Английский язык в сфере управления English for Management. учебное пособие. Меркулова Н.В

Министерство образования и науки РФ

Федеральное государственное бюджетное образовательное учреждение

высшего образования

«Воронежский государственный архитектурно-строительный университет»

Н.В. МЕРКУЛОВА

АНГЛИЙСКИЙ ЯЗЫК В СФЕРЕ УПРАВЛЕНИЯ

ENGLISH FOR MANAGEMENT

Учебное пособие

для студентов специальностей

«Управление персоналом» и «Менеджмент строительных организаций»

Воронеж 2016

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УДК 802.0:331(07)

ББК 81.2Англ-923:65.290-2

М523

Рецензенты:

кафедра иностранных языков и технологий перевода Воронежского государственного технического университета; С.В. Моташкова, д.ф.н., профессор кафедры французского языка и иностранных языков для неязыковых профилей Воронежского государственного педагогического университета

Меркулова, Н.В.

М523 Английский язык в сфере управления / English for Management:

учеб. пособие / Н.В. Меркулова; Воронежский ГАСУ - Воронеж, 2016. - 123 с.

Данное учебное пособие адресовано студентам 1-го и 2-го курсов специальностей «Управление персоналом» и «Менеджмент строительных организаций» и представляет собой подборку оригинальных английских текстов в изучаемой сфере.

Целью учебного издания является формирование коммуникативных навыков на базе чтения и перевода текстов на иностранном языке, а также в ходе освоения грамматики изучаемого языка.

В пособии предлагается обширный лексико-грамматический комплекс по каждому тематическому разделу в сочетании с заданиями коммуникативной направленности. Работа с данным пособием предусматривает выполнение ряда задач с применением современных интернет-технологий и методики проектов.

Рекомендовано к использованию в ходе аудиторной и самостоятельной работы обучающихся.

Библиогр.: 53 назв.

УДК 802.0:331(07)

ББК 81.2Англ-923:65.290-2

Печатается по решению учебно-методического совета Воронежского ГАСУ

ВВЕДЕНИЕ

Данное учебное пособие, адресованное студентам 1-го и 2-го курсов специальности 38.03.03 «Управление персоналом» и направления 08.03.01 «Строительство», профиль «Менеджмент строительных организаций», изучающим английский язык, имеет целью формирование базовых навыков чтения, перевода и понимания оригинальных текстов на иностранном языке в рамках изучаемой тематики, а также развитие на базе комплекса лексикограмматических упражнений коммуникативной и социокультурной компетенции обучающихся по следующим направлениям: связное монологическое высказывание, диалогическая речь, ведение беседы на английском языке, доклад, сообщение, презентация и пр.

Данное учебное пособие содержит систематизированную тематическую подборку текстов на языке оригинала в сочетании с блоками лексикограмматических упражнений коммуникативной направленности. Наряду с традиционной экономической тематикой, в пособии представлены тексты, освещающие актуальные аспекты развития экономики и управления: «Инновации», «Логистика», «Менеджмент развития», «Бизнес-кластеры» и др.

Впособии представлен тематический вокабуляр к каждому разделу с комплексом лексико-грамматических упражнений четкой коммуникативной направленности. Наличествуют задания на развитие навыков реферирования, написания аннотации, поиска ключевых слов, составления сообщений, докладов и презентаций по изучаемой тематике.

Наряду с традиционными формами заданий в пособии используются методические наработки по привлечению современных информационных технологий, а также проектной методики.

Вприложении представлен справочник по базовой грамматике английского языка, структурированный в форме таблиц. Грамматический справочник ориентирован на освоение определенного минимума единиц, необходимого и достаточного для осуществления коммуникации на иностранном языке в рамках требований программы неязыкового вуза. Также наличествуют методические рекомендации по организации самостоятельной работы обучающихся и составлению проекта на иностранном (английском) языке.

Данное пособие рекомендуется как для аудиторной работы под

руководством преподавателя, так и для самостоятельной подготовки студентов.

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Management in business and organizations is an art that coordinates the efforts of people to accomplish goals and objectives using available resources efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization to accomplish the goal.

Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.

Views on the definition and scope of management include:

Management is defined as the organization and coordination of the activities of an enterprise in accordance with certain policies and in achievement of clearly defined objectives

Management is the transformation of resources into utility.

