Vocabulary Notes:

1. rampant [`ræmpənt] – дуже поширений (про хвороби, пороки);

2. contagious [kən`teıGəs] – заразний; заразливий (сміх тощо);

3. gossip-ridden [`gOsıp `rıd^ən] – одержимий (захоплений) плітками (базіканням);

4. workplace [`wə:kpleıs] – місце роботи (підприємство, організація, фірма, філія, відділення і т.п., де працює та чи інша людина); робоче місце (обмежений простір у виробничому чи робочому приміщенні, кабінет, офісний відсік і т.д., призначений для виконання певної роботи співробітником);

5. settings [`setıŋz] – оточення; оточуюче середовище;

6. rationale [ֽræ∫ə`nα:l] / [ֽræ∫ə`næl] – основна причина; розумне пояснення; логічне міркування;

7. nefarious [nı`feəriəs] / [nı`feriəs] – злочинницький; нечестивий; нечестивий; нечесний; підлий;

8. to take on – братися (до); приймати виклик; мірятися силами;

9. to nip [nıp] – викорінювати; позбуватися (почуття); покласти край;

10. bud [bAd] – брунька; бутон;

11. to nip in the bud – припиняти, класти край;

12. negativity [ֽnegə`tıvəti] – заперечність; негативність;

13. fester [`festə] / [`fest^ər] – гноїтися, гнити, загнивати; мучити, ятрити, гризти; (поступово) отруювати організм (про хворобу, яд);

14. to weigh down [weı] – обтяжувати; гнітити, обтяжувати;

15. persistently [pə`sıstəntli] / [p<sup>ə</sup>r`sıstəntli] – перманентно; постійно; стійко;

16. morale [mə`rα:l] / [mə`ræl] – моральний стан; бойовий дух;

17. offense [ə`fen^ts] – злочин, правопорушення, проступок; посягання; образа; напад, наступ;

18. disciplinary action [`dısəplınəri `æk∫^ən] – дисциплінарний захід; стягнення;

19. coaching [`kəut∫ıŋ] / [`kout∫ıŋ] – кураторство, інструктування, наставництво (метод навчання без відриву від виробництва, де керівник на виробництві сам консультує підлеглого і допомагає йому засвоїти необхідні навички);

20. back stabbing [bæk `stæbıŋ] – удар (ножем) у спину; зрада;

21. strictly enforced [`strıktli ın`fO:st] – такий, що жорстко нав’язують;

22. to breach [bri:t∫] – порушувати (закон, угоду і т.ін.).

b) Think and answer.

1. Why is gossip rampant in some workplaces? Is it natural of people to spread / trust gossip?

2. Is rampant gossiping always a result of the lack of sufficient information? What else can provoke gossiping among team members?

3. Receiving sufficient information is one of the employees’ five most important needs from work. What do you think are the other four needs?

4. Why is gossip a characteristic of companies that fail to make their decision making transparent to employees?

5. Why is it important for a leader to take on hard topics when economic times are tough, and people are waiting for bad news?

6. Is it always necessary to nip gossip in the bud?

7. What are some possible consequences of non-interference policy in such a case?

8. Do you believe that negatively and persistently affecting employee morale is an offense that deserves disciplinary action?

9. When does coaching fail to change employees behavior? What are some possible reasons for that?

10. Can a strictly enforced policy, such as “a no gossip and no back stabbing policy” be effective for creating a productive environment for employees? Give you reasons.

Task 13. a) Match the terms in column A with their Ukrainian equivalents in column B.

A	B
to report to subordination accountable to superior officer immediate supervisor manager-subordinate relationships	підпорядкування; субординація; стосунки між керівниками та підлеглими; відповідальний; підзвітний; безпосередній керівник; бути у підпорядкуванні; вища посадова особа;

b) Think and answer.

1. Do different organizational structures suggest different manager-subordinate relationships? Explain your answer?

2. Do you think it is possible for an employee to report to more than one chief within an organizational structure?

3. Is an employee of an organization accountable to the chief of his / her immediate supervisor in work situations?

4. Does subordination always mean you cannot go over your immediate supervisor’s head in work relations with the superior officers?

