение

19. to appoint назначать

20. traits - черта

21. inducement – побуждение

 

 Exercise 2. Read and translate the text

 

                                  The managerial job

 

    There are many aspects to the job of a manager and there is no complete agreement as to what exactly constitutes the job of a manager.

Some focus on the entrepreneurial aspects of managing and their main concern is innovation, risk taking and similar activities.

Others emphasize decision making especially the kind of decisions that cannot be easily programmed.

An additional view of the managerial job draws attention to leadership with an emphasis on particular traits and managerial styles.

Closely related to this approach is the discussion about power and influence, that is, the leader’s control of the environment and subordinates.

Others focus their attention on the behavior of leaders by examining the content of the manager’s job.

But despite different approaches to the nature of managerial tasks, the key tasks of managers can be organized into the five functions of planning, organizing, staffing, leading and controlling which constitute the framework of managerial activities. Managers are different; they have different needs, desires and motives.

Managing offers rewards but also involves stress.

An individual aspiring to a managerial position should evaluate both the advantages and the disadvantage of managing before pursuing this career.

 

          How many managers do we need?

         Factors affecting the number and kinds of managers required

 

        The number of manager needed in an enterprise depends not only upon its size but also upon the complexity of the organization structure, the plans for expansion and the rate of turnover of managerial personnel.

The ratio between the number of managers and the number of employees does not follow any law.

It is possible, by enlarging or contracting the delegation of authority, to modify a structure so that the number of managers will increase or decrease regardless of the size of an operation.

The annual rate of appointments to managerial positions can be determined by a review of past experience and future expectations.

Analyses will also reveal the relative importance to age for retirement, vacancies created by ill health, and the steady demand of other enterprises for able young subordinates whom the firm has trained but is unable to hold.

The qualification for individual positions must be defined so that the best-suited managers can be chosen.

On the basis of this analyses, external and internal sources are used in the processes of recruitment, selection, placement and promotion.

Other essential aspects of staffing managerial positions are appraisal, career strategy and training and development of managers.

 

Notes to the text

 

         An individual aspiring to a managerial position –человек, стремящийся занять руководящий пост

 

          Exercise 3. Find in the text answers to these questions

 

1. What constitutes the job of a manager?

2. Why are there different approaches to this problem?

3. What does the entrepreneurial aspect imply?

4. What kind of decision making is emphasized?

5. What attracts attention in leadership?

6. How is the behavior of leaders considered?

7. What are the key functions of managers?

8. What does managing involve? What does it offer?

9. What should an applicant for a managerial position consider before taking up the job?

10. How many managers do we need? What are the main factors affecting the number of managers required?

11. What does the number of managers depend on?

12. What is the ratio between the number of managers and the number of employees?

13. How can an organization structure be modified in terms of the number of managers required?

14. Ho         w can the annual rate of appointments to managerial position be determined?

15. What does the analysis of the annual rate of appointments reveal/

16. How are the best- suited managers chosen for individual position?

17. What helps the processes of staffing managerial positions? What are the essential aspects of staffing managerial positions?

 

         Exercise 4. Translate into Russian

 

        1. The entrepreneurial aspects of managing focus on innovation, risk taking and meeting challenge of unexpected situations.

        2. Leadership is always part of managerial job the ability to lead effectively one of the keys to being an effective manager.

        3. Doing the managerial job demands that a manager is an effective leader.

        4. There are different approaches to the nature of managerial tasks but all of them focus on the five  main functions of planning, organizing, staffing, leading and controlling.

         5. Managers should also have inducements in their job.

         6. They are used to working under pressure.

         7. If an individual chooses to pursue the carrier of a manager, he should be aware of all the advantages and disadvantages of this job.

         8. The number of managers can vary greatly in different organizations, it depends on the complexity of the organization structure.

         9. The more you enlarge the delegation of authority, the bigger number of managers you will need.

         10. If the delegation of authority is contracted, the number of managers will decrease.

          11. Thus, the number of managers may increase or decrease regardless of the size of an operation.

          12. There is a steady demand for well-trained, experienced and able young subordinates who seek promotion and a better paid job. If their organization is unable to offer them expected rewards, they can be recruited by another company.

          13. The qualifications for individual  positions must be clearly defined.

          14. External and internal sources may be used to choose the best-suited managers for every particular position.

          15. It is very important to staff managerial positions with appropriate people because effective management is the key to success.

          16. Essential aspects of staffing managerial positions are appraisal, career strategy, training and development of managers.

 

          Exercise 5. Complete sentences with an appropriate word

 

          Rate, reveals, essential, ratio, despite, an emphasis, emphasize, essential, focus on, power and influence, process

 

           1. The ------- between the number of managers and the number of employees does not follow any law.

           2. The --------- of turnover of managerial personnel determines the number of managers required.

           3. Analysis ------ the importance of age for retirement and vacancies created by ill health for the annual rate of appointments to managerial positions.

           4. External and internal sources are very valuable in the ------ of recruitment, selection, placement and promotion.

           5. Innovation and risk taking are ------ aspects of managerial job.

           6.  ------- different approaches to the nature of managerial tasks, the key tasks of managers can be organized into the five main functions.

           7. -------- involves the leader’s control of the environment and subordinates.

           8. It is necessary to make ------ on particular traits and managerial styles.

           9. Some approaches ------ the behavior of leaders.

          10. Other approaches ---- decision making especially those decisions that cannot be easily programmer.

 

          Exercise 6. Say what you have learned from the text about

 

1. the main aspects of managerial job.

2. different approaches to the job of a manager.

3. the number of managers required.

4. the main aspects of staffing managerial positions.

 

            Exercise 7. Say it in English

 

           1. Работа менеджера очень сложна и многогранна.

           2. Она подразумевает лидерство, власть и влияние, которые должны основываться в первую очередь на уважении подчиненных.

           3. Люди склонны следовать за теми, кто предлагает им средство для удовлетворения их насущных потребностей, поэтому менеджеры должны хорошо осознавать движущие мотивы своих подчиненных.

          4. Существуют различные подходы л аспектам работы менеджеров.

          5. Один из них придают особое внимание предпринимательству в управлении, другие концентрируют внимание на поведении менеджеров в различных ситуациях.

          6. Но несмотря на различия подходы к природе управленческих задач могут быть сведены к пяти основным группам.

          7. Управленческая работа предполагает стрессовые ситуации, поэтому те, кто хочет занять руководящий пост, должны оценить все преимущества и недостатки этой работы.

          8. Не существует определенного соотношения между количеством управляющих и работающих, однако, структура любой организации может быть модифицирована так, что количество управленцев может увеличиваться или стать меньше.

           9. Потребность в управленцах зависит от многих факторов, таких как сложность структуры организации, ее размеры, перспективы ее развития и обусловленные ими темпы сменяемости управленческого звена.

           10. Набор руководящих кадров может быть на основе как внешних, так и внутренних источников.

          11. Необходимо определить квалифицированные требования для каждой конкретной должности, чтобы выбрать наиболее подходящего кандидата.

          12. Основные аспекты работы по набору руководящих кадров, оценка, стратегии продвижения по службе, подготовка и повышение квалификации менеджеров.

 

         Supplementary reading for further discussion

 

                        Delegating authority

 

Vocabulary

 

1. to a great extent – в большой степени

To some extent- в некоторой степени

2. in many ways –во многом

To some ways –в некотором отношении

3. to parallel – быть параллельным, аналогичным, схожим, соответствовать

To draw a parallel between –проводить параллель

4. to keep conduct with – быть в постоянном контакте, поддерживать связь

5. to carry out (to perform) -выполнять

6. to be in smbs confidence –пользоваться чьим – то доверием

7. in addition to –в дополнение к чему-либо, помимо

8. to pass on (information) -передавать

9. to fail –не справиться с чем-либо, не суметь что-либо сделать

Fail to recognize –не могут признать

Fail an  exam  -провалить экзамен

Fail an interview –не пройти собеседование

10. to share –делить, разделять, распределить

To share information  рассказать информацию

To share views разделять взгляды

To share a book –пользоваться одной книгой

11. to take the trouble –потрудиться, взять на себя труд

(he did not take the trouble to come) – он не потрудился прийти

12. to rely on –надеяться на, полагаться на

Reliable - надежный

A reliable partner – надежный партнер

13. on the whole – в целом

14. to anticipate –ожидать, предвидеть, предчувствовать, предупреждать

An anticipation of smith. – в ожидании, в предвидении чего – либо

 

Exercise 1. Read and translate the text

 

Delegating authority

 

The manager must depend, to a greater or lesser extent,(1) on one or more of the stuff to take supervisory roles, and oversee the day- to –day working of the section.

Clearly, there must be very good relationships between the manager and supervisor. This can be an excellent opportunity to create and maintain effective environment, but there are sometimes problems.

The supervisor is sometimes known as an assistant manager, or junior- manager, and has an area of responsibility which in many parallels that of the manager.

Like the manager he or she is often under pressure from above and from below and has to keep contact with other supervisors, perhaps in order departments and thus has a ‘sideways’ pressure also.

More than anything else, the supervisor has to have such information as will enable him to carry out the duties effectively. He needs to feel that he is in the manager’s confidence, and that he has been given all the relevant information, together with an opportunity to discuss aspects of the work with the manager. In addition to the delegation of duties, the manager has the problem of having to assets just how much of the information he possesses should be passed on to the supervisor.

There are managers who fail to recognize fully the importance of information sharing. Some managers do not always take the trouble to explain fully what is required of the supervisor.

Others try to bolster up their own position (2) by a secrecy which they suppose ads to their status.

Also there are managers, who rely on a telephone conversation or at best a memo, which they naively believe will be fully understood.

It is not always easy for the manager to decide what information is essential to the supervisor, on the whole it may be better to give too much information than too little.

But the manager also has to ensure that what is passed on is understood.

Somehow or other, the manager must try to find an opportunity to discuss with the supervisors just what is required for a particular day or week.

Some organizations have set up a daily or weekly ‘briefing session’, during which up-to-the-minute information can be given as it effects the supervisor.

The supervisor also has the opportunity to question or comment, so that the manager has a better idea of the difficulties which any individual may feel or anticipate.

 

Notes to the text

 

1.     To a greater or lesser extent- в большой или меньшей степени

To some extent- в некоторой степени

2.     To bolster up their own position –поддерживать на высоте свое положение

         3….or at best a memo – или, в лучшем случае, меморандум

 

        

Exercise 2. Find in the text answers to these questions

 

         1. How should the manager arrange the supervision of the day-to-day working of the section?

         2. What does this kind of arrangement involve?

         3. What kinds of problems can it lead to?

         4. What is an area of responsibility of the assistant manager?

         5. How does this work affect the supervisor?

         6. What does the assistant manager need to carry out his duties effectively?

         7. Why is it important for him to know that he is in the manager’s confidence?

         8. What else does he need in his job?

         9. What problem does it involve for the manager?

         10. What does he have to assess?

         11. How do managers behave in such situations?

         12. Describe different types of managerial behavior as regards delegation of duties?

         13. How much information should be given to supervisors?

         14. What is the purpose of briefing sessions?

 

         Exercise 3. Say what you have learned from this text about the relationship between a manager and his supervisors

 

         Exercise 4. Think and answer

 

1. Do you agree that it is important for the manager to have good relationship with his assistant?

2. What do you think about information sharing with your subordinates and colleagues?

3. What do think is the best way of doing it?

4. Ho much information should a manager pass on to his subordinates?

5. Why is it necessary to ensure that what is passed on is understood?

6. What do you think of briefing sessions?

7. Do you hold such sessions in your organization?

 

Exercise 5. Translate into English

.

1. Руководитель должен установить хорошее отношение со своими заместителями.

2. Он должен осознавать важность таких отношений для создания внутренней среды в организации.

3. Работа заместителя во многом аналогична работе руководителя.

4. Он также находится под давлением снизу и сверху.

5. Руководитель должен сообщить заместителю ту информацию, которая необходима для успешного выполнения работы.

