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There are three management levels: top management, middle management and operating management. Top management includes the president, the vice-president and
the general manager. Middle management includes department managers, plant managers and production managers. Operating management includes supervisors, foremen.
Active Vocabulary
to achieve – достигать
goal – цель
skill – навык
effort – усилие
affair – дело
objective – цель
to delegate – распределять
level – уровень
supervisor – заведующий
foreman – мастер
Tasks
1. Translate the following combinations into Russian.
1. the process of coordinating
2. the resources of an organization
3. to achieve the primary organizational goals
4. the art and science
5. to get things done through other people
6. effective use of your own time
7. to operate a successful business
8. strong management skills
9. effective management
10. the key to business success.
11. the activity or skill
12. to direct and control the work of a company and organization
13. to coordinate the efforts of employees
14. to achieve the company’s objectives
15. to involve structure
16. to delegate and control the responsibilities
17. communication
18. to be in charge of a particular company
19. at different levels
20. to have the right to make decisions
21. to affect company’s affairs
22. ordinary employees
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2. Translate the following combinations into English.
1. достичь целей компании
2. искусство и наука
3. эффективное использование собственного времени
4. ключ к деловому успеху
5. влиять на дела компании
6. достигать целей компании
7. усилия служащих
8. включать структуру
9. давать возможность руководству
10. оперативное управление
3. Answer the questions.
1. What are the main definitions of management?
2. What do you need to operate a successful business?
3. What is the key to business success?
4. What personnel does management include?
5. What is an organization?
6. What is an organizational structure?
7. What are the three management levels?
8. Whom does the top (middle, operating) management include?
4. Translate the sentences into English.
1. Основная задача руководства – достижение целей организации.
2. Необходимо координировать усилия служащих, чтобы достичь органи-
