Основы менеджмента на английском языке текстовый контент, средства организации и способы смысловой обработки. Учебное пособие
.pdfTheme 2.5. BASIC DEFINITION OF ORGANIZATION
TEXT 1
An organization in its simplest form is a person or group of people intentionally organized to accomplish an overall, common goal or set of goals. Business organizations can range in size from one person to tens of thousands. Organization features:
Vision – members of the organization often have some image in their minds about how the organization should be working, how it should appear when things are going well.
Mission – an organization operates according to an overall purpose, or mission.
Values – all organizations operate according to overall values, or priorities in the nature of how they carry out their activities. These values are the personality, or culture, of the organization.
Strategic Goals – organizational members often work to achieve several overall accomplishments, or goals, as they work toward their mission.
Strategies – organizations usually follow several overall general approaches to reach their goals.
Assignments
A1. Connect the definition with right term:
1) Values……………………… organizational members often work to achieve several overall accomplishments, or goals, as they work toward their mission.
2) Strategic Goals…………………. an organization operates according to an overall purpose.
3) Mission……………………. organizational members often work to achieve several overall accomplishments, or goals, as they work toward their mission.
A2. Translate to English language: основная цель, ценности, до-
стижение (сущ.), стратегические цели, подход, миссия, стратегия.
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A3. Learn the definitions of the given categories: vision, mission, strategic goals, strategies.
TEXT 2
Organizations have major subsystems, such as departments, programs, divisions, teams, etc. Each of these subsystems has a way of doing things to, along with other subsystems, achieve the overall goals of the organization. Often, these systems and processes are define by plans, policies and procedures.
How you interpret each of the above major parts of an organization depends very much on your values and your nature. People can view organizations as machines, organisms, families, groups, etc.
Organizations as System
System is an organized collection of parts that are highly integrated in order to accomplish an overall goal. Systems have inputs, processes, outputs and outcomes.
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, jobs for workers, enhanced quality of life for customers, etc. Systems can be the entire organization, or its departments, groups, processes, etc.
Feedback comes from employees who carry out processes in the organization, customers/clients using the products and services, etc. Feedback also comes from the larger environment of the organization, e.g., influences from government, society, economics, and technologies. Each organization has numerous subsystems, as well.
Each subsystem has its own boundaries of sorts, and includes various inputs, processes, outputs and outcomes geared to accomplish an overall goal for the subsystem. Common examples of subsystems are departments, programs, projects, teams, processes to produce
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products or services, etc. Organizations are made up of people – who are also systems of systems of systems – and on it goes. Subsystems are organized in an hierarchy needed to accomplish the overall goal of the overall system.
The organizational system is defined by, e.g., its legal documents (articles of incorporation, by laws, roles of officers, etc.), mission, goals and strategies, policies and procedures, operating manuals, etc. The organization is depicted by its organizational charts, job descriptions, marketing materials, etc. The organizational system is also maintained or controlled by policies and procedures, budgets, information management systems, quality management systems, performance review systems, etc.
Assignments
A1. Look through the TEXT2 and state its main problem. A2. Finish the presented sentence according to the text logic:
1)Feedback comes from employees who …
2)System is an organized collection of …
3)Common examples of subsystems are …
4)Outputs are tangible results produced by …
5)Feedback comes from …
A3. Give the definition to notion «subsystem». Name the common examples of subsystems.
TEXT 3
System
Very simply, a system is a collection of parts (or subsystems) integrated to accomplish an overall goal (a system of people is an organization). Systems have input, processes, outputs and outcomes, with ongoing feedback among these various parts. If one part of the system is removed, the nature of the system is changed.
Systems range from very simple to very complex. There are numerous types of systems. For example, there are biological systems
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(the heart, etc.), mechanical systems (thermostat, etc.), human/mechanical systems (riding a bicycle, etc.), ecological systems (predator/prey, etc.), and social systems (groups, supply and demand, friendship, etc.).
Complex systems, such as social systems, are comprised of numerous subsystems, as well. These subsystems are arranged in hierarchies, and integrated to accomplish the overall goal of the overall system. Each subsystem has its own boundaries of sorts, and includes various inputs, processes, outputs and outcomes geared to accomplish an overall goal for the subsystem.