6. Лучше сообщить больше информации, чем дать недостаточную информацию, и руководителю нужно определить, какая именно информация необходима его заместителю.

7. Заместитель должен чувствовать, что руководитель ему полностью доверяет. Это позволит ему обсуждать все аспекты работы, высказывать свое мнение и предвидеть ход событий.

8. Некоторые руководители не признают важности передачи необходимой информации и пытаются повысить свой авторитет, окружая себя секретностью.

9. Так или иначе, если руководитель заинтересован в продуктивной работе, он должен стремиться к взаимопониманию. Он должен стремиться обсуждать со своим заместителем все, что предстоит сделать в определенный период времени.

 

Supplementary reading for further discussion

                       

Levels of management

 

Managers all perform the same management functions but with different emphases because of their positions in the company.

In most organizations the management group consists of several levels of managers.

The specific titles managers have depend on the organizations in which they work and on the actual jobs they perform.

In government organizations such titles as administrator, section chief and director are quite common.

In business titles such as supervisor, manager, vice-president and foreman are often used.

Titles by themselves have little meaning outside the environment in which they are granted. A district manager of one company could be the equivalent of a regional manager in a rival firm.

Managers can be divided into three basic categories: top management, middle management and first-line supervisory management.

Top management usually consists of the organization’s most important manager – the chief executive officer (CEO) or president – and his or her immediate subordinates.

Top management is responsible for the overall management of the organization. It establishes organizational or companywide objectives or goals and operating policies, and it direct the company in relationships with its environment.

The planning function for top level management consists of developing the major purpose of the organization, the global objectives for organizational accomplishment, and the major policy statements for implementation by middle and first-line managers.

Organizing at this level is viewed as developing the overall structure of the organization to support the accomplishment of the plans and then acquiring the resources for the company.

The staffing function at the top level is concerned with policy development in the areas of equal employment opportunity and employee development. In addition, top management is concerned with acquiring talent to fill upper-management positions.

The emphasis in directing is on companywide management philosophy and on cultivating an organizational climate for the best employee performance.

The controlling function at this level emphasizes overall company performance relative to company objectives.

Middle managers are all managers below the rank of vice-president but above the supervisory level. These middle managers may be titled regional managers or group managers.

Regardless of the title, the major point is that their subordinates are other managers. They are responsible for implementing top management policies.

Middle level management’s primary job is to develop implementation strategies for the broad concepts developed by top management.

Middle managers focus on how to do it, with new products or new customers or new territories.

Organizing at the middle level is the making of specific adjustments in the organization structure and the allocation of the resources acquired by top management.

Staffing focuses on the policy implementation in the areas of equal employment opportunity and employee development programs.

Directing is viewed as providing leadership and support for lower level management.

Controlling is concerned with monitoring the results of plans for the specific products, regions, and sub-units and making the indicated adjustment to achieve organizational objectives.

First-line managers or supervisors those at the operating level, are the lowest level of management. Their subordinates are non- management workers – the group on which management depends for the execution of their plans.

First-line management is concerned with only its immediate responsibilities. For the first-line manager, planning involves scheduling employees, deciding what work will be done first, and developing procedures to achieve the goals.

Organizing may consists of delegating authority or deciding that work done by the group of people should be done by another team.

Staffing at this level consists of requesting a new employee, hiring that employee, and then training the person to perform the job.

Directing includes communicating and providing leadership both to the ork group and to all employees individually.

Controlling focuses on having the manager’s work group meet its production, sales, or quality objectives.

To sum it up, management is the process of setting and achieving goals through the execution of five basic management activities which utilize human, financial, and material resources to achieve goals.

Managers and management utilize human, financial and material resources through the five major management functions of planning, organizing, staffing, directing and controlling. Most organizations contain the three traditional levels of management: top, middle and operating ( first-line, or supervisory). Managers at every level perform the same functions.

They differ in the time spent on each function and the depth of their involvement with each function.

 

Unit 5. Management Roles

 

1. Study the vocabulary list

 

Interaction –взаимодействие

To influence- оказывать влияние, влиять

Influence (on, over) –влияние, действие, воздействие

To exercise ones influence –пустить в ход свое влияние

To have influence with- быть авторитетом для, оказывать влияние на

I have little influence with her – я для нее не авторитет

3. routine –заведенный порядок, определенный режим

4. superior – начальник, старший по рангу

5. subordinate (to) –подчиненный, низший по рангу

6. peer - ровня, равный

7. figurehead- номинальный глава, человек, имеющий высокий ранг

8. feedback- обратная связь

9. to encourage- поощрять, поддерживать, ободрять, способствовать

10. to discourage - расхолаживать

11. to liaise { lieiz} (with) – поддерживать связь, контактировать

         To keep in touch,

         To contact

12. liaison {li:eison}-связь, деловые контакты

13. unsolicited- неподтвержденный

         Unsolicited information –неофициальная информация

14. to assume –принимать на себя 

         To assume responsibility- брать на себя ответственность

         To assume command – принимать командование

         To assume control – взять на себя управление

         To assume office  - вступать в должность

          Let us assume that … - допустим, что

15. to expose – подвергать действию, выставлять на показ, раскрывать секреты, разоблачать

16. to disturb- беспокоить, мешать, нарушать (покой, молчание), расстраивать планы, приводить в беспорядок

         Disturbance- нарушение порядка, нарушение прав

17. to handle –управлять, регулировать, обходиться, обращаться с кем-либо

          Disturbance handler- человек, устраняющий сбои в работе  коллектива

18. to allocate (to) –размещать, распределять, назначать

          Allocation –распределение, назначение

         Allocator – человек, ответственный за распределение средств

19. to negotiate (with) – вести переговоры, договариваться

         Negotiator – лицо, ведущее переговоры

20. multiple – многочисленный, многократный

21. to complete –заканчивать, завершать

         To complete functions –выполнять функции

          To complete an agreement -заключать соглашения 

 

         Exercise 2. Read and translate text

 

Management Roles

 

         All managers, regardless of level in the organization or job title- vice- president of marketing, director of accounting services, machine shop foreman or supervisor of clerical support, perform the major functions of planning, organizing, staffing, directing and controlling.

         Now we need to know: what does the manager do to carry out these functions? The answer is that she or he must fill various roles

         A role is any one of several behaviors a manager displays as he or she functions in the organization. As a manager attempts to perform the management job, he or she must “wear different hats” in interactions with various members of the organization. These role requirements are influenced by a manager’s formal job description and also arise from the values and expectations of the manager’s superiors, subordinates and peers.

        

Let’s look at some of the roles required of a manager

 

1. Figurehead role

 

         A manager is the head of his or her unit – division, departments, section.

Because of this “lead person” position, the manager must routinely perform certain ceremonial duties. For example, the manager may be required to entertain visitors, attend a subordinate’s wedding, or participate in a group luncheon.

 

2. Leadership role

 

         The manager is the environment creator. She or he plays this role by working to improve employees’ performance, reducing conflict, providing feedback on performance, and encouraging growth.

 

3. Liaison Role

 

         Managers interact with others besides superiors and subordinates; they work with peer level managers in other departments, staff specialists, other departments’ employees, and outside contacts (suppliers, clients). In this role the manager is building contacts through which to gather information.

 

4. Monitor Role

 

          The manager is constantly monitoring the environment to determine what is going on. This information is collected both directly, by asking questions, and indirectly, through unsolicited information.

 

5. Spokesperson or Representative Role

   

         The manager is the person who speaks for his or her work unit to people outside the work unit.

          One part of this role is to keep superiors well informed and a second aspect is to communicate outside the organization.

 

         6. Entrepreneur Role

 

         As the manager is exposed to new ideas or methods that may improve the work unit’s operations, she or he assumes the entrepreneur role. In this role the manager initiates activities that will allow and encourage the work unit to use the ideas or methods most advantageously.

 

         7. Disturbance Handler Role

 

         What happens when parts of the work environment – schedules, equipment, contracts  get out of control?

The manager must handle these crises as they develop.

 

         8. Resource Allocator Role

 

         The manager is responsible for determining who in the work unit gets the resources and how much each person gets.

These resources include money, facilities, equipment and access to the manager’s time.

 

         9. Negotiator Role

 

         Managers are required to spend a good portion of their time in the negotiator role. Negotiating may be required on contracts with suppliers or simply on trading off resources inside the organization. The manager must play this role because he or she is the only one in the work unit with both the information and authority negotiators need to have.

         These managerial roles are what managers actually do as they are completing their managerial functions.

 

         Exercise 3. Find in the text answers to these questions

 

1. What are the major managerial functions?

2. Why is a role in management?

3. What is a role influenced by?

4. Why do managers have to fill various roles?

5. What do management roles arise from?

6. When does a manager assume the figurehead role?

7. How does a manager play the leadership role?

8. What is the liaison role related to?

9. Why does a manager play the monitor role?

10. What is the idea of the representative role?

11. When does a manager assume the entrepreneur role?

12. Why does a manager have to play the disturbance handler role?

13. What is the resource allocator role connected with?

14. Why do managers spend much time in the negotiator role?

15. What does a negotiator need to have?

 

          Exercise 4. Complete the sentences with an appropriate word

 

Negotiating, interact, disturbance handler, leadership, routinely, liaison, entertain, assumes, figurehead, represents, negotiator, handle.

 

         1. Because of the leading position, the manager must ----- perform certain roles.

          2. When a manager has to ----- visitors, he or she performs the ---- role.

         3. The ------ role is an essential part of everyday’s work for a manager, because every manager should be a leader.

         4. The liaison role of a manager enables him to --- with other companies and groups besides his own team ---- role helps a manager to build outside contacts.

         5. A spokesperson is the person who --- his work unit to people outside the team.

         6. The manager ----- the entrepreneur role when he initiates activities to improve the performance of his team.

         7. The manager must ---- the crises when they appear. In this case he assumes the ---- role.

         8. ------ is very important in a manager’s job because only the manager has both the information and authority to be an effective ----.

 

         Exercise 5. Translate into Russian

 

         1. In planning and organizing the manager needs to perform the resource allocator role successfully with money, facilities and equipment.

         2. Staffing requires the manager to focus on the leadership role by providing subordinates with feedback on performance.

         3. Directing includes the successful performance of entrepprneur and disturbance handler roles.

         4. Controlling is aided through the performance of the monitor role.

         5. The ability to perform the multiple role demands makes the difference between a successful manager and an unsuccessful one.

         6. Any manager who has a problem wearing any of the many hats of the job is going to face problems affecting the performance of his team.

         7. As a manager you will be faced with different types of problems – the attitudes of people, work environment, allocation of resources.

          8. In order to carry out their job, managers are required to be able to perform certain roles.

          9. The roles are influenced by a manager’s job description and the expectations held by superiors, subordinates and peers.

 

         Exercise 6. Say what you have known from the text about various management roles. Describe each role a manager has to assume.

 

         Exercise 7. Translate into English

 

         1. Чтобы успешно выполнять свои функции, менеджер должен выступать в разных ролях. Ролью, в таком случае, является один из типов поведения в определенной ситуации.

         2. Например, ему приходится заниматься посетителями, распределять ресурсы, улаживать конфликты и срывы в работе, налаживать связи с другими подразделениями и партнерами, выступать в роли предпринимателя, вести переговоры и т.д.

         3. В каждой своей роли менеджер должен отвечать ожиданиям своих начальников  подчиненных и коллег. Его поведение должно соответствовать его статусу и должностным инструкциям.

         4. Выступая в роли представителя своей команды и организации менеджер способствует формированию общественного мнения и образа (имиджа) своей компании.

         5. Он сообщает информацию о людях и их работе не только своему руководству, но и общественности.

          6. Поскольку каждый руководитель должен быть лидером в своем коллективе он должен создать соответствующий рабочий климат. В роли лидера менеджер старается стимулировать своих подчиненных работать лучше обеспечивая их всем необходимым и снижая вероятность конфликтных ситуаций.

