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

- Asking about present activities:

What's up?

What's happening?

What are you doing now?

VII. Speak about the nature of managerial work.

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

A) STAKEHOLDER (CORPORATE)

A corporate stakeholder can affect or be affected by the actions of a business as a whole. The stakeholder concept was first used in a 1963 internal memorandum at the Stanford Research Institute. It defined stakeholders as «those groups without whose support the organization would cease to exist». The term has been broadened to include anyone who has an interest in a matter.

Any action taken by any organization or any group might affect those people who are linked with them in the private sector. For examples these are parents, children, customers, owners, employees, associates, partners, contractors, and suppliers, people that are related or located nearby.

Primary Stakeholders - usually internal stakeholders, are those that engage in economic transactions with the business. (For example stockholders, customers, suppliers, creditors, and employees).

Secondary Stakeholders - usually external stakeholders, are those who - although they do not engage in direct economic exchange with the business - are affected by or can affect its actions. (For example the general public, communities, activist groups, business support groups, and the media).

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

B) BOARD OF DIRECTORS

A board of directors is a body of elected or appointed members who jointly oversee the activities of a company or organization. Other names include board of governors, board of managers, board of regents, board of trustees, and board of visitors. It is often simply referred to as "the board".

A board activities are determined by the powers, duties, and responsibilities delegated to it or conferred on it by an authority outside itself. These matters are typically detailed in the organization bylaws. The bylaws commonly also specify the number of members of the board, how they are to be chosen, and when they are to meet.

In an organization with voting members, the board acts on behalf of, and is subordinate to, the organization full group, which usually chooses the members of the board. In a stock corporation, the board is elected by the shareholders and is the

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highest authority in the management of the corporation. In a non-stock corporation with no general voting membership, the board is the supreme governing body of the institution; its members are sometimes chosen by the board itself.

Typical duties of boards of directors include:

governing the organization by establishing broad policies and objectives;

selecting, appointing, supporting and reviewing the performance of the chief executive;

ensuring the availability of adequate financial resources;

approving annual budgets;

accounting to the stakeholders for the organization's performance;

setting the salaries and compensation of company management;

The legal responsibilities of boards and board members vary with the nature of the organization, and with the jurisdiction within which it operates. For companies with publicly trading stock, these responsibilities are typically much more rigorous and complex than for those of other types.

Typically the board chooses one of its members to be the chairman, who holds whatever title is specified in the bylaws.

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

Management operates through five basic functions: planning, organizing, coordinating, commanding, and controlling.

Planning: Deciding what needs to happen in the future and generating plans for action.

Organizing: Making sure the human and nonhuman resources are put

into place.

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Coordinating: Creating a structure through which an organization's goals can be accomplished.

Commanding: Determining what must be done in a situation and getting people to do it.

Controlling: Checking progress against plans.

Basic roles of management

-Interpersonal: roles that involve coordination and interaction with employees.

-Informational: roles that involve handling, sharing, and analyzing information.

-Decisional: roles that require decision-making.

Formation of the business policy

The mission of the business is the most obvious purpose—which may be, for example, to make soap.

The vision of the business reflects its aspirations and specifies its intended direction or future destination.

The objectives of the business refer to the ends or activity that is the goal of a certain task.

The business policy is a guide that stipulates rules, regulations and objectives, and may be used in the managers' decision-making. It must be flexible and easily interpreted and understood by all employees.

The business strategy refers to the coordinated plan of action it takes and resources it uses to realize its vision and long-term objectives. It is a guideline to managers, stipulating how they ought to allocate and use the factors of production to the business's advantage. Initially, it could help the managers decide on what type of business they want to form.

Policies and strategies in the planning process consist in giving mid and lowerlevel managers a good idea of the future plans for each department in an organization. A framework is created whereby plans and decisions are made. Mid and lower-level management may add their own plans to the business strategies.

All policies and strategies must be discussed with all managerial personnel and staff. Managers must understand where and how they can implement their policies and strategies. A plan of action must be devised for each department. The missions, objectives, strengths and weaknesses of each department must be analyzed to determine their roles in achieving the business mission. Organizational change is strategically achieved through the implementation of the plan of action. The business requires team spirit and a good environment.

I. Put adjectives into correct forms:

1. John is (young) of the 3 brothers. 2. The Sun is (bright) the Moon. 3. Is the diameter of Jupiter (big) than that of the Earth? 4. This room is (large) than the one upstairs. 5. It doesn’t take (much) than four days to cross the Atlantic, does it?

II. Make negative sentences:

1. They go to the supermarket. 2. Ben does his homework in the kitchen. 3. Jenny takes photos. 4. I learn French words. 5. He has two sisters.