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.
Why is it Important to Look at Organizations as Systems.
The effect of this systems theory in management is that writers, educators, consultants, etc. are helping managers to look at organizations from a broader perspective. Systems theory has brought a new perspective for managers to interpret patterns and events in their organizations. 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 wonderful departments that operate well by themselves but don't integrate well together. Consequently, the organization suffers as a whole.
Now, more managers are recognizing the various parts of the organization, and, in particular, the interrelations of the parts, e.g., the coordination of central offices with other departments, engineering with manufacturing, supervisors with workers, etc. Managers now focus more attention on matters of ongoing organization and feedback. Managers now diagnose problems, not by examining what appear to be separate pieces of the organization, but by recognizing larger patterns of interactions. Managers maintain perspective by focusing on
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the outcomes they want from their organizations. Now managers focus on structures that provoke behaviors that determine events – rather than reacting to events as was always done in the past.
Systems Theory, Systems Analysis and Systems Thinking
One of the major breakthroughs in understanding the complex world of systems is systems theory. The application of this theory is called systems analysis. One of the tools of systems analysis is systems thinking. Very basically, systems thinking is a way of helping a person to view the world, including its organizations, from a broad perspective that includes structures, patterns and events, rather than just the events themselves. This broad view helps one to identify the real causes of issues and know where to work to address them.
Systems theory has identified numerous principles that are common to systems, many of which help us to better understand organizations. One of the best descriptions of systems principles is in the booklet «Systems 1: An Introduction to Systems Thinking» by Draper L. Kauffman, Jr., edited by Stephen. A. Carlton (from The Innovative Learning Series by Futures Systems, Inc., 1980, Stephen.A.Carlton, Publisher, Minneapolis, MN (612) 920-0060). The following is adapted from that booklet.
The system's overall behavior depends on its entire structure (not the sum of its various parts). The structure determines the various behaviors, which determine the various events. Too often, we only see and respond to the events. That's why, especially in the early parts of our lives, we can be so short-sighted and reactionary in our lives and in our work. We miss the broader scheme of things.
Too often in organizations (and in management training programs), we think we can break up the system and only have to deal with its parts or with various topics apart from other topics. Systems theory reminds us that if you break up an elephant, you don't have a bunch of little elephants.
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There is an optimum size for a system. If we try to make the system any larger, it'll try to break itself up in order to achieve more stability. Too often in our organizations, we continually strive to keep on growing – until the reality of the system intervenes. At this point, we again only see the events, not the behaviors or the structures that cause them. So we embark on short-sighted strategies to fix events, often only causing more problems for ourselves and others.
A circular relationship exists between the overall system and its parts. Ever notice how an organization seems to experience the same kinds of problems over and over again? The problems seem to cycle through the organization. Over time, members of the organization come to recognize the pattern of events in the cycle, rather than the cycle itself. Parents notice this as they mature as parents. Over time, they recognize the various phases their children go through and consider these phases when dealing with the specific behaviors of their children.
Assignments
A1. Write down 10 main-idea sentences from the TEXT 3.
A2. Compress the TEXT3 information in the form of annotation (abstract), summary, key-words, key-predicates.
A3. Make up a scientific article about system theory.
A4. Make up a presentation about types of systems.
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Theme 2.6. LEADING: MOTIVATION
AND COMMUNICATION
TEXT 1
«Leading is the use of influence to motivate employees to achieve organizational goals» (Richard Daft).
Managers must be able to make employees want to participate in achieving an organization's goals. Leading includes:
Manpower Planning which is also called as Human Resource Planning consists of putting right number of people, right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization.
Recruitment, Selection & Placement.
Training & Development is vital part of the human resource development. It is assuming ever important role in wake of the advancement of technology which has resulted in ever increasing competition, rise in customer’s expectation of quality and service and a subsequent need to lower costs.
Remuneration. Employee Remuneration refers to the reward or compensation given to the employees for their work performances
Performance Appraisal is the systematic evaluation of the performance of employees and to understand the abilities of a person for further growth and development.
Promotions & Transfer.