         7. В случае возникновения, каких – либо сбоев в работе менеджер должен их урегулировать. Ему часто приходится вести переговоры. как с членами своего коллектива. так и с внешними партнерами поставщиками представителями общественности.

                                                  

         Exercise 8. Answer the questions  

 

         1. Why is the ability to “wear different hats” so important in the job of a manager?

         2. n what way are role requirements influenced by a manager’s formal job description?

         3. What is the most important role for a manager in your opinion? Why?

         4. What do you think is the most difficult role for a manager?

         5. Which of the roles needs specific training?

         6. What role seems most attractive to you?

 

Supplementary reading for further discussion

 

         Exercise 9.  Read the text and translate

 

Factors influencing work agendas

 

         Job demands are the activities a manager must do in a job. For example, managers usually have responsibilities related to the major goals and plans of the organization that are difficult to ignore.

         Job constraints are the factor, both inside and outside the organization that limit what a manager holding a certain job can do.

          Constraints include such variable as resource limitations, legal restrictions, union contract provisions, technological limitations and the degree to which the work of a manager’s unit is defined.

         Job choices are work activities that the managerial jobholder can do but does not have to do.

         Even given the demands and constraints imposed upon them, managers usually have at least some choices.

          For one thing, managers often have some latitude in regard to how the work is done.

         For a another, they usually have at least some options about which work is done.

         For example, a manager may be able to emphasize some parts of the job and downplay others, delegate some parts of the job to subordinates, take on additional work in new areas of responsibility, volunteer for committees or participate in public activities on behalf of the organization. Thus, in some cases there is at least some latitude in setting one’s work agenda.

         One implication is that work agendas tend to reflect to some extent the personal preferences and career objectives of individual managers, as well as the demands and constraints of the job.

 

         Exercise 10. Find in the text answers to these questions

 

         1. How are job demands defined?

         2. What are they?

         3. What factors are defined as job constraints?

         4. What do they include?

         5. What sort of job choices do managers have?

         6. What latitude in setting work agendas do managers have?

         7. What do work agendas tend to reflect?

 

         Exercise 11. Give a brief summary of the text

 

         Exercise 12. Answer the questions for further discussions

 

1.     What position do you hold?

2.     Are you satisfied with your job?

3.     What sort of work do you have to do?

4.     What is your typical working day like?

5.     What is the first thing you do when you arrive at the office?

6.     Do you stay in the office all day?

7.     How often do you have to travel?

8.     What sort of people do you meet during your office hours?

9.     How often do you have meetings?

10. How long do they last? Do you find them useful?

11. What time do you finish your work?

12. How often do you have to work extra hours?

13. Do you have wide latitude in your job?

14. What would you like to change in your daily routine?

 

 

 

Unit 6.  Leadership

 

         Exercise 1. Study the vocabulary list

 

To treat- относиться к чему-либо, зд. трактовать

To distinguish- различать, отличать от чего - либо

Entire – полный, целый, сплошной

Essence – сущность, существо

To appreciate – оценивать высоко, понимать, принимать во внимание

To respond to – реагировать, отзываться на …

To arouse – вызывать, пробуждать чувства, энергию

To dampen or to damp – обескураживать, угнетать

To dampen smb’s ardour – охладить чей то пыл

To dampen smb’s spirits - испортить настроение

Willingness – готовность, желание что-либо сделать

Willing -старательный

Willingly- охотно, с готовностью

To encourage – ободрять, поощрять, поддерживать

Zeal – рвение, усердие

Ardor – жар, рвение, пыл

Earnestness - убежденность, серьезность, ревностное отношение к работе

Confidence - уверенность

Capabilities – способности, потенциальные возможности

To push – толкать, подталкивать

To prod – подгонять, побуждать

To facilitate – содействовать, способствовать

To inspire- вдохновлять, воодушевлять

 

           Exercise 2. Read and translate the text

 

                                            Leadership

 

          Although some people treat the terms manager ship and leadership as synonyms they should be distinguished.

As a matter of fact, there can be leaders of unorganized groups, but there can be managers only where organized structures create roles.

Leadership is an important issue of manager ship: the ability to lead effectively is one of the keys to being an effective manager.

Doing the entire managerial job demands that a manager is an effective leader.

Managers must exercise all the functions of their role in order to combine human and material resources to achieve objectives. The key to doing this is a degree of authority to support manager’s actions.

The essence of leadership is followership. In other words, it is the willingness of people to follow that makes a person a leader.

Moreover, people tend to follow those whom they see as providing a means of achieving their own desires, wants and needs.

Leadership and motivation are closely interconnected.

By understanding motivation, we can appreciate better what people want and why they act as they do.

          Leadership may not only respond to subordinate’s motivations but also arouse or dampen them by means of the organizational climate they develop.

Both these factors are as important to leadership as they are to managership.

We define leadership as influence: the art or process of influencing people so that they will strive willingly and enthusiastically toward the achievement of group goals.

           Ideally, people should be encouraged to work with zeal and confidence.

Zeal is ardor, earnestness and intensity in the execution of work confidence reflects experience and technical ability.

           Leaders act to help a group achieve goals through the maximum application of its capabilities.

           They do not stand behind a group to push and prod; they place themselves before the group as they facilitate progress and inspire the group to accomplish organizations goals.

 

            Exercise 3. Find in the text answers to these questions

 

1. Why should the terms “manager ship” and “leadership” be distinguished? Do they mean the same thing?

2. How is leadership connected with manager ship?

3. What does managerial work demand?

4. What must managers do to achieve objectives?

5. What is essential part of leadership?

6. Who do people tend to follow?

7. Why is it important for a leader to understand motivations of the people?

8. How do leaders influence the performance of their subordinates?

9. What is the definition of leadership?

10. How should people strive toward the achievement of group goals?

11. What is zeal?

12. What does confidence reflect?

13. How should leaders act?

14. Where should they place themselves? Why?

 

         Exercise 4. Translate into Russian

 

        1. Terms” manager ship” and “leadership” should be distinguished, although their meaning is very close, it is not the same.

        2. Some completely unorganized groups have their lenders, but managers work only in organizations,

        3. Leadership and manager ship are interconnected: a good manager must be an effective leader.

        4. Managers should be supported in their actions by subordinates, who are willing to follow them.

         5. Without followers a manager cannot become a leader.

         6. Followership is very important both for management and leadership.

         7. People tend to follow those who appreciate their desires and needs and provide a means for accomplishing them.

         8. Leaders should respond to subordinate’s motivations

         9. If they are not aware of the needs that drive their people in their activities, they may dampen their ardour.

         10. People should strive willingly and enthusiastically toward the achievement of group goals – that is the key idea of effective leadership.

         11. Zeal and confidence in the execution of work should be motivated by all available rewards and inducements.

         12. One of the key issues for a leader is to help a group in application of its capabilities, to facilitate progress and inspire people to accomplish their goals

 

           Exercise 5. Complete sentences with an appropriate word

 

           Motivation, encourage, confidence, facilitate, inspire, respond, combine, willingness, ability, follow

 

           1. The ------- to lead effectively is one of the keys to being an effective manager.

           2. The --------- of people to follow makes a person a real leader.

           3. Managers should be able to ----- human and material resources to achieve objectives.

           4. People usually ----- those who enable them to achieve their own desires, wants and needs.

            5. If a leader understands -----, be can appreciate better what people want and why they act as they do.

            6. If leaders do not ----- to subordinates motivations, they dampen their ardor.

          7. Leaders should ------ people to work with zeal and confidence.

          8. ------- comes with experience and technical ability.

          9. Effective leaders are aware of the aspirations of their people, they ----- the people to work willingly and enthusiastically.

          10. Real leaders place themselves before the group and --- progress.

 

           Exercise 6. Say what you have learned from the text about:

A) the difference in the terms leadership and managership;

B) the interconnection of these two terms;

C) the essence of leadership; its definition;

D) the role of leaders in inspiring the people for better performance.

 

           Exercise 7. Say it in English

 

           1. Необходимо различать термины лидерство и руководство.

           2. Лидеры действуют и в неорганизованных группах, а руководители          бывают лишь там , где есть организованные структуры.

           3. Лидерство и руководство взаимосвязаны способность вести за собой является основным качеством хорошего руководителя.

          4. Выполнение управленческой работы требует от руководителя умения вести за собой ( лидировать).

          5. Руководители должны обладать такой степенью авторитета, которая обеспечивает им поддержку их действий.

          6. Суть лидерства заключается в приверженности сторонников.

          7. Люди следуют за теми, кто понимает их желания и потребности и помогает им в их осуществлении.

          8. Поэтому лидерство тесно связано с мотивацией.

          9. Только понимая мотивы людей, лидер может лучше понять, почему они действуют так, а не иначе.

         10. Лидеры должны откликаться на запросы людей.

         11. Атмосфера, которую они создают в организации, может стимулировать подчиненных, либо, напротив, охладить их рвение.

         12. Лидерство определяется как процесс влияния на людей таким образом, чтобы они с готовностью и энтузиазмом стремились к достижению общих целей.

         13. Усердие и уверенность являются идеальными качествами отличной работы.

         14. Лидеры должны действовать так, чтобы помочь людям максимально применять свои потенциальные возможности.

         15. Они не должны понукать и подгонять.

         16. Лидеры идут впереди всех, чтобы вдохновлять людей на осуществление их целей и помогать движению вперед.

 

Exercise 8. Think and answer

 

1. Do you agree that the terms leadership and manager ship should be distinguished? If not give your example.

2. Why is it essential foe an effective manager to be a leader?

3. Do you think that most managers are good leaders?

4. Yow can the ability to lead be measured? Or assessed?

5. Why is followership so important?

6. Do you agree that there is no leader without followers?

7. What about a manager? Is it the same in management?

8. What can you say about the organizational climate in your office? Does it arose or damp your motivation? Why do you think so?

9. Does your manager (or leader) respond to your motivation? If not, why? If yes, how?

10. Do you agree that leadership is art?

11. Do think it’s difficult to inspire people to work willingly and enthusiastically?

12. What is the best way to encourage people to work with zeal and confidence? What does it depend on?

13. Are you inspired to maximum application of your capabilities? Can you inspire people?

14. What is your idea of an ideal leader?.

 

Supplementary reading for further discussion

 

Leadership

 

          Leadership is not a mystical quality, but a down-to-earth attitude and way of doing things that you can easily master – whether you are president of a huge corporation, an executive on the way up. Or the captain of a football team.

To be a successful leader. You have to know how to use simple but very effective techniques to inspire  those under you to want to do better. to handle different personality types – from workhorses to creative people, make sure you really communicate.

We all do these things, they are part of your social structure, and for the most part

they are enjoyable.

The variety of experience has not changed my observation that some folks can run things and other folks just can’t. I used to think that it was something built in, sort of genetic. My conclusion now is that leadership can be learned, provided the individual wants to work at it.

Some people are natural leaders, whether they want to be or not. The rest of us have to be more methodical.

Leadership is fascinating subject, all of human history revolves around it.

But leadership is a practical tool of everyday life.

Each of us leads something, even if it is only taking a reluctant animal for a walk each evening.

 

         Exercise 1. Study the vocabulary list

 

1. a down-to-earth attitude –земное, прозаичное отношение к чему-либо

2. to master –освоить, научиться делать, овладеть

          syn. to learn, to acquire,

3. to handle – справляться, управлять, обращаться с кем-либо, обходиться

4. enjoyable – приятный, доставляющий удовольствие

5. used to think – раньше думал

         Used to- раньше, прежде ( о действии в прошлом, которое больше не повторяется)

6. folks - люди

7. provided -  при условии

8. a fascinating subject – увлекательный предмет

  fascinating – обворожительный, очаровательный, пленительный

9.  to revolve around – вращаться вокруг

10. tool - инструмент

11. reluctant – делающий что-либо с неохотой

 

         Exercise 2. Find in the text similar meaning

 

          A simple look at reality; to acquire easily; very big; seeking promotion; an effective leader; to encourage people; to do better; to deal with different sorts of people; careful notice; to ensure; pleasant; a wide span of experience; to manage things; kind of; on condition that ---; a very interesting subject; to be focused on smth.; an essential instrument; unwilling to do smth.

