Part 2. Decision Making

Managers constantly make decisions that affect the work of others. Day-to-day situations involving managerial decisions include employee morale, the allocation of effort, the materials used on the job, and the coordination of schedules and work areas. When solutions are accepted to everyone in the group, not just majority, decisions are made by consensus. Every member accepts the solution, even though some members may not be convinces that it is the best solution. The manager must recognize problems, make a decision, initiate an action, and evaluate the results. In order to make decisions that are consistent with the overall goals of the organization, managers and supervisors use guidelines set by top management. Thus, it is difficult for managers and supervisors to make good decisions without good planning.

An objective becomes a criterion by which decisions are made. A decision is a solution chosen from among alternatives. Decisions must be made when the manager is faced with a problem. Decision-making is the process of selecting an alternative course of action that will solve a problem. The first decision is whether or not to take corrective action. A simple solution might be to change the objective. Yet, the job of the manager is to achieve objectives. Thus, managers will attempt to solve most problems.

A problem exists whenever there is a difference between what actually happens and what the manager wants to have happen. Some of the problems faced by the manager may occur frequently. The solutions to these problems may be systematized by establishing policies that will provide a ready solution to them.

Exceptions to established routines or policies become the more difficult decisions that managers must make. When no previous policy exists, the manager must invent a solution. Sometimes managers rely on intuition, the process by which people subconsciously draw on prior experience. Problem solving (see “Texts for Supplementary Reading”) is the process of taking corrective action in order to meet objectives.

Thus, a manager has the responsibility for selecting the right goal and the appropriate means for achieving that goal. A manager needs to be able to select the right decision from among all alternatives, to solve problems if they occur and then to select the right method from many methods for implementing that decision.

Exercise 15. Comprehension. Say if the statements are true or false. Correct the false variant:

1. Objectives reflect the flow of inputs for individuals, groups and organizations.

2. MBO begins when the manager explains the goals for the department in a meeting.

3. Modification of the individual's objectives is made through authoritarian decision of top managers.

4. The manager and the subordinate meet after the objective has been achieved.

5. Sometimes the time it takes to achieve objectives may be unrealistic.

6. Managers constantly make decisions that affect the work of others.

7. It is difficult for managers to make good decisions with plans set by top management.

8. When the manager is faced with a problem, decisions must be made.

9. A problem never occurs if there is a difference between what actually happens and what the manager wants to have happen.

Exercise16. Match the terms and their definitions.

1. intuition 2. action plan 3. problem 4. consensus 5. decision making 6. problem solving 7. decision

a) the process of selecting an alternative course of action that will solve a problem b) difference between desire and what happens c) a solution chosen from among alternatives d) the process by which people subconsciously draw on prior experience e) general agreement by all members in the group on the decision f) stating specifically what will be done to achieve the objective g) the process of taking corrective action in order to meet objectives

Exercise 17. Say what you’ve learned from the text about

a) objective setting;

b) decision-making;

c) problem solving.

Exercise 18. Discussion.

The average American watches television for six hours a day. This is a clear example of the fact that unless you consciously and intentionally control your attention, someone will control it for you.

To the extent that you focus attention on objectives deliberately set, you will be able to manage your own mind.

• Write meaningful objectives to manage your time. The following formula may be useful when writing an objective:

OBJECTIVE: To + action verb + single key result + target date.

OBJECTIVE: To mail a newsletter to all members by the 15^th of each month.

• In that self-management, will you increase your freedom and independence?

Exercise 19. Supplementary reading for further discussion.

Сonflict in a work environment is inevitable. Whenever people must work together, there will be degrees of conflict. Why? Because people will not always be in perfect agreement on all issues, goals or perceptions.

There are a number of approaches a manager can take to resolve conflict in a work environment.

With the approach of initiating compromise each party is required to give up something and find middle ground. In using this strategy the manager and parties involved realize that there is not a win-lose outcome*. The problem with this approach is that conflict may re-occur because its root cause has not been removed.

In the strategy of initiating integrative problem solving the manager is focusing on mutual problem solving by the parties involved. The conflicting groups or individuals are brought together with the idea of discussing the issues. At times the group may work toward a consensus, seeking agreement by all on the best solution to a problem.

Another approach is for a confrontation session. In this process the conflicting parties verbalize their positions and areas of disagreement. Unlike consensus seeking, this is a more heavily stress-related setting*. The outcome hoped for is to find a reason for the conflict and resolve it.

Regardless of the strategy a manager selects in working with conflict, it will require skill and careful monitoring of the environment, so that the manager can channel conflict situations in constructive directions.

Notes

*parties involved realize that there is not a win-lose outcome	стороны, вовлеченные в конфликт, осознают, что в итоге не может быть победителя и побежденных
*Unlike consensus seeking, this is a more heavily stress-related setting	В отличие от ситуации поиска взаимного согласия, такой способ разрешения конфликта создает более стрессовую обстановку

Exercise 20. Think and answer.

