12. Agree or disagree to the following. Correct wrong statements.

1. Management is an art and a profession.

2. Behavioral and judgmental skills cannot be quantified or categorized.

3. Management is a science because many books, articles and college courses are written.

4. Management is not a developing science.

5. Successful managers at all levels must employ more management as an art than as a science.

6. There are five criteria qualifying management as a profession and it meets all of them.

7. Industry codes of conduct and ethical codes of managers help business exercise self-control.

8. Effective management is very important to private enterprises only.

13. Arrange the following sentences according to the text.

1. In addition to being an art and a science, management is a profession.

2. Management is a science, in that it requires the use of lo­gic and analysis.

3. A manager can be described as an actor in an organizational setting.

4. As an art, management requires the use of behavioral and judgmental skills.

5. When dealing with people, managers approach management as an art; when dealing with material things, they approach it as a science.

6. Management encourages competent application of knowledge.

7. Management is now widely recognized as a profession.

8. Business exercises self-control through both industry codes of conduct and the ethical codes of managers.

9. Management encourages competent application of knowledge.

10. It must also accept social responsibility, exercise self-control, and receive community sanction.

14. Complete the schemes according to the text.

Management
As an Art	As a Science	As a Profession
uses		meets

15. Formulate the theme of each paragraph and make up a plan of the text.

16. Say what you have learnt about. Use ex. 14.

a. management as an art;

b. management as a science;

c. management as a profession.

1. Read and translate the text "Areas of Management."

Text B.

Areas of Management

Managers at different levels may work in various areas within an organization. In any given firm, there may be marketing, financial, operations, human resource, administrative, and other kinds of managers at all three levels.

Marketing managers are those whose primary duties are related to the marketing function – getting whatever the organization produces into the hands of consumers or clients. Key areas of concern are product development, promotion, and distribution. Given the importance of marketing for virtually all organizations, the development of managers in this area can be critical.

Financial managers deal primarily with an organization’s financial resources. Their areas of concern include accounting, cash management, and investments. In some business, such as banking, financial managers are found in especially large numbers.

Operations managers are primarily concerned with establishing the systems that create an organization’s products and services. Typical responsibilities include production control, inventory control, quality control, plant layout, and site selection.

Human resource managers are concerned with hiring, maintaining, and discharging employees. They are typically involved in human resource planning, employee recruitment and selection, training and development, designing compensation and benefit systems, formulating performance appraisal systems, and discharging low-performing and problem employees. Until the last several years, human resource managers were not considered to be particularly important in many organizations. Top managers now recognize their value, however, in part because of increased awareness of the contributions of human resources and in part because of the complex legal environment of human resource management. Consequently, although no large companies have CEOs (chief executive officer) from the ranks of human resource executives, these executives are now making great strides up the organizational ladder.

Administrative, or general, managers are not associated with any particular management specialty. Probably the best example of an administrative management position is that of a hospital or clinic administrator. Administrative managers tend to be generalists; they have some basic familiarity with all functional areas of management rather than specialized training in any area. They provide overall administrative leadership and coordinate the activities of specialized managers.

Other kinds of managers. Many organizations have specialized management positions in addition to those already described. Public relations managers, for example, deal with the public and media for firms to protect and enhance the image of the organization. Research and development (R&D) managers coordinate the activities of scientists and engineers working on scientific projects in organizations. Internal consultants are used to provide specialized expert advice to operating managers. The number, nature, and importance of these specialized managers vary tremendously from one organization to another. As contemporary organizations continue to grow in complexity and size, the number and importance of such managers are also likely to increase.