 

         Exercise 3. Find in the text answers to these questions

 

1. What does the author think of leadership?

2. What kind of quality is it?

3. What do you have to know to be a successful leader?

4. What can you learn to lead effectively?

5. What does his experience show?

6. What is the conclusion about the ability to lead?

7. In what case can an individual master the necessary skills?

8. Why is leadership a fascinating subject to master?

9. Why is leadership a practical tool of everyday life?

10. Do you agree that an individual can learn to be a leader?

11. What is your viewpoint on the ability to lead?

12. What is your experience in this subject?

 

Exercise 4. Speak about the author’s views of leadership

 

Exercise 5. Think and answer

 

1. What do think of the author’s observations on leadership?

2. Do you agree that an individual can learn to be leader?

3. What is your viewpoint on the ability to lead?

4. What is your experience in this subject?

5. Do you agree that it’s a fascinating subject?

 

 Exercise 6. Test yourself. Are you an effective decision maker? Tick (v) the appropriate answer

 

You receive a memo from your boss urging feedback on some important problem.

 

DO YOU               YES                NO

 

1. File it away and go on with routine matters

2. Enthusiastically adopt the new course of action without

   criticism 

3. Put it aside and read it again a week later

4. Call an emergency meeting and grab someone’s idea

5. Set up a task force to study the implications of the problem

6. When taking a decision, feel that your stress level is

                  - very high

                  - moderate

                 -  low

 

a) sum up your answers and give your reasons

b) prepare a brief report on the important aspects of decision – making.               

                                   

        Unit 7. Ingredients of leadership. Leadership styles

 

         Exerxise1. Learn the vocabulary

 

1.     A compound – состав, соединение, смесь

2.     Major –основной, главный

3.     Minor – второстепенный, менее важный

4.     An ingredient –составная часть

5.     Rare -редкий

6.     Appeal -привлекательность

7.     Loyalty –верность, преданность

8.     Devotion –преданность, приверженность

9.     A devotee –человек, всецело преданный какому-либо делу, приверженец

10.  Unselfish -бескорыстный

11.  A force –сила, действие

12.  To come into force – вступать в силу

13. To put in force- вводить в действие, осуществлять

14. To remain in force  - оставаться в силе

15. To fulfill –действовать, выполнять

15. Pride- гордость

     16. To be proud of –гордиться чем -либо

     17. Likely-вероятный

     18. Unlikely- невероятный

 

         Exercise 2. Read and translate the text

 

Ingredients of leadership

 

         Every group of people that performs near its total capacity has some person as its head who is skilled in the art of leadership.

         This skill is a compound of at least four major ingredients:

         The ability to inspire;

         The ability to appreciate that human beings have different motivations at different times and in different situations;

         The ability to use power effectively and in a responsible manner;

         The ability to act in a manner that will develop a climate facilitating responding to and arousing motivations.

         The first ingredient of leadership seems to be a rare ability to inspire followers to apply their full capabilities to a project. While the use of motivations seems to focus on subordinates and their needs, inspiration also comes from group heads. They may have qualities of charm and appeal that give rise to loyalty, devotion, and a strong desire on the part of followers to promote what leaders want. This is not a matter of need satisfaction; it is, rather, a matter of giving unselfish support to a chosen leader.

         The second ingredient of leadership is a fundamental understanding of people.

As in all practices, it is one thing to know motivation theory, kinds of motivating forces and the nature of a system of motivation, and another thing is to be able to apply this knowledge to people and situations.

         A leader should be aware of the nature and strength of human needs and should be able to define and design ways of satisfying them.

         A leader who understands the elements of motivation is more able to administer so as to get the desired responses.

         The third ingredient of leadership is power.

         The fourth ingredient has to do with the style of the leader and the climate he or she develops.

          Almost every role in an organized enterprise is made more satisfying to participants and more productive for the enterprise by those who can help others fulfill their desire for such things as money, status, power, or pride of accomplishment.

         The fundamental principle of leadership is this: since people tend to follow those who, in their view, offer them a means of satisfying their personal goals, the more managers understand what motivates their subordinates and how these motivations operate, and the more they reflect this understanding in carrying out their managerial actions, the more effective they are likely to be as leaders.

 

         Exercise 3. Find in the text answers to these questions

 

         1. What kind of a person heads every group of people working together?

         2. What ingredients does the art of leadership include?

         3. What does the ability to inspire imply?

          4. What qualities are needed for that?

5. What is the attitude of the followers to a chosen leader?

6. Why is fundamental understanding of people essential for a leader?

7. What should a leader be aware of?

8. How should be use motivation theory in everyday life?

9. Why is it necessary for a leader to understand the elements of motivation?

10. Why the style of a leader so important?

11. What is the role of the climate that the leader develops?

12. What is the fundamental principle of leadership?

13. What should a leader do to become more effective?

 

          Exercise 4. Complete the sentences with an appropriate word

 

Rare, implies, involves, leadership, apply, satisfying, reveals, power, promote, develops, understand.

 

         1. Leadership ------four major abilities.

2. A person who is skilled in the art of ---- has to possess all these abilities.

3. The ability to inspire is rather ----- it requires qualities of charm and appeal in a person.

4. Inspiration ---- loyalty, devotion and a strong desire on the part of followers to --- what leaders want.

5. A leader should be able to ----- his knowledge of motivation theory to people and situation.

6. He should be able to design ways of --- human needs.

7. Motivation theory ----- kinds of motivating forces and the nature of a system of motivation.

8. ------ is the third ingredient of leadership.

9. The style of the leader and the climate he --- in the organization influence the performance.

10. The more managers ---- what motivates their subordinates, the more effective leaders they are.

 

          Exercise 5. Say what you have learned from the text:

a) the main ingredients of leadership;

          b) the essence of every ingredient;

          c) the importance of practical application of the main elements of motivation theory.

 

           Exercise 6. Translate into English

 

         1. Цель  каждого  руководителя заключается в создании условий для работы людей с полной отдачей.

          2. Для этого он должен уметь искусно руководить. мастерство руководителя слагается из четырех основных компонентов.

         3. Каждый элемент в искусстве руководителя важен сам по себе и все они тесно взаимосвязаны.

         4. Способность вдохновить своих сторонников на работу с полной отдачей является ключевой в искусстве руководства.

         5. Руководитель должен обладать привлекательностью и умением располагать к себе людей.

          6. Эти качества пробуждают в людях верность, преданность и желание добиться того, к чему стремится избранный ими лидер.

         7. Лидер должен очень хорошо понимать людей, которые идут за ним.

         8. Ему недостаточно понимать теорию мотивации. он должен уметь применить знание основных положений этой теории к конкретным людям  и ситуациям.

         9. Руководитель должен осознавать природу и с илу человеческих потребностей и уметь определить пути их удовлетворения.

         10. Важным компонентом является власть и то, как руководитель пользуется этой властью, влияет на климат в коллективе.

         11. Стиль руководства может сделать работу людей более продуктивной или наоборот, охладить рвение.

         12. Если руководитель помогает своим подчиненным в выполнении их стремлений к таким вещам как деньги, власть, положение в обществе или гордость успехами, то он всегда в ответ получит желаемый отклик.

          13. Чем лучше руководитель понимает, что движет его сотрудниками и каким образом эти мотивы работают, тем лучше он может воплотить это понимание в своих поступках.

         14. Люди склонны следовать за теми, кто, по их мнению, предлагает им средство удовлетворения их личных целей.

 

         Supplementary reading for further discussion

 

Leadership styles

 

          Study vocabulary list:

1. autocratic – самодержавный, властный

2. free-rein –бесконтрольный, свободный тип управления

3. rein – узда, контроль

The reins of government –бразды правления

To keep a tight rein on smb.- строго контролировать

4. compliance –подчинение (правилам, законам)

To comply with –подчиняться правилам, следовать закону

5. To withhold –отказывать в чем –либо, воздерживаться от чего-либо

To withhold one’s consent – не давать согласия

6. punishment- наказание, порицание

7. concurrence –совпадение мнений, согласие

To concur – совпадать, соглашаться, сходится во мнениях

8. to aid - помогать

(to help, to assist)

9. primarily –первоначально, прежде всего, первым делом, главным образом

 

         Exercise 1. Read and translate the text

              

Leadership styles

 

Leadership styles can be classified on the basis of how leaders use their authority.

The three basic styles are described as autocratic, democratic, and free-rein leader.

         The autocratic leader is defined as one who commands and expects compliance, who is dogmatic and positive, and who leads by the ability to withhold or give rewards and punishment.

         The democratic, or participative leader consults with subordinates on proposed actions and decisions and encourages participation from them.

         This type of leader is seen as ranging from the person who does not take action without subordinates concurrence to the one who makes decisions but consults with subordinates before doing so.

         The third type of leader uses his or her power very little, if at all, giving subordinates a high degree of independence, or free rein, in their operations.

        Such leaders depend largely on subordinates to set their own goals and the means of achieving them, and they see their role as one of aiding the operations of followers by giving them the necessary information and acting primarily as a contact with the group’s external environment.

 

        Exercise 2. Find in the text answers to these questions

 

          1. How are leadership styles classified?

          2. What are the three main leadership styles?

         3. What kind of a leader is the autocratic leader?

4. How does he or she use the position power and authority?

5. Why is the democratic leader also called participative?

6. What are the types of democratic leader?

7. How is the free-rein leader described?

8. Why is he called so?

9. What does he expect his subordinates to do?

10. What do his followers expect from him?

11. What is the role of the free-rein leader in the group performance?

 

         Exercise 3. Find in the text similar meaning

 

        Can be defined,  major styles, independent, to give orders, obedience, established, in his beliefs, to keep back, to impose penalty, to ask for advice or opinion, to inspire, without smb’s agreement, to create an atmosphere for independent activities, to rely on smb. To a great extent, to set employees in their work, to share information, in the first place, outside world.

 

          Exercise 4. Complete the sentences with an appropriate word

 

          Free-rein, withhold, consult, take actions, compliance, encourage. Independence, power, on the basis of, information, participative, act, environment.

 

         1. Styles of leadership can be defined ----- three main types of leaders.

         2. The key types of leadership are autocratic, democratic and ----.

         3. The autocratic leader expect absolute ----- from his subordinates.

         4. He uses his authority to give or to ----- rewards or punishment.

5. The democratic leader is also defined as -----.

6. Some democratic leaders do not ---- without the agreement of subordinates.

7. Participative leaders are called so because they do not only ---- with their subordinates but also ----- participation from them.

8. Free-rein leaders use their ----- very little and they give subordinates a lot of---- in their operations.

9. Free-rein leaders give their subordinates the necessary ----- for performing their operations effectively.

10. They also ----- as a contact with the group’s external ------.

 

          Exercise 5. Translate into Russian

 

         1. Authorative leaders insist on having their own way and take things personally when others disagree.

         2. The relationship between leaders and followers appears to be the most important element in determining the leader’s influence in the small group.

         3. When leaders are highly regarded by followers, no signs of rank are needed to get followers to work hard. Managers influence people in many ways. Sometimes their influence results from the position sometimes it results from they occupy, and sometimes it results from their personality. Both types of influence are important and are needed to assist in the accomplishment of organizational goals.

         4. A manager can have power over another person if the other person believes the manager can provide or withhold rewards.

         5. A person can influence the actions of others if he or she controls the amount and type of punishments that can be administered to them.

          6. Withholding of pay for violations of organizational rules and regulations can represent the authority that goes with management positions, but if it represents social punishments, it is more accurately described as power. The assumptions of a leader are important, because what one believes to be true causes one to behave in a certain way. This behavior, in turn, causes others to behave  exactly as one expected.