Supervision – implies overseeing the work of subordinates by their superiors. It is the act of watching & directing work & workers.
Motivation – means inspiring, stimulating or encouraging the sub-ordinates with zeal to work. Positive, negative, monetary, nonmonetary incentives may be used for this purpose.
Leadership – may be defined as a process by which manager guides and influences the work of subordinates in desired direction.
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Communications – is the process of passing information, experience, opinion from one person to another. It is a bridge of understanding.
The leading process helps the organization move toward goal attainment.
Assignments
A1. Connect the term and definition:
1)Supervision – …………………. may be defined as a process by which manager guides and influences the work of subordinates in desired direction.
2)Communications – ……………………… may be defined as a process by which manager guides and influences the work of subordinates in desired direction.
3)Motivation – ………………………………... is the process of passing information, experience, opinion from one person to another.
4)Leadership – ………..……………….. implies overseeing the work of subordinates by their superiors.
A2. Give the definitions to the following terms: motivation, remuneration, supervision, leadership, promotion, training and development.
A3. Translate to English language: коммуникация, подбор персонала, стимулирование, мотивация, руководство, управление, оценка выполненной работы.
TEXT 2
Leading is about setting direction and ensuring that that direction is followed. Leading can apply to leading oneself, other individuals, groups, organizations and societies. The nature of how leading is done depends on the context of the situation, one one's perspective, and on the nature and needs of those involved. There is a rich history and body of research regarding leadership. This module aims to make that accessible to you.
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Motivation and Motivating People
Effective managers have the ability to motivate those they work with to behave in a specific, goal-directed way. Motivation is defined as energizing, directing and sustaining employee efforts.
Employees should be energized and excited about performing tasks. They should be focused on doing what is important for the organization. Managers want a sustained effort from their employees so that they work hard whether or not the boss is present.
It is equally important that effective managers understand how to influence people to perform specific behaviors and tasks they are likely to find mundane. A manager needs to be able to persuade workers to stay with the organization. Managers want workers to complete mundane tasks at times and always perform at a high level and be a good organizational citizen.
With an effective motivational scheme in place, managers are much more likely to retain the most talented workers and dissuade them from leaving and going to a competitor.
There are factors that lead to differences in employee job performance. A good manager needs to understand what causes those differences.
It is not unusual for two employees hired about the same time with similar skills to provide different levels of contribution to the company. One might be considered a star performer who meets quotas, does a great job on assignments and is a pleasure to work with. The other worker may struggle with assignments and meeting deadlines, has a negative attitude and causes problems.
Not all job performance deficits are caused by poor motivation. Performance is actually a function of three things: ability, situation and effort.
Ability is applied in terms of the intellectual (using intelligence and reason to solve problems), the social (being personable and outgoing) and the mechanical (possessing the technical skills to do
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your job). We address situations in terms of the work environment, the job design and specific task assignments. All three can have a strong influence on success.
But having ability and setting up the right situation aren’t enough. Effort is defined as a willingness to work hard; a worker or manager who asserts the maximum effort demonstrates motivation, according to Crant.
To help increase effort, managers are encouraged to try to influence the motivational levels of employees through tools. You should consider the cause of performance issues when diagnosing a problem. You also should address why the employee is poorly motivated and develop some helpful motivational techniques.
Some basic concepts of employee motivation techniques: 1. Understand your Employee Behaviors
Focus on the specific behavior and make certain that your employee understands the benefits for altering his/her behavior. Make it a positive win-win.
Often, we react instinctively to our environment and thus your employees will adopt instinctive behaviors that are self-protective in nature. Understanding the why of their reaction will enable you to propose solutions by providing a new stimulus which will naturally provide a different reaction. If you don't get the response you want, change the stimulus.
Don't be afraid to experiment with different stimuli; what motivates one individual might motivate someone else to a lesser extent or could actually have opposite effect and result in a de-motivated employee. It also possible that a stimulus that works well for a given employee may not be as an effective motivator for the same employee within a different situation. We never experience the same occurrence twice! Our perceptions are constantly evolving, thus the internal motivational value that we attached to a given stimulus also changes, hence our need to constantly change and renew our employee motivation techniques.
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