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5.Филиал компании намеревается объявить о наборе выпускников для участия в 6-месячной обучающей программе.
6.Кандидат на данную вакансию должен соответствовать следующим требованиям: высшее образование по специальности «Мировая экономика», наличие опыта работы, коммуникабельность, креативное мышление, широкий круг интересов.
7.Чтобы оставаться конкурентоспособными, большинство промышленных компаний сокращают расходы на производство новой продукции.
8.DHL – международный экспресс перевозчик, в задачи которого входит доставка документов и ценных бумаг.
9.Компания, специализирующаяся на продаже товаров всемирно известных брендов, запустила новую рекламную кампанию. У этой компании огромное будущее.
10.Я подозреваю, что он не знает, как расшифровывается это название –
LVMH.
11.Люди, пользующиеся Интернетом, хотят получать информацию мгновенно, поэтому высокоскоростной Интернет пользуется огромной популярностью.
12.Я хочу расширить свой бизнес и открыть магазин по продаже парфюмерии и косметики.
13.Сотрудники производственного отдела заботятся больше об успехе своего отдела, чем об успехе всей компании, поэтому у них постоянные проблемы с руководством.
14.В 1920 году General Motors был разделён на несколько отдельных подразделений. Это впоследствии поспособствовало эффективной деятельности компании.
15.Мой непосредственный начальник настаивает на том, чтобы я был ответственным за этот проект и лишь сообщал ему о результатах.
16.Незадолго до начала Первой мировой войны француз Генри Фэйол организовал угледобывающее предприятие, исходя из функций, которые оно должно было выполнять.
17.Огромный её недостаток в том, что она ставит перед собой несовместимые цели.
18.Мой подчинённый составил окончательный список кандидатов на вакансию, которых пригласят на собеседование.
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19.Одна из возможностей полной автономности – это создание временной рабочей группы или команды, которая работает полностью над одним проектом
ипосле его успешного завершения она расформировывается.
20.Проблема, свойственная работе в команде, – это наличие явного лидера, от которого возможно будет зависеть успех всей команды.
Communicative skills
IX. There is an example of part of a company organization chart. Describe it.
The most common verbs for describing structure are:
consists of |
contains |
is made up of |
is divided into |
includes |
is composed of |
Other verbs frequently used to describe company organization include:
to be in charge of to assist
to report to
to be responsible for to support
Look at the following organization chart and describe it using structures which are mentioned above.
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Board of Directors with a Chairman (GB) or President (US)
Managing Director (GB)
or
Chief Executive Officer (US)
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Production |
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Marketing |
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Research & |
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Development |
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Resource |
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Market |
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Sales |
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Advertising |
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Accounting |
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Research |
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Management |
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Promotions |
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X. Think about a department you would like to work in. Draw an organization chart for it. Give a short presentation about your department.
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UNIT 4. TROUBLESHOOTING
Pre-reading activities
1.What kind decision-maker are you? Are you logical, or do you prefer to trust your
‘gut’ or instinct?
2.Are you sometimes impulsive?
3.How often do you change your mind?
4.How is the way you make decisions different in your work or your private life?
Reading
DECISIONS, DECISIONS …
Making the right decisions is the key to success in business. They are the day-to- day decisions that need to be resolved quickly; these often involve an element of troubleshooting. Next, there are the medium-term tactical decisions that will govern the weeks and months ahead. This could be the organization and execution of the launch of a marketing campaign for a new product. Finally, there are the long-term strategic decisions where the managers have to think about the longer-term future of their business. This could be how to position itself in the market place, which products and services to develop, etc. It could also involve deciding whether to merge with or acquire a competitor, enter into a new and unknown market, or indeed to withdraw from a sector of activity. A number of tools are available to help people come to the right decision.
Some business thinkers believe in a rational framework for decision-making. The Kepner-Tregoe model which works on the basis of if you choose something you, by definition, reject something else. A decision statement is formulated that states what decision needs to be made. Then it uses a system where lists of ‘musts’ and ‘wants’ are drawn up and given a numerical value and a weighting. Only the ones with the highest results are taken into consideration in the next round of decision-making. In their turns, alternatives are generated and evaluated. If an alternative can not satisfy the ‘musts’ then it is eliminated from further consideration. Its strongly logical approach is the opposite of managerial ‘hunch’ or ‘gut feeling’. The danger is that the decision-maker can be drowned by a sea of data and that it can lead to ‘paralysis of
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analysis’. A wide-ranging international survey by Reuters discovered that over four managers in ten felt that the decision-making process was too slow because of this.