Management is included as one of the factors of production - along with machines, materials and money

Management involves identifying the mission, objective, procedures, rules and the manipulation of the human capital of an enterprise to contribute to the success of the enterprise. This implies effective communication: an enterprise environment (as opposed to a physical or mechanical mechanism), implies human motivation and implies some sort of successful progress or system outcome.

Management does not need to be seen from enterprise point of view alone, because management is an essential art to improve one's life and relationships. Plans, measurements, motivational psychological tools, goals, and economic measures (profit, etc.) may or may not be necessary components for there to be management. From this perspective, Henri Fayol (1841–1925), one of the most influential contributors to modern concepts of management, considers management to consist of six functions:

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1.Forecasting

2.Planning

3.Organizing

4.Commanding

5.Coordinating

6.Controlling

One habit of thought regards management as equivalent to "business administration" and thus excludes management in places outside commerce, as for example in charities and in the public sector. More broadly, every organization must manage its work, people, processes, technology, etc. to maximize effectiveness.

English speakers may also use the term "management" or "the management" as a collective word describing the managers of an organization, for example of a corporation. But in the present era management's use is identified in the wide areas and its frontiers has been pushed to a broader range. Management on the whole is the process of planning, organizing, staffing, leading and controlling.

I. Put the correct articles if necessary:

1. Management on … whole is … process of … planning, …. organizing, … staffing, … leading and … controlling. 2. English speakers use the term "management" as … collective word describing … managers of … organization. 3. … Management involves … identifying … mission, … objective, … procedures, … rules and the manipulation of … human capital of … enterprise. 4. Management is defined as … organization and coordination of … activities of … enterprise. 5. Management in business and organizations is … art that coordinates … efforts of … people to accomplish goals and objectives.

II. Paraphrase the following sentences using the Possessive Case.

1. The office of our manager is very big. 2. They will consider the proposals of Mr. Black at their next meeting. 3. This is, in the opinion of the critics, their best record for years. 4. The computer of Tom and Helen is modern. 5. The working day of our Commercial Director begins at 9 o’clock in the morning.

speakers may also use the term "management" as a collective word (to describe) the managers of an organization. 5. Management is defined as the organization of the activities of an enterprise in achievement of clearly (to define) objectives.

IV. Complete the sentences with the information from the text:

1. Management in business and organizations is an art that coordinates the efforts of people to accomplish … .

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2.Management comprises … .

3.… considers management to consist of six functions.

4.… may or may not be necessary components for there to be management.

5.Management on the whole is the process of … .

V. Match the two parts of the sentences:

1. Management comprises … … identifying the mission, objective, procedures, rules and the manipulation of the human capital of an enterprise to contribute to the success of the enterprise.

the … planning, organizing, staffing, leading or directing, and controlling an organization to accomplish the goal.

… manage its work, people, processes, technology, etc. to maximize effectiveness.

… may or may not be necessary components for there to be management.

… human resources, financial resources, technological resources, and natural resources.

VI. a) Answer the following questions:

1.What is the text about?

2.What is management?

3.What are the main functions of management?

4.Who is Henri Fayol?

5.How to define management on the whole?

b) Ask your questions about the matter. Using the following phrases make dialogues / polylogs on the topic:

- General greetings and inquiries:

How's it going? How's everything?

How's life? (This means "How are you?" not "Where are you going?")

VII. Speak about management.

VIII. Read and translate text A and sum it up:

A) HISTORICAL DEVELOPMENT OF MANAGEMENT

Some see management as late-modern conceptualization. On those terms it cannot have a pre-modern history, only harbingers. Others, however, detect

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management-like-thought back to Sumerian traders and to the builders of the pyramids of ancient Egypt. Slave-owners through the centuries faced the problems of exploiting/motivating a dependent but sometimes unenthusiastic or recalcitrant workforce, but many pre-industrial enterprises, given their small scale, did not feel compelled to face the issues of management systematically. However, innovations such as the spread of Hindu-Arabic numerals (5th to 15th centuries) and the codification of double-entry book-keeping (1494) provided tools for management assessment, planning and control.

With the changing workplaces of industrial revolutions in the 18th and 19th centuries, military theory and practice contributed approaches to managing the newly-popular factories.

Given the scale of most commercial operations and the lack of mechanized record-keeping and recording before the industrial revolution, it made sense for most owners of enterprises in those times to carry out management functions by and for themselves. But with growing size and complexity of organizations, the split between owners (individuals, industrial dynasties or groups of shareholders) and day-to-day managers (independent specialists in planning and control) gradually became more common.

