- •A. Leadership roles
- •B. Leadership and Management Styles
- •C. Situational Leadership
- •5. Look at the words in bold in your text. Can you guess and explain the meaning of these words?
- •Pair work. Read text a or b. Decide on the best title for your text. Underline the key sentences, which can help you to summarise the text.
- •Summarise your text to your partner. Then discuss together:
- •Look at the words in bold. Could you guess their meaning? Why?
- •What Employees Need From Leaders
- •Overall discussion.
- •Skim the text to find the general idea how cultural diversity is defined, measured and how it affects management.
- •2. Which of the statements are true about the article? Correct the false ones.
- •6. Complete the sentences .
- •7 . Match the words to make word partnerships. Explain their meaning.
- •8. Talk about how to make the most of cultural diversity within an organization
- •Divide the text into logical parts and find appropriate headings for them.
- •2. Which of the statements are true about the article? Correct the false ones.
- •3. Do you agree or disagree with the following statements :
- •4. Match words and phrases from the two columns to make typical collocations.
- •5. Choose the best collocation/ expression from Ex.3 to complete the sentences
- •6. Match the words to make word partnerships. Explain their meaning.
- •7. Discuss the role of organizational culture in the company operation
- •2. Which of the statements are true about the article? Correct the false ones.
- •3. Think of word partnerships starting with global which match these definitions.
- •4. Choose the best word or phrase to complete the sentences
- •5. Complete the idioms in the sentences below.
- •6. Match the words to make word partnerships (from the article)
- •What should the management do to adapt the company culture to changes in the business world? Brainstorm the ideas.
- •Unit 3 Organizations and operations Text 1
- •Types of ngOs
- •Range of ngo Activities
- •Vocabulary tasks:
- •2. Complete the sentence
- •Vocabulary tasks
- •Speaking tasks
- •Eastman Kodak files for bankruptcy protection
- •Vocabulary tasks
- •Reading tasks
- •Speaking tasks
- •Unit discussion tasks
- •Jurassic business park
- •1. Make an outline of the text
- •The Growing Incongruence between Economic Reality and Political Reality
- •2. Find the sentences in the text and fill in the gaps
- •3. Think of the title to each passage from the text.
- •4. Do you thoroughly approve of all the aspects about strategy and business environment mentioned in the text?
- •Find topic sentences in each paragraph. Give grounds to your choice
- •2. Fill in the gaps with the words/word combinations instead of their definitions given in brackets
- •3. Read the article again and complete the following summary in your own words
- •4. Discussion
- •1. Make up a summary of the text
- •2. Fill in the gaps with the words/word combinations instead of their definitions given in brackets
- •3. Choose the right answer
- •4. Do you share all points of Jack Welch’s strategy?
- •1. Make an outline of the text
- •2. Fill in the gaps with the words/word combinations instead of their definitions
- •3. Arrange the sentences in the order they are given in the text
- •4. Make up a dialogue.
- •5. Is corporate strategy an essential part of a company’s success? Can you think of any kind of a company which can be run without corporate strategy successfully?
Unit 1 Leadership
Text 1
1. Work in 3 groups; each group reads text A, B or C.
2. In your group discuss the following:
- the topic of the text
- points covered
- facts vs attitude
- text genre (research paper, journal article, textbook)
- target audience
- the author’s position, attitude
3. Summarise the results of your discussion and report them to the class.
4. Now scan the other two texts quickly. Was everything mentioned in the summary?
A. Leadership roles
Leaders have three essential roles. They have to:
Define the task - they have to make it quite clear what the group is expected to do.
Achieve the task - that is why the group exists. Leaders ensure that the group's purpose is fulfilled. If it is not, the result is frustration, disharmony, criticism and, eventually perhaps, disintegration of the group.
Maintain effective relationships - between themselves and the members of the group, and between the people within the group. These relationships are effective if they contribute to achieving the task. They can be divided into those concerned with the team and its morale and sense of common purpose, and those concerned with individuals and how they are motivated.
J.Adair (1) suggested some time ago that these demands are best expressed as areas of need which leaders are there to satisfy. These are: (1) task needs - to get job done, (2) individual needs to harmonize the needs of the individual with these of the task and the group and (3) group needs - to build and maintain team spirit.
B. Leadership and Management Styles
Leaders and managers may adopt different approaches when dealing with their staff. The approach a leader or manager adopts is called his or her management style. The following are examples of contrasting styles:
Charismatic/non-charismatic. Charismatic leaders rely on their personality, their inspirational qualities and their 'aura'. They are visionary leaders who are achievement orientated, calculated risk takers and good communicators. Non-charismatic leaders rely mainly on their know-how (authority goes to the person who knows), their quiet confidence and their cool, analytical approach to dealing with problems.
Autocratic/democratic. Autocratic leaders impose their decisions, using their position to force people to do as they are told. Democratic leaders encourage people to participate and involve themselves in decision taking.
Enabler/Controller. Enablers inspire people with their vision of the future and empower them to accomplish team goals. Controllers manipulate people to obtain their compliance.
Transactional/transformational. Transactional leaders trade money, jobs and security for compliance. Transformational leaders motivate people to strive for higher-level goals.
C. Situational Leadership
The situation in which leaders and their teams function will influence the approaches that leaders adopt. There is no such thing as an ideal leadership style. It all depends. The factors affecting the degree to which a style is appropriate will be the type of orgaanization, the nature of the task, the characteristics of the group and, importantly, the personality of the leader.
A task-orientated approach (autocratic, controlling, transactional) may be best in emergency or crisis situations or when the leader has power, formal backing and a relatively well-structured task. In these circumstances the group is more ready to be directed and told what to do. In less well-structured or ambiguous situations, where results depend on the group working well together with a common sense of purpose, leaders who are more concerned with maintaining good relationships (democratic, enablers, transformational) are more likely to obtain good results.
However, commentators such as Charles Handy (2) are concerned that intelligent organizations have to be run by persuasion and consent. He suggests that the heroic leader of the past 'knew all, could do all and could solve every problem'. Now, the post-heroic leader who 'asks how every problem can be solved in a way that develops other people's capacity to handle it' has come to the fore.
From: Armstrong M., Stephens T. A Handbook of Management and Leadership: a Guide to Managing for Results. Bell&Bain, 2005. P.13-15.