- •А кадемия управления при Президенте Республики Беларусь
- •Система открытого образования
- •Business english Курс лекций
- •Is she talking? 8
- •1. Starting to trade 151
- •2. The marketing mix 166
- •The Future: will
- •I/you/he/she/it/we/they will go (I’ll. He’ll, they’ll go)
- •Past Simple Tense
- •Positive (regular verbs)
- •Present Perfect Tense
- •Question Have you done it yet? Where have you been?
- •Review of time expressions
- •Word study Putting Nouns Together
- •Summary
- •The president
- •For discussion
- •The future perfect
- •More about auxiliary verbs
- •Word study
- •Two More Ways to Put Nouns Together
- •Company structure
- •Application for a job
- •74 Dockside Manchester m15 7bj 8 March 2000
- •Utility chiefs top executive pay increases
- •Unit II
- •Types of companies
- •Text № 1
- •Types of companies
- •Investing in a limited company
- •Summary of modal verbs
- •Modals with more than one meaning
- •You mustn’t vs. You don’t have to
- •Other uses of “will” and “would”
- •Degrees of probability
- •Exercise 15. Which is the closest in meaning?
- •The passive with modals
- •The indirect passive
- •Share capital
- •Companies
- •Must have and might have
- •Present Past
- •Could have and should have
- •Present
- •Types of business units
- •Unit III starting a business
- •Participles
- •A real estate purchase
- •Another use for participles
- •Participles
- •The problem of cash flow
- •Exchange rates cause budgeting problems
- •The flow of funds
- •Read and give the summary of the newspaper articles.
- •1. Greenalls refocuses spending By Dominic Walsh
- •2. Mandelson wants uk "digital leader" By Raymond Snoddy, Media Editor
- •3. Paget departs from telspec By Chris Ayres
- •4. Tlg succumbs to 353 million pounds wassall bid By Paul Durman
- •5. Progress hope at pilkington By Paul Durman
- •Unit IV management
- •What is management?
- •1.1. Read and translate the text.
- •1.2. Put 5 questions to part 1 of the text the answers to which are marked by •
- •1.3.. Answer the following questions:
- •1.4. Try to remember 5 main duties of managers.
- •2.1.. Read the notes of the lecture about management. Write out new words. Translate the text.
- •2.2.. Discuss:
- •3.1. Read text ¹ 3. Complete the sentences, finding them in the text:
- •3.2. Discuss:
- •4.1. Read text ¹ 4 about managers’ skills. There are 9 of them mentioned. Make the list of them and discuss the following:
- •Gerunds
- •The infinitive Positive Infinitive Negative Infinitive
- •Conditionals First conditional
- •Second conditional
- •Third conditional
- •The conditional
- •Texts for reading Holding Meetings
- •1. Put a tick or a cross in the box after each statement to show whether you think it is correct or not:
- •London borough Spring Personnel. Legal pa £25,000
- •Relative clauses
- •Miss Johnson is a secretary I work with.*
- •More examples of relative clauses
- •Of which vs. Whose
- •Past participles used as adjectives
- •Relative clauses with prepositions
- •Relative clauses with deletions
- •Conjunctions and related phrases
- •Agreement of tenses
- •Reported speech: agreement of tenses
- •Direct Reported
- •Reported questions
- •Interrogative noun clauses Who’s That Man?
- •Didn’t he apologize for _______?
- •Do you know _______?
- •Text ¹ 2 Market Study
- •Questions about the story
- •For discussion
- •Texts for reading and discussion
- •1. Starting to trade
- •Marketing Defining marketing
- •2. The centrality of marketing
- •1D Comprehension
- •Product policy
- •1A Discussion
- •1A Reading
- •3. Products and brands
- •4. It pays to advertise
- •It pays to advertise
- •2. The marketing mix
- •The role of advertising
- •Does the fact that it pays to advertise seem obvious to you? Explain your answer.
