Основы менеджмента на английском языке текстовый контент, средства организации и способы смысловой обработки. Учебное пособие
.pdfMarket opportunity – concisely describes what unmet need it will (or does) fill, presents evidence that this need is genuine, and that the beneficiaries (or a third party) will pay the costs to meet this need. Describes credible market research on target customers (including perceived benefits and willingness to pay), competitors and pricing.
People – arguably the most important part of the plan, it describes who will be responsible for developing, marketing and operating this venture, and why their backgrounds and skills make them the right people to make this successful. Ideally, each person in the management team (and key program and technical folks) are indicated by NAME.
Implementation – this is the how-to section of the plan, where the action steps are clearly described, usually in four areas: start-up, marketing, operations and financial. Marketing builds on market research presented, e.g., in a Market Opportunity section of the plan, including your competitive niche (how you will be better than your competitors in ways that matter to your target customers). Financial plan includes, e.g., costs to launch, operate, market and finance the business, along with conservative estimates of revenue, typically for three years; a break-even analysis is often included in this section.
Contingencies – this section outlines the most likely things that could go wrong with implementing this plan, and how management is prepared to respond to those problems if they emerge.
In many cases, an organization will already have in its possession some of the information needed for preparing a business plan. For example, in the case of nonprofits, grant proposals often contain some of this information.
Assignments
A1. Compress the text information in the form of annotation (abstract), summary, key-words, key-predicates.
A2. Compile the text of the synopsis with the help of square brackets markers.
A3. Find in the text connectors and put down the list.
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A4. Join the selected parts of the synopsis with the help of connectors.
A5. Make up a scientific article about business planning specifics.
Theme 2.2. HISTORICAL THEORIES
OF MANAGEMENT
TEXT 1
Scientific Management Theory (1890-1940)
At the turn of the century, the most notable organizations were large and industrialized. Often they included ongoing, routine tasks that manufactured a variety of products. The United States highly prized scientific and technical matters, including careful measurement and specification of activities and results. Management tended to be the same. Frederick Taylor developed the: scientific management theory» which espoused this careful specification and measurement of all organizational tasks. Tasks were standardized as much as possible. Workers were rewarded and punished. This approach appeared to work well for organizations with assembly lines and other mechanistic, routinized activities.
Bureaucratic Management Theory (1930-1950)
Max Weber embellished the scientific management theory with his bureaucratic theory. Weber focused on dividing organizations into hierarchies, establishing strong lines of authority and control. He suggested organizations develop comprehensive and detailed standard operating procedures for all routinized tasks.
Human Relations Movement (1930-today)
Eventually, unions and government regulations reacted to the rather dehumanizing effects of these theories. More attention was given to individuals and their unique capabilities in the organization. A major belief included that the organization would prosper if its workers prospered as well. Human Resource departments were added
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to organizations. The behavioral sciences played a strong role in helping to understand the needs of workers and how the needs of the organization and its workers could be better aligned. Various new theories were spawned, many based on the behavioral sciences (some had name like theory «X», «Y» and «Z»).
With the Human Relations movement, training programs recognized the need to cultivate supervisory skills, e.g., delegating, career development, motivating, coaching, mentoring, etc. Progressive management schools now have students review a wide body of management topics and learn those topics by applying that knowledge in the workplace and reflecting on that application. Learning activities incorporate learners’ real-world activities in the workplaces or their lives. Assignment include reflection and analysis on real-world experience. Learning is enhanced through continuing dialogue and feedback among learners. Very good schools manage to include forms of self-development, too, recognizing that the basis for effective management is effective self-management.
Effective management development programs help students
(learners) take a system’s view of their organizations, including review of how major functions effect each other. Assignments include recognizing and addressing effects of one actions on their entire organization.
Assignments
A1. Read the English categories and notions.
A2. Learn the given categories and notions: technical matters, dehumanizing effects, effective management,
A3. Translate into English the following Russian terms word combinations: технические условия, теория человеческих отношений, прогрессивный менеджмент.
A4. Comment on the text figures mentioned: 1930-1950; 1890-
1940.
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TEXT 2
Management has grown in leaps and bounds from a virtually trivial subject in the past centuries, to one of the most essential topics. Management has developed into a robust and revolutionary force on which our modern society relies for material support and national well-being. Management, as a theoretical discipline, goes back only to the end of the 19th century, when the 1st large industrial company was started, and the challenges of coordinating and managing numerous people in the search for a common set of objectives first became evident.
