Приложения Приложение 1: Тексты для дополнительного чтения содержание:
TEXT 1: MANAGEMENT: AN OVERVIEW……………………………………………..…147
TEXT 2: THE CONCERT OF STRATEGIC MANAGEMENT…………………………..….148
TEXT 3: MANAGERIAL KNOWLEDGE, SKILLS AND PERFORMANCE…………..…..149
TEXT 4: MANAGERAL JOB TYPES………………………………………………………...150
TEXT 5: DEFINING OPERATIONS MANAGEMENT……………………………………...151
TEXT 6: STRATEGIC HUMAN RESOURCE MANAGEMENT…………………….…..….152
TEXT 7: HOW LEADERS INFLUENCE OTHERS……………………………………...…...153
TEXT 8: CONTROL AS A MANAGEMENT PROCESS………………………………...…..154
TEXT 9: THE NATURE OF MANAGERIAL COMMUNICATION …………………..……155
TEXT 10: THE NATURE OF INTERNATIONAL MANAGEMENT…………………...…...156
THE FIRST MODERN ECONOMISTS
TEXT 11: THE MERCANTILISTS……………………………………………………...…….158
TEXT 12: THE PHYSIOCRATS…………………………………………………………..…..158
TEXT 13: ADAM SMITH AND THE WEALTH OF NATIONS………………………..…...158
TEXT 14: DAVID RICARDO (1772-1823)…………………………………………..……….159
TEXT 15: ALFRED MARSHALL (1842-1924)……………………………...…………...…..160
TEXT 16: JOHN MAYNARD KEYNES (1883-1946)…………………………………..……160
TEXT 17: THOMAS ROBERT MAFTHUS (1766-1834)……………………………..……...161
TEXT 18: IRVING FISHER (1867-1947)………………………………..……………………162
TEXT 19: KARL MARX (1818-1883)………………………………………..……………….162
TEXT 20: A BRIEF HISTORY OF STATISTICS…………………………………...…158
TEXT 21: TYPES OF BUSINESSES IN THE U.K…………………………………….158
TEXT 22: ENGLISH BANKS…………………………………………………………..159
TEXT 23: FOREIGN TRADE OF THE U.K…………………….…………………….160
TEXT 24 FORMS OF ACCOUNTING…………………………………………………160
TEXT 25: HOW THE MARKETS WORK……………………………………………..161
TEXT 26: GROSS DOMESTIC PRODUCT……………………………………………161
TEXT 27: FORMS OF BUSINESSES IN THE U.S.A…………………………….……162
TEXT 28: FEDERAL RESERVE SYSTEM OF THE U.S.A………………….………..162
TEXT 29: TWO TALES OF TRADE………………………………………………….163
TEXT 30: A LITTLE LEARNING…………………………………………………….164
TEXT 31: PLAY IT AGAIN, SAMUELSON…………………………………………165
TEXT 32: CAR CRASH AHEAD……………………………………………………..166
TEXT 33: FUN FOR THE MASSES……………………………………………….….167
TEXT 34: STRANDED ON THE FARM?...................................................................169
TEXT 35: EASTERN PROMISE………………………………………….…………...170
TEXT 36: THE LAW OF THE MARKET…………………………………………….171
TEXT 37: A NEW START FOR EUROPE?..................................................................172
Text 1: management: an overview
What is management?
Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading, and controlling. This definition recognizes that management is an ongoing activity, entails reaching important goals, and involves knowing how to perform the major functions of management.
The functions of management
Management functions
Planning. Planning is the management function that involves setting goals and deciding how best to acieve them. This function also includes considering what must be done to encourage necessary levels of change and innovation.
Organizing. Organizing is the management function that focuses on allocating and arranging human and non-human resources so that plans can be carried out successfully. It is through the organizing function that managers determine which tasks are to be done, how tasks can best be combined into specific jobs, and how jobs can be grouped into various units that make up the structure of the organization. Staffing jobs with individuals who can successfully carry out plans is also heart of the organizing function.
Leading. Leading is the management function that involves influencing other to engage in the work behaviors necessary to reach organizational goals. Leading includes communicating with other, helping to outline a vision of what can be accomplished, providing direction, and motivating organization members to put forth the substantial effort required.
Controlling. Controlling is the management function that is aimed at regulating organizational activities so that actual performance conforms to expected organizational standards and goals. To do the necessary regulating, managers need to monitor ongoing activities, compare the results with expected standards or progress toward goals, and take corrective action as needed.
The Management Process
Although the four major functions of management form the basis for the managerial process, several additional elements are considered key ingredients of this process as well. The additional elements were identified by management scholars Steven J. Carroll and Dennis J. Gillen, on the basis of their review of major studies on managerial work.
An extended model of the management process
As indicated in the model, the functions of management form the central part of the process. However, the model also show that work methods and managerial roles, as well as work agendas, feed into the management functions. A manager's working knowledge and key management skills also are important factors that contribute to high performance (achieving goals).
To understand how management can influence in an organization, we need to define the organization.
For most of us, organizations are an important part of our daily lives. By organization, we mean two or more persons engaged in a systematic effort to produce goods and services. We all deal with organizations when we attend classes, deposit money at the bank, buy clothing, and attend a movie. We are also influenced by organizations more indirectly through the products that we use.
It is useful to keep in mind that the management process applies not only to profit-making organizations but also to non-for-profit organizations. A non—for-profit organizations (sometimes called a nonprofit organization) is an organization whose main purposes center on issues other than making profits. Common examples of non-for-profit organizations are government organizations (e.g. the federal government), educational institutions, cultural institutions and many health-care facilities. Of course, environmental factors (such as the state of the economy and actions by competitors) also have a bearing on ultimate goal achievement.