Турук Management

IV. Test

1.Выберите определения к терминам из колонки слева и запишите следующим образом: 10-b.

1.Operations management à) … is an efficiency concept that gauges the ratio of

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UNIT 5

2. Закончите предложения, выбрав необходимое слово или словосочетание справа, запишите ответы следующим образом: например, 1) m.

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Unit 6

I. Information for study

Прочтите и постарайтесь понять текст.

STRATEGIC HUMAN RESOURCE MANAGEMENT (HRM)

At 3M, a company famous for fostering employee innovation, human resource issues are increasingly an integral part of strategic management. Thus 3M is at the forefront of a trend toward recognizing human resources as a crucial element in the strategic success of organizations. In a growing number of organizations, such as 3M and CARE, high-level managers within the human resource management function participate directly in strategy implementation. They also help coordinate human resource aspects of strategy implementation. In this section, we review major aspects of the human resource management process before exploring in greater depth the main reasons for the growing strategic role of human resource management.

The HRM Process: An Overview

As suggested by the HRM process shown in Figure, human resource management encompasses a number of important activities. One critical aspect of the process, human resource planning, assesses the human resource needs associated with strategic management and help identify staffing needs. The staffing component of the process includes attracting and selecting individuals for appropriate positions. Once individuals become part of the organization, their ability to contribute effectively is usually enhanced by various development and evaluation efforts, such as training and periodic performance evaluations. Compensating employees for their efforts is another important factor in the HRM process, because adequate rewards are critical not only to attracting but also to motivating and retaining valuable employees. Finally, managers must respond to various issues that influence work-force perceptions of the organization and its treatment of employees.

In order to explore human resource management in an orderly fashion, the various activities that make up the HRM process are discussed sequentially in this part. The components, though, are actually highly interrelated. For example, when a group of British financiers took over the British arm of F.W. Woolworth from its American parent in 1982, the chain of 1000 stores had a tarnished image and 30,000 employees with a reputation for poor service. Investigation revealed many interrelated problems, such as poor employment interviewing practices (interviews typically lasted 10minutes),littletrainingforeithersalesstaffmanàgers,andacomponentsoftheHRMprocesscollectively reinforced the service problems.

Human resource professionals operating within human resource departments typically play a major role in designing the various elements in the HRM process and in supporting their use by line managers. Nevertheless, line managers ultimately are responsible for the effective utilization of human resources within their units and, thus, carry out many aspects of the HRM process, particularly as they relate to implementing strategic plans.

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UNIT 6

The Strategic Importance of HRM

Understanding the strategic potential of human resource management in organizations is relatively recent phenomenon. In fact, the role of such management in organizations, as it is known today, has evolved through three main stages. From early in this century until the mid -1960s, HRM activities comprised a file maintenance stage, in which much of the emphasis was on screening applicants, orienting new employees, recording employee-related data for personnel purposes, and planning company social functions (such as the company picnic).

The second stage, government accountability, began with passage of the Civil Rights Act of 1964 (which forbids employment discrimination based on race, color, religion, sex, or national origin) and continued as additional laws, court rulings, and federal regulatory guidelines increasingly impacted various aspects of employment, such as hiring and promotion decisions, pension plans, and health and safety issues. Of course, some laws, particularly those governing relations with unions, existed before 1964, but the mid-1960s ushered in an era of accelerated governmental regulation of employment issues. As organizations attempted to gain greater control over activities that could result in legal difficulties and large financial settlements, the HRM function gained in importance. Indicative of the expense that can be involved, under a 1973 consent decree (a court-sanctioned agreement in which the accused party does not admit wrongdoing but agrees to discontinue a practice), AT&T agreed to raise the starting pay of women promoted to managerial positions so that their pay level would be equal to those of similarly promoted men, at a cost of more that $30 million.

The third stage, which began in the late 1970s and early 1980s, can be termed the competitive advantage stage. In this stage, human resource management is increasingly viewed as important for both strategy formulation and implementation. Thus, under some circumstances, human resources can comprise a source of distinct competence that forms a basis for strategy formulation. For example, 3M’s notes scientists enable the company to pursue a differentiation strategy based on innovative products. Under other circumstances, HRM activities may be used to support strategy implementation. For instance, at Honda of America’s Marysville, Ohio, plant, an emphasis on differentiation through quality is supported by such HRM activities as training programs, developmental performance appraisalprocesses,andpromises of job security. Human resource management often is an important ingredient in the success of such strategyrelated activities as downsizing, mergers, and acquisitions. At the competitive advantage stage, then human resources are considered explicitly in conjunction with strategic management, particularly through the mechanism of human resource planning.

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UNIT 6

II.Exercises

1.Ознакомьтесь со словами в разделе III и запомните их.

2.Найдите в тексте нижеприведенные слова, определите их функции в предложениях и запишите перевод (см. грамматический справочник стр. 81-82).

building – selling – planning – staffing – attracting – selecting – training – compensating – motivating – retaining – interviewing –

3.Переведите письменно текст на русский язык, пользуясь словарем.

4.Напишите развернутые ответы на следующие вопросы, исходя из содержания текста:

1)What is an integral part of strategic management?

2)What are the major aspects of HRM?

3)What does HRM encompass?

4)What is one of the critical aspect of the process?

5)What does it associate with?

6)What does the staffing component include?

7)What are the three main stages in the activities of HRM?

5.Напишите определения к следующим терминам своими словами на английском языке.

–human resource management;

–file maintenance stage;

–competitive advantage stage.

6.Напишите на английском языке как вы понимаете:

“What is the strategic human resource management?”

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IV. Test

1. Закончите предложения, выбрав необходимое слово или словосочетание справа. Запишите ответы следующим образом: например, 1) m.

