Английский язык в сфере менеджмента. Учебное пособие

Ex. 8. Write out keywords and make up your own plan to the text.

Ex. 9. Retell the text.

Ex. 10. Rewrite sentences into the Past Simple.

1.One researcher asserts that managers are overworked and unable to delegate their tasks with ease.

2.Many managers who make it through this reduction discover that their direct reports have doubled.

3.The function of the entrepreneur is becoming more crucial. Managers need to be more aware of the opportunities and hazards in their surroundings.

4.Organizations cannot possible hope to outperform the competition unless they are able to recruit, develop, inspire, keep, and promote good people.

5.Managers that are keenly aware of the business and the competitive landscape will search for chances to get an edge.

UNIT 4. VARIATIONS IN MANAGERIAL WORK

Ex. 1. Memorize the following words and word-groups from the texts of the unit.

amount – количество to vary – различаться hierarchy – иерархия

to distinguish – выделять, различать executives – руководители

middle management – менеджеры среднего звена first-line management – менеджеры нижнего звена rank-and-file employees – рядовые сотрудники

to carry out – выполнять, осуществлять to accomplish – выполнять

to involve – включать в себя with respect to – относительно accountant – бухгалтер

to fit together – подходить друг другу to require – требовать

in addition to – в дополнение

Ex. 2. Read and translate the text.

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LEVEL-BASED MANAGEMENT

Even if each manager may have a unique set of duties, such as the ones listed above, the time that they spend on each task and its significance will vary greatly. The two key views of a manager are (1) his or her position within the organizational structure and (2) the kind of department or function for which he or she is accountable. Let's take a quick look at each of these.

Level-based management. Executives, middle management, and first-line management are the three general levels of management that can be distinguished. Executive managers are in charge of the entire organization, notably its strategic direction, and are at the top of the hierarchy. The middle managers, who are in charge of the largest departments, may also have the authority to control other lower level managers. Ultimately, first-line managers oversee salaried workers and oversee daily operations inside their departments.

Fig. 4.1. Levels in the Management Hierarchy

According to hierarchical level, managerial activities vary according to Figure 4.1. Front-line managers will focus their efforts on technical challenges while senior executives will spend more time on conceptual ones. For instance, top managers do well in terms of long-term planning, keeping track of key performance indicators, coordinating, and internal consultation. Conversely, lowerlevel managers score highly on supervision because it is their duty to carry out duties through line-level workers. For all actions, middle managers score relatively in the center. There are three different categories of managing abilities:

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1.Technological expertise. Managers need to be able to use the equipment, processes, and methods related to their specialty. A production manager needs to understand operations management, whereas an accountant needs to be an expert in accounting principles. The mechanics of the job are these abilities.

2.Communication abilities. The capacity to interact with individuals, comprehend group dynamics and employee motivation are all components of human relations skills. These abilities enable the manager to interact with and guide his team.

3.Knowledge of concepts. These competencies reflect a manager's capacity to compile and evaluate data in order to enhance organizational performance. They comprise the capacity to view the business as a complete and comprehend how diverse components match together to function as a cohesive whole. These abilities are necessary to successfully coordinate the departments and divisions so that the whole organization can work together.

At various levels of the administrative hierarchy, different levels of these competencies are needed. To put it another way, first-line managers often need more technical abilities and fewer conceptual skills, whereas success in executive roles demands a great deal more conceptual talent and less usage of technical skills in most (but not all) scenarios. Thoughtful consideration should be given to the fact that success at all three levels of the hierarchy still depends on having strong people skills.

Furthermore to hierarchical level, managerial tasks vary depending on the kind of department or function. Quality control, manufacturing, marketing, accounting and finance, and human resource management departments all show disparities. Managers of manufacturing departments, for example, will focus their efforts on controlling, managing, and overseeing products and services. Comparatively, marketing managers place more of an emphasis on client interactions and external contact and less on planning, coordinating, and consulting. Long-term planning is highly rated by managers in both the accounting and human resource management divisions, but they will devote less time to the company's goods and services. While human resource managers offer consulting experience, coordination, and external contacts, accounting and finance managers are equally concerned with regulating and monitoring performance indicators. The department a manager is assigned to determines the emphasis and level of managerial activity.

Ex. 3. Answer the questions to the text.

