Английский язык в сфере менеджмента. Учебное пособие
.pdfManagers who play the spokesperson position provide information to people outside of their organizations. For example, a CEO might give a speech to advocate for a company cause or a management might advise a product change to a supplier. Managers are being expected more and more to speak with news media representatives and offer both factual and opinion-based replies that will be printed or televised to enormous unseen audiences, frequently directly or with minimal editing. Although there are significant dangers involved in this situation, there are also significant potential gains in terms of brand recognition, public perception, and organizational visibility.
Decisional roles. In the end, managers are tasked with making choices on behalf of the business and the stakeholders that have a stake in it. These choices are frequently made with little information and in very ambiguous situations. While making complex decisions with unclear results and frequently opposing interests, a manager will frequently benefit from the interpersonal and informational skills of the other two managerial roles.
Managers who play the part of entrepreneurs work to make their companies better, adjust to shifting market conditions, and take advantage of opportunities as they arise. The first managers to recognize the necessity to remake themselves, their goods and service lines, their marketing techniques, and their business practices as more antiquated practices become ineffective and rivals gain an advantage are those who have a longer-term perspective on their responsibilities.
The disturbance or crisis handler job shows managers who must unavoidably respond to circumstances, while the businessman role describes managers who bring about change. Crises can develop as a result of poor management leaving situations to become worse or spiral out of control, but just as frequently, great managers find themselves in the middle of a crisis that they could not have predicted but still need to respond to.
The third decision-making function of a resource allocator is to decide who receives what, when, how much, and why. Demand always exceeds availability of all resources, including money, tools, personnel, office or manufacturing space, and even the boss's time. The greatest of their staff must still be retained, motivated, and developed as managers make wise decisions in these areas.
The function of the negotiator is to make the ultimate decision. In negotiations for labor and collective bargaining agreements, budget allocations, and other formal dispute resolutions, managers invest a significant amount of time. Throughout the period of a week, managers frequently make dozens of choices that are the outcome of quick but crucial talks with and among coworkers, clients and customers, suppliers, and other parties they must interact with.
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Ex. 3. Find the wrong statements and correct them.
1.Several studies have demonstrated that due to their immediate and intimate nature, such interactions are the worst source of information for managers.
2.The leader role is where managers' effect is most obvious.
3.Managers should build and maintain relationships with people who are not part of their vertical chain of command.
4.Expensive, large-scale management information systems can digest information just as quickly and intuitively as a skilled manager.
5.Managers hardly ever search the surroundings for data.
6.Managers must determine not only who will receive this information, but also how much, how frequently, and in what format.
7.Managers are also expected to communicate with members of the news
media.
8.When acting as negotiators, managers look to better their companies and adjust to shifting market conditions.
Ex. 4. Complete the sentences with a suitable word from the box.
organizations information actions perform decisions contacts time
1.As the leader of a business unit, every manager must ____ some ceremonial duties.
2.Many investigations have demonstrated that these connections are the richest source of _______ for managers because they are immediate and intimate.
3.Managers are also in charge of overseeing the work of those who work for them, and their ______ in this regard are directly related to their role as a leader.
4.This role, in which managers establish and maintain ______ outside the vertical chain of command.
5.Many business _______ install large, costly management information systems to carry out a lot of those tasks.
6.Managers are entrusted with this duty of making _____ on behalf of both the organization and the stakeholders with an interest in it.
7.Managers spend considerable amounts of _____ in negotiations.
Ex. 5. Answer the questions to the text.
1.What are the three core management roles?
2.What are the results of Mintzberg’s study?
3.What managers are also responsible for?
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4.Give some examples of the leader’s role importance?
5.What are the basic operations managers do with many kinds of infor-
mation?
6.Do managers deal with representatives of the news media?
7.What do managers do in the role of entrepreneur?
8.What do managers do in the role of negotiator?
Ex. 6. Find the following words and word combinations in the text.