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UNIT 6

2. Выберите определения справа, соответствующие терминам слева. Запишите ответы следующим образом: 10) b.

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Unit 7

I. Information for study

Прочтите и постарайтесь понять текст. Запишите на полях основные термины.

HOW LEADERS INFLUENCE OTHERS

Why do people accept the influence of a leader? One major reason is that leaders have power. In this section, we examine the major sources of power and the ways that leaders can effectively use the power they potentially have available.

Sources of Leader Power

Power is the capacity to affect the behavior of others. Leaders in organizations typically rely on some or all of six major types of power: legitimate, reward, coercive, expert, information, and referent.

Legitimate Power. Legitimate power stems from a position’s placement in the managerial hierarchy and the authority vested in the position. When we accept a job with an organization, we usually are aware that we will be receiving directions related to our work from our immediate boss and others in the hierarchy. Normally, we accept such directions as legitimate because these persons hold positions of authority. Hence legitimate power relates to the position, rather than to the person per se.

Reward Power. Reward power is based on the capacity to control and provide valued rewards to others. Most organizations offer an array of rewards, including pay raises, bonuses, interesting projects, promotion recommendations, a better office, support for training programs, assignments with high visibility in the organization, recognition, positive feedback, and time off. The greater a manager’s control over valued rewards, the greater that manager’s reward power.

Coercive Power. Coercive power depends on the ability to punish others when they do not engage in desired behaviors. Forms of coercion or punishment include criticisms, terminations, reprimands, suspensions, warning letters that go into an individual’s personnel file, negative performance appraisals, demotions, and withheld pay raises. The greater the freedom to punish others, the greater a manager’s coercive power.

Expert Power. Expert power is based on the possession of expertise that is valued by others. Managers often have considerable knowledge, technical skills, and experience that can be critical to subordinates’ success. To the extent that a leader possesses expertise and information that is needed or desired by others, the leader has expert power.

Information Power. Information power results from access to and control over the distribution of importantinformationaboutorganizationaloperationsandfutureplans.Managersusuallyhavebetteraccess to such information than do subordinates and have some discretion over how much is disseminated to work-unit members. The greater the control over important information, the greater the information power.

Referent Power. Referent power results from being admired, personally identified with, or liked by others. When we admire people, want to be like them, or feel friendship toward them, we more willingly follow their directions and exhibit loyalty toward them. Some observers argue that Lee Iacocca’s initial success in turning around the Chrysler Corporation was based partially on the fact that he possessed referentpowerinrelationtotheworkforce.Themorethataleaderisabletocultivatetheliking,identification, and admiration of others, the greater the referent power.

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UNIT 7

Effective Use of Leader Power

Although all six types of power are potential means of influencing others, in actual usage they may engendersomewhatdifferent levels of subordinate motivation. Subordinates can react to a leader’s direction with commitment, compliance, or resistance. With commitment, employees respond enthusiastically and exert a high level of effort toward organizational goals. With compliance, employees exert at least minimal efforts to complete directives but are likely to deliver average, rather than stellar, performance. With resistance,employeesmayappeartocomplybutactuallydotheabsoluteminimum,possiblyevenattempting to sabotage the attainment of organizational goals. For example, when Chicago scrap-metal czar Cyrus Tang bought the ailing McLouth Steel Products Corporation, he relied on legitimate and coercive power to gain worker cooperation. Workers reacted with production slowdowns and a wildcat strike that eventually led to the further deterioration of the company and its sale to employees.

Managers usually rely on several different types of power in order to be effective. When Jim Lynn was chosen to be chairman of the Aetna Life & Casualty Company, the firm had just been through the painful process of a competitive price-cutting program, had suffered write-offs from several ill-fated acquisitions in noninsurance areas, and was facing the lowest earnings in 9 years. At that point, Lynn, a 6- year veteran on Aetna’s board of directors, a previous partner in two prestigious law firms, and a former Nixon administration cabinet member, had a reputation for being effective with both handling people and solvingproblems.InestablishinghimselfatAetna,heclearlyhadthelegitimatepowerofhisnewchairman’s position. However, he relied heavily on building referent power. According to one former Aetna senior vice president, Lynn went out of his way to “portray a peer relationship with everybody”. He also used reward power to boost the morale of the heads of Aetna’s three principal businesses, each with revenues of more than $3 billion, by awarding them the title of president in recognition of their major roles in the company.

II.Exercises

1.Прочтите слова в разделе III и запомните их.

2.Переведите предложения, обращая внимание на подчеркнутые выражения: Пример: The greater the price on the good, the greater the tax on the good. Перевод: ×åì âûøå цена на товар, тем больше налог на него.

1)The more we read, the more we know.

2)The greater a manager’s control over valued rewards, the greater that manager’s reward power.

3)The greater the freedom to punish others, the greater a manager’s coercive power.

4)The greater the control over important information, the greater the information.

5)The more we work, the more we get.

3.Найдите в тексте предложения, где сказуемое выражено в страдательном залоге. Определите время. Переведите эти предложения на русский язык (см. грамматический справочник, стр. 72).

4.Переведите письменно текст на русский язык, пользуясь словарем.

5.Напишите развернутые ответы на следующие вопросы, исходя из содержания текста:

1)What are the sources of leader power?

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UNIT 7

2)What does legitimate power stem from?

3)What is reward power based on?

4)What does coercive power depend on?

5)What is expert power based on?

6.Дайте письменно определения к следующим терминам на английском языке:

–referent power;

–information power;

–power.

7.Напишите на английском языке, как Вы понимаете:

“How do leaders influence others?”

IV. Test

1. Закончите предложения, выбрав необходимые словосочетания справа. Запишите ответы следующим образом: например, 1) g.

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