- •Figure 1.1.: gross margin
- •Paragraph 3: aura
- •3. Users of both competitive brands and of our product.
- •Born in 1946, we offer 52 years of experience
- •Unit VI business communication
- •Higher management
- •Rules of Writing
- •Increase your vocabulary
- •Means of communication
- •4 Abilities
- •5 Experience
- •Increase your vocabulary
- •Writing
- •Text 6 designing a sales letter
- •Manufactures of Quality Office Equipment since 1940
- •The layout of a business letter
- •23 Nelson Square
- •Velkotex Ltd
- •Prefixes of negation
- •Indicative Subjunctive
- •Verbs used with the subjunctive
- •Indicative vs subjunctive
- •Indicative Subjunctive
- •Infinitives with “seem” and “appear”
- •By Russsell Hotten
- •Sources
- •Козлова Любовь Константиновна Business English
- •220007, Г. Минск, ул. Московская, 17.
2.1.. Read the notes of the lecture about management. Write out new words. Translate the text.
2.2.. Discuss:
Do people usually want to remain in junior positions?
What makes people work their way up the ladder? Better pay, job satisfaction or maybe something else?
Would you like to be involved in management? If you would, or you wouldn’t, explain, why.
Memorize the definition of management. Is it neat? Does it really mean what is says?
How does any manager influence management styles in any organization? Can you give any examples?
How do you understand the terms: behavioural aspect, systems management aspect? Explain them in simple words.
What are the three components of scientific management? Are they have to be learnt? Can a business benefit from a more scientific management?
What are the uses of science now called? Is technology essential? Give examples.
Text ¹ 3
Last time we started looking at the question of management and wondering what the term actually meant. Then we had a brief look at the concept of scientific management. You remember, we decided it was useful but not enough on its own. So today we’re going to look at another aspect – behavioural management. You may not really have come across this word “behavioural” before, though I’m sure you are familiar with the word “behaviour”. Behavioural simply means having to do with behaviour. And that is our starting point for today: we are going to start by realising that the activity of any organisation is human activity, designed to reach human goals. So we are really talking about human behaviour.
Any business concern does two things. First, it provides either goods or services that the customer needs. That is, it either makes things or does things for other people in exchange for money. Second, it provides people with work – and most of us have to work in order to make a living.
Work, much as we may sometimes wish we didn’t have to do it, or not quite so much of it, has in fact two advantages. First, it can give us satisfaction. We can be proud of what we are doing – like a craftsman making something beautiful, or a doctor or a nurse helping people who are ill or in pain. This is what I called job satisfaction, and without it I am sure work can become an awful burden. And on a more basic level, work earns us money, which we can use to buy the things we need in order to live, like food and somewhere to live, as well as all the luxuries we could probably do without but still like to have.
Behavioural management is based on a study of how people behave at work. It uses the findings of psychologists and sociologists, and so on. These make a study of individuals and groups to see what things influence the way they behave in different conditions. The results can then be used to design the best conditions in which people will perform – or behave – in the way that a manager wants them to in order to make a business more efficient and to achieve its goals. They have collected a lot of evidence and formulated a lot of theories to help the manager, and there is no doubt that properly understood and applied, this can be very useful.
But still we come back to the fact that people are individuals, all different from each other, and all – as we say – with minds of their own. So no matter what the manager knows about the way people behave in groups and so on, he has really to treat everyone on his staff as an individual in his own right. Of course, he can be helped in this by knowing how to encourage people to do things, how to stimulate them to behave in a certain way, and so on. A manager can himself be taught how to do this, but however unscientific this may sound, it is more likely that a good manager is born rather than trained. He has some natural ability to recognise what people are likely to do, what abilities they have, and things like that. Realising this, and then applying what he has learned about human behaviour, is what makes someone a good manager.
So behavioural management is management based on an assessment of an individual and the application of what is known about how people in general tend to behave. Like scientific management, it is undoubtedly useful, but not the complete answer.