• Why do you think conflicts occur often?

• What strategy of resolving conflict seems most preferable / most disturbing to you? Why?

• Is it always easy to remove the root cause of the conflict?

• How do you handle conflicts?

• Can you always channel them into a productive direction? Why (not)?

Exercise 21. Do the questionnaire.

A. Answer this questionnaire as a simulation exercise: the aim of your company is total quality – the best possible quality for every product, service, action, communication, department and level. What do you do in these situations and why?

1. Your latest sales brochure contains a spelling mistake. Do you:

a. hope nobody notices?

b. have it reprinted?

c. correct the mistake by hand?

d. sack the person responsible?

2. One of your factories has consistently more faulty products than the others. Do you:

a. close it down?

b. invest heavily in more machinery?

c. appoint a new quality manager?

d. consult the trade unions about the problem?

3. Customers complain that your switchboard operator is always rude. Do you:

a. send her on a training course?

b. replace her with an automatic switchboard with music?

c. do nothing, because he acts as a filter for unimportant calls?

d. hire someone else to do the job?

4. The budget for washing your fleet of vans has gone up again. Do you:

a. decide it is worth it because of good image it gives of the company?

b. stop washing your vans?

c. get the drivers to wash them themselves?

d. repaint the vans a colour which does not show the dirt?

5. Your workers are demanding company help for sports activities. Do you choose:

a. football, to develop team spirit in the firm?

b. judo, to develop a competitive spirit in the firm?

c. jogging, because it won’t cost much?

d. cycling, because nearly everyone will be able to join in?

6. To improve worker involvement do you:

a. install ‘ideas boxes’ in which employees can insert their ideas written on pieces of paper?

b. set up ‘quality circles’ (groups of workers and management who meet to discuss ways of improving production and quality)?

c. change working methods so employees participate in the complete production process?

d. inform workers of all important decisions in a weekly newsletter?

B. Sum up your answers and discuss different ways of handling similar situations.

UNIT VI. MANAGERIAL ROLES AND SKILLS

Exercise 1. Study the vocabulary list.

permeate v upmost a shield v peer n figurehead n liaison n unsolicited information expose v handle v disturbance handler allocator n monitor v foreman n clerical a negotiator n spokesperson n disseminator of information devouring a

проходить; проникать, распространяться преобладающий, самый высший защищать, прикрывать ровня, равный номинальный глава; человек, имеющий высокий ранг, но не наделенный реальной властью; «свадебный генерал» связь; взаимодействие, деловые контакты неофициальная информация, полученная из неофициальных источников подвергать действию, выставлять напоказ; подвергать (риску); раскрывать секреты, разоблачать управлять, регулировать; обращаться с ч-л зд.: человек, устраняющий сбои в работе коллектива человек, ответственный за распределение средств наставлять, советовать, контролировать мастер; бригадир; прораб канцелярский, конторский лицо, ведущее переговоры, посредник представитель, делегат распространитель информации поглощающий ( о чувстве)

Exercise 2. Learn to pronounce the words.

ceremonial figurehead disturbance сhamber superiors

peer routinely liaison coupled permeate

entrepreneur advantageously pursuit сommerce visualize

Exercise 3. Read and translate into Russian without using the vocabulary list.

1. As a manager attempts to perform the management job, he or she must “wear different hats” in interactions with various members of the organization. These role requirements are influenced by a manager’s formal job description and also arise from the values and expectations of the manager’s superiors, subordinates and peers.

2. To carry out the major functions of planning, organizing, leading and controlling, the manager must fill various roles.

3. The top level manager uses the liaison role to gain favors and information, while the supervisor uses it to maintain the routine flow of work.

4. In planning and organizing the manager needs to perform the resource allocator role successfully with money, facilities and equipment.

5. Such attitudes as being honest about responsibility for something going wrong and taking a share of it will help managers earn the respect of peers and subordinates.

6. In order to carry out their jobs, managers are required to be able to perform different roles. The ability to perform the multiple role demands makes the difference between a successful manager and an unsuccessful one.

7. Any manager who fails to wear any of the many hats of the job is going to face problems affecting the performance of his team.

8. One important difference between managers and other functional positions in the company lies in the fact that decisions made by the manager will affect more people either in a positive or negative way.

9. The top level manager makes the decisions about the organization as a whole, while the supervisor makes decisions about his or her particular work unit.

10. Most managers earn respect usually by a transparent, devouring devotion to getting the job done.

11. The manager is responsible for what employees do or fail to do, as well as for the resources under their control.

12. The manager is faced with different types of problems – the attitudes of people, work environment, allocation of resources.

Exercise 4. Read and translate text A.