1. Why is it difficult to define decision-making talent?

2. Do you possess any of the personality factors mentioned in the text? Can you develop some of them?

3. What personality factors can be useful in your future job?

Ex.4. a) Read the text. Insert the words from the ones given below.

What is a Manager?

A number of different terms are used for manager, … director, administrator and president. The term «manager» is used more frequently in … organizations, while the others are used more widely in government and … orga­nizations such as universities, hospitals and social work agencies.What, then, is a manager?

When used collectively the term management … those people who are responsible for making and carrying out de­cisions within the system.

An individual manager is a person who directly … people in an organization.

Some basic characteristics seem to …to managers in all types of organizations; they include hard work on a variety of acti­vities, preference for active tasks, direct personal relationships.

Almost everything a manager does … decisions. The … for making a decision is that a problem exists. In decision-making there is always some … and risk.

( involves, uncertainty, apply, non-profit, supervises, including, reason, refers to, profit-making)

b) Say what you have learned about:

1. different words which mean “manager”;

2. the meaning of the words “management” and ”manager”;

3. characteristic features common to all managers.

Lesson 4

Unit 1

Subject for study: The Japanese Decision-Making Style. Working on the text.

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

The Japanese Decision-Making Style. Part 1.

One of the finest and most successful cases for group participative decision making is the Japanese example, which has become a role model for many companies and managers in the United States.

In the Japanese style, the manager must know how subordinates feel about a certain issue in order to maintain the harmony of the group. The manager sees his or her job as that of improving the ini­tiative of the members and creating an atmosphere in which members are continually encouraged and motivated to seek better solutions. Be­fore comparing it with the U.S. style, here is a brief summary of the fundamentals of the Japanese decision-making process:

•It emphasizes taking initiative from the bottom up.

•It makes the manager a facilitator of decision making, not a judge who is handing down decisions.

•It uses the manager's experience in decision making.

•It pays close attention to the personal welfare of the employees.

An employee who has an idea or a problem prepares an outline called the ringisho. The outline is distributed to various supervisors in succession. The objective is to reach a consensus by coordinating the activities of each area that is affected by the problem or idea.

After considerable discussion, a decision is reached and a commit­ment made by all parties. The manager's status is recognized, but he or she is not burdened with decision making in the Western sense. Each manager assumes that it is his duty to shape decisions by en­couraging subordinates to develop the proposal until it has merit and is worthy of being referred to the next manager in the hierarchy. The superiors do not alter the ringisho, but they do assist the originator in improving or altering it, so that a consensus can be reached. The originator also checks the ringisho carefully to make sure nothing in it would offend the superior, thus avoiding conflict.

The decision is formulated after all have had their say (as opposed to the Western means, where superiors often make the decision and then try to sell it to the others). The Japanese not only feel that group decision making results in better decisions, but that it is their obligation to include the people who will be affected by the decision.

Obviously, not every decision can go through such a process. When faced with circumstances requiring a faster or more arbitrary decision, Japanese executives are capable of making it and facing any risks. But they do so with less fanfare. In fact, they might take great pains to explain to subordinates that they didn't like making a decision under such circumstances.

Ex.2. Say what you have learned about:

1. the fundamentals of the Japanese decision-making process;

2. the document which the manager should prepare;

3. the difference between the Western and Japanese means of formulating the decision;

4. what way faster decisions are sometimes made.

Ex.3. Think and answer.

1. Why do superiors not alter the outline of their subordinates?

2. Why is the Japanese manager not burdened with the decision-making?

Ex.4. Read the text.