Working on the text.

Ex.1. Read and translate the text paying particular attention to the words in italics. Use a dictionary if necessary.

Management Functions.

The overall responsibility for decison making encompasses the fol­lowing managerial functions.

Planning. The process of establishing organizational goals and a strategy for their accomplishment is known as the planning function. It is concerned with the future - immediate and/or long range. Middle and operational management planning generally stems from the goals (i.e. the plan) set by top management.

Organizing. Once goals and strategies have been formulated, orga­nizing makes things happen as planned. This is an operational function; it depends heavily on the coordinated effort of an entire organization.

Directing. This is the motivational function. An organized effort re­quires complete cooperation and, in directing operations, management seeks to obtain a high level of production from employees through motivation and proper guidance.

Controlling. The control function monitors the achievement of goals, and compares actual results with those projected in planning as well as actual performance in past periods. It is directly related to the plans and performance standards established by other managerial functions.

Staffing. This is the process of finding the right person for each job. It involves matching individual qualifications to job specifications. Staffing is an on-going function* because once a position is filled, per­formance must be evaluated and employee growth encouraged. Further, the chain of promotions, retirements, resignations and terminations is never-ending and always results in staffing needs.

Innovating. This is the creative function. Changing times require new approaches, advancing technology demands new procedures. Find­ing new and better ways to do the job, handling the staff, and getting additional money are only some of the creative tasks managers often deal with.

Managerial Performance

It should be clear from the preceding section that successful man­agerial performance rests on three basic elements - leadership, motiva­tion and communication.

Leadership. The leadership style a manager adopts depends as much on personal goals and needs as on those of the subordinates in­volved. The general work environment also influences that style. While three basic styles can be isolated (i.e. autocratic, democratic and lais­sez-faire), effective managerial performance generally reflects a mix - choosing the right approach for each situation.

Motivation. The modern concept of motivation refers to the process of creating a work environment that will stimulate employees to per­form at superior levels. On the manager's part, it means presenting a clear picture of what is expected of employees, providing them with necessary guidance, and giving them the feeling that their work is im­portant and contributes to end results. Basically, managers must make employees feel that they are valued in the total effort. For employees, performing at superior levels generally reflects the satisfaction of vari­ous personal needs - social, psychological, self-fulfillment, etc.

Communication. In order for leadership and motivation to be effec­tive, the manager must be able to communicate well with subordinates, and encourage feedback from them. A lack of effective communication leads to artificial barriers where there is little understanding between managers and subordinates, and where operational results are based on abuses of authority* rather than strong leadership and motivation. In the latter case, operational results are generally less fruitful than they might otherwise have been.

* an on-going function - постоянная функция

* abuses of authority - злоупотребление властью

Ex.2. Say what you have learned about:

1. different managerial functions and their concerns;

2. basic elements of successful man­agerial performance;

3. different styles of leadership;

4. the modern concept of motivation;

5. the role of communication.

Ex.3. Think and answer.

1. Why does effective managerial performance reflect a mix of different leadership styles?

2. What kind of feedback should a manager get from his subordinates?

Ex.4. Supply the correct forms of the verb.

1. The marketing management (to decide) that the funds (to spend) better on a new product.

2. Products (to plan) to serve markets.

3. Marketing strategies (should, to develop) for markets.

4. The product (to be) a package of benefits the customer (to receive) when he (to buy).

5. Many decisions managers (to make) (to connect) with risk and (to require) that they (to consider) possible future events.

6. How the cultural environment (to influence) the marketing strategies?

The activities of the Wimpy company, one of the success stories in the United States, (to meet) with different response in Europe. Wimpy (to be) highly profitable in the United Kingdom, but (to fail) in France. McDonald's (to achieve) only moderate success in the French market. On the other hand, Kentucky Fried Chicken (to flourish) in France, Germany and the U:K.

What (to explain) these differences? Geographic, demo­graphic and economic factors (to be) partly responsible, but they (to be) by no means the total explanation. The different business success of these companies in Europe (to depend) on the special characteristics of the respective consumer markets— ways of living, habits and values, in other words, cultural factors.

Notes:

1. moderate — умеренный

2. to flourish — npouветать

Ex.5. Supply the prepositions where necessary.

1. Marketing has been defined ... different ways ... different writers.

2. Marketing is generally defined as a process ... which people obtain what they need... exchanging products... others.

3. The decision aimed... winning a market share must be based... evaluation ... market opportunities and other relevant infor­mation.

4. As sales go ... decline, the product is subject ... continuous price pressure.

5. Management was faced ... a problem ... making innovations ... the technological process.

6. The company's increase ... profits was due ... large-scale sales support developed... management.

7. A thorough knowledge ... computer technology and the intro­duction ... the computer ... the regular activities ... a company are a must... marketing managers.

Unit 2.