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III. Complete the following sentences using the most appropriate forms of modals:

1.I … sleep for hours when I was a little girl. a) could b) am able to c) can

2.Tom … play tennis well but he … play a game yesterday because he was ill. a) couldn’t, could b) can, was able c) can, couldn’t

3.You … take an umbrella today. The Sun is shining.

a) needn’t b) mustn’t c) can’t

4.I’m sorry, you didn’t invite me to your birthday party. You … invite me next time. a) must b) should c) need to

5.You … work so much.

a) would b) can’t c) shouldn’t

3.The vision of the business reflects its … and specifies its lower-level intended direction or future destination.

4.Policies and strategies in the planning process consist in giving implementation mid and … managers a good idea of the future plans.

5. Organizational change is strategically achieved through the … of operates the plan of action.

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

1.At the start of the meeting everybody was very quiet and reserved but he told a few jokes to … .

3. We're going to have to reduce budgets in every single department. There will be ...

cuts.

5. We need a name for our new brand. The best thing is to get a few people together and try to ... a name.

VI. a) Answer the following questions:

1.What is the text about?

2.What are the basic functions of management?

3.What are the basic roles of management?

4.Speak about the formation of the business policy.

5.What can you say about implementation of policies and strategies?

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

- Asking and telling about recent events:

What's new? Guess what?

VII. Speak about the basic functions of management.

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

A) PLANNING

Planning (also called forethought) is the process of thinking about and organizing the activities required to achieve a desired goal.

Planning involves the creation and maintenance of a plan. As such, planning is a fundamental property of intelligent behavior. This thought process is essential to the creation and refinement of a plan, or integration of it with other plans; that is, it combines forecasting of developments with the preparation of scenarios of how to react to them.

An important aspect of planning is the relationship it holds with forecasting. Forecasting can be described as predicting what the future will look like, whereas planning predicts what the future should look like. The counterpart to planning is spontaneous order.

In organizations, planning is a management process, concerned with defining goals for company's future direction and determining on the missions and resources to achieve those targets. To meet the goals, managers may develop plans such as a business plan or a marketing plan. Planning always has a purpose. The purpose may be achievement of certain goals or targets.

Main characteristics of planning in organizations are:

-Planning increases the efficiency of an organization.

-It reduces the risks involved in modern business activities.

-It facilitates the available time and resources.

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The concept of planning is to identify what the organization wants to do by using the four questions which are "where are we today in terms of our business or strategy planning? Where are we going? Where do we want to go? How are we going to get there?.."

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

B) STAFFING

Staffing is a term used in the sphere of employment. It has been applied to more than one aspect of the working environment.

Staffing is the process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organization’s effectiveness.

Acquisition comprises the recruitment processes leading to the employment of staff. It includes human resource planning to identify what the organization requires in terms of the numbers of employees needed and their attributes (knowledge, skills and abilities) in order to effectively meet job requirements. In addition the selection techniques and methods of assessment help to identify the most suitable candidates for a particular job.

Deployment involves decisions about how those recruited will be allocated to specific roles according to business demands. It also concerns the subsequent appointment to more advanced jobs through internal recruitment, promotion or reorganization.

Retention deals with the management of the outflow of employees from an organization. This includes both managing voluntary activities such as resignation, and controlling involuntary measures whereby employees are managed out of the organization through redundancy programs or other types of dismissal. The overriding objective is to minimize the loss from the organization of valued employees through strategic and tactical measures enabling the organization to reduce employment costs where circumstances dictate.

Staffing is also used in a specific sense to refer to the management of employee schedules.

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

Most organizations have three management levels: first-level, middle-level, and top-level managers. These managers are classified in a hierarchy of authority, and perform different tasks.

Top-level management

The top consists of the board of directors (including non-executive directors and executive directors), president, vice-president, CEOs and other members of the C-level executives. They are responsible for controlling and overseeing the entire organization. They set a tone at the top and develop strategic plans, company policies, and make decisions on the direction of the business. In addition, top-level managers play a significant role in the mobilization of outside resources and are accountable to the shareholders and general public.

In addition, the CEO is responsible for executing and determining the broad policies of the organization. Executive management accomplishes the day-to-day details, including: instructions for preparation of department budgets, procedures, schedules; appointment of middle level executives such as department managers; coordination of departments; media and governmental relations; and shareholder communication.

Middle-level managers

Consist of general managers, branch managers and department managers. They are accountable to the top management for their department's function. They devote more time to organizational and directional functions. Their roles can be emphasized as executing organizational plans in conformance with the company's policies and the objectives of the top management, they define and discuss information and policies from top management to lower management, and most importantly they inspire and provide guidance to lower level managers towards better performance.

Their functions include:

Design and implement effective group and inter-group work and information systems.

Define and monitor group-level performance indicators.

Diagnose and resolve problems within and among work groups.

Design and implement reward systems that support cooperative behavior. They also make decision and share ideas with top managers.

