Деловое администрирование (на английском языке)

COMPREHENSION CHECK

Match the halves.

Insert the right preposition.

1.Ultimately the manager is responsible ...the results within the department or the company.

2.Most managers have good people skills and know how to interact...

people.

3.There are going to be periods of time when people are down….the economy, job dissatisfaction, hours, pay or even personal problems.

4.Eventually some employees are going to be promoted and move other jobs ... the company.

5.The organization you work ... will determine your level ...interaction.

6.If an associate has a sense that you are wavering ... your decision making or you seem hesitant and tentative they won’t put their trust... your ability to get the job done.

7.This may call... a bit of creativity.

8.As a manager you will probably never be able to go... your list and complete all the things that need to be done, one ... the other.

9.People can become complacent and sometimes even bored when they do the same job day... and day ....

10.There are some decisions that won’t be popular ... the team.

Make up word partnerships.

Directors and Managers

As a rule a private company has only one director. A public company must have at least two directors. Usually there is no upper limit on the number of directors a public company may have. The company's note-paper must list either all or none of the names of its directors.

A limited liability company or a corporation is headed by the board of directors elected by shareholders. The directors appoint one of their number to the position of managing director to be in charge of the day-day running of the company. In large organizations the managing director is often assisted by a general manager. Some companies also have assistant general managers. Many directors have deputies who are named deputy directors.

Directors need not be shareholders. They are responsible for the management of a company's affairs. They are not subject to any residence or nationality restrictions.

Big companies have many managers heading departments. They are all responsible to the managing director. Among various departmental managers (directors) the following can be mentioned:

sales manager

personnel manager

chief manager

district manager

sales and marketing manager

Ex. 4. Underline the modal verbs, read and translate the sentences into Russian:

1.A public company may have as many directors as it finds necessary, but not less than two.

2.The directors are to appoint one of them to the position of managing

director.

3.In large companies the managing director can be assisted by a general

manager.

4.The managing director is to take care of day-to-day running of the company.

5.Companies can also have assistant general managers.

6.I'm afraid I can't remember all this information.

7.You needn't remember it all.

8.You should simply remember that the titles of the heads of the companies can be different.

5.Choose the right form and translate the sentences:

1. (Is/Are) there usually an upper limit on the number of managers in a company?

2.As far as I know there (is/are) no limit.

3.There (was/were) three managers in the company.

4.There (wasn't/weren't) many managers in the corporation.

5.Do you know if there (is/are) any sales managers in this department?

6.If I am not mistaken there (is/are) not a single sales representative in

this area.

7.There (is/are) a representative in the northern part of the country.

6.Have a look at the chart showing some qualities making a good manager. Say which of these qualities seem most important to you; which of these qualities can be taught; where they can be taught.

7.Complete the sentences with the following words:

shareholders, directors (director), management, nationality restrictions, board, assistant, public company, managing director, junior executive, colleague, supervisor; staff, senior executive, superior, employee, middle manager, subordinate, work-force

1. The company's note-paper must list either all or none of the names of its

... . 2. Directors need not be ... . 3. They are responsible for the ... of a company's affairs. 4. They are not subject to any residence or... . 5. A ... must have at least two directors. 6. The shareholders are to elect... of directors. 7. Some companies also have ... general managers. 8. The group of executives working below the top managers are generally called … . 9. Valerie is an important person in our company. She is a member of the Board of … . 10. Peter, a recent university graduate, has been with the firm for a year. He is at present a .... and is being trained for a managerial position. 11. Their .... is expanding rapidly. They now have over 5.000 employees. 12. At least 50% of our .... have been with the

company over ten years. 13. .... in an organization generally have more fringe benefits than lower-level managers. 14. We are a small group in the Research and Development Department. Fortunately, I get on well with all my … . 15. Our telephone operators work under the direction of a … . 16. I work under Mr.

Brown. He's my … . 17. Shelia and Tom work under my authority. I am their boss and they are my … . 18. I am responsible for .... training and development. 19. A

.... is a person of high rank in an organization, usually next in importance to the Chairman.

8.Sum up what the text says about:

a)directors of private companies;

b)directors of public companies;

c)directors of limited liability companies, their assistants and deputies;

d)managers.

9.Sum up the text and discuss with your partner the roles of managers in an organization.