Task 14. a) Use the words in the box to fill in the blanks in the text below.

staff	assigned	allocation	departments
senior	company	pyramidal	subor­dinates
report	positions	interaction	headquarters
mixture	hierarchy	Functional	multidivisional

Many organizations have a hierarchical or (1)_____ struc­ture, with one person or a group of people at the top, and an in­creasing number of people below at each successive level.

There is a clear line or chain of command running down the pyramid. All the people in the organization know who is their supervisor or boss (to whom they (2)_____), and who are their immediate (3)_____ (to whom they can give instructions).

Yet the activities of most companies are too complicated to be organized in a single (4)_____.

Shortly before the First World War, the French industrialist Henry Fayol organized his coal-mining business according to the functions to be carried out. (5)_____ organization has become the most common form for manufacturing companies as it enables optimal control and accountability. The company is divided up into (6)_____, called functions, including production, finance, marketing, sales, and personnel or staff department.

A (7)_____ manager (usually a director) is responsible for both the internal oversight of the function and ensuring its adequate coordination with the other functions in a business.

Functional organization is efficient, but there are two standard criticisms. Firstly, people are usually more con­cerned with the success of their department than the whole (8)_____. Secondly, separating functions is unlikely to encourage innovation.

Divisional structure or, as it is sometimes called, the (9)_____ company is associated with market expan­sion and product diversification. Under such an organization structure each division is self-contained and operates as a profit centre. Divisions can be grouped around products or markets or a combination of the two. The activities of various divisions are directed by central (10)_____ (HQ), which take a global view of corporate strategy. Other central activities might include R&D and purchasing, to benefit from economies of scale.

The dual existence of divisional profit centres and central units is a source of tension for many firms operating this structure, especially in the (11)_____ of costs by the central unit into the individual divisions.

The matrix structure is the most complex of the organizational forms. It is used in organizations where there is a great deal of (12)_____ between departments or where staff report to more than one manager.

In some large business organizations, work will be carried out along two avenues. Firstly, (13)_____ will work in their respective departments such as marketing, production or personnel. Secondly, staff from these departments will be (14)_____ to projects or task forces, which will draw staff from across the divisions. This means that a member of the marketing staff may have to report to the Marketing Director and the Project Manager at the same time.

The matrix structure does work well when staff understand their (15)_____ in the matrix. There are risks associated with such a situation when staff are confused about whom they should re­port first.

In reality a firm may display a (16)_____ of structures. For ex­ample, many divisionalized companies have functional specialisms within each division. In a functional organization we may find different departments organized along different lines.

b) Answer the questions.

1. Which organizational structure has one person or a group of people at the top, and an in­creasing number of people below at each successive level?

2. Under which organizational structure is there a clear line or chain of command running down the pyramid?

3. Why cannot the activities of most companies be organized in a single hierarchy?

4. What is the origin of the functional organizational structure?

5. Why has functional structure become the most common form for manufacturing companies?

6. What is a senior manager responsible for under functional organization?

7. What are the drawbacks of the functional organizational structure?

8. What organizational structure is typically associated with market expan­sion and product diversification?

9. How does each division operate in a multidivisional company?

10. What are the functions of central headquarters (HQ) under divisional structure?

11. What is a usual source of tension for many firms operating divisional structure?

12. The matrix structure is the most complex of the organizational forms, isn’t it?

13. What is the essence of the matrix organizational structure?

14. Where is the matrix structure used?

15. What are the risks of implementing the matrix organizational structure?

16. Can a company display different organizational structures? Explain your answer.

c) Translate into English.