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First-level managers consist of supervisors, section leaders, foremen, etc. They focus on controlling and directing. They usually have the responsibility of assigning employees tasks, guiding and supervising employees on day-to-day activities, ensuring quality and quantity production, making recommendations, suggestions, and up channeling employee problems, etc. First-level managers are role models for employees that provide:

Basic supervision

Motivation

Career planning Performance feedback

II.Ask for the information in the bold part of the sentence:

1.Tony has built a house. –

2.Avril has crossed the street at the traffic lights. –

3.They have never been to Australia. –

4.Rupert has dialed the number. –

5.Betty has spent 200 euros at the shopping mall. –

III.Put the verb into the correct tense form:

1. Where is your luggage? — I (to leave) it at the station. 2. The train (to arrive) at 5 o'clock tomorrow. 3. If I (to have) time, I'll go with you. 4. I (to live) in London 5 years ago. 6. My mother (to watch) TV yesterday evening. 7. Mary (to do) all her homework last week-end. 8. I (not to go) to the University tomorrow.

IV. Find the Russian equivalents:

Top-level management; the board of directors; non-executive directors; executive directors; president; vice-president; CEOs; C-level executives; strategic plans; middle-level managers; general managers; branch managers; department managers; first-level managers; supervisors; section leaders; foremen; foreperson; boss; overseer; cell coach; facilitator; area coordinator; a position of trust.

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

1.I reckon we owe you about the same as you owe us. Why don't we just ... ?

VI. a) Answer the following questions:

1.What is the text about?

2.What are the levels of management?

3.What are the main top-level managers’ responsibilities?

4.Speak about middle-level managers’ functions.

5.What are the main tasks of first-level managers?

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

- Bringing up a serious topic:

Can I talk to you for a minute? Do you have a minute?

Got a minute?

VII. Speak about the levels of management.

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

A) CHIEF EXECUTIVE OFFICER

A chief executive officer (CEO) is generally the most senior corporate officer (executive) or administrator in charge of managing a for-profit or non-profit organization. An individual appointed as a CEO of a corporation, company, nonprofit, or government agency typically reports to the board of directors. In British English, terms often used as synonyms for CEO include managing director (MD) and chief executive (CE).

The responsibilities of an organization’s CEO or MD are set by the organization’s board of directors or other authority, depending on the organization legal structure. They can be far-reaching or quite limited and are typically enshrined in a formal delegation of authority.

Typically, the CEO/MD has responsibilities as a director, decision maker, leader, manager and executor. The communicator role can involve the press and the rest of the outside world, as well as the organization’s management and employees; the decision-making role involves high-level decisions about policy and strategy. As

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a leader of the company, the CEO/MD advises the board of directors, motivates employees, and drives change within the organization. As a manager, the CEO/MD presides over the organization’s day-to-day operations.

The owner of a business that is registered as a proprietorship or as a sole proprietorship can also be called a CEO.

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

B) SUPERVISOR

A supervisor, foreman, foreperson, boss, overseer, cell coach, facilitator, or area coordinator is a manager in a position of trust in business. An employee is a supervisor if he has the power and authority to do the following:

1.Give instructions and/or orders to subordinates.

2.Be held responsible for the work and actions of other employees.

If an employee cannot do the above, legally he or she is probably not a supervisor, but in some other category, such as lead hand.

A supervisor is first and foremost an overseer whose main responsibility is to ensure that a group of subordinates get out the assigned amount of production, when they are supposed to do it and within acceptable levels of quality, costs and safety.

A supervisor is responsible for the productivity and actions of a small group of employees. The supervisor has several manager-like roles, responsibilities, and powers. Two of the key differences between a supervisor and a manager are (1) the supervisor does not typically have "hire and fire" authority, and (2) the supervisor does not have budget authority.

The supervisor may participate in the hiring process as part of interviewing and assessing candidates, but the actual hiring authority rests in the hands of a Human Resource Manager. The supervisor may recommend to management that a particular employee be terminated and the supervisor may be the one who documents the behaviors leading to the recommendation but the actual firing authority rests in the hands of a manager.

A supervisor will usually have the authority to make purchases within specified limits. A supervisor is also given the power to approve work hours and other payroll issues. Normally, budget affecting requests such as travel will require not only the supervisor's approval but the approval of one or more layers of management.

As a member of management, a supervisor's main job is more concerned with orchestrating and controlling work rather than performing it directly.

Supervisors are uniquely positioned through direct daily employee contact to respond to employee needs, problems, and satisfaction. Supervisors are the direct link between management and the work force and can be most effective in developing job training, safety attitudes, safe working methods and identifying unsafe acts and conditions.

Supervisors should tend to visualize problems and opportunities in terms of their particular areas of concentration. But to climb the management hierarchy, they must eventually broaden their base and become competent in related specialized

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