Unit III. Managerial functions: organizing

Exercise 1. Study the vocabulary list.

framework n conceive v conform to v staff v empower v departmentalization n customer flow categorizing a part thereof accountable a credit v project manager n functional manager n engineering to make structures fit situations an intentional structure assign v supervisor n delegation of authority span n gear v promotion seeker n to relay to the “higher-ups”

основа, структура задумывать; представлять себе; формулировать подчиняться правилам укомплектовать персоналом уполномочивать подразделение на отделы поток покупателей распределение по категориям часть этого/того ответственный доверять руководитель проекта функциональный руководитель разработка, проектирование «подгонять» структуру под конкретные условия работы зд.: запрограммированная структура организации назначать, передавать руководитель младшего звена передача полномочий, ответственности интервал; короткое расстояние времени подчинять, приспосабливаться карьерист докладывать начальству

Exercise 2. Learn to pronounce the words.

explicitly assignment pharmaceutical technology incompetence	authority homogeneous rumor mechanistic coercive	accessories plumbing incentives bureaucratic legitimate
departmentalization	hierarchical	entrepreneurial

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

1. Project managers have authority over activities geared toward achieving organizational goals while functional managers have authority over promotion decisions and performance reviews.

2. People working together in groups to achieve some goals must have roles to play, much like the parts actors fill in a drama.

3. Organizing is that part of managing that involves establishing an intentional structure of roles for people to fill in an organization.

4. Designing an organization involves choosing an organizational structure that will enable the company to most effectively achieve its goals

5. This structure is intentional because it makes sure that all the tasks are assigned to people who can do them best.

6. The purpose of an organization structure is to help in creating an environment for human performance.

7. To design an effective organization structure is not an easy managerial task.

8. Many problems are involved in making structures fit situations, including both defining the kind of job that must be done and finding the people to do them.

9. Division of labor, or work specialization, is the degree to which tasks in an organization are divided into separate jobs.

10. The manager staffs the work unit, trains employees, secures resources, and empowers the work group into a productive team.

11. Placing capable people in each job is tied directly with productivity improvement.

12. In all types of organizations managerial efficiency depends on manager’s direct personal relationships, hard work on variety of activities and preference for active tasks.

13. Workflow analysis looks at how work moves from the customer or the demand source through the organization to the point at which the work leaves the organization as a product or service to meet customer demand.

14. Business process reengineering (BPR) is a fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in costs, quality, service, and speed.

Exercise 4. Read and translate text A.