1.Does the amount of time manager spent on each activity vary?

2.How many levels of management exist?

3.What executive managers are responsible for?

4.What are the responsibilities of middle managers?

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5.Do managerial activities differ by hierarchical level?

6.What activities do top managers?

7.What do human relations skills involve?

8.What do conceptual skills represent?

9.Do managerial responsibilities differ according to the type of department or function?

Ex. 4. Find the following words and word combinations in the text.

1.ряд обязанностей

2.уровни управления

3.вершина иерархии

4.организационная иерархия

5.упомянутые выше

6.повседневная деятельность

7.рядовые менеджеры

8.руководители высшего звена

9.управленческая деятельность

10.долгосрочное планирование

11.принципы бухгалтерского учета

12.систематизировать и анализировать информацию

13.технические навыки

14.навыки работы с людьми

15.координация отделов и подразделений

16.показатели эффективности

17.управление персоналом

18.консультационные услуги

19.руководители производственных отделов

20.для сравнения

Ex. 5. Watch the video “Levels of management” and answer the questions.

1.How many levels of management one can find in any organizational

business?

2.What is a manager?

3.How can the organization can achieve its goals?

4.What is a good manger?

5.What is the difference between upper management and lower-level management in terms of people?

6.What risks do Upper-level managers have?

7.What other names of upper management are listed in the video?

8.What is long term planning?

9.Who provide instructions for middle and lower management?

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10.What are the tasks of middle managers?

11.What is the link between upper and lower management?

12.What other names of lower management are listed in the video.

Ex. 6. Watch the video “Levels of management” one more time and decide if the sentence is true or false.

1.The success of any of these organizations depends on the quality of the managers in the organization.

2.Managers can organize people within an organization.

3.The job of a manger involve interacting with people for a short time.

4.Manager should need good communication skills.

5.The number of managers increases from top to bottom.

6.Upper-level managers have less responsibility than lower-level managers.

7.The salary of managers depend on their responsibilities and risks they take.

8.Lower-level managers set goals and mission.

9.CEO of the company is an example of upper management.

10.Middle management is also known as pre-intermediate management.

11.Middle managers are involved in medium – term planning.

12.The head of English department at your school is an example of lower management.

13.Short-term planning is typical for of lower management.

Ex. 7. Translate into English.

1.Руководители высшего звена уделяют больше времени концептуальным вопросам, в то время как рядовые менеджеры техническим вопросам.

2.Ответственность менеджеров низшего звена заключается в выполнении задач через рядовых сотрудников.

3.Навыки человеческих отношений включают способность работать

слюдьми и понимать мотивацию сотрудников и групповые процессы.

4.Концептуальные навыки включают в себя способность видеть организацию в целом и понимать, как различные ее части сочетаются друг

сдругом, чтобы работать как единое целое.

5.Менеджеры по маркетингу уделяют меньше внимания планированию, координации и консультированию и больше отношениям с клиентами и внешним контактам.

Ex. 8. Write out keywords and make up your own plan to the text.

Ex. 9. Retell the text.

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Ex. 10. Translate sentences in the Passive Voice.

1.The hierarchy of management ______ by three general levels. (distin-

guish).

2.Day-to-day activities ____ by first-line managers. (perform).

3.Different stages ____ in the managerial hierarchy. (inculde).

4.Tools, procedures, and techniques _____ (use) by technical skills.

5.Long-range planning, monitoring business indicators, coordinating, and internal consulting ____ (conduct) by top managers.

Ex. 11. For home assignment! prepare a report on the following topics:

(Your report should contain 15-20 sentences.)

1.The roles managers perform

2.The key elements of the manager's work

3.Major features of the manager's job

4.Marketing managers

5.Lower-level managers

6.Middle managers

UNIT 5. THE HISTORY OF MANAGEMENT

Ex. 1. Memorize the following words and word-groups from the texts of the unit.