Ten Roles That Managers Perform in Organizations

Successful organizations are led by experienced and knowledgeable managers. These leaders develop, implement and maintain the organization's goals and objectives, and they lead their employees and motivate them to meet these goals. Although good managers may make the effort look easy, their responsibilities are mounting and endless.

Business Development

Business development is an essential responsibility in every organization. In most situations, high-level managers such as CEOs, CFOs and other executives are responsible for mapping out the activities of the business. However, managers of all levels are responsible for enforcing those decisions.

Staffing Manager

Staffing requirements are often the manager's responsibility. The manager has hands-on knowledge of the skills and experience that is required to fill the positions and screens and staffs his team for excellence.

Trainer

In addition to the hiring responsibilities, managers often train their staff to ensure that the required skills are developed in the intended manner. Knowledgeable managers are usually capable of addressing training questions and material and can provide hands-on answers and examples for clarification.

Project Manager

Managers are expected to develop, implement and lead projects as necessary. Managers must have the foresight and experience to bring forward the best in the people, redirect their staff's energy when necessary and motivate them toward the goal's completion.

Communicator

A manager must have strong communication skills. The manager should be able to clearly communicate even the most complicated information in spoken and written form, to people of all levels.

Counselor

Many times, managers must become counselors. Managers are the ones that staff members seek out when difficulties arise and a solution is needed. Regardless of whether the problems are business or personal issues, managers must know how to empathize and direct their staff to keep them focused on meeting company goals.

Influencer

Managers must be influential. They must be able to sway customers that their organization meets their requirements and provide authority over their staff. Managers should be strong-minded leaders who lead by example.

Evaluator

Leaders must be able to analyze situations, criteria and work habits to ensure the organization's quality standards are being met. In this, the manager must evaluate the information before them and determine if the information meets company standards.

Scheduler

The ability to schedule and meet deadlines is a driving force in a successful manager. The manager must be able to create schedules for the staff, suppliers and inventory while ensuring that the slots overlap effectively and efficiently.

Innovator

The most successful managers are innovators. They find new, more efficient ways for their departments and teams to complete their tasks. They also save their companies money on overhead and supplies, keeping their organization's finances healthy.

10. See the list of most popular jobs for business management majors. Work in pairs to make up a dialogue.

CONFLICT

I. Lead­in

Have you ever experienced any conflict? How did you solve it?

II. Study the vocabulary.

inevitable conflict [ınә'vıtbl]– неизбежный конфликт airing different ideas – высказывание различных идей become apparent – становится явным

unwillingness to “lose face” – нежелательность «потерять лицо» to abandon– отказаться от ч/л

a long­term cherished idea – долго хранимая в памяти идея hierarchy ['haıәrakı]­ иерархия

hostility to ideas – враждебность к идеям

not­invented­here syndrome – синдром избегания придуманного не у себя (Считается классической патологией управления, люди с NIH синдромом, отказываются делать то, что является интересами всей организации.)

unproductive conflict – непроизводственный конфликт to resolve dispute – разрешить спор

to dismiss troublesome employee – уволить недисциплинированного работника

consultation – совещание litigation ­ законодательство

sue the company for dismissal [sju:]– подавать иск на компанию за увольнение; преследовать судебным порядком

to distract from a company’s normal business – отвлекать внимание компании от текущих дел

labour­management conflict – конфликт между подчиненными и руководством

strike ­ забастовка

go­slow – снижение темпа работы time­consuming – отнимающий много времени

goodwill of a company’s customers – ценность компании,

определяющаяся ее клиентурой; репутация disruption ­ разрушение

cooling­off period – период ожидания arbitration – арбитраж, третейский суд

supplier­customer relationship – отношение между поставщиком и клиентом

to degenerate into conflict – перерастать в конфликт endemic ­ насущная проблема

protracted legal proceeding – продолжительное слушание дела alternative dispute resolution – альтернативное решение споров wrangling – прения, пререкания, спор, ссора

III. Read and translate the text.

Conflict may well be productive in some cases. In any business situation, there are often a number of different ideas about the way to proceed. Usually only one way can be chosen, so conflict is inevitable.

Ideally, airing the different ideas in discussion will lead to the best one's being cho sen. But the process may become political, with an idea being defended by the pers on or group putting it forward after it has become apparent that it is not the best wa y to go, and unwillingness to 'lose face' by abandoning a long­cherished idea. Ther

between managers and subordinates that go beyond ideas and become personal. Co

slows can also be very expensive and time­consuming. The goodwill of a company

In dealings between companies, supplier­customer relationships can degenerate int o conflict. Conflict seems to be endemic in some industries, for example constr uction, where contractors are often in dispute about whether the work has be en performed properly or whose responsibility a particular problem is. This can lea d to protracted legal proceedings.