Two tools that may help planners with the broader picture are the Boston Matrix and SWOT analysis. Originally devised by the Boston Consulting Group, the Boston Matrix separates products into cash cows, problem children, rising stars, and dogs. The cash cows are highly profitable, well-established products that generate important income for the business. Stars are the new products that have yet to reach maturity, but that are nevertheless gaining market share. Problem children have a big question mark hovering over them. They are new projects that could either prove themselves or simply fail to take off. Dogs are products that are near the end of their life circle. They have probably gone too far to be re-launched and are either divested or allowed to fade away. This simple technique allows firms to see at a glance the range and health of their product portfolio. Although arguments can arise about which part of the matrix the product fall into, it is a useful planning tool for deciding what to do next and what investment decisions to make.
SWOT analysis is a technique that evaluates the strengths, weaknesses, opportunities, and threats an organization faces in its broader business environment. Strengths and weaknesses say what the firm is good or bad at, while opportunities ask managers to think about where the company should be going next. Threats, of course, look at the dangers posed by competition, both domestic and foreign, changes in technology, or fashion that could affect the firm.
In situations when new and creative solutions to problems are needed, organizations may brainstorm. Brainstorming consists of people throwing out ideas more or less spontaneously without any comment or evaluation / criticism by other members of the group. Hierarchies are temporarily forgotten and at the initial stage, all ideas are equal, whether they come from a subordinate or a senior member of the group. This system allows for all members to contribute freely and encourages creativity as one idea feeds into another.
(Business Result)
Vocabulary notes:
troubleshooting – solving serious problems for a company or other organization to govern – to conduct the policy, actions, and affairs of (a state, organization, or
people) with authority
to launch – to introduce a new product to the public for the first time to merge – to combine to form a single entity
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to acquire – to buy or obtain (an asset or object) for oneself
to withdraw – to cease to participate in an activity or be a member of a team or organization
to take into consideration – to take into account to generate – to produce or create
hunch – a feeling or guess based on intuition rather than fact gut feeling – instinctive feeling
to hover – to remain in one place in the air
to divest – to deprive someone of power, rights, or possessions to fade away – to gradually grow faint and disappear
brainstorm – a spontaneous group discussion to produce ideas and ways of solving problems
Discussion
1.What does the writer think is the difference between day-to-day decisions, tactical decisions, and strategic decisions?
2.How does the Kepner-Tregoe model work?
3.How is this different from approaches based on ‘hunch’? What is its big drawback?
4.Which sections of a SWOT analysis deal with internal factors and which with external factors?
5.How is brainstorming supposed to work?
6.How valuable do you think the techniques described are in real life?
Vocabulary
1. Give English equivalents.
Принятие текущих решений; поиск и устранение проблем компании; стратегические решения; запуск маркетинговой кампании; поглощать, сливаться; уходить, покидать; предчувствие, интуиция; Бостонская матрица; виды продукции компаний: «звёзды»; «собаки»; «дойная корова»; «трудный ребёнок»; «мозговой штурм»; предвидеть проблему; конкурентоспособный; выдавать себя за кого-либо; тайный агент; срочный; предотвращать проблемы; назначать (на должность); "мягкая" продажа (техника продажи, избегающая давления на клиента или навязчивой рекламы товара); усиленное
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рекламирование товаров, навязывание товаров покупателю; снижать расходы; консультант по вопросам управления.
II. Match up these verbs and nouns to make common collocation.
1) to make |
a) products |
2) to generate |
b) time |
3) to launch |
c) decision |
4) to run |
d) costs |
5) to achieve |
e) MD |
6) to solve |
f) needs |
7) to cut |
g) company |
8) to appoint |
h) goals |
9) to meet |
i) problems |
10) to waste |
j) income |
III. Match up the words on the left with the definition on the right.
1) troubleshooting |
a) to combine to form a single entity |
2) to merge |
b) to deprive someone of power , rights, or possessions |
3) to withdraw |
c) solving serious problems for a company or other |
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organization |
4) cash cows |
d) to pretend or make believe |
5) stars |
e) profitable, well-established products that generate |
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important income for the business |
6) SWOT analysis |
f) a policy or technique of aggressive salesmanship or |
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advertising |
7) to divest |
g) new products that have yet to reach maturity |
8) soft sell |
h) a technique that evaluates the strengths, weaknesses, |
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opportunities, and threats that an organization faces |
9) to pose as |
i) to expect or predict |
10) hard sell |
j) as good as or better than others of a comparable nature |
11) to anticipate |
k) to cease to participate in an activity or be a member of a |
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team or organization |
12) competitive |
l) a method of salesmanship or advertising that uses subtle |
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persuasion |
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IV. Fill in a preposition where necessary.
