Vocabulary

1. applying for a job – устройство на работу

2. job application – письмо заявление о приёме на работу

3. curriculum vitae - резюме

4. account – отчёт

5. past employment – трудовая биография

6. job-winning tips – советы для получения работы

7. one-sentence opening explanation – объяснение, открывающее письмо и состоящее из одного предложения

8. are worthy of their time – достойны того, чтобы уделили Вам время

9. to come in for a chat – прийти на беседу

10. there are no jobs available – нет работы

11. at the bottom –зд. внизу

12. advertisement for a position – реклама на должность

13. enclosed – вложено

14. retirement age –пенсионный возраст

15. a new challenge – новые свершения

16. at short notice – без предварительного предупреждения, без времени на подготовку

17. health record – медицинская справка

18. marital status – семейное положение

19. employers - работодатель

20. list - перечислить

21. extra information – дополнительная информация

22. referees – судья, специалист по трудовым спорам;

23. available on request – всегда доступен

24. you don't care – зд. вы не внимательны, не серьёзны

25. childminder (do -ing) – сиделка (сидеть с ребёнком)

26. reference – упоминание, рекомендация, напоминание

27. flexible - гибкий

28. suitability for the job – подходящая кандидатура на работу

29. doming –внешний вид

30. distort –искажать

31. capacity – способность

32. quote – ссылаться, цитировать

33. the extent of your contribution – степень Вашего вклада

34. salary – жалованье, оклад

35. employee – служащий, наёмный работник

36. to settle a conflict – решить проблему

37. hypothetical situation – гипотетическая (основанная на гипотезе) ситуация

38. entail – влечь за собой, вызывать

39. be in store for – приготовлено для

40. staff members – член штата

41. mere – простой

42. get the better of smb. – взять верх над кем-л.

43. to be alert – быть бдительным, настороженным

44. to convey the emotions – выражать эмоции

45. work wonders – творить чудеса

19. Management

All organizations, whether small or large, have to be managed¹. Management means the planning, controlling, directing and coordinating of various ideas, activities and programmes in order to achieve a stated objective². This means that there is a need for people with special abilities and skills.

The main responsibility of the senior managers³ of any business is decision-making⁴. These decisions are connected with planning, organizing, directing and controlling the work to be done.

Planning has to be undertaken at all levels of management. An organization without proper plans is like a ship without a rudder⁵.

Managers have to decide what to produce, how it should be produced, and for whom. This is at the centre of the planning process. The operation also involves:

1. estimating what resources will be needed,

2. considering what problems are likely to arise,

3. deciding how these can best be overcome.

Plans may be long-term or short-term⁶, depending upon the time period they are designed to cover. How long a period the «long-term» plans should cover depends very much on the type of business organization concerned and the nature of its objectives. In some (such as small retail shops⁷), it may be as little as a year or even less; in others (such as oil exploration enterprises) it may be as long as twenty or thirty years.

Long-term plans are mainly concerned with the main broad objectives which a business or a department hopes ultimately⁸ to achieve. These plans take the form of either strategic or tactical plans.

Strategic plans are concerned with what objectives an organization should try to achieve. They are primarily the responsibility of top management.

Tactical plans deal with how they should be achieved. They are prepared in much more detail and are usually the responsibility of senior management.

Short-term plans are concerned with the specific activities necessary to achieve the long-term aims. They are usually «operational» plans prepared by departmental managers and senior supervisors. They set out in detail, for each department, the working plans for the immediate future⁹.

The ultimate¹⁰ responsibility of management is to direct. This means making decisions and issuing the necessary commands¹¹ through the management structure.

If the directions issued by management are to be effective, there must be a proper communication system within the organization since, obviously, the orders must reach those who are to carry them out. It is equally important that there should be an effective «reporting back» system - communication is a two-way issue¹².

Decision-making is a characteristic of management at all levels. The more important the matter is, the higher up the management ladder¹³ the decision is made. In large organizations - particularly in the public sector - it is often difficult to identify exactly where decisions are made. The point at which they are apparently made is often different from the point at which they are actually made.

Organization and personnel charts¹⁴.

A business is usually divided into a number of departments, each being responsible for a specific range of work (such as production, finance, personnel, marketing). The structure of the departments and sub-departments can be shown in an organization chart. This shows the departments how they are related to each other, and the lines of communication between them.

Organization charts differ from personnel charts. These show the posts held by individuals, their job titles and, sometimes, the span of control¹⁵. The charts, therefore, indicate how responsibilities are divided between different individuals, and who is responsible to whom.

Despite their advantages, the charts have three serious limitations. The amount of work involved in running a large business is usually too much for the senior managers to cope with entirely on their own¹⁶. This means that responsibilities, authority and duties have to be passed «down the line» to others - i.e. to middle management and first-line management. This is known as delegation¹⁷. One of the arts of management is to know to whom particular tasks can be delegated - and to whom they should not. Proper delegation means the spreading of the workload¹⁸. It also means that particular tasks can be delegated to those who have special experience or qualifications to deal with them. However, there is always the risk that the person a task is delegated to will prove to be incompetent. There is also the risk that unless there is proper «reporting back», the senior manager will not know what is going on.

Plans are pointless¹⁹ unless there is a periodic check - a control - on what is being achieved. Whereas²⁰ planning is concerned with the future, control is concerned with the (immediate) past. Problems can arise at any point during the implementation of a plan²¹. Furthermore, unless a specific check is made on them, they can go unnoticed for so long that they become impossible to remedy²². The controls should therefore be carefully planned so that they spotlight²³ the problems which are likely to arise. Also, they should take place regularly.

There are several different types of control. Some can be measured in specific «quantity» terms. With these, an actual figure proposed in the plan (often known as the budgeted or standard figure) can be compared with the figure actually achieved. For example, the planned quantity of raw material expected to be used, together with its anticipated cost²⁴, can be compared with the actual quantity used and the actual cost. Similarly, the «standard» (i.e. anticipated) wage rates and the time a job is expected to take can be compared with the actual.