1.основные роли
2.принимать гостей
3.связаны с их статусом
4.многочисленные исследования
5.межличностные отношения
6.выполнять обязанности
7.в этом отношении
8.возглавлять компанию
9.платежеспособная компания
10.экономический спад
11.литература по менеджменту
12.устанавливать и поддерживать контакты
13.практически каждое
14.проводить время
15.внутри своего подразделения
16.аналогичные результаты
17.хранить и распространять информацию
18.огромные объемы информации
19.устанавливать информационные системы
20.обработка информации
21.сеть личных контактов
22.оказывать огромное влияние
23.непосредственно подчиненным
24.деловые партнеры
25.отправлять информацию
26.произносить речь
27.модификация продукта
28.все чаще
29.с небольшим редактированием
30.узнаваемость бренда
31.обязанность принимать решения
32.интересы часто конфликтуют
33.улучшить свой бизнес
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34.меняющиеся рыночные условия
35.долгосрочная перспектива
36.способы ведения бизнеса
37.позволяют обстоятельствам ухудшаться
38.эпицентр кризиса
39.разумные решения
40.важные переговоры
Ex. 7. Translate into English.
1.Менеджеры должны взаимодействовать с большим количеством людей в течение рабочей недели.
2.Руководители несут ответственность за работу людей в своем подразделении.
3.Влияние менеджеров наиболее ярко проявляется в их лидерской
роли.
4.Руководители должны решать, кто должен получать информацию,
вкаком количестве, как часто и в какой форме.
5.Многие бизнес-организации устанавливают большие и дорогие информационные системы управления.
6.Менеджеры отправляют информацию людям за пределами своей организации.
7.Менеджеры взаимодействуют с представителями средств массовой информации.
8.Менеджеры несут ответственность за принятие решений от имени организации.
9.Ресурсы включают финансирование, оборудование, человеческий труд, офисные или производственные площади.
10.Переговоры занимают большую часть времени менеджеров.
Ex. 8. Make general, special and alternative questions to the sentences.
1.Mintzberg discovered that most managers tended to cluster around three primary management functions in his pioneering study of managers and their employment.
2.Many studies have demonstrated that these connections are the best sources of knowledge for managers.
3.Three of a manager's responsibilities are directly related to formal power and involve fundamental human interactions.
4.Each manager is required to carry out some ceremonial tasks as the head of an organizational unit.
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5.Managers are also in charge of the work that the employees in their department do, and their decisions in this regard have a direct bearing on their leadership responsibilities.
6.Managers are tasked with collecting, compiling, analyzing, storing, and disseminating a variety of information.
7.Despite the fact that many businesses invest heavily on massive, pricey management information systems to carry out many of those tasks, nothing compares to the speed and innate intelligence of a skilled manager's brain when it comes to information processing.
8.Managers communicate with individuals outside of their companies.
Ex. 7. Watch the video “Management skills” and answer the questions.
1.What abilities should a manager have?
2.How we can develop management skills?
3.How many management skills are there in this video?
4.What is the first management skill?
5.Do managers need to have emotional intelligence in managing people?
6.What is the second management skill?
7.Is it important for managers to have good communication skills?
8.What is the third skill?
9.How technical skills are developed through?
10.What is a conceptual skill?
11.What is the fifth skill?
12.What does problem solving skill include?
13.Do time management skills include prioritizing tasks?
14.What is the eighth skill?
15.What do directing and oversight include?
16.What is the tenth skill?
Ex. 8. Watch the video “Management skills” one more time and decide if the sentence is true or false.
1.Management skills helps administrator to fulfil specific tasks in organi-
zation.
2.We can’t develop management skills through learning.
3.People management skills include focusing on your team.
3.Conflicts can be a part of people management skills.
4.It is supposed that in people management skills managers should know their colleagues on both the personal and professional level.
5.Understanding each person in your team is a part of communication skills.
6.Communication skills include two components such as verbal and written skills.
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7.As a team manager you are the communication bridge between front line staff and senior management.