1.Making the right decisions is the key … success … business.
2.Strategic decisions could involve deciding whether to merge … or acquire … a competitor, enter … a new and unknown market, or indeed to withdraw … a sector of activity.
3.Only ‘musts’ … the highest results are taken … consideration in the next round
…decision-making.
4.In situations when new and creative solutions … problems are needed, organizations may brainstorm.
5.Brainstorming consists … people throwing out ideas more or less spontaneously
…any comment or evaluation … other members of the group.
6.… the initial stage all ideas are equal, whether they come … a subordinate or a senior member of the group.
7.Business is competitive … terms … time and … terms … money.
8.You should be realistic … number … people working … the project, the cost … the project and the size … the project.
9.All model agencies are looking … new models.
10.Look … a problem as an opportunity – to learn something.
11.We should try to offer something special and focus … excellent customer care.
12.Women now buy four … … every 10 new cars sold … Britain.
13.The team is made up … British women Ford workers and others … 9 European countries.
14.The new MD is concerned … the company’s strategy.
15.The findings … a recent customer survey show that customers are dissatisfied in some areas.
V. What is the best thing a manager can do in a crisis? Match the following. Which do you think are good advice?
a) deny |
Someone |
g) admit |
honest |
b) stay |
Time |
h) take |
data |
c) delegate |
Calm |
i) make |
charge |
d) buy |
Decisive |
j) act |
quickly |
e) blame |
Everything |
k) collect |
nothing |
f) be |
responsibility |
l) be |
promises |
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VI. Translate from Russian into English.
1.Принятие правильных решений является одним из ключевых факторов для достижения успеха в бизнесе.
2.Бостонская матрица выделяет следующие виды продукции: «дойная корова», «звезда», «проблемный ребёнок» и «собака».
3.Бостонская матрица – это техника, которая позволяет компаниям проанализировать ассортимент и состояние их продукции.
4.«Дойные коровы» являются высоко прибыльными продуктами компании, которые приносят фирме основную прибыль.
5.SWOT анализ – это метод, заключающийся в рассмотрении и оценке сильных и слабых сторон компании, а также возможностей и угроз.
6.Этот анализ позволяет оценить внутренние и внешние факторы, влияющие на развитие компании.
7.«Мозговой штурм» – один из наиболее популярных методов стимулирования творческой деятельности.
8.Во время «мозгового штурма» участники временно забывают об иерархии
ина начальной стадии все идеи принимаются во внимание.
9.Когда компания понимает, что она не достигает больше своих целей, ей необходимо проанализировать ситуацию и изменить стратегию.
10.Иногда компании проводят опрос потребителей, чтобы выяснить слабые
зоны.
11.На основании результатов опроса составляется отчёт, который включает рекомендации по усовершенствованию работы компании.
12.Эта компания назначила нового управляющего директора для своего филиала, так как озабочена его стратегией.
13.Новый управляющий директор решил обратиться к услугам консультантов, чтобы решить текущие затруднения и предотвратить появления новых.
14.Им следует использовать метод «мягких» продаж и не оказывать давление на потенциального покупателя.
15.Не избегай проблем, а пытайся их решить.
16.Форд создал команду тайных агентов, к задачам которых относится посещение дилеров и выяснение их отношения к покупателям-женщинам.
17.Очень важно, чтобы участники команды, работающие над проектом, отлично взаимодействовали друг с другом.
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18.Результаты потребительского опроса выявили, что покупателей не удовлетворяет поведение обслуживающего персонала. Достаточно часто сотрудники грубы со своими клиентами.
19.Компания ввела новую продукцию на потребительский рынок.
Case study
VII. Read the information below and make recommendations to the company Yedo.
Yedo is a successful Tokyo-based department store chain with six outlets in Japan and two more in London and New York. It has an excellent reputation for high-quality goods. Yedo also offers outstanding service and a large number of sales staff.
Yedo’s strategy – to offer a wide choice of products and personalized service – has worked well until recently. Last year, however, profits fell sharply and results for the first six months of this year have been disappointing. As a result, several similar famous store groups are now heavily in debt. Yedo’s management has asked an
international marketing agency, TWCB, for advice on how to maintain and increase profitability.
Extract from TWCB’s market report
3. Competition
3.1. Convenience stores
These appeal to all groups, including housewives. They offer a much wider range of goods and
services than they used to, and respond quickly to demand. Conveniently located, they often operate round the clock.
3.2.Discount stores