Английский язык в сфере менеджмента. Учебное пособие

A company's mission statement is more specific than its vision statement, which is a general declaration of its principles. The mission statement expands on the why of a vision statement and provides a general explanation of how the company will attempt to realize its vision. A mission statement focuses on outlining the items a company plans to offer or the target markets it plans to service, albeit it's still not quite a strategy.

Examples of vision and mission statements for Ikea and the Walt Disney Corporation are included in the exhibit. The vision statements in both situations are extremely general and cannot be used by a company as a strategy because there is not enough information provided to identify the potential nature of the company. The mission statements, on the other hand, outline the goods and services that each business plans to provide as well as the clients that it will aim to serve in order to achieve their vision.

It's noteworthy to notice that many businesses conflate vision and mission statements, referring to a very general statement as their mission. For instance, Microsoft declares that its goal is "to help people fulfill their greatest potential worldwide." According to the summary above, this makes a strong vision statement.

Microsoft's stated mission is to "empower people via amazing software anytime, anywhere, and on any device," according to their official vision statement. Despite the fact that the second statement is likewise extremely general, it does specify how Microsoft intends to carry out the first statement, making it more appropriate as a mission statement than a vision statement. Why are a

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firm's vision and purpose statements crucial to creating a competitive advantage? Simply put, you cannot create a plan or strategy until you are clear about your goals. The initial steps in identifying a company's purpose for existing and formulating a strategy to achieve that purpose are the vision and mission statements.

Ex. 3. Answer the questions to the text.

1.What comes first in the process of creating a winning strategy?

2.What does the vision statement express?

3.What does a firm’s mission statement represent?

4.Give the examples of vision and mission statements.

5.What was the Microsoft mission?

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

UNIT 10. INFLUENCING EMPLOYEE PERFORMANCE

AND MOTIVATION

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

lever – рычаг, средство воздействия

reward – награда; денежное вознаграждение, премия glimpse – беглый взгляд, беглое знакомство

extent – мера, степень, рамки, пределы to ensure – гарантировать, обеспечивать

to reciprocate – отплачивать (услугой за услугу и т. п.) extrinsic – внешний; поступающий извне

primarily – первоначально entitlement – название; наименование

to thrive – благоденствовать; преуспевать; процветать

Ex. 2. Read and translate the text «How do companies use rewards strategies to influence employee performance and motivation».

HOW DO BUSINESSES AFFECT EMPLOYEE MOTIVATION AND PERFORMANCE VIA REWARDS STRATEGIES?

How do businesses affect employee motivation and performance via rewards strategies? In order to inspire and promote both individual and group performance, which results in overall organizational performance, productivity, and growth, it is important to implement both performance management and incentives systems. Systems of performance evaluation and compensation are also "cultural" in that they offer a window into how an organization handles the performance (or lack thereof) of its employees and the degree to which it is prepared to reward and discriminate based on that performance. The best strategies for differentiating and rewarding employees, which will also influence employee performance and motivation, have been much discussed throughout the years.

We first need to define the words before we can discuss best practices and findings in rewards and motivation systems. Rewards systems are the framework that an organization (typically through human resources) designs and oversees to make sure that employee performance is reciprocated with some kind of reward (for example, monetary or other extrinsic) that will drive and motivate the employee to keep working for the organization.

Compensation programs and regulations make up the majority of rewards programs, but they can also include employee benefits and other extrinsic rewards that meet employee demands. The main goal of a rewards program in an organization is to properly implement a compensation system within human resource management. The majority of businesses aim to implement pay-for- performance compensation plans that give market-competitive pay and permit compensation difference based on employee performance. Pay for performance

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starts with an organizational culture that says it wants to reward top performers to boost organizational performance and care for people who can have the biggest influence.

The top four reasons given by businesses for adopting a pay-for- performance strategy, according to Stephen Miller's 2011 SHRM article titled "Study: Pay for Performance Pays Off," are to:

•Acknowledge and reward strong performers (46.9 %)

•Increasing the possibility that company objectives will be met (32.5 %)

•Increased output (7.8 %)

•Discontinue the entitlement culture (7.8 %)

The study also demonstrated that the factors varied based on how well performing or underperforming the organization was. Nearly half of highperforming firms, ranking first among the principal drivers, cited recognizing and rewarding top performers as the key driver of a pay-for-performance policy. The motivations behind a plan did not seem to be as clear in lower-performing firms. Among this group, achieving company goals was the main motivator. It appears that high-performing companies who use a pay-for-performance strategy genuinely support the concept of differentiating between various performance levels. More over 7 in 10 (72 %) businesses claim to explicitly link pay increases to employee performance, and 2/3 (67 %) claim that raises for top performers are at least 1.5 times higher than those for average performers, demonstrating the continued success of pay for performance. In addition, it appears from the survey results that when there is a greater distinction between increases for average and top performers, employees' comprehension of the organization's compensation strategy improves. The more pronounced disparity in raises makes it clearer that the organization takes pay for performance seriously.