8.In communication skills you should create healthy and work-friendly environment.
9.Technical skills is a need for managers.
10.To be a leader means to motivate members to increase productivity.
11.Problem-solving skills do not separate a manager from the rest of the
team.
12.Time management skills is the seventh important skill a manager should have.
13.To improve your time management skills don’t procrastinate and delegate routine tasks.
14.Directing means giving orders to your team members.
15.A good manager should know the process he is managing.
16.Diagnostic and analytical skills help managers to identify the best possible approaches to a situation.
UNIT 3. MAJOR CHARACTERISTICS OF THE MANAGER'S JOB
Ex. 1. Memorize the following words and word-groups from the texts of the unit.
to acknowledge – допускать, признавать obligation – обязанность
to delegate – делегировать, передавать полномочия superficially – неглубоко, поверхностно
values – ценности
to compete – конкурировать employees – сотрудники, работники customers – клиенты
to deliver – доставлять supervisors – руководители development – разработка, развитие proximity – схожесть, близость
nimble – живой, подвижный, гибкий (об уме), сообразительный, находчивый (о человеке)
downsizing – сокращение (штата) remarkably – весьма, существенно vacation – отпуск
responsibilities – обязанности entrepreneur – предприниматель to be aware of – осознавать
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breakthrough – достижение, успех, открытие, прорыв obsolescence – устаревание
opportunities – возможности advantage – преимущество to inspire – вдохновлять previous – предыдущий
Ex. 2. Read and translate the text.
WHAT ARE THE CHARACTERISTICS THAT SUCCESSFUL
MANAGERS DISPLAY?
Time is broken up. Throughout the beginning of time, managers have admitted that they never seem to have sufficient time to do everything that has to be done. Yet, a brand-new phenomena emerged in the latter decades of the 20th century: the demand for time from individuals in leadership positions increased, while the number of hours in a day stayed unchanged. One response to such demand was to extend working hours, but managers soon realized that doing so would result in diminishing marginal returns because there were only 24 hours in a day.
Managers are overworked but struggle to divide their jobs, according to one researcher. They are so compelled to overwork and are required to perform numerous jobs in a superficial manner. Their writing is characterized by brevity, fragmentation, and verbal communication.
The multiple positions and competing values are in conflict. It is obvious that managers cannot please everyone. Customers desire fast, high-quality product and service delivery, but workers want more time to do their work. Shareholders seek the best possible returns on their investments, while managers want additional funding for product development, equipment, and training. Decisions are frequently made based on the immediacy of the demand and the proximity of the problem; a manager stuck in the middle cannot satisfy the desires of each of these parties.
The workload is too great. Many North American and international companies have recently undergone organizational changes to increase their productivity, flexibility, and competitiveness. This reform entailed the complete elimination of intermediate management layers along with the decentralization of several operations. Several managers who made it through this reduction discovered that their direct reports had increased by twofold. According to traditional management theory, a manager should not have more than seven direct reports. Many managers today have up to 20 or 30 individuals directly reporting to them because to high-speed information technology and astonishingly effective telecommunications systems.
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Efficiency is a key competency. Efficiency has evolved into the primary management competency of the twenty-first century due to the lack of time employees have, the fragmentation of time into smaller and smaller time blocks throughout the workday, the worksite following many managers out the door and even on holiday, and the increased workload placed on managers in flattened, downsized organizations.
The relevance of the entrepreneur position is growing. Managers need to be more aware of the opportunities and hazards in their surroundings. Risks might come from competitors' technology advancements, organizational obsolescence, and drastically shorter product lifecycles. Underserved markets for goods or services, recruiting opportunities outside of regular hiring cycles, mergers, purchases, or improvements to facilities, inventory, or other assets are all examples of opportunities. Managers that are keenly aware of the marketplace and their competitors will hunt for ways to get an edge.