         7. If a leader assumes that followers are lazy, irresponsible and must be forced to work hard, it is likely that a system of incentives and rewards will be set up that guarantees followers will behave in precisely this manner. Precise rules and regulations will be developed, and managers will closely supervise workers to ensure that work is not only completed but also accomplished in the precise manner that the leader desires.

          8. Workers will soon find ways of getting around the system and will eventually behave irresponsibly. On the other hand, if followers are assumed to be responsible and mature a system of incentives and appraisal will be set up that encourages them to behave in a mature and responsible way.

          9. Opportunities for professional and personal growth will be  provided, supervision will be relaxed and workers will respond with more mature behavior.

 

         Exercise 6. Speak on what you have learned from the text:

 a) three basic leadership styles;

         b) the roles of the leaders in each leadership style;

 

         Exercise 7. Think and answer

 

         1. What do think of each leadership style?

         2. Which of them appeals most to you?

         3. What type of a leader is your boss?

         4. Do you find it easy or difficult to work under him or her?

         5. What do you think is an ideal leader?

 

         Exercise 8. Translate into English

        

         1. Стиль руководства во многом определяет атмосферу в коллективе.

         2. Существуют три основных стиля руководства: диктаторский, демократический и независимый.

         3. Каждый из этих стилей имеет преимущества и недостатки, но выбор стиля руководства зависит и большей степени от личности руководства.

         4. Некоторые руководители используют свою власть для того, чтобы давать указания и строго контролировать их исполнение.

         5. Система поощрения и наказания при таком стиле руководства нацелена на достижение полного подчинения желаниям руководителя.

         6. Демократический руководитель, наоборот, стимулирует активное участие подчиненных в принятии решений.

         7. Он советуется с работниками перед тем, как предпринимать какие-либо шаги и ожидает от своих подчиненных понимания и поддержки.

          8. Свободный тип управления, или без узды, предполагает полную независимость действий подчиненных.

          9. Роль руководителя сводятся к тому, что он является связующим звеном между коллективом и внешним миром, и поставляет всю необходимую информацию.

         10. При таком стиле руководства, руководитель в огромной степени зависит от преданности и ответственности работающих на него людей.

 

          Exercise 9.  Supplementary reading for further discussion

 

         The leader causes the creation of the lifestyle of the organization. This can happen through direct positive action or indirect negative action. Doing nothing also creates a lifestyle. In establishing the lifestyles that produce a successful operation, things have to be arranged, established, exampled, handled and done. These are basic actions that have to be taken in order to make any management job successful.

         The common entity in all operations, successful or not, is the leader. Someone has to run everything, and that someone has the most influence over whether an effort will be successful.

         This is not an attempt to provide a system of leadership that always succeed. I doubt that such a process could ever exist. If it did, all the  fun would go out of the subject.(1)

         The title and visible signs that go along with power do not produce power all by themselves.(2) The way the leader uses them to cause action determines their worth.

Getting people to cooperate enthusiastically – well, that is what leadership is all about.

 

         Notes to the text

 

         1. If it did all the fun would go out of the subject- если было бы так, то пропал бы весь интерес к этой проблеме.

         2…. do not produce power all by themselves - … сами по себе не являются источниками власти.

 

 Unit 8. Human behaviors

 

          Vocabulary

1. to behave –вести себя

Behavior - поведение

         2. a rate –уровень, ставка, курс

A rate of exchange –обменный курс валюты

         3. to affect –влиять, оказывать влияние

To be unaffected – не быть подверженным, не поддаваться влиянию

         4. monetary -денежный

Monetary rewards –денежное вознаграждения

Monetary policy – политика в области денег

         5. a clue –ключ к разгадке

         6. to discover –раскрыть, обнаружить

         7. to predict -предсказать

         8. to attempt –пытаться, стараться

         9. attractive -привлекательный

To attract -привлекать

To attract attention –привлекать внимание

         10. to assess -оценивать

         11. to be familiar with –быть знакомым

Familiarity -знакомство

         12. to increase -увеличивать

         13. merely –просто, только

         14. an advantage -преимущество

Disadvantage - недостаток

         15. to provide-обеспечивать

         16. a foundation –основание, основа, фундамент

         17. to link (to connect) –связывать

 

         Exercise 1. Read and translate the text

Predicting performances

 

         One of the manager’s objectives is to attempt to predict future performance. There are five major influences on how an individual behaves at work: abilities, experience, goals and values, energy, expected rewards.

         If individuals have the necessary abilities and experience and their goals are the same as those of the organization and if they find the rewards attractive and have the energy, they will work to achieve those goals.

         Let us examine each of these factors.

 

         Abilities

 

         From a very early age we learn that some people are much better at, say drawing or running or language than we are. For this reason abilities have attracted a great deal of attention as we attempt to assess their levels in individuals.

         Schools, colleges, universities, business organizations measure abilities religiously and, on the basis of test results, attempt to predict an individual’s future performance.

 

         Experience

 

         By experience we mean knowledge, skills and practice, and situational familiarity.

Performance will increase with experience wherever knowledge, skill and practice are relevant to the job. Performance also increases if an individual “knows the scene”. However, we cannot predict people’s actual performance from their level of experience. It may contribute to performance but it is, like ability, merely a guide to potential.

         The practical advantage of experience is the effect it has on confidence. Knowing that one can do the job provides an excellent foundation.

 

         Notes to the text

 

“know the scene”- хорошо ориентироваться в рабочей ситуации

 

         Exercise 2. Find in the text answers to these questions

 

         1. What is human behavior in organizations influenced by?

         2. What do managers find useful?

          3. How can managers get the necessary information about the abilities and goals of the employees?

         4. How can managers motivate people’s performance?

         5. What influences an individual’s behavior at work?

         6. In what case will people work to achieve goals?

         7. Why do abilities attract so much attention?

         8. How are their levels assessed in individuals?

         9. What do we mean by experience?

         10. Why is experience important?

         11. Why cannot we predict people’s actual performance from their level of experience?

         12. What is the practical advantage of experience?

 

       Exercise 3. Complete the sentences with an appropriate word

 

       Attract, clues, practical advantage, to predict, a guide, involves, behavior, tasks, means, money – hungry.

 

       1. We cannot predict people’s ---- in different situations.

       2. The ---- of an employment agency is the information it provides on workforce requirements.

       3. Experience ---- knowledge, skills and practice and situational familiarity.

       4. Situational familiarity ---- that an individual “knows the scene”.

       5. Abilities --- a great deal of attention and are measured religiously.

       6. Managers should use ---- to people’s behavior to discover their abilities and goals.

        7. If people are attracted by monetary rewards, they are------.

        8. Sometimes it is impossible ------ an individual’s performance on the basis of the level of experience.

        9. Experience and abilities are only ----- to a potential. To make them contribute to a point effort is one of the most important ----- of a manager.

 

         Exercise 4.Translate into Russian

 

          1. People behave differently in organization.

          2. Some people are used to taking orders while others prefer freedom.

          3. Managers find useful to collect clues about the individuals they manage.

        4. If managers know what is important to their employees, they have the key to motivating the them for better performance.

         5. Motivation is essential for improving performance.

          6. Managers should be able to link the individual’s goals to those of the organization.

         7. While recruiting applicants, managers always attempt to predict their future performance.

          8. They have to consider five major influences on how an individual behaves at work.

         9. Individuals should have the necessary abilities and experience to accomplish the desired goals.

         10. If people do not find rewards attractive, they become dissatisfied with their job and appear to do the minimum required.

         11. It is essential for a manager to assess the level of abilities of each employee so that he can assign him a task the individual can do best.

         12. Experience and efficiency can be more important than abilities.

         13. The level of experience may contribute to performance but it is merely a guide to potential.

         14. The potential advantage of experience is evident. Experience  means   knowledge, skills, practice and situational familiarity.

 

          Exercise 5. Translate into English

 

         1. Люди работают с разной степенью продуктивности, потому что ведут себя по-разному на работе.

         2. Менеджеры понимают, как важно найти ключи к пониманию поведения их подчиненных.

         3. Некоторые люди совсем не прельщаются  денежным вознаграждениям, а находят вознаграждение в достижении желаемой цели.

         4. Менеджеры должны уметь подбирать необходимые ключи к пониманию желаний людей, их опыта и способностей, тогда им будет легче мотивировать людей к лучшему выполнению работы.

         5. Менеджеры всегда пытаются предсказать будущую работу людей.

         6. Они обращают особое внимание на способности, опыт, цели и энергию принимаемых на работу людей.

         7. Если у людей есть необходимые способности и опыт, если их цели и устремления совпадают с целями организации, то они будут хорошо работать.

          8. Способности определяются на основе специально разработанных тестов.

          9. Опыт не менее важен, чем способности.

         10. Под опытом мы подразумеваем знания, навыки и практические умения, а также знание рабочей ситуации.

         11. Качество работы улучшается, если человек обладает необходимым опытом, однако, это случается тогда, когда знания и навыки имеют прямое отношение к работе.

         12. Опыт и способности являются лишь потенциалом личности, они не всегда способствуют хорошему выполнению работы.

         13. Менеджер должен уметь использовать практические преимущества опыта и способностей работающих людей, с тем чтобы более эффективно решать поставленные задачи.

 

          Exercise 6. Speak on what you have learned from the text:

 a) the difference in human behavior in organization;

          b) the way of predicting future performance;

          c) the role of abilities and experience in actual performance of work.

 

Supplementary reading for further discussion

 

Goals and values of the human behavior

 

         Vocabulary

1. To allocate - размещать, распределять

         2. to engage in –заниматься чем-либо, принимать участие в чем-либо

         3. aspiration –стремление, сильное желание достичь чего -либо

         4. a drive –побуждение, стимул

         5. a variable –переменная величина

         6. an issue- спорный вопрос, предмет обсуждения

7. to expend –тратить, расходовать

8. expenditure –трата, расход, потребление

9. to assess -оценивать

Assessment -оценка

10. to isolate –изолировать, отделять

11. to approve -одобрять

Approvement -одобрение

Social approvement –общественное признание

12. to induce – вызывать,  стимулировать

An inducement –побуждение, стимул

13. intrinsic –внутренний, присущий

Intrinsic value – внутренняя ценность

14. extrinsic –внешний, посторонний

15. wages –заработная плата

16. salary – жалованье, оклад

17. bonus -премия

18. acclaim -одобрение

Public acclaim –общественное признание

19. challenge – вызов, сложная задача, проблема

20. to refer- to иметь отношение к чему-либо

21. to recognize –узнавать, признавать

 

Exercise 1. Read and translate the text

 

Goals and values of the human behavior

 

While abilities and experience give us clues about current and future performance, the most useful information comes from an individual’s goals and values.

         Motivation results from a desire of the individual to allocate time and energy to a particular goal in exchange for some expected result or reward.

          More generally, motivation is the degree to which an individual chooses to engage in certain behavior.

         The most popular theories, which are called need theories collect goals, aspirations, values and behavior into motives and call them drives, wants or needs.

 

         Energy

 

         We have looked at abilities, experience and goals as they might influence behaviour at work.

         The fourth variable is energy, and there are two issues here. Deciding to expend energy involves a choice and assessment of the total energy available.

          Some people simply have more energy than others, while others decide to put a higher proportion of their energy into their careers.

          Why is it that some people have more energy to give to their careers than others?

          Like all other, energy is not easily isolated from goals, rewards, abilities, etc. Further, we have difficulties isolating energy from social approvement.

        Are people who work till 10 o’clock of an evening more energetic than those who stop at 5 o’clock?

          Perhaps, the former are slower or perhaps they are doing it because they want people to say they are working hard.

          Assessing overall energy levels in people can be a relatively simple matter. Clues are;

         -activity rate

          -number of hours of activity

          -hours of rest or sleep

          -choice of and participation in leisure and sporting activities.

 

          Expected rewards

 

         Organizations offer the individual inducements to work and to work hard. These inducements are both extrinsic and intrinsic.

          Extrinsic rewards include wages, salary, bonuses, commission payments, working conditions, a car, pension, etc.