Ex. 3. Answer the questions to the text.

1.What are the main strategies for inspiring and enhancing both individual and group performance?

2.What do the rewards systems represent?

3.What rewards programs consist of?

4.What is a pay-for performance compensation program?

5.What indicated almost half of high-performing organizations?

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

1.влиять на мотивацию

2.системы поощрений

3.обеспечить представление

4.определить термины

5.состоят изначально

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6.наиболее эффективные работники

7.конкурентоспособная зарплата

8.корпоративные цели

9.улучшить производительность

10.главная движущая сила

11.наибольшее влияние

Ex. 5. Memorize the following words and word-groups from the texts of the unit.

performance standards – стандарты эффективности human resources areas – кадровые сферы

hiring practices – практики найма talent pool – кадровый резерв

Ex. 6. Put the words in appropriate form.

1.That (ANNOUNCE) speaks too quickly at the conference.

2.The workers are looking for a serious (job).

3.I would like to have a (MAGIC) in my corporate event!

4.Don't go inside the bank! There is a (ROB) with a gun!

5.I am waiting for the (ARRIVE) of my plane.

6.The (DEPART) will be tomorrow at 5 a.m.

7.Is there any kind of (ENTERTAIN) in this hotel?

8.Could I have an (EXPLAIN)?

9.Excuse me but my (PRONOUNCE) is very bad, I'm afraid!

10.Her broken foot is still very (PAIN) after his vacation.

11.I have a (WEEK) meeting with him.

12.I would like to live in a (WOOD) house when I retire.

13.That hotel is very (LUXURY).

14.The (MEDICINE) examination is compulsory when you enter the uni-

versity.

15.We have the same model in (VARY) colors.

Ex. 7. Read and translate the text « Global versus Local HR».

LOCAL VS. GLOBAL HR

Finding the right balance between local and global needs is a constant issue for multinational corporations when developing a human resource management plan. With few local departures from the global strategy, some large corporations lean significantly toward centralization. Others might permit further localization of procedures and decision-making if it is necessary to take into ac-

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count particularly unique local cultural requirements. Maintaining international standards while also allowing for local market adaption in the human resources fields where it makes the most sense benefits businesses in both scenarios.

The majority of multinational corporations implement global performance standards, competence profiles, and performance management tools and processes, according to the MIT Sloan Management Review article "Six Principles of Successful Global Talent Management" (Winter 2012). These are the sectors of human resources that are still at the global level since they are most directly related to the overarching strategy and goals. Training and pay are two examples of HR procedures that may require feedback from the local market because they are not seen as being as closely related to the strategy. Due to difficulties and labor regulations that vary by region, hiring processes may also need to be modified locally. Yet, if a corporation adapts its hiring, assessment, and development procedures for top talent too much for each individual country, it may be limited in terms of its ability to manage global talent. It is crucial for the business to adopt a global strategy to people management so that possibilities for crosslearning and cross-cultural development can occur.

Breaking down walls and bringing in talented workers from all over the world to the organization is one of the most crucial benefits of global talent management. Some businesses even offer global leadership programs that unite high-potential executives from various departments to foster camaraderie, exchange information, and engage in learning. Others have developed rotational programs for leaders so they can take on new responsibilities in various cultures and hone their cultural sensitivity. When human resources build a global network for talent while simultaneously balancing this with the needs of the local market, they can have a significant impact on the company's capacity to harness the power of a global talent pool.

Ex. 8. Answer the questions to the text.

1.What difficulties can a business encounter in creating distinct competency models or performance management systems for each of its local offices?

2.Why can hiring procedures and remuneration plans require local adaptation? What dangers lurk if these weren't customized for regional markets?

Ex. 9. Find the following words and word combinations in the text.

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Ex. 10. Translate the text in written form using the dictionary.

ПОТРЕБНОСТЬ ВО ВЛАСТИ

Потребность во власти (nPow) представляет собой потребность контролировать вещи, других людей. Она отражает мотивацию влиять на других людей и нести ответственность за них. Сотрудник, который отдает приказы и много спорит, мотивирован потребностью власти над другими.

Сотрудники с высоким nPow могут быть полезны организациям. Люди с высоким nPow это эффективные сотрудники, однако такие работники могут пытаться убедить других делать то, что им нужно, что конечно наносит ущерб организации. Стремящийся к личной власти пытается контролировать других, в основТном ради господства над ними. Они хотят, чтобы другие откликались на их пожелания. Они «строят империи» и защищают их.