The leader role is also becoming more significant. Managers need to be more skilled as mentors and strategists. A manager's duties in a department of a large firm go much beyond basic maintenance. Organizations cannot possible hope to acquire an advantage over the competition unless they are able to recruit, train, motivate, retain, and promote good people. Hence, managers must always serve as mentors to people in the organization who have promise and potential in their roles as leaders. When a company loses a highly skilled employee, everything in that organization stops until that employee can be replaced. They must train, encourage, and motivate the new hire even if they locate someone who is perfectly matched and highly qualified for the open position. They must also live with the knowledge.
Ex. 3. Answer the questions to the text.
1.What phenomenon arose in the latter years of the twentieth century?
2.Is it easy for managers delegate their tasks?
3.What did the reorganization mean?
4.What is the main idea of classical management theory?
5.What are the managers’ decisions based on?
6.Why is efficiency considered as a core skill?
7.What do the threats include?
8.Do managers must act as mentors?
Ex. 4. Find the following words and word combinations in the text.
1.достаточно времени
2.руководящие должности
3.перегружены обязательствами
4.делегировать задачи
5.последние годы
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6.выполнять поверхностно
7.доставлять быстро продукты и услуги
8.часто основаны на
9.срочность необходимости
10.разработка продукта
11.в последние годы
12.устранение среднего звена управления
13.реорганизовать бизнес
14.теория предполагает
15.высокоскоростные информационные технологии
16.в течение рабочего дня
17.основные управленческие навыки
18.приобретает все большее значение
19.конкурентная среда
20.ключевой навык
21.искать возможности
22.работа включает в себя
23.технологические прорывы
24.идеально подходит
25.высококвалифицированный работник
26.уровень производительности
27.предыдущий сотрудник
Ex. 5. Find the wrong statements and correct them.
1.Workers desire more funding for product development, equipment, and
training.
2.Managers can readily assign their work because they are overloaded with duties.
3.It is obvious that managers cannot please everyone.
4.According to traditional management theory, a manager should have no more than six direct reports.
5.The function of the entrepreneur is becoming more important.
6.The responsibilities of a manager in a department of a large firm go well beyond basic maintenance.
7.When an organization loses a highly skilled employee, everything in that universe stops.
Ex. 6. Translate into English.
1.В последние годы ХХ века возник новый феномен.
2.По словам одного исследователя, менеджеры перегружены обязательствами.
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3.Сотрудники хотят больше времени для выполнения своей работы.
4.Роль предпринимателя приобретает все большее значение.
5.Когда организации теряют высококвалифицированного работника, все остальное в их мире останавливается до тех пор, пока они не смогут заменить этого работника.
6.Работа менеджера включает в себя гораздо больше, чем просто ответственность за подразделение крупной организации.
7.Сегодня благодаря высокоскоростным информационным технологиям и чрезвычайно эффективным телекоммуникационным системам многие менеджеры имеют в подчинении до 20–30 человек.
Ex. 7. Match the following managerial responsibilities with their defini-
tions.
1.Environmental scanning.
2.Supervision.
3.Coordinating.
4.Long-range planning.
5.Customer relations and marketing.
6.Community relations.
7.Controlling.
8.Internal consulting.
9.Monitoring products and services.
A.Managers holding executive positions regularly participate in the creation and implementation of strategic plans.
B.Managers assess how human, financial, and material resources are allocated and used and take appropriate corrective action.
C.Managers must always keep an eye out for changes in the company environment and keep an eye on key performance metrics like returns on equity or investment, economic indicators, business cycles, and so on.
D.Managers keep a close eye on their staff members' job.
E.Managers frequently have to plan other people's work, both inside and outside the work unit.
F.Some managers have regular, face-to-face interactions with clients and potential clients, and services.
G.It's important to keep in touch and foster relationships with representatives of diverse groups outside the company, such as local civic associations, state and federal authorities, and suppliers.
H.Some managers serve as internal consultants for organizational development and change, using their technical expertise to address issues on the inside.
I.Managers take part in the organization's product and service development, production, and delivery planning, scheduling, and oversight.
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