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exchange. Private companies do not have publicly traded shares, and often contain restrictions on transfers of shares. In some jurisdictions, private companies have maximum numbers of shareholders.

A parent company is a company that owns enough voting stock in another firm to control management and operations by influencing or electing its board of directors; the second company being deemed as a subsidiary of the parent company. The definition of a parent company differs by jurisdiction, with the definition normally being defined by way of laws dealing with companies in that jurisdiction.

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

Organizing (or organising) effective management is crucial for nearly all large organizations and generally valuable for those of any size.

The entire philosophy of organization is centered on the concepts of specialization and division of work. The division of work is assigning responsibility for each organizational component to a specific individual or group thereof. Certain operatives occupy positions of management at various points in the process to ensure coordination.

Every organization has its own purposes and objectives. Organizing is the function employed to achieve the overall goals of the organization.

Individuals form a group and the groups form an organization. Thus, organization is the composition of individual and groups. Individuals are grouped into departments and their work is coordinated and directed towards organizational goals.

The organization divides the entire work and assigns the tasks to individuals in order to achieve the organizational objectives; each one has to perform a different task and tasks of one individual must be coordinated with the tasks of others. Collecting these tasks at the final stage is called integration.

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An organization is a group of people with a defined relationship in which they work together to achieve the goals of that organization. This relationship does not come to end after completing each task. Organization is a never ending process.

Organization is employed to achieve the overall objectives of business firms. Organization focuses attention of individuals’ objectives towards overall objectives.

To make optimum use of resources such as men, material, money, machine and method, it is necessary to design an organization properly.

A good organization structure is essential for expanding business activity. Organization is essential for product diversification such as establishing a new product line.

Organizing, in the point of view of companies, is the management function that usually follows after planning. And it involves the assignment of tasks, the grouping of tasks into departments and the assignment of authority and allocation of resources across the organization.

The framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated:

1.A set of formal tasks assigned to individuals and departments.

2.Formal reporting relationships, including lines of authority, decision responsibility, number of hierarchical levels and span of managers control.

3.The design of systems to ensure effective coordination of employees across departments.

Importance of organizing

Organizations are often troubled by how to organize, particularly when a new strategy is developed.

Changing market conditions or new technology requires change. Organizations seek efficiencies through improvements in organizing.

I. Write sentences in Present Perfect Simple:

1. Phil / not / miss / the bus. 2. they / not / plant / a tree . 3. Vanessa / catch / the ball. 4. we / sell / our old car. 5. the train / leave / the station.

II. Open the brackets using the correct verb form:

1. Her brother said he never (to see) that film before. 2. He came home and listened: his son (to play) the piano. 3. They didn't worry too much because they (to lock) the door. 4. I asked her when she (to give) me that book to read. 5. We wanted to know if they (to enjoy) the meal. 6. She supposed she (to like) the hotel. 7. I am afraid they (not to come) yet. 8. He wanted to know if the station (to be) far away. 9. Eric doesn't know who (to phone) him at five o'clock. 10. He admitted he (not to be) here for weeks. 11. She was sorry she (to arrive) so late. 12. Jean promised her never (to speak) to me again.

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

1.The entire philosophy of organization is centered on … .

2.… is the function employed to achieve the overall goals of the organization.

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3.… is essential for expanding business activity.

4.Organization is essential for product … .

5.Organizing is the management function that usually follows after … .

IV. True or False:

1.Organizing effective management is crucial for nearly all small organizations.

2.The division of work is assigning responsibility for each organizational component to a specific individual or group.

3.The organization completes the entire work and assigns the tasks to individuals in order to achieve the organizational objectives

4.An organization is a group of people with a defined relationship in which they work together to achieve the goals of that organization.

5.Organization focuses attention of overall objectives towards individuals’ objectives.

V.Complete the sentences with the following business expressions:

1.Someone is going to have to take responsibility for this disaster. Who is going to ... .

VI. a) Answer the following questions:

1.What is the text about?

2.What is organizing?

3.What are the main functions of an organization?

4.Speak about the importance of organizing.

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5.What can you say about organizing as the management function?

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

- Getting back to the topic:

Anyway, …

Now, where was I? Where were we?

What were you saying? You were saying . . .

To get back to . . .

Do you mind if I jump in here?