1. Багато організацій мають ієрархічну або пірамідальну структуру, коли на чолі перебуває одна особа чи невелика група осіб. 2. За ієрархічної організаційної структури існує чіткий ланцюг інстанцій (підпорядкування). 3. У компаніях з пірамідальною організаційною структурою співробітники знають, хто є їхнім безпосереднім начальником, а також хто є підлеглим. 4. Діяльність більшості компаній занадто складна, щоб їхня організаційна структура залишалася ієрархічною. 5. Функціональна організаційна структура була вперше запроваджена на вугільних підприємствах Франції на початку 20 століття. 6. Лінійно-функціональна схема є найбільш придатною для промислових підприємств, оскільки забезпечує оптимальний контроль та підзвітність. 7. Старший менеджер несе відповідальність як за внутрішній нагляд (контроль) в межах функціонального підрозділу, так і адекватну координацію роботи з іншими відділами. 8. Лінійно-функціональну організаційну структуру зазвичай критикують за те, що працівники більше переймаються успіхом їхнього відділу, а не компанії в цілому. 9. Розмежування функціональних підрозділів не сприяє запровадженню інновацій. 10. Дивізійна організація зазвичай асоціюється із розширенням ринку та диверсифікацією продукції. 11. За функціональної структури кожний підрозділ є самодостатнім і діє як центр отримання прибутку. 12. Підрозділи компанії можуть об’єднуватися навколо продуктів або ринків, або їхнього поєднання. 13. Головне управління компанії спрямовує діяльність різних підрозділів. 14. Паралельне існування центрів прибутків у підрозділах та центральних органів керування є джерелом напруження у багатьох фірмах. 15. Матрична структура – одна з найскладніших організаційних форм. 16. За матричної структури між підрозділами налагоджено інтенсивну взаємодію, а в одного працівника може бути більше одного начальника. 17. Матрична структура не спрацьовує тоді, коли персонал не розуміє свого місця у матриці. 18. У матричній структурі працівники можуть бути спантеличені щодо того, якому начальнику підпорядковуватися в першу чергу. 19. У деяких організаціях співробітники працюють у відповідних відділах, персонал яких задіяний у спільних для всіх підрозділів проектах. 20. На практиці, компанії можуть реалізувати низку організаційних структур.

Task 15. Look at the following organigram and interprete it in the following terms:

1. to report to …;

2. to run a company;

3. to sit on the Board;

4. to report to the director;

5. to report to the manager;

6. to be the head of a company;

7. to be the head of a department;

8. to be in charge of a department;

9. to have direct authority over …;

10. to be at the top of an organization;

11. to be in overall control of a company;

12. to be an immediate supervisor of …;

13. to run a company on day-to-day basis;

14. to be in a line po­sition between … and …;

15. to be responsible for policy decisions and strategy;

16. to be in charge of the day-to­-day running a department;

17. to have real responsibility for the running of a business;

18. to be responsible for the internal oversight of a company;

19. to be the link between the Board and senior management;

20. to account to senior management for one’s area of work done;

21. to be responsible for strategic planning and for making decisions.

Task 16. Answer the questions.

1. How are employees’ responsibilities typically defined?

2. What does organization structure mean in the business context?

3. Why is organization structure very important? What does it provide?

4. What factors does the best organizational structure depend on?

5. Is a company usually run by the Board of Directors?

6. Can the Chairman of the Board be the head of any department? What about directors who sit on the Board?

7. In the most typical case, who has real responsibility for the running of a business?

8. What are the most common departments in a company?

9. Who does a manager report to?

10. What is the director responsible for?

11. What words are frequently used to denote people at the head of an organization?

12. How did organizational structures develop throughout the history?

13. What changes in the organizational structure happened over the last decade?

14. What is one newest organizational structure that developed in the 20^th century?

15. Can teams be both horizontal and vertical?

16. What functions do managers perform in network structures?

17. What form of boundaryless organization works in a network of external alliances, using the Internet?

18. Is it possible for a virtual company to operate globally and become a market leader in its niche?

Task 17. Say what you know about …

1. The essence of organizational structure and its impact on working efficiency.

2. “The best” organizational structure as it is perceived by various entities.

3. Persons in overall control of a typical organization and those who work under them.

4. Various organizational structures and their evolution.

5. Advantages and disadvantages of most common organizational structures: hierarchical; functional (divisional); matrix.

Task 18. Translate the following sayings. Choose one to comment on.

1. “Every company’s greatest assets are its customers, because without customers there is no company.” (Michael Leboeuf)

2. “Consultants have credibility because they are not dumb to work at your company.” (Scott Adams)

3. “Going to work for a large company is like getting on a train. Are you going sixty miles an hour or is the train going sixty miles an hour and you’re just sitting still?” (Jean Paul Getty)

4. “Every company has two organizational structures: the formal one is written on the charts; the other is the everyday relationship of the men and women in the organization.” (Harold S. Geneen)

5. “Most people in big companies are administered, not led. They are treated as personnel, not people.” (Robert Townsend)