roots – корни

to suggest – предполагать

to execute – выполнять, осуществлять vast – обширный

oceangoing trade – морская торговля managerial insights – управленческие идеи succession – преемственность; наследование conqueror – завоеватель

admirer – обожатель, поклонник comparison – сравнение

former – прежний, первый latter – последний, поздний exception – исключение slave – раб

indentured servants – подневольные работники output – продукция

goods – товары

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variety – ассортимент, разнообразие costs – затраты, расходы

to encourage – способствовать competition – конкуренция evaluation – оценка

scholars – ученые

thorough – полный, основательный flourishing – процветающий, преуспевающий livestock – домашний скот

pottery – керамические изделия clay – глина

currency – валюта

to exchange – обменивать to purchase – покупать contribution – вклад instance – пример

accounting – бухгалтерский учет wage – заработная плата bricklayer, stonemason – каменщик herdsman – пастух, скотник

incentive wages – стимулирующая заработная плата weaver – ткач; ткачиха

uncertain – неопределённый; неясный

stonecutter – каменотёс (рабочий по обтёске камня)

to grease – наноситьсмазку, смазывать(механическоеоборудованиеит.п.) to compel – заставлять, вынуждать, принуждать

bureaucracy – бюрократия to rely upon – полагаться на

to undertake – предпринимать,совершать aqueduct – акведук, водопровод

Ex. 2. Pay attention to the pronunciation and translation of the following proper names:

the Colossus of Rhodes [ kəˈlɒsəs ɒv rhodes] Колосс Родосский

the Hanging Gardens of Babylon [ˈhaŋɪŋ ˈɡɑːdənz ɒv Babylon] Висячие сады Семирамиды

the Phoenicians [fɪ'ni(:)ʃ(ə)nz] Финикийцы Sun Tzu [suːn ˈdzuː] Сунь-цзы

Julius Caesar [ julius ˈsiːzə] Юлий Цезарь Genghis Kahn [dʒˈɛŋɡɪs kˈɑːn] Чингисхан

Sumer [suː'mər] Шумер (древняя цивилизация в Месопотамии)

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Babylonian [ˌbæbɪ'ləunɪən] вавилонский (относящийся к Вавилону или Вавилонии)

The Code of Hammurabi [ˌhæmu'rɑːbɪ] Кодекс Хаммурапи; Хаммурапи

(царь Вавилонии, 1792-1750 гг. до н.э.)

Nebuchadnezzar [ˌnebjəkəd'nezə] Навуходоносор (царь Вавилонии в 605-562 гг. до н.э.)

Confucian teachings [kənˈfjuːʃ(ə)n] Конфуцианское учение

Ex. 3. Read and translate the text.

THE HISTORY OF MANAGEMENT

Even while you might believe that management is a relatively modern discipline, it actually has ancient roots. In actuality, management and those looking for ways to improve it have always existed whenever and wherever there has been business. For instance, the Great Pyramid, the Hanging Gardens of Babylon, and the Colossus of Rhodes were just a few of the Seven Wonders of the Ancient World that required the labor of a huge number of people to complete. Given their scale and complexity, it is likely that managers were involved in organizing the labor and materials required to carry out the construction plans. The Phoenicians and the Greeks could not have dominated oceangoing trade without management, just as the Romans and the ancient Chinese could not have controlled their large empires.

It makes natural that the study of management is old given the long history of management. The numerous managerial lessons learned from political, diplomatic, and military history as well as from philosophy, poetry, economics, and literature reinforce this viewpoint. Anyone who is familiar with King Lear by William Shakespeare would be able to identify the current management issue of succession planning! The writings of Roman general and statesman Julius Caesar, Chinese military strategist Sun Tzu, and even Genghis Kahn, conqueror of Mongolia and head of what grew to be the greatest land empire in history, have all had an impact on modern managers. Facebook's Mark Zuckerberg, a contemporary admirer of the Caesars, has admitted that some of his management philosophy is influenced by his classical education.

Modern management is less than 150 years old, despite its long history. In actuality, a contrast between management practices before and after the Industrial Revolution reveals that the former is simply a tenuous approximation of the latter. With a few exceptions, forced labor (slaves or indentured servants) or family members worked primarily at home and on farms before the Industrial Revolution, and the products they created were frequently used by their employers, the local community, or their own families. Workers could select where and for whom to work as economics and morals changed throughout the years.

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These adjustments would have a significant impact on how labor and other resources were used in the production process.

The Industrial Revolution and the changes in how and where commodities were sold were the two breakthroughs that fundamentally altered management. When the circumstances were taken as a whole, more products were sold to more people in more remote regions. Large corporations were also founded as a result of these occurrences. Competition necessitated coordination and specialization in the utilization of resources, as well as the creation of economies of scale (i.e., increasing production lowering costs). Coordination and specialization issues combined to promote the growth of management study as a separate discipline.