VII. Speak about the importance of organizing effective management. VIII. Read and translate text A and sum it up:

A) WORK SPECIALIZATION

Work specialization (also called division of labor or job specialization) is the degree to which organizational tasks are sub-divided into individual jobs. It may increase the efficiency of workers, but with too much specialization, employees may feel isolated and bored. Many organizations enlarge jobs or rotate assigned tasks to provide greater challenges.

Chain of command is the vertical lines of a command structure that is used for the purposes of overall responsibility and accountability in the achieving of stated goals and objectives through the use of orders one direction and reports of compliance in the other direction. Chain of command differs from horizontal lines in an organization which are basically the communication and coordinating lines of the organization.

The division of labor is the specialization of cooperating individuals who perform specific tasks and roles. Because of the large amount of labor saved by giving workers specialized tasks in Industrial Revolution-era factories, some classical economists as well as some mechanical engineers such as Charles Babbage were proponents of division of labor. Also, having workers perform single or limited tasks eliminated the long training period required to train craftsmen, who were replaced with lesser paid but more productive unskilled workers.

In contrast to division of labor, division of work refers to the division of a large task, contract, or project into smaller tasks—each with a separate schedule within the overall project schedule. Division of labor, instead, refers to the allocation of tasks to individuals or organizations according to the skills and/or equipment those people or organizations possess. Often division of labor and division of work are both part of the economic activity within an industrial nation or organization.

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

B) TYPES OF AUTHORITY

Authority is a manager's formal and legitimate right to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes.

Responsibility means an employee's duty to perform assigned task or activities.

Accountability means that those with authority and responsibility must report and justify task outcomes to those above them in the chain of command.

Delegation is the process managers use to transfer authority and responsibility to positions below them. Organizations today tend to encourage delegation from highest to lowest possible levels. Delegation can improve flexibility to meet customers’ needs and adaptation to competitive environments. Managers often find delegation difficult

Line authority managers have the formal power to direct and control immediate subordinates. The superior issues orders and is responsible for the result and dash; the subordinate obeys and is responsible only for executing the order according to instructions.

Functional authority is where managers have formal power over a specific subset of activities. This authority would not be functional but it would rather be staff authority if such interference is "advice" rather than "order".

Staff authority is granted to staff specialists in their areas of expertise. It is not a real authority in the sense that a staff manager does not order or instruct but simply advises, recommends, and counsels in the staff specialists' area of expertise and is responsible only for the quality of the advice. It is a communication relationship with management. It has an influence that derives indirectly from line authority at a higher level.

Line and Staff Authority is the combination of Line organization and Staff organization. Such organization follows both the principles of scalar chain of command and there is a provision for specialized activities to be performed by staff officers who act in an advisory capacity.

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

Organization development (OD) is a deliberately planned, organization-wide effort to increase an organization’s effectiveness and/or efficiency and/or to enable the organization to achieve its strategic goals. It is worth understanding what OD is not. It is not training, personal development, team development or team building, human resource development (HRD), learning and development. The primary purpose of OD is to develop the organization, not to train or develop the staff. Organization development is an ongoing, systematic process of implementing effective organizational change. OD is known as both a field of science focused on understanding and managing organizational change and as a field of scientific study and inquiry.

The objective of OD is:

1.To increase the level of inter-personal trust among employees.

2.To increase employees' level of satisfaction and commitment.

3.To confront problems instead of neglecting them.

4.To effectively manage conflict.

5.To increase cooperation and collaboration among the employees.

6.To increase the organization’s problem solving.

7.To put in place processes that will help to improve the ongoing operation of the organization on a continuous basis.

All organizational development programs try to achieve the following objectives:

1.Making individuals in the organization aware of the vision of the organization. Organizational development helps in making employees align with the vision of the organization.

2.Encouraging employees to solve problems instead of avoiding them.

3.Strengthening inter-personnel trust, cooperation, and communication for the successful achievement of organizational goals.

4.Encouraging every individual to participate in the process of planning, thus making them feel responsible for the implementation of the plan.

5.Creating a work atmosphere in which employees are encouraged to work and participate enthusiastically.

6.Replacing formal lines of authority with personal knowledge and skill.