Стремящийся к высокой социальной власти удовлетворяет потребность во власти, влияя на других, ищет личную власть. Они отличаются тем, что чувствуют себя лучше, когда у них есть влияние на рабочую группу для достижения целей группы, а не на какие-то личные планы. Высокая социальная власть предполагает то, что люди озабочены целями, которые поставила перед собой рабочая группа, и они мотивированы влиять на других для достижения цели. Эта потребность ориентирована на выполнение обязательств перед работодателем, а не перед собой.

CONCLUSION

Настоящее учебное пособие содержит минимально необходимый лексический материал, который позволяет обеспечить изучение студентами, обучающимися по направлению подготовки бакалавров 38.03.02 «Менеджмент», дисциплины «Иностранный (английский) язык» в рамках требований ФГОС ВО.

Учебное пособие позволяет осуществить сознательное отношение студента к процессу обучения, предполагает речевую активность студента в ходе занятия, предусматривает учет будущей специальности и профессиональных интересов студента на занятиях по языку.

Считается, что студенты в процессе обучения могут использовать и другой учебный материал, имеющийся в их распоряжении.

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LITERATURE

1.Principles of Management / Anastasia H. Cortes, David S. Bright, Эва Хартманн. Houston : OpenStax, 2019. 659 с.

2.Мюллер, В. К. Новый англо-русский словарь / В. К. Мюллер,

В. Л. Дашевская, В. А. Каплан и др. – 9-е изд. – Москва : Русский язык, 2002. – 880 с.

3.Точилина, А. К. Тренажер по английскому языку-2. Углубленный курс подготовки к централизованному тестированию и экзамену / А. К. Точилина, Л. Л. Кажемская. – Минск : ТетраСистемс, 2010. — 384 с.

4.Шалаева, Г. П. Вся грамматика английского языка в 20 таблицах

/Г. П. Шалаева. – Москва : АСТ, 2013. – 64 с.

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THESAURUS

A

averse – нерасположенный, неохотный aqueduct – акведук, водопровод applicant – претендент, соискатель annual – ежегодный

amount – количество advantage – преимущество admirer – обожатель, поклонник

Adhocracy – адхократия (легко изменяемая организационная структура, адаптирующаяся организационная структура)

acknowledgments – благодарности accounting – бухгалтерский учет accountant – бухгалтер

to average – в среднем равняться, составлять to acompany – сопровождать, следовать вместе to acknowledge – допускать, признавать

to accomplish – выполнять, достигать to accept – принимать, брать

B

bureaucracy – бюрократия bricklayer, stonemason – каменщик

breakthrough – достижение, успех, открытие, прорыв bold – смелый, решительный

bankruptcy – банкротство; несостоятельность to benefit – извлекать выгоду

to be aware of – осознавать

C

cut-throat – ожесточенный customers– клиенты currency – валюта

crucial – важный

costs – затраты, расходы core – основной contribution – вклад consumer – потребитель conscious – сознательный conqueror – завоеватель competitive – конкурентный competition – конкуренция comparison – сравнение

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committed – преданный, приверженный (чему-л.), с активным и заинтересованным отношением (к чему-л.)

commitment – обязательство (по отношению к чему-л.); активное, ответственное отношение (к чему-л.); заинтересованность (в чём-л.)

cohesively – сплочённо clay – глина

chief executive –руководитель

CEO– (Chief Executive Officer – главный исполнительный директор) cautious – осторожный, осмотрительный; предусмотрительный cause – цель

case – случай

to compete– конкурировать

to compel – заставлять, вынуждать, принуждать to compare – сравнивать

to commute – ездить на работу в город (о жителе пригорода) to carry out – выполнять, осуществлять

to calculate – вычислять

D

duty – обязанность

downturn – спад (деловой активности); понижение, уменьшение downsizing – сокращение (штата)

domain – сфера (интересов), поле (деятельности)

disruptive technologies – передовые, революционные технологии disjointed – несвязный (о речи)

disgruntled – раздражённый, рассерженный, недовольный development – разработка, развитие

decisive – твёрдый, решительный decision-making – принятие решений to distinguish – выделять, различать to disseminate – распространять

to describe – описывать to deliver – доставлять,

to delegate – делегировать, передавать полномочия to deal with – иметь дело с

E

to exhibit out – показывать

to execute – выполнять, осуществлять to exchange – обменивать

to evolve – эволюционировать, развиваться to ensure – гарантировать, обеспечивать to engage – заниматься чем-либо

to encourage – способствовать

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