In this chapter, we follow the development of management evaluation from its early stages in antiquity to its current incarnation as a modern profession. Understanding the history of management can help us comprehend its principles in a richer, more comprehensive context and show how each idea we discuss is supported by evidence gathered over many years by a large number of scholars in the fields of economics, engineering, sociology, psychology, and anthropology.

The first urban civilization, Sumer, which is now in southern Iraq, is where management first emerged. In the thriving commercial culture of Sumer, consumers could buy products like cereals, animals, perfumes, and pottery. The ancient Sumerians utilized old clay coins to make payments rather than bartering, which is the practice of exchanging one commodity or service for another in exchange for no payment at all. Several coin denominations were represented by varied coin sizes and forms, which also indicated the kinds of items they may be exchanged for.

What enabled this degree of commerce and economic activity? The invention of writing allowed merchants to keep track of different trades. In addition, the invention of a simple form of coinage made it easier for people to trade more because they no longer had to locate someone else who desired the exact same commodity or service they were producing. One of the primary responsibilities of a manager is to coordinate the actions of people who provide things and those who wish to purchase them.

The Middle East made two additional contributions to the early growth of management. The Babylonian monarch Hammurabi is responsible for the concept of written rules and commands (1810 BC–1750 BC). The Code of Hammurabi was a collection of 282 laws that addressed a wide range of conduct, including business transactions, private conduct, social interactions, and punishments. One of the earliest examples of accounting and the requirement for explicit regulations for managers and owners was Law 104. Doctors, bricklayers, stonemasons, boatmen, shepherds, and other workers had their wages regulated by the law as well. Yet, because salaries were fixed, the code did not include the idea

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of incentive compensation. Nebuchadnezzar (605–c. 562 BC), a later Babylonian king, introduced the concept of incentives when he offered rewards to cloth weavers to encourage their production. The more cloth the weavers made, the more food they received as payment.

The huge pyramids were built by the ancient Egyptians in remarkable detail. The canals, irrigation systems, and pyramids, which served as royal tombs and were larger and more intricate than anything the Greeks and Romans were able to construct in later ages, were all masterfully constructed by the ancient Egyptians. Even while we still don't know how the pyramids were built, we do know that a large number of different kinds of slave laborers were used in the process. Different tasks would be assigned to each worker. Some of the workers were stone cutters, while others had to move enormous stone blocks by pushing and pulling them, and yet others had to lubricate the stones to lessen friction. The management principles of coordination, specialization, and division of labor are evident in this process. One person oversaw each of these teams of workers. The ancient Egyptians invented the idea of span of control, or the number of employees that a manager directly supervises, as they figured out how to manage the enormous numbers of people involved in building pyramids. The Egyptians determined that 10 workers per supervisor was the best ratio, anticipating future studies on this topic. There were also a number of overseers who were charged with pressuring employees to produce.

The Chinese were the first in Asia to conceptualize bureaucracy. Although it has its roots in the early dynasties, bureaucracy didn't fully evolve until the Han period (206 BC–220 AD). The goal was to educate scholars in Confucian principles and equip them to use such principles in decision-making. This approach was informal and based on the judgment of the scholars themselves, in contrast to modern bureaucracies. The concept of meritocracy was another significant development since it grounded selection for and then promotion within a bureaucracy on a test of Confucian teaching.

In the evolution of management, the Greeks (800 BC–400 BC) and Romans (500 BC–476 AD) introduced a number of critical milestones. Both the Greeks and the Romans attempted a wide range of industrial projects, such as roads and aqueducts, and founded several guilds and institutions that promoted trade, despite the fact that neither empire was particularly focused on commerce. Based on Plato's understanding of human variation, the Greeks continued to develop the concept of labor division. Socrates, a famous Greek philosopher, emphasized the need to have administrative abilities, such as the ability to foster an environment conducive to information sharing and analysis. Standardization was one of the Romans' contributions to management. The Romans needed to standardize measures, weights, and coinage in order to manage a sizable empire. Due to the widespread public stock sales by Roman businesses, the Romans also witnessed the founding of the corporation.

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