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V.Complete the sentences with the following business expressions:

1.I imagine their company jet was very expensive indeed. It probably ________.

a) costs the earth b) clear the decks c) cut it fine d) cut-throat

2. Our Silicone Valley site is right at the ________ of the new technology. a) cut our losses b) cutting edge c) cut it fine d) cut-throat

3. There's lots of unfair competition in our sector from ________ outfits which don't respect the law.

a) crocodile tears b) crashed c) cowboy d) cough up

4. We did badly in the Japanese market so eventually we decided to ________ and stop.

a) cut our losses b) cough up c) clear the decks d) cut-throat

5. We had to threaten them with legal action before they agreed to ________ the money they owed us.

a) crocodile tears b) cough up c) cut our losses d) clear the decks

VI. a) Answer the following questions:

1.What is the text about?

2.What is organization development?

3.Who is not organization development?

4.What can you say about the objective of OD?

5.Speak about organizational development programs and their objectives.

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

- Commenting:

That's interesting. I think that...

Interesting point. I would add...

Hmmm. I hadn't thought of that before.

VII. Speak about organization development.

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

A) THE HOLISTIC AND FUTURISTIC VIEW OF ORGANIZATION

OD deals with a total system — the organization as a whole, including its relevant environment — or with a subsystem or systems — departments or work groups — in the context of the total system. Parts of systems — for example, individuals, cliques, structures, norms, values, and products — are not considered in isolation; the principle of interdependency — that change in one part of a system affects the other parts — is fully recognized. Thus, OD interventions focus on the

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total culture and cultural processes of organizations. The focus is also on groups, since the relevant behavior of individuals in organizations and groups is generally a product of the influences of groups rather than of personalities.

The ultimate aim of OD practitioners is to "work themselves out of a job" by leaving the client organization with a set of tools, behaviors, attitudes, and an action plan with which to monitor its own state of health and to take corrective steps toward its own renewal and development. This is consistent with the systems concept of feedback as a regulatory and corrective mechanism.

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

B) IMPROVED ORGANIZATIONAL PERFORMANCE

The objective of OD is to improve the organization's capacity to handle its internal and external functioning and relationships. This includes improved interpersonal and group processes, more effective communication, enhanced ability to cope with organizational problems of all kinds. It also involves more effective decision processes, more appropriate leadership styles, improved skill in dealing with destructive conflict, as well as developing improved levels of trust and cooperation among organizational members.

Specialists in many fields are concerned with organizational performance including strategic planners, operations, finance, legal, and organizational development.

Organizational effectiveness is the concept of how effective an organization is in achieving the outcomes the organization intends to produce. Organizational Effectiveness groups in organizations directly concern themselves with several key areas. They are talent management, leadership development, organization design and structure, design of measurements and scorecards, implementation of change and transformation, etc. If an organization has practices and programs in the areas above, the OE group does many or all of the following roles:

-Examines alignment between the areas and improves them;

-Improves trade-offs between reliability, speed and quality in the above areas;

-Strategizes for higher adoption rates in these areas;

-Facilitates/initiates capability building: structure, process and people.

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

Quality management ensures that an organization, product or service is consistent. It has four main components: quality planning, quality control, quality assurance and quality improvement. Quality management is focused not only on product and service quality, but also the means to achieve it. Quality management therefore uses quality assurance and control of processes as well as products to achieve more consistent quality.

Quality management is a recent phenomenon. Advanced civilizations that supported the arts and crafts allowed clients to choose goods meeting higher quality standards than normal goods.

Quality leadership from a national perspective has changed over the past five to six decades. According to management philosophy establishing quality, productivity, and competitive position, 14 points include key concepts such as:

Break down barriers between departments

Management should learn their responsibilities, and take on leadership

Supervision should be to help people and machines and gadgets to do a better job

Improve constantly and forever the system of production and service

Institute a vigorous program of education and self-improvement Customers recognize that quality is an important attribute in products and

services. Suppliers recognize that quality can be an important differentiator between their own offerings and those of competitors (quality differentiation is also called the quality gap). In the past two decades this quality gap has been greatly reduced between competitive products and services. This is partly due to the contracting (also called outsourcing) of manufacture to countries like India and China, as well internationalization of trade and competition.

Since the organizations depend on their customers, they should understand current and future customer needs, should meet customer requirements and should try to exceed the expectations of customers. An organization attains customer focus when all people in the organization know both the internal and external customers and also what customer requirements must be met to ensure that both the internal and external customers are satisfied.

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