Английский для менеджеров

9.1 don't often feel ashamed of anything I have done.

10.When people say complimentary things about

me 1 find it hard to believe they really mean it.

Score two points for each “True” answer to questions 1, 4, 6, 8 and 9; score zero for every “False” answer. For questions 2, 3, 5, 7, 10, score two points for each “False” answer; score zero for each “True” answer. The higher your score, the better the opinion you have of yourself. A score of 14 or more suggests that you are quite confident: not necessarily conceited, but you certainly like yourself well enough, and there’s no danger of other people being made to feel uncomfortable by any signs of self-loathing in you.

TEXT 2

Read the text and study the chart. Then, working in pairs, try to decide which of Dr. Belbin's personality type(s) you represent.

Successful teams

One of the most important functions of a manager is to build a team which will perform effectively and contribute to the success of a business.

The art of team-building has been studied by many people, but possibly the most interesting work on the subject has been done by Dr Meredith Belbin. His original insight has been to identify the individual roles which are crucial to a successful team. He argues that while individuals in a management group have their formal job titles - accountant, designer, marketing director, production manager, etc. - they also perform a variety of personality team roles': the ideas person, the organiser, the unorthodox genius, the stickler for detail, the diplomat, and so on.

Dr Belbin's team-role theory states that there are nine key personality types and a team will work most effectively if it has them all. However, a successful team need not be made up of nine members since some people may be more than one personality type. Thus a team of three could work together very successfully if, among them, the members combined the nine personality types.

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CAN YOU COPE WITH DIFFICULT PEOPLE?

Obviously, most people are difficult sometimes. But difficult people can be identified as those who are considered to be problems by most people around them for most of the time They ban be divided into seven categories and there exist different ways of dealing with each of them.

Look at the names for the seven categories and then read the seven definitions. Match each name with its corresponding' definition.

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LISTENING

1. On the cassette you will hear seven people talking. Each person is identified by a letter (A-G). Decide which name best describes each person you hear and put the

2. Now you will hear seven sets of suggestions for dealing with the seven types of difficult people. Each set of suggestions is identified by a letter (A-G). Try to match the set of suggestions to the correct name.

There is one other category of 'difficult people' identified by Dr Bramson. This is the 'Bulldozer'. Read the definition of the machine called a bulldozer and then write down in the table how you think the Bulldozer behaves, and suggest ways of dealing with him or her. When you have finished discuss your ideas with a partner, then compare them with the Answer Key.

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Individual Influence.

After new employees understand what it means to be members of the work group, they begin to think about how they and others influence the way things get done in the department. For example, they may ask themselves such questions as:

-Who has the most power to influence people in this department?

-Who are the strong formal and informal leaders?

-How are others in the work group influencing me? Who am I learning from?

-How are others in the work group influencing each other?

-Is there really a team effort?

-What opportunities are there for me to influence others in the work group?

-Can I become an informal leader?

These are typical concerns that individuals have during the first few weeks on the job. Supervisors can address these concerns by interacting with the employee in ongoing training and coaching sessions. You can also create situations in which the employee interacts with the informal leaders who foster cooperation and teamwork within the department.

2.Characterize the individual influence stage using key terms:

-formal/informal leaders;

-the influence on the new employee (novice) and on each other;

-learning from;

-new employee's own role in the team.

Shared Feelings.

When individuals become comfortable with one another as members of the work group, the feelings of the members become more and more important. Concerns that individuals may have include:

-Can I freely express my feelings in this work group? Will the other members accept constructive criticism? Is the work atmosphere open and honest?

-When I'm under stress, frustrated, or angry, can I work things out with the

group?

-When members criticize ideas or express negative feelings, do others see it as honest feedback that can help produce better results, or do they see it as a clash of personalities?

-When members agree with others or express positive feelings, do others see it as honest feedback that can help produce better results, or do they see

it as in sincere patronizing?

This is a critical stage in the development of the work group as a team. When feelings are properly addressed, members will value what they have in common. This bond of shared feelings is the basis for members to develop respect for individual differences

3. Speak on the third most critical stage "Shared feelings" using key terms:

•becoming comfortable with each other;

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•free expression of feelings;

•acceptance of constructive criticism;

•honest feedback to produce better results;

•not as a clash of personalities but of...;

•appreciation of common values.

Respect for Individual Differences.

If enough trust develops within the work group during the stage of shared feelings, the group will become even more successful as members feel free to contribute their unique abilities and talents. During this stage, members come to value their differences more than their similarities. The focus of each member switches from individual to group concerns. Members are more likely to phrase their concerns in terms of the full group. The word "we" begins to replace "I." A new set of questions becomes important:

-Do we take the time and effort to learn about the knowledge, experience, feelings and attitudes of one another?

-In sharing ideas, do we look forward to the reactions of others and value their feedback?