IX. Read and translate text B and sum it up:

B) AREAS OF MANAGEMENT APPLICATION

Management – act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal.

Management application can be utilised by a person or a group of persons and by a company or a group of companies depending upon the type of management skills being used. It can also be done by structuring a company completely for providing professional accountings and management services such as management business solutions pvt. ltd., business management solutions pvt. ltd. etc. are doing at global level but general managers and other leaders need extensive experience in and knowledge of purposeful activity. Management can be applied to every aspect of activity of a person or an organization:

What to manage: Culture, Business, Economy, Politics, Science, Society, Technology etc.

X. Using supplementary information from Internet give the presentation on the topic.

2. NATURE OF MANAGERIAL WORK

In profitable organizations, management's primary function is the satisfaction of a range of stakeholders. This typically involves making a profit (for the shareholders), creating valued products at a reasonable cost (for customers), and providing great employment opportunities for employees.

In most models of management and governance, shareholders vote for the board of directors, and the board then hires senior management. Some organizations have experimented with other methods (such as employee-voting models) of selecting or reviewing managers, but this is rare.

As the general recognition of managers as a class solidified during the 20th century and gave perceived practitioners of the art/science of management a certain amount of prestige. Towards the end of the 20th century, business management came to consist of six separate branches, namely:

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1.financial management

2.human resource management

3.information technology management (responsible for management information systems)

4.marketing management

5.operations management or production management

6.strategic management

In the 21-st century observers find it increasingly difficult to subdivide management into functional categories in this way. Branches of management theory also exist relating to nonprofits and to government: such as public administration, public management, and educational management. Further, management programs related to civil-society organizations have also spawned programs in nonprofit management and social entrepreneurship.

Note that many of the assumptions made by management have come under attack from business-ethics viewpoints, critical management studies, and anticorporate activism.

As one consequence, workplace democracy (sometimes referred to as Workers' self-management) has become both more common and advocated to a greater extent, in some places distributing all management functions among workers, each of whom takes on a portion of the work. However, these models predate any current political issue, and may occur more naturally than does a command hierarchy. All management embraces to some degree a democratic principle—in that in the long term, the majority of workers must support management. Otherwise, they leave to find other work or go on strike. Despite the move toward workplace democracy, command-and-control organization structures remain commonplace as de facto organization structure. Indeed, the entrenched nature of command-and-control is evident in the way that recent layoffs have been conducted with management ranks affected far less than employees at the lower levels. In some cases, management has even rewarded itself with bonuses after laying off lower-level workers.

I. Make the nouns in bold plural. Change sentences if necessary:

1. A copy of the contract was sent to London. 2. The last leaf fell from the tree. 3. The woman standing by the window is our secretary. 4. This shoe is too large for my foot. 5. The roof of the house was covered with snow.

II. Complete the sentences using possessive pronouns (my, your, his, her, our, their):

1. I left … car in the garage. 2 . Mary hung … coat on the peg. 3. Jack had … hair cut. 4. Neil and David ate … supper. 5 . I hope you enjoy … holiday. 6. We’ll invite you round to … house sometime.

III. Put the verb into the correct tense form:

1. This typically (to involve) making a profit for the shareholders. 2. Some organizations (to experiment) with other methods of selecting or reviewing managers.

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3. Towards the end of the 20-th century, business management (to come) to consist of six separate branches. 4. In the 21-st century observers (to find) it increasingly difficult to subdivide management into functional categories. 5. Many of the assumptions made by management (to come) under attack from business-ethics viewpoints, critical management studies, and anti-corporate activism.

IV. Find the Russian equivalents:

Governance; shareholders; to vote for; the board of directors; financial management; human resource management; information technology management; marketing management; operations management or production management; strategic management; public management; civil-society organizations; nonprofit management; social entrepreneurship; business-ethics; critical management studies; anti-corporate activism; workplace democracy; workers' self-management; command hierarchy.

V.Complete the sentences with the expressions in the box:

1.I thought this time things were going to be better. Losing the contract was ... to swallow.

3. I'd be better off stopping my legal job and doing jobs for cash. The ... is the only way to make money these days.

5. However, the same product sold really well in England. As they say there, it ... .

a. back to the b. bottlenecks c. bottom line d. blue collar e. went like a bomb drawing board

VI. a) Answer the following questions:

1.What is the text about?

2.What is the nature of managerial work?

3.What are the main branches of management?

4.Speak about nonprofit management.

5.What is the primary function of management?

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