         These rewards attract most of us into the workplace in the first place.

         They provide a more likely explanation for the level of employment, necessity is motivator.1

         Intrinsic rewards imply the goal satisfaction of working – lifestyle, comfort, a sense of achievement, companionship, status, public acclaim, challenge, interesting tasks, etc.

         These rewards of work are often referred to collectively as job satisfaction.

         It is recognized that individuals at work are motivated by the sorts of rewards that are available.

Notes to the text:

They provide a more likely explanation for the level of employment; necessity is the motivator – уровень занятости, вероятнее всего, объясняется этим видом вознаграждения, где движущим фактором является настоятельная потребность.

 

         Exercise 2. Find in the text answers to these questions

 

         1. Why are goals and values as important as abilities and experience?

         2. What does motivation result from? How else can motivation be defined?

 What theories deal with motivation?

         3. How do need theories define motives?

         4. How else can motives be called?

         5. What is the fourth variable to influence behavior at work?

         6. What is done before an individual decides to expend energy?

         7. What is necessary to consider to assess the level of energy?

         8. Is it easy to isolate energy from other factors?

         9. Why do some people work harder than others?

         10. How can overall energy be assessed?

11. W inducements do organizations offer their employees?

12. What do extrinsic rewards include?

13. Are they important?

14. What do intrinsic rewards imply?

15. Why are they referred to as job satisfaction?

16. Which rewards are more important?

 

         Exercise 3. Translate into Russian

 

         1. Goals and values are as important as abilities and experience.

         2. If individual is prepared to allocate time and energy to a particular goal, he expects to achieve some result or to get some reward.

          3. Some people are absolutely unaffected by monetary rewards as their aspirations lie in the sense of achievement.

         4. Motivation implies that an individual chooses to engage in certain behavior to achieve certain results.

         5. Motives are also called drives, wants or needs.

         6. Motives are very important for performance; they collect goals, aspiration, values and behavior.

         7. Energy expended on job performance can vary greatly; some people simply have more energy than others.

         8. To assess overall energy levels in people, you have to measure their activity rate, number of hours of activity, hours of rest and consider their choice of and participation in leisure and sporting activities.

         9. It is not simple to isolate energy from goals, rewards, abilities and social approvement.

         10. Some people work hard because they want public acclaim but others are simply money-hungry.

         11. It is recognized that individuals at work are motivated by the sorts of rewards available.

         12. Rewards are the inducements offered to the people for their work and they are aimed at motivating the people to work hard/

         13. In the first place people are attracted by wages, salaries, bonuses, working conditions, pensions and the like which are extrinsic rewards.

         14. Intrinsic rewards are often called job satisfaction, which implies a sense of achievement, status, public acclaim, life-style, interesting tasks, companionship – things like that.

         15. People tend to seek the sort of rewards they find most attractive. More often than not they have to do with the reward available because necessity is also the motivator.

 

         Exercise 4. Complete the sentences with an appropriate word

 

         Reward, desire, energy, clues, careers, motivation, inducement, salary, wages, bonuses, working conditions, influences, assess, intrinsic.

 

         1. People’s goals and values give useful ----- about their current and future performance.

         2. When people expend their ----- on a particular task, they expect some ---.

         3. Motivation results from a ---- of the individual to allocate time and energy to a particular goal.

         4. Energy available also----- people’s behavior at work.

         5. It is necessary to ---- the total energy available.

         6. Some people give more energy to their ---- than others simply because they are more energetic.

         7. The level of energy put into performance depends on ----.

         8. Organisation  should offer their employees different kinds of --- if they want them to work hard.

         9. ------ are extrinsic inducements.

         10. Job satisfaction which implies lifestyle, comfort, a sense of achievements, status, public acclaim is often referred to as --- rewards.

 

         Exercise 5. Say way you have learned from the text:

 a) goals and values of people at work

          b) the energy they expend on job performance

          c) the kinds of rewards they get for their performance

 

         Exercise 6. Translate into English

 

          1. Цели и ценности людей дают ключ к пониманию движущих ими мотивов.

          2. Мотивация исходит из желания человека вложить свою энергию и время в выполнение определенной задачи.

         3. Мотивация определяется степенью вовлечения человека в определенную деятельность.

         4. Люди рассчитывают на определенное вознаграждение за свою работу.

         5. Существуют теории, которые изучают во взаимосвязи цели, устремления, ценности и поведение людей на работе.

         6. Они определяют мотивы как устремления и потребности людей.

         7. Проблема активности работающих людей  тоже очень важна.

          8. Люди работают и реализуют свои карьерные устремления с разной степенью активности.

          9. Перед тем, как затратить энергию, нужно оценить общее количество присущей данному человеку энергии.

         10. Некоторые люди много работают, потому что хотят получить общественное признание, для других большое значение имеет вознаграждение за труд.

         11. Виды вознаграждения могут быть внутренними и внешними.

         12. При устройстве на работу людей в первую очередь интересует размер заработной платы.

         13. Заработная плата, оклад, премии, пенсии, условия труда и тому подобные стимулы называются внешними, потому что они очевидны и конкретны.

         14. Внутренние стимулы более сложны.

         15. Они определяются стремлениями каждого человека.

         16. Некоторых людей интересует не столько размер материального (денежного) вознаграждения, сколько общественное признание, положение в обществе, чувство удовлетворения достигнутым, интересные задачи, вызов их способностям.

         17. Удовлетворение работой может стать мощным стимулом, если руководитель правильно понимает своих подчиненных, признает устремления своих подчиненных.

         18. Чаще всего активность людей можно стимулировать различного рода поощрениями.

 

         Exercise 7. Think and answer

 

         1. Why do people have to be motivated? Do you agree that goals and values give clues about an individual’s performance?

          2. Do you easily allocate your time and energy to a particular task?

         3. What does your desire to perform well depend on? Do your aspirations always find understanding of your superiors? How do you feel about it?

         4. How much energy do you put into your career?

         5. What drives you to expend your energy?

         6. Are there many energetic people in your organization? Why do you consider them energetic? How does their performance differ from the others?

         7. Do you care for public acclaim?

         8. How do you assess your personal overall energy level?

         9. What rewards do you expect for your performance?

         10. Which is the most important inducement for you?

         11. Do you think that the inducements offered to you for your performance are adequate?

         12. Are you satisfied with your job?

        

 

Supplementary reading for further discussion

        

Human behavior

        

         People work for fulfillment, appreciation and companionship.

         This applies to volunteers and professionals alike.

         Employees need to receive money from their jobs, that is part of having a life. But it isn’t the most important part of a job.

         If people are going to be dedicated to a task then the task has to be worthy of them and they need to feel they are special.

         This worthy task won’t get done unless these worthy people perform it. And that has to be the truth. Dedication comes from understanding the job and from being able to feel the results of personal efforts.

         People will apply for and accept paying jobs that do not necessarily turn them on. They feel dedication will come later.

         It is like marrying a friend and hoping love will emerge. Sometimes it does, but usually it doesn’t.

         Volunteer organizations have the advantage that very few people join without being interested in the work – or at least, in the status that such work brings.

         Before people come to an organization, they have their own ideas about what happens inside it. It is absolutely vital to give them a complete orientation as soon as they arrive so that they will know what really goes on and what their role is to be. New employees should be placed with their immediate supervisor, who explains the business and requirements.

         Here they learn that their position is key to helping others do their jobs.

         As they absorb all this information, the newcomers will want to hear about the future and their personal opportunity. And they need an assignment, work to do right away. Real work.

         Dedication is initially aimed at organization itself and will continue that way if everything has been represented accurately.

 

         Exercise 1. Answer the questions

 

1.     What does the author think about the people’s objectives?

2.     Why are monetary rewards important to people?

3.     When do people become dedicated to their jobs?

4.      Why do some people apply for jobs that do not appeal to them?

5.     What sort of advantage do volunteer organizations have?

6.      Why is it vital to give newcomers a complete orientation in the organization?

7.      What is the best way to involve a new employee in the group effort?

8.     Why is it important to present everything accurately?

 

 

Exercise 2. Give your own comments on the following

 

1. People work for fulfillment, appreciation and companionship.

2. People need to feel they are special.

3. People accept paying jobs that do not appeal to them.

4. It is absolutely vital to tell the new employees all the truth about the organization.

5. The newcomers must be aware of all the requirements for their job.

6. Dedication is initially aimed at organization itself.

7. Everyone wants to be needed.

 

         Exercise 3. Think and answer

        

         1. Do you agree that dedication is vital for effective performance?

         2. What’s your understanding of a ‘worthy task’?

         3. Are you dedicated to what you do?

         4. How do you feel about the position you hold?

         5. What is your attitude to new employees?

         6. do you agree that it is vital to give them real work at the start?

         7. what do you usually do with people who are not dedicated?

         8. do you try to get rid of them or you do your best to get them involved?

         9. How does dedication influence the internal environment?

 

         Exercise 4. Translate into English

 

         1. Преданность делу является одним из основных качеств, которые определяют степень эффективности руководства.

         2. Руководитель должен в первую очередь беспокоиться о том, чтобы его сотрудники понимали важность своей работы и своего личного вклада в эту работу.

         3. Чувство достижения цели приходит тогда, когда сотрудники считают поставленные перед ними задачи достойными своих способностей и профессионального уровня.

         4. Преданность делу нельзя считать чем-то само собой разумеющимся (a given). Ее нужно воспитывать и культивировать.

         5. Люди должны чувствовать, что они нужны. Они хотят выполнять работу, которая имеет смысл и конечную цель. Одно лишь денежное вознаграждение не дает человеку удовлетворения работой. Деньги нужны людям, чтобы жить. Удовлетворение работой делает жизнь интересной и достойной.

         6. Преданность делу неотделима от чувства удовлетворения работой, и каждый руководитель должен это осознать.

 

        

Exercise 5. Choose a statement and give your viewpoint on it:

         a) People do need a reason for doing.

         b) All individuals want to make a contribution.

         c) People have to know what is expected of them.

         d) Requirements must be taken seriously or they don’t matter.

 

Unit 9. Relationship with colleagues

 

Vocabulary

 

1. colleague – коллега, товарищ по работе

2. competition -конкуренция

3. to compete –соревноваться

4. suspicion -подозрение

To suspect -подозревать

5. ambition- честолюбие

It is his ambition to become a top manager – его мечта стать главным менеджером

6. to disturb- беспокоить

It is very disturbing –это очень тревожно, душевное равновесие

7. to discover –обнаружить, найти

8. to impair (to spoil) –ухудшать, портить

9. to communicate –общаться, передавать

Communicable -общительный

Communicably -общительность

10. to seek (sought) –искать, стремиться к чему-либо

To seek benefits- искать выгоду, льготы

To seek promotion – добиваться продвижения по службе

Promotion seeker- человек, который стремится продвинуться по службе

11. to urge- убеждать, настаивать на

Urge – побуждение, толчок

The urge to make more money –стремление заработать больше денег

12. income - доход

Income tax –подоходный налог

13. loose –свободный, неточный

         Loose translation –вольный перевод

Loosely –неточно, весьма приблизительно

14. to acquire -приобретать

15. to depend on –зависеть от

16. to be aware of –знать, быть в курсе

17. a threat - угроза

To threaten- угрожать

 

        

Exercise 1. Read and translate the text

 

                           Relationship with college agues

 

         Relationship with colleagues is probably one of the most difficult problems with which the junior worker is faced.

         For one thing, there is always a certain element of competition between staff for promotion. This can lead to all kinds of suspicion of the motives of fellow workers.

         The ambitions drive of some people can make them very difficult to work with.

         It can be very disturbing, for example, to discover that one’s mistakes are being relayed to the ‘higher-ups’ by colleagues who are seeking to benefit themselves by that method.(1)

         Unfortunately, human nature being(2) what it is, this  kind of situation does happen, and when it is discovered, the relationships within an organization can be seriously impaired. This is not an easy situation to deal with. Our ‘communicability’ is lessened because we become more guarded and less frank(3) with our colleagues. Perhaps we should look at a couple of the main motives which make the promotion seeker(4) what he is.