History of Management Thought
Management experts have grouped the diverse ideas into three basic approaches: The classical approach to management theory. The attempt to understand work, and just how employees can be made more efficient & productive, marked the beginning of the study of modern management. This initial research produced theories, concepts, and practices which are referred to as classical approach. The classical school writers such as Frederick W Taylor, Henri Fayol and Lyndall Urwick decided to evaluate the corporate organisation in terms of its purpose and structure.
The classical approach has two perspectives: scientific management and classical organization theory. Scientific management focuses on the difficulties of lower level managers managing the everyday problems of the staff. Classical organization theory focuses on the challenges which top-managers face in managing the organization as a whole.
Scientific management places emphasis on the technical specification of each individual’s job and on the ability of monetary rewards to encourage each job holder. Tasks are standardized wherever possible. Employees are rewarded and punished. This approach works well for companies with assembly lines and other mechanistic, routinized activities.
Classical organization theory specializes in the management of organization and has two key objectives: To develop basic principles
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that can guide the creation, design and maintenance of big organizations and to find out the basic functions of managing organizations.
The Behavioural approach considers the social and psychological aspects of human behaviour in organization. The behavioral approach stressed employee perceptions and behaviors and group processes, and acknowledges the importance of behavioral processes in the organization. The behavioural approach has two branches: human relations approach and behavioural science approach.
Management science approach makes use of mathematical and statistical approaches to solve management problems. This approach focuses on solving technical instead of human behavior problems. It began during World War II, as strategists attempted to use scientific knowledge and techniques to the complex problems of war. One of the main objective of this approach is to provide the management with quantitative bases for decisions.Management science is mainly worried about how a business can manage itself with the goal to maximize productivity. Management science is also known as operations research, which basically explains the strategy management scientists take when functioning in a business setting. The management science approach discovers a difficult problem or process within a business’ operations. It then designs possible solutions.
A persistent disadvantage of the classical, behavioural and quantitative approaches is that they give more importance on one aspect of the organisation at the cost of another. But, it is hard to understand which aspect is most functional, constructive and suitable in a given scenario.
Assignments
A1. Look through the text state its main problem.
A2. Make up a logical Chart of the text.
A3. Finish the presented sentences according to the logic of text information:
1)The Behavioural approach considers…
2)The Сlassical approach has two perspectives: …
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3)Management science approach makes use of …
4)Management science is also known as …
A4. Comment on the names mentioned: Frederick Taylor, Henri Fayol, Max Weber.
TEXT 3
Contemporary Theories of Management Contingency Theory
Basically, contingency theory asserts that when managers make a decision, they must take into account all aspects of the current situation and act on those aspects that are key to the situation at hand. Basically, it’s the approach that «it depends.» For example, the continuing effort to identify the best leadership or management style might now conclude that the best style depends on the situation. If one is leading troops in the Persian Gulf, an autocratic style is probably best (of course, many might argue here, too). If one is leading a hospital or university, a more participative and facilitative, leadership style is probably best.
Systems Theory
Systems theory has had a significant effect on management science and understanding organizations. First, let’s look at «what is a system?» A system is a collection of part unified to accomplish an overall goal. If one part of the system is removed, the nature of the system is changed as well. For example, a pile of sand is not a system.
If one removes a sand particle, you’ve still got a pile of sand. However, a functioning car is a system. Remove the carburetor and you’ve no longer got a working car. A system can be looked at as having inputs, processes, outputs and outcomes. Systems share feedback among each of these four aspects of the systems.
Let’s look at an organization. Inputs would include resources such as raw materials, money, technologies and people. These inputs go through a process where they’re planned, organized, motivated and controlled, ultimately to meet the organization’s goals. Outputs would be products or services to a market. Outcomes would be, e.g., en-
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hanced quality of life or productivity for customers/clients, productivity. Feedback would be information from human resources carrying out the process, customers/clients using the products, etc. Feedback also comes from the larger environment of the organization, e.g., influences from government, society, economics, and technologies. This overall system framework applies to any system, including subsystems (departments, programs, etc.) in the overall organization.
Systems theory may seem quite basic. Yet, decades of management training and practices in the workplace have not followed this theory. Only recently, with tremendous changes facing organizations and how they operate, have educators and managers come to face this new way of looking at things. This interpretation has brought about a significant change (or paradigm shift) in the way management studies and approaches organizations.
The effect of systems theory in management is that writers, educators, consultants, etc. are helping managers to look at the organization from a broader perspective. Systems theory has brought a new perspective for managers to interpret patterns and events in the workplace. They recognize the various parts of the organization, and, in particular, the interrelations of the parts, e.g., the coordination of central administration with its programs, engineering with manufacturing, supervisors with workers, etc. This is a major development. In the past, managers typically took one part and focused on that. Then they moved all attention to another part. The problem was that an organization could, e.g., have a wonderful central administration and wonderful set of teachers, but the departments didn’t synchronize at all.