More and more companies in the US are specifying in contracts that any disputes s hould be settled using alternative dispute resolution (ADR), avoiding expensive leg al wrangling. Specialised organisations have been set up to facilitate this.

IV. Answer the following questions on the text.

1)Why may conflict be productive in some cases?

2)What are the examples of unproductive conflict?

How do people solve conflicts in countries with high level of employee protection? 4) How are conflicts between companies solved?

Продвинутый уровень владения иностранным языком

CULTURES

British Social and Business Culture

PRE-READING TASK

Can you think of any cultural, ethical or business values of the UK?

Overview

The United Kingdom is a nation of cultural and ethnic diversity consisting of four countries each with a clear identity: England, Scotland, Wales, and Northern Ireland. A thoroughly multicultural society, the UK continues to blend its rich cultural heritage with a modern and innovative outlook. Knowledge and an appreciation of the basic business values of the UK is crucial to any organisation wanting to conduct business in such a varied yet traditional country.

British Culture - Key Concepts and values Indirectness –

The British, in particular the English, are renowned for their politeness and courtesy. This is a key element of British culture and is a fundamental aspect of British communication style. When doing business in the UK you generally find that direct questions often receive evasive responses and conversations may be ambiguous and full of subtleties. Consequently, it is important to pay attention to tone of voice and facial expression, as this may be an indication of what is really meant.

‘Stiff upper lip’ – This is a term often used to describe the traditionally British portrayal of reserve and restraint when faced with difficult situations. In British culture, open displays of emotion, positive or negative are rare and should be avoided. During meetings, this means your British colleagues will approach business with an air of formality and detachment.

Humour – A vital element in all aspects of British life and culture is the renowned British sense of humour. The importance of humour in all situations, including business contexts, cannot be overestimated. Humour is frequently used as a defense mechanism, often in the form of self-depreciation or irony. It can be highly implicit and in this sense is related to the British indirect communication style. The United Kingdom is renowned for its colourful history and strong sense of tradition that has been shaped by a colonial empire, both civil and European war and a constitutional monarchy. The fourth largest trading nation, the UK is fast becoming Europe’s leading business centre. Supported by a long-established system of government and economic stability, the UK is an attractive base for overseas business, offering skills in areas such as research, development and technology. However, in order to operate successfully in the UK business environment, there are a number of important issues to take into consideration both before and during your time there.

UK Business Part 1 - Working in the UK

Working practices in the UK

In accordance with British business protocol, punctuality is essential at any business meeting or social event

When making business appointments it is best practice to do so several days in advance.

The British are inclined to follow established rules and practices; therefore decision-making is often a slow and systematic process.

Structure and hierarchy in UK companies

Today, UK businesses maintain relatively “flat” organisational hierarchies. The principal divide is between managers and other ranks.

In general, the board of directors is the principal decision-making unit. Major decisions are made at the very top.

The British prefer to work in the security of a group-established order with which they can identify.

Working relationships in the UK

UK managers generally favour the establishment of good working relationships with their subordinates.

The boss often takes the role of a coach, creating an atmosphere of support and encouragement.

Teamwork is very important, however there exists a strong feeling of individual accountability for implementation and error.

UK Business Part 2 - Doing business in the UK

Business practices in the UK

Business meetings in the UK are often structured but not too formal and begin and end with social conversation.

First names are used almost immediately with all colleagues. Exceptions are very senior managers.

However, you should always wait to be invited to use first names before doing so yourself.

Business cards are an essential prop and are usually exchanged.

Negotiations and decisions are usually open and flexible. Your British counterparts will favour a win/win approach.

British business etiquette (Do's and Don'ts)

DO respect personal space. The British value their space and keeping an acceptable distance is advised.

DO remember to shake hands on first meetings. It is considered polite to do so. DO make direct eye-contact with your British counterpart, however remember to keep it to a minimum or it could be considered impolite or rude.

DON’T ask personal questions regarding your British counterpart’s background, occupation or income.

DON’T underestimate the importance of humour in all aspect of business in the

UK.

DON’T forget that instructions are often disguised as polite requests.

How to handle American business culture