         The first motive is the desire to earn more money, which is quite natural. Most of us never seem to have enough money anyway, and it is not unreasonable to want more.(5)

         The age we live in places a high value on the possession of money and what it can buy, so the urge to increase our income is very strong  in most of us.

         The second motive behind promotion seeking is what we loosely called ‘status’.

This is closely linked with money of course, but is based on the belief that the higher up the ladder we climb, the more we receive the satisfactions of respect and authority(.6)

We may certainly acquire a measure of power and authority, but respect is another matter. Respect depends more on the nature and personally of a person than on his position in an organization.

         It is important to recognize the efforts, even among junior staff, to acquire both money and status and to be aware of the kind of threat they create to human relationship at this level.

 

         Notes to the text

 

         1. To discover that one’s mistakes are being relayed to the ‘higher – ups’ by colleagues who are seeking to benefit themselves by that method – обнаружить. Что о ваших ошибках докладывают начальству те коллеги, которые стремятся подобным образом извлечь выгоду для себя

         2. Unfortunately, human nature being what it is – к сожалению, человеческая натура остается такой , какой она есть

         3. We become more guarded and less frank –мы становимся более настороженными и менее откровенными

         4. The promotion seeker- карьерист

         5. And it is not unreasonable to want more- и нет причин для того, чтобы не стремиться к большему

         6. The higher up the ladder we climb, the more we receive the satisfactions of respect and authority –чем выше мы взбираемся по служебной лестнице, тем больше удовлетворения мы получаем от авторитета и уважения…

 

         Exercise 2. Find in the text answers to these questions

 

         1. What problem does every junior worker face?

         2. Why are relationships with colleagues considered a difficult problem?

         3. What does competition lead to?

         4. How does the ambitions drive of some people influence their relationships within an organization?

         5. What can be very disturbing?

         6. What does this situation lead to?

         7. Why is it important to look at the motives of a promotion seeker?

         8. What is the first motive behind promotion seeking?

         9. Why is money so important in the age we life?

         10. What kind of urge drives people in the their careers?

         11. What is the second important motive?

         12. What is it closely linked with?

         13. What belief is it based on?

         14. What does respect depend on?

         15. Is it possible to acquire respect the same as we acquire power and authority?

         16. What should managers be aware of?

         17. What is it important to recognize?

 

         Exercise 3. Translate into Russian

 

          1. In every workplace a junior worker faces the problem of relationships with his colleagues.

         2. Seeking promotion leads to competition between staff. Some people are very ambitious and they can do anything to achieve the desired position. The ambitious drive of some people is so strong that it can easily impair the relationship within an organization.

          3. Managers should be aware of this situation and recognize the efforts among junior staff to acquire both money and status.

          4. People who are seeking to benefit themselves from the mistakes of their colleagues should not be encouraged.

          5. When this situation is discovered, it is important to consider the motives behind it.

         6. The urge to increase our income is very strong in most of us, as we place a high value on the possession of money and what it can buy.

         7. So the first motive is the desire to earn more money, and it is quite natural.

         8. The second motive behind promotion seeking is that we loosely called ‘status’

          9. It means that people seek authority and respect which come with a higher position.

         10. We may certainly acquire a measure of power and authority, but respect is another matter.

         11. Respect depends more on the nature and personality than on his position in an organization.

         12. To create an effective environment, a manager should be aware of the drives of his subordinates and should recognize the threat they might have on human relationship.

 

          Exercise 4. Speak what you have learned from the text:

a)  ambitious drives of some junior workers;

         b)  the factors which might impair relationships among colleagues;

         c)  the motives behind promotion seeking.

 

          Exercise 5. Translate into Russian

 

         1. Мы все сталкиваемся с проблемой взаимоотношений с коллегами и начальством.

         2. Элемент конкуренции за продвижение по службе есть в каждой организации.

         3. Честолюбивые побуждения некоторых людей могут нанести серьезный вред взаимоотношениям в коллективе.

         4. Те, кто стремится к продвижению по службе, стараются извлечь выгоду из ошибок коллег.

         5. Такая ситуация может сильно нарушить спокойствие в коллективе – люди становятся более настороженными и менее откровенными со своими коллегами.

         6. Если вы обнаружили, что ваши ошибки передаются начальству тем, кто стремится извлечь из них выгоду для себя, вы становитесь подозрительным в отношениях с людьми.

         7. Карьеристами движут два основных мотива.

         8. Первый мотив – желание заработать больше денег, т.е. – это достижение определенного уровня авторитета и власти.

         9. Желание увеличить доход вполне естественно, так в наше время владению денег и тому, что на эти деньги можно купить, придается большое значение.

         10. Во многих из нас стремление заработать как можно больше денег.

         11. Что касается авторитета и власти, то они, конечно, связаны с деньгами, а вот уважение – это совсем другое дело.

          12. Мы можем достичь какой- то степени власти и авторитета, но уважение зависит от человеческих качеств и личности человека, а не от служебного о стороны положения.

         13. Руководитель должен осознать угрозу человеческим отношениям со стороны карьеристских устремлений некоторых подчиненных.

         14. Они  должны понимать и признавать мотивы, которые стоят за стремлением людей продвинуться по службе.

 

          Exercise 6. Do the test “We are Only Human”

 

         Fill in the test. Do this test as a simulation exercise imagine an office situation when you work together with different types of people.

   Tick (V) the answer you think applies.

 

     1There are a variety of emotions among people who work together. To create a positive atmosphere at work, do you think people should

 

    a) be encouraged to express their feelings clearly ----;

    b) be discouraged to act on feelings because they may spread ill will ------;

    c) make an effort to spread the effects of positive feelings to create an effective working environment -----.

 

    2. Are you aware of the emotional effect you have on others? Do you make them?

 

    a) tense -----;

    b) relaxed---;

    c) enthusiastic____;

    d) subdued-----;

    e)  open-----;

    f)guarded---.

 

    3. When you feel good, do you

 

    a) pass it on, sharing the positive mood-----;

    b) lose the positive effect of your own good mood by buttoning up ----.

 

   

    4. When you feel rotten, do you


    a) fight back at the world---;

    b) bottle up your negative feelings----;

    c) get to the root of the problem  and talk it out with someone sympathetic ----.

 

    5. At work, someone vents anger or frustration on you (изливает на вас свою злобу или разочарование). Is your reaction

 

    a) to get rid of it by accepting and passing it on ---;

    b) to stop it spreading by offering your sympathetic ear ---;

    c) to refuse to get caught in the ill feeling---.

 

    6. Misunderstanding often creates all sorts of emotional disturbance. To avoid wrong interpretations, do you

 

    a) keep your message direct and to the point ____;

    b) choose your tone and words in keeping with what you have to say----;

    c) check if you are being understood by asking questions to make sure---;

    d) concentrate primarily on clear articulate speech---.

 

    7. The basic strategy to deal with, pushy people is to

 

    a) to fight them till the explode ----;

    b) look them straight in the eye and state your disagreement----;

     c) let them blow off some of their steam----.

 

     8. Dealing with a complainer – winner, it is a serious mistake to

 

     a) agree---;

     b) disagree---;

      c) paraphrase the complaints back to them---;

     d) react by noncommittal but encouraging ‘u’ and ‘ahs’ ---.

 

      9. To achieve office harmony you should

 

      a) learn to deal with different types of people ----;

      b) neutralize ‘difficult’ people by fighting them back ----;

         c) distance yourself from all potential conflict situation ----.

 

          7. Here some of the ‘subspecies’ of people who are hostile aggressive. Match the name with the definition

 

         A. Thank             a) those who yell, curse or cry all of a sudden

         B. Snipers            b) those who are pushy, loud and know what is best for their fellow workers.

         C. Exploders        c) those who shoot at people through the camouflage of sarcasm or irony.

 

         Exercise 7. Problem solving. The situation

 

         An urgent job has to be completed in two hours.

         You can just manage it if you give it your undivided attention, with no interruptions.

         Then somebody catches you in the corridor or the staffroom and insists on discussing a very important problem with you.

          It may of course, truly be something that is of greater importance than the job you are working on. All too often, however, you find you are being bothered at crucial times by matters which you should never have to deal with.

In hurrying to make up for wasted time, you are sure to do a less efficient job than normal.

         Telling people bluntly that you are too busy to listen to them may not be the answer. But how do you deal with time-wasters?

 

a)Read the situation and determine your position.

     b)Act out a dialogue with your partner based on the situation.

     c)Discuss in your group different ways of handling similar situations.

    

Unit 10. Managing conflict

 

 Vocabulary

 

1. inevitable – неизбежный. неминуемый

2. perception – восприятие, осознание

3. scarce –недостаточный, скудный, редкий    

4. occur –случаться, происходить

         it occurred to me –мне пришло в голову

5. approach –подход, приближение

Approaches -попытки

To approach – приближаться, подходить

6. difference -разногласие

To settle the difference –уладить спор

To have differences –ссориться, расходиться во мнениях

To iron out the differences- сгладить, устранить  разногласия

7. to resolve –решать, принимать решение, разрешать конфликт

Resolve –решение, намерение

To make good resolves- быть полным добрых намерений

8. to initiate –начать, приступать

To initiate measures –приступить к проведению мероприятий

To initiate the growth – стимулировать рост

9. integrative –объединяющий, совместный

10. to seek – добиваться , стремиться к чему-либо

11. to verbalize –выражать словами

12. to channel – направлять в определенное русло

13. challenge  - проблема

14. root cause –коренная, основная причина

15. to remove - устранять

 

Exercise1. Read and translate the text

 

Managing conflict

 

Conflict in a work environment is inevitable.

Whenever people must work together, there will be degrees of conflict. Why?

Because people will not always be in perfect agreement on all issues, goals or perceptions.

Conflict is a disagreement between two or more organizational members or groups which arises from the fact that they share scarce resources or work activities, or they may have different status, goals, values or perceptions.

Conflict is neither nor negative.

If conflict is managed correctly, it can be helpful in meeting the organization’s goals. If it is not managed correctly, it can be destructive.

In order to handle conflict a manager needs to understand why conflict occurs. The sources of the conflict include shared resources, differences in goals, differences in perceptions and values, disagreements in role requirement, nature of work activities, individual approaches and the stage of organizational development.

Knowing the potential sources of conflict is important to a manager, but developing strategies for dealing with conflict is essential to the  organizational climate.

In order to manage conflict, the manager must first play the role of analyst to determine the following factors:

1. the type of conflict – between individuals, between individuals and groups or between work groups.

2. the source of conflict –shared resources, differences in goals, role conflict, etc.

3. the level of conflict – how heated the situation is.

When these factors have been determined, the manager’s challenge is to select the appropriate strategy. The manager may attempt reduce the level of conflict or resolve the conflict. In special situation he or she may attempt to increase the level of conflict.

 

 

Resolving conflict

 

There are a number of approaches a manager can take to resolve conflict in a work environment.

 

1. Initiating compromise

 

With this approach each party is required to give up something and find middle ground. In using this strategy the manager and parties involved realize that there is not a win-lose outcome.(1)

The problem with this approach is that conflict may re-occur because its root cause has not been removed.

 

2. Initiating integrative problem solving

 

In this strategy the manager is focusing on mutual problem solving by the parties involved. The conflicting groups or individuals are bought together with the idea of discussing the issues.

At times the group may work toward a consensus, seeking agreement by all on the best solution to a problem.

Another approach is for a confrontation session. In this process the conflicting parties verbalize their positions and areas of disagreement.

Unlike consensus seeking, this is a more heavily stress-related setting.(2)

The outcome hoped for is to find a reason for the conflict and resolve it.

Regardless of the strategy a manager selects in working with conflict, it will require skill and careful monitoring of the environment, so that the manager can channel conflict situations is constructive directions.

 

Notes to the text

 

Parties involved realize that there is not a win-lose outcome – стороны, вовлеченные в конфликт, осознают, что в итоге не может быть победителя и побежденных.