Chaos Theory
As chaotic and random as world events seem today, they seem as chaotic in organizations, too. Yet for decades, managers have acted on the basis that organizational events can always be controlled. A new theory (or some say «science»), chaos theory, recognizes that events indeed are rarely controlled. Many chaos theorists (as do systems theorists) refer to biological systems when explaining their theory. They suggest that systems naturally go to more complexity,
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and as they do so, these systems become more volatile (or susceptible to cataclysmic events) and must expend more energy to maintain that complexity. As they expend more energy, they seek more structure to maintain stability. This trend continues until the system splits, combines with another complex system or falls apart entirely [9].
Assignments
A1. Make up Main Problems Plan.
A2. Wright down 10 main sentences from TEXT 3.
A3. Make up a presentation about management theories.
A4. Make up a scientific article about one of main management theories.
Theme 2.3. PLANNING IMPLEMENTATION
TEXT 1
Planning is setting the direction for some system and then guiding the system to follow the direction. There are many kinds of planning in organizations.
Planning typically includes use of the following basic terms: goals, strategies, objectives, tasks, resources.
Goals are specific accomplishments that must be accomplished in total, or in some combination, in order to achieve some larger, overall result preferred from the system, for example, the mission of an organization. (Going back to our reference to systems, goals are outputs from the system.)
Strategies or Activities. These are the methods or processes required in total, or in some combination, to achieve the goals.
Objectives are specific accomplishments that must be accomplished in total, or in some combination, to achieve the goals in the plan. Objectives are usually «milestones» along the way when implementing the strategies.
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Tasks – particularly in small organizations, people are assigned various tasks required to implement the plan. If the scope of the plan is very small, tasks and activities are often essentially the same.
Resources (and Budgets) – include the people, materials, technologies, money, etc., required to implement the strategies or processes. The costs of these resources are often depicted in the form of a budget. (Going back to our reference to systems, resources are input to the system.)
Basic Overview of Typical Phases in Planning:
1.Reference Overall Singular Purpose («Mission») or Desired Result from System.
2.Take Stock Outside and Inside the System.
3.Analyze the Situation.
4.Establish Goals.
5.Establish Strategies to Reach Goals.
6.Establish Objectives Along the Way to Achieving Goals.
7.Associate Responsibilities and Time Lines With Each Objective.
8.Write and Communicate a Plan Document.
9.Acknowledge Completion and Celebrate Success.
Assignments
A1. Give the definitions to the following terms: tasks, resources, stratagies, strategic planning, goals.
A2. Translate from Russian: миссия организации; достигать целей; множественные задачи; представлять стратегию; отображаются в виде бюджета.
A3. Name the typical phases of Planning.
TEXT 2
One of the most common sets of activities in the management is planning. Very simply put, planning is setting the direction for something – some system – and then guiding the system to follow the direction. There are many kinds of planning in organizations. Common to these many kinds of planning are various phases of planning and
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guidelines for carrying them out as effectively as possible. Information in this document can be referenced as a basis from which to carry out various kinds of planning, ranging from highly complex to simple and basic. To help make the following information applicable to as many situations as possible, the scope of the following planning information is to the «system». The following process should be customized by planners to the meet the needs and nature of the planners and their organizations.
Systems have inputs, processes, outputs and outcomes. To explain, inputs to the system include resources such as raw materials, money, technologies and people. These inputs go through a process where they're aligned, moved along and carefully coordinated, ultimately to achieve the goals set for the system. Outputs are tangible results produced by processes in the system, such as products or services for consumers. Another kind of result is outcomes, or benefits for consumers, e.g., jobs for workers, enhanced quality of life for customers, etc. Systems can be the entire organization, or its departments, groups, processes, etc.
Whether the system is an organization, department, business, project, etc., the process of planning includes planners working backwards through the system. They start from the results (outcomes and outputs) they prefer and work backwards through the system to identify the processes needed to produce the results. Then they identify what inputs (or resources) are needed to carry out the processes.
Basic Overview of Typical Phases in Planning.
Whether the system is an organization, department, business, project, etc., the basic planning process typically includes similar nature of activities carried out in similar sequence. The phases are carried out carefully or – in some cases – intuitively, for example, when planning a very small, straightforward effort. The complexity of the various phases depend on the scope of the system. For example, in a large corporation, the following phases would be carried out in the corporate offices, in each division, in each department, in each group, etc.
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