-Do we let others know that we appreciate their opinions and comments, even when we don't necessarily agree with them? Do we provide positive reinforcement even if we don't completely agree?

A good way of looking at this stage of development is to see the group as eager for a conflict of ideas — not for a conflict of personalities. Personality conflicts can be avoided if members are able to speak freely and see criticism as honest feedback.

4.Give summary of the stage "Respect for Individual differences" using key terms as your plan

-coming to value differences more than similarities;

-focusing on group concerns;

-replacing "I" for "we";

-learning about the backgrounds of others;

-appreciating the feedback and comments (though disagreeable) of others;

-expecting a conflict of ideas — not personalities.

Productive Teamwork.

As the work group begins to value the individual differences among its members, the group becomes a productive and creative team. Members know they can learn from one another and they take advantage of opportunities to grow personally and professionally. At this stage, members are likely to express the following concerns:

Are we spending our time looking for the causes of problems, or are we just complaining about problems and talking them to death? Are we using our time wisely as a team?

When we identify problems, do we follow a process that analyzes them thoroughly, or do we jump at the first solution that comes along? Do we plan together?

Do we take the time and effort to seek the ideas, opinions, and reactions of those affected by the problem we are trying to solve?

Do we have a genuine concern for the welfare of others?

5.Say what is meant by productive teamwork using the key terms:

-learning from one another;

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-growing personally and professionally;

-looking for the causes of problems;

-analyzing problems thoroughly;

-seeking opinions of those affected by the problem we're solving.

6.Answer the questions:

1.What is your job as a supervisor?

2.What are the stages of team development?

3.Why is it so important to know the techniques of team development?

4.Which of the stages do you find most worthy? Why?

5.Do you know anything about this team development scheme usage in our country?

7.Give summary of the Team Development" text using all the key terms as

prompts.

If you want to build a high-performing team

You should not be afraid of new ideas.

Team workers should not be afraid of taking risks.

What a team needs to succeed

Common goals: you must be clear about what you want to achieve and how you propose to do it. Though the goals may change over time, each member should clearly understand what they are at any point

High targets: you need to set challenging performance objectives.

Leadership: the team needs people who are respected and influential enough to get others to listen to them. Effective leaders are good communicators and know how to involve everyone including those who are reluctant to play their part.

Interaction/Involvement of all members: each person's contribution must be heard, valued and acknowledged. The challenge for the leader is to enhance self-esteem by avoiding favouritism and encouraging individuals to express themselves.

Open communications: team members need to know that channels of communication are open, that they can speak their mind, share information, discuss issues, make

suggestions and bring up new ideas.

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CASE STUDY

Universal Systems PLC specialises in computing and office automation systems for the financial services sector. Dennis Mitchell, the company's top salesman and an outstanding systems analyst, had always been a difficult person to manage, but his unconventional behaviour was starting to cause real problems at the firm.

1Listen to Dialogue 1 between Managing Director, Jack Cooper, and

Technical Director, Philip Seymour and note the main points.

Dennis Mitchell was an exceptionally brilliant student at university, graduating in computer science with first class honours. After leaving university, he worked briefly for a scientific research institute, then left and spent the next 18 months travelling around the world. He then joined Universal Systems PLC as a salesman. He was top salesman in his first year and within three years was earning more than everybody else in the firm thanks to the performance-related commission system.

2Listen to Dialogue 2 between Jack Cooper and Dennis Mitchell and note the main points.

Unfortunately Jack Cooper's conversation with Dennis made very little difference: not

only did Dennis continue to behave inconsiderately towards his colleagues, he became more and more erratic. Having demanded his own office space partitioned off from the rest of the sales team, he started playing his radio loudly because it helped him to be 'creative'. Then, one day without warning, he disappeared for almost a week and no one had any idea where he was. When he finally turned up it was to announce that he had clinched a major deal with a prominent Saudi Arabian bank which the company had been pursuing for some time. He was very pleased with himself, but no one else was.

3 Listen to Dialogue 3 between Jack Cooper, Robert Barrett, Personnel Director, and Heather Crompton, Head of Sales and note the main points.

It's time for Jack Cooper to have another talk with Dennis Mitchell.

Divide into two groups according to whether you will role-play Dennis Mitchell or Jack Cooper in the negotiation that follows. Discuss the situation at Universal Systems PLC and analyse your position.

Role-play: Negotiation

Work in pairs, one of you playing Dennis Mitchell, the other playing Jack Cooper. Read your role-card and prepare for the negotiation carefully. Try to agree a workable arrangement that will resolve the situation.

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INDIVIDUAL AND GROUP ACTIVITIES

Team-building

Form management teams of at least three but no more than nine people. Elect a leader and discuss the personality composition of your team, using Dr Belbin's classification. Summarise your collective strengths and weaknesses on paper. Then try to 'complete' your management team by headhunting the personality type(s) you lack from the other teams.

VOCABULARY

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