 

Unlike consensus seeking, this is a more heavily stressrelated setting- в отличие от ситуации поиска взаимного разрешения конфликта создает более стрессовую обстановку.

 

 

Exercise 2. Find in text answers to these questions

 

1. What is conflict?

2. Why is conflict inevitable?

3. What can conflict bring to an organization?

4. What are sources of the conflict?

5. Why is it important for a manager to know the sources of the conflict?

6. How can a manager handle the conflict?

7. What is the manager’s role in handling the conflict?

8. What strategies can a manager select?

9. What does initiating compromise strategy mean?

10. What is the disadvantage of this strategy?

11. What is the idea of integrative problem solving?

12. What is the advantage of this approach?

13. In what way is a confrontation session different from integrate problem solving?

14. Why is careful monitoring important in handling conflict?

 

Exercise 3. Translate into Russian

 

Conflict can arise in an organization because limited resources must be shared by the organizational members.

A manager of a work unit depends on the allocation of money, personnel, equipment, materials and physical facilities in order to accomplish objectives.

Some managers, despite the system used for allocation, will inevitably receive fewer resources than others. This can lead to lack of cooperation and eventually open conflict.

 

Differences in goals

 

Individuals may have goals different from those of the organization.

Individual’s goal may require advancement within a three- year period. The organization may have a tradition of “seasoning” an employee over a longer period. There may be conflict in this situation.

 

Differences in Perceptions and Values

 

Individuals have different value system and different perceptions of a situation. These differences can lead to conflict in the work environment.

For instance, an employee may place a high value on his time. He may really want to work but also prizes quality time with his family. A manager may request constant overtime or late work hours and not understand the employee’s need to have family time.

This is an obvious value system conflict.

 

Nature of work activities

 

Conflict can result between individuals and groups concerning the quantity of work assigned as well as the relationships among the work units in performing the work. Individuals  and groups compare the workloads each has relative to the other. If there is inequity there can be conflict.

If the work is not on time or is of poor quality, open conflict can result. Another conflict situation can be created when two work groups or individuals are placed in competition with each other. If management has set it up so that both groups have the opportunity to win, positive results can occur. But it is a win-lose situation, conflict may be the outcome.

 

Individual approaches

 

People have different styles and approaches in dealing with others and with situations. One person may be reflective, speak little, but deliver words of wisdom when ready to talk about a topic. Another person may be n combative in nature, with an argumentative approach, immediate response with little thought and pressure for agreement.

 

Exercise 4. Complete the sentences with an appropriate word

 

Reason, remove, occurs, focuses on, challenge, in order to, resolve, whenever, initiate compromise, determine, together, to reach, channel, approaches, arises, parties involved, share

 

1. Conflict is inevitable----- people must work together.

2. It is not always possible ---- agreement on all issues, goals or perceptions.

3. Conflict ----from the fact that people must ----resources or work activities.

4. A manager needs to understand why conflict ----.

5. ------handle conflict, a manager should develop a strategy.

6. The manager must play the role of analyst and ---- the factors relating to the conflict.

7. The manager’s ---- is to select the appropriate strategy.

8. A manager can take different ---to resolve conflict.

9. If the manager decides to ---  ----, be will try to find middle ground  together with the ----  -----.

10. In handling conflict the manager should try to ---- its root cause.

11. If the manager --- mutual problem solving, he is initiating integrative problem solving.

12. The idea is to bring the conflicting groups --- and discuss the issues.

13. Regardless of the strategy, the manager should ---conflict situations in constructive directions.

14. The outcome hoped for is to find a ---for the conflict and ---it.

 

Exercise 5. Say what you have learned from the text:

a) conflict, its nature and sources

b) strategies of handling conflict.

 

Exercise 6. Think and answer

 

1. What part of a manager’s job is handling conflict?

2. Do you think conflicts occur often?

3. What does organizational climate depend on?

4. What sources of conflict seem most disturbing to you?

5. In what situations can the manager increase the level of conflict?

6. Is it always easy to remove the root cause of the conflict?

7. What should the manager do for it?

8. What do you think of a confrontation session?

9. In what situations might it be useful?

10. How do you handle conflicts?

11. Can you always channel them into a productive direction?

 

Exercise 7. Translate into English

 

1. Конфликты неизбежны в работе любого коллектива.

2. Они возникают из-за разногласий между отдельными людьми и группами людей, которые выполняют одну работу, но имеют разные цели, систему ценностей и понимание того, что нужно делать.

3. Для успешного решения конфликтной ситуации менеджер должен понимать, почему возникает конфликт.

4. Для полного урегулирования взаимоотношений в коллективе, нужно устранить основную причину конфликта. Менеджер должен проанализировать ситуацию и определить следующие факторы, тип конфликта, источник конфликта и степень конфликта.

5. Самой трудной проблемой менеджера после определения этих факторов является выбор подходящей стратегии. существует несколько подходов к выбору стратегии урегулирования конфликта.

6. Поиск компромиссного решения конфликта подразумевает, что каждая сторона конфликта готова отказаться от чего- то и искать решение, устраивающее всех. Недостаток этого подхода в том, что конфликт может возникнуть снова, поскольку не устраняется его основная причина.

7. Менеджер может сосредоточиться на совместном решении конфликта. В таком случае конфликтующие стороны обсуждают вопросы, которые вызывают разногласия, и ищут пути их наилучшего разрешения.

8. Независимо от того, какую стратегию выбирает менеджер для урегулирования

конфликта, он должен направлять все конфликтные ситуации в русло конструктивного решения.

  

Part 3.  Role plays

 

          Role plays 1. Starting a business

 

Problem 

         Mr.S. is a young electronics engineer who works at a plant, which manufactures all kinds of audio- visual equipment: television sets, projectors, videotape recorders. In his spare time Mr.S has invented a new device which will allow the manufacture of a smaller and simpler video recorder at a relatively low price. In this opinion it will transform  this machine from the very expensive toy it is at present to a machine as useful and as common as a tape recorder.

Mr. S. is extremely excited by this discovery and he thinks that it will be a good idea to try and form his own company. He  wants to involve in the project people with good expertise who will be good at running the business affaires of the company. Today is Saturday. Mr.S.  is at home together with his friends who have come to discuss the project and its feasibility. Among the guests there is a new friend from UK, who has come to Almaty for a long time.

 

         Words and word combinations:

Spare time - свободное время

Relatively - сравнительно

Suicidal - гибельный, самоубийственный

Feasibility - - возможность, осуществимость

Analyze the case.

 

Questions:

 

1.     What advice would you give Mr.S. about setting up his company?

2.     What questions will Mr.S  have to settle before business is started?

3.     Will it be suicidal to compete with big plants?

4.     Is it realistic for Mr.S to start a business aboard?

 

Rоles 

          Mr.A.

         You have been a loyal and true friend of Mr.S since college. As a lawyer you are well informed about legal aspects of founding a company. You also give Mr.S some practical advice how to patent the invention.

 

         Mr.B.

         You have come to Kazakhstan from the UK. You are an executive in one of the joint ventures. You have been on friendly terms with Mr.S. since the inauguration ceremony where Mr.S was invited as an official representative of the Electronics Department. You want wholeheartedly to be of help and have made a breakdown of the initial costs. You think that it is unrealistic to start a business without a loan from a bank.

For the managerial work you can recommend MR.Simon, who has been a top manager for many years. He could have a part time job in Mr.S’s firm.

 

         Mr.C.

          You are an accountant with a coop and confirm Mr.S’s words about probable costs. You have roughly calculated all the costs which will inevitably arise. It is not only the rent and the cost of machinery but also the advertising expenses necessary for the product promotion. You give full account of the costs to incurred in the first year, the sales needed to cover investment and start making the profit. You don/t want to dissuade Mr>S. Your aim is to make think in realistic terms.

 

         Mr.D

         You explain to your friends the technical aspect of the product, its advantages, how it can be manufactured and in what way it is an innovation. When you realize how much capital will be necessary to run a business you are taken aback. Nonetheless you don/t want to give up the idea completely, and think that it will be possible to open a small workshop which will make the device you have invented, The device when manufactured could be sold to big plants who would use it as a component. As to funds, a loan can be obtained from a commercial bank for innovation.

 

          Useful language

 

The first decision to be taken is to ---

I don’t know what to begin with ---

There is little chance of ---

I see no reason why ---

I know it’s risky but I’m all optimistic about ---

The thing that worries me most is ---

After a lot of thought I have come to understand that ---

In the circumstances the only chance seems to be ---

We should reach the first year target of --- if we---

I would like to see how you came to these figures

Could you break down the calculations into more details?

 

         Role play 2. Employment problem

 

Problem

 

         Ltd is a medium- sized company with its factories and offices in England. It manufactures electronic components for computers. The company is in financial difficulties at the moment. In recent years it has been concentrating on the research and development of new products rather than on marketing them. As a result, the sales have decreased and the company is having heavy losses.

In this crisis situation the Managing Director has resigned. There have been also a number of resignations from men occupying key positions within the company. The posts that are vacant are those of Personnel Manager, Deputy Head of Research and Development, Sales Director.

The company have advertised these posts in the mass media and received a great many applications. On the basis of the curriculum vitae submitted, a short list of candidates has been drawn up for each post, and those selected are to attend the interview.

 

Words and word combinations

 

Personnel  - кадры

curriculum vitae - биография

resign – отказаться от должности, уходить в  отставку

resignation – отказ от должности, отставка

occupy a key position – занимать ведущий пост

 

         Analyze the case

 

           Questions:

 

1 Why is the company in financial difficulties now?

2. What changes have taken place in the personnel structure?

3. How was the selection of candidates made?

4. What kind of people stand better chances to take the posts?

 

Roles

 

         Chairman of the selection board

 

         You are responsible for leading each interview. You may allot particular areas of interview to other members of the selection board. remember you will have to decide which candidate to appoint.

Among the candidates there is a manager from England. You have selected him because he managed to turn a loss-making factory in his home town into a profit-making enterprise. On his minus side is that the Kazakhstan has just developed the concept of the market economy and Kazakhstan’s  managers have not accumulated much experience in free market operations. Your final word about him will depend on the results of the interview.

 

       

Head of Research and Development

 

        You should approach each interview with the needs of your department firmly in mind. You are free to invent your requirements.

 

Marketing Manager

 

         You should approach each interview with the needs of your marketing requirements. firmly in mind. You are free to invent your requirements.

 

         Each member of the selection board

 

         Before you interview a candidate you should work out your attitude to the following points;

The salary you will offer.

The qualifications you require for the job.

The value you put on the candidate’s previous experience,

Useful; contacts abroad.

 

          Each candidate

 

                   Before being interviewed you should think out an imaginary curriculum vitae. You should also work out your attitude towards such questions as:

1) responsibilities and rights

2) salary – holidays

3) prospects you have with the company

you should think up other points which you may wish to raise at the interview.

 

          Kazakhstan’s manager

 

                   After you have read the advertisement offering employment you have decided to apply for the post. Last year you took a full-time course at the London Business School and have sufficient knowledge of accounting, economics and financial matters. You have decided to try a hand as you want to gain the first-hand experience in free market operations. You intend to work at the firm on a time basis.

 

    Useful language

 

Family status – семейный статус

Health condition – состояние здоровья

Life insurance страхование жизни

Allowances – надбавки к зарплате

Education background – уровень образования

Command of foreign languages – знание иностранных языков

Practical working experience in – практический опыт работы в --

Fulfill functions - исполнять функции

Level of competence - уровень компетентности.

 

          Further subjects for discussion

 

         Arrange the following things about a job in order of importance. Choose five and discuss your preferences.

 

Well-paid                                                           foreign travel

Interesting work                                                 variation in work

Long holidays                                                    meeting people

Security                                                              clean working conditions

Short working hour’s                                          lots of responsibility

Good pension                                                     easy work

Friendly colleagues’                                            promotion and advancement