9. Пользуясь содержанием текста, перечислите все роли, которые должен выполнять любой руководитель.

10. Соотнесите начало и окончание предложения так, чтобы смысл высказывания не был нарушен.

	The manager must depend to a greater or lesser extent	a)	an assistant manager, or junior manager.
	The supervisor is known as	b)	has to keep contact with other supervisors of other departments.
	Like the manager, the supervisor	c)	so that the manager has a better idea of the difficulties which any individual may feel or anticipate.
	The manager must discuss with the supervisors	d)	on one or more of the staff to take supervisory role.
	The supervisor has the opportunity to question or comment	e)	what is required for a particular day or week.

Тексты для самостоятельной работы

TEXT 1

CONFLICT

Conflict in a work environment is inevitable Conflict is a disagreement between two or more organization members or groups which arises from the fact that they must share scarce resources or work activities, or they may have different status, goals, values or perceptions. Conflict is neither positive nor negative.

If conflict is managed correctly, it can be helpful in meeting the organization’s goals. If it is not managed correctly, it is destructive. In order to handle conflict, a manager needs to understand why conflict occurs.

Knowing the potential sources of conflict is important to a manager, but developing strategies for dealing with conflict is essential to the organizational climate. In order to manage conflict, the manager must play the role of analyst to determine the following factors:

1. The type of conflict - between individuals, between individuals and groups or between work groups.

2. The source of conflict.

3. The level of conflict - how heated the situation is.

When these factors have been determined, the manager’s challenge is to select the appropriate strategy: to reduce the level of conflict or resolve the conflict.

RESOLVING CONFLICT

There are a number of approaches a manager can take to resolve conflict. Initiating compromise

With this approach each party is required to give up something and find middle ground. The problem with this approach is that conflict may re-occur because its root cause has not been removed.

Initiating integrative problem solving

In this strategy the manager is focusing on mutual problem solving by the parties involved. The conflicting parties are brought together to discuss the issues, to work toward a consensus all on the best solution to a problem.

Another approach is for a confrontation session. In this process the conflicting parties verbalize their positions and areas of disagreement. This is a more heavily stress-relating setting. The outcome hoped for is to find a reason for the conflict and resolve it. Regardless of the strategy a manager selects in working with conflict it will require skill and careful monitoring of the environment.

TEXT 2

INTERNATIONAL MANAGEMENT

Many companies do business with and have their own operations in foreign countries. Many of them are classified as multinational corporations, i.e. companies with operating facilities, not just sales offices, in foreign countries. The term “multinational” is used for a company which has subsidiaries or sales facilities throughout the world. Another expression for this type of business enterprise is “global corporation”. Such companies control vast sums of money and they operate in countries with widely differing political and economic systems. The managers of those businesses have become engaged in international management. If they are to work abroad they need sincere interest in and respect for the host’s country’s people, traditions, history and culture. They must have expertise in the host’s country language, business customs, economy, and commercial laws. And above all, they must be patient and flexible. The international manager working in a host country can be a native of that country, a native of the parent company’s country, or a native of a third country. International managers perform the same functions – planning, organizing, staffing, directing and controlling. A manager whose company is engaged in international financial activities or establishing a manufacturing plant needs to monitor currency convertibility and stability, inflation rates or to analyze political stability of the area, the government’s attitude toward foreign businesses, social unrest, and foreign policy. Another environmental concern of the international manager is the uniqueness of each international environment. A leadership style that works in one environment may not be entirely applicable in another. As an example, if the country has its values or norms focused on a respect for authority, the participative style will not be as effective as it would in a country that values a democratic approach to leadership.

The manager must also monitor the total environment where opportunities and threats can arise at any place in the world. It is necessary, therefore, to be alert to global developments no matter where they occur.

TEXT 3

INTERNATIONAL MANAGER

It is imperative that that an international manager understands the cultures of countries in which he operates. Culture is the distinctive way of life of a group of people, their complete design for living which involves knowledge, beliefs, acts, morals and customs. International must recognize the influence of culture and modify their own personal behavior and managerial approaches. A few of the differences employees have around the world revolve around the attitudes about the company loyalty, the roles of different social groups, the value for work in their lives, and the value of time. In Japan, for example, company loyalty is strong among Japanese nationals. The normal mode of operation for Japanese managers is to be subtle, to suggest. Though they generally do not give orders, they have found that in America they must.

An international manager may be presented with a number of communication dilemmas. Not only words, but body language differs from one ethnic or cultural group to am\other. For example, it is considered an insult by Arabs to cross your feet or legs or to show the bottoms of your shoes to them. The parent company may wish to transact business in English and dollars, but it will have to adjust to Japanese, Korean, German and other languages and currencies.

Relying on translators can be tricky. Certain words do not have direct translations or will come out with an imprecise meaning. Host country managers need a working knowledge of the language of their workforces.

International management becomes the focus of many educational programmes because the international manager needs in-depth understanding of a foreign country – its people, customs, laws, history, and language.

TEXT 4

MANAGEMENT STYLE

To have things done, it is necessary to have a system. When something or someone comes in one door and goes out another, the process is handled in a prescribed way. But there are organizations with documented systems and no pattern of success. The key to management style is the relations of the senior executives to the people they are supervising. When they are able to create in those people the need to accomplish plus the feeling of appreciation and to provide them with the proper tools and instructions, the operation will be a success. The management style that pays off is one that is people oriented and, at the same time, knows how to use technical applications. People really are the most important of all components. A manager’s style is the reflection of what he believes.

MANAGER

A manager is one who causes to be implemented what an executive has directed. Managers take people, budgets, time, and work all of them with and against each other in order to accomplish specific jobs. Many people with executive titles are managers. There is a feeling that people are born either executives or managers and it is possible to tell which they are by the time they are 3 years old. This does not mean they will ever get that title on the door at the proper age.

EXECUTIVES

Executives are the people who create the decisions and the situations that are to be carried out by managers. The successful executive is able to comprehend details and deal with it to the extent necessary to understand the situation and not be overwhelmed by it. Executives make decisions which are based on fact, experience, and intuition. The difference between a successful and unsuccessful executive lies in the ability to communicate. Very few executives can make a good speech.

CEO

Chief Executive Officer. The person legally designated by the board of directors to act on its behalf. The CEO may delegate authority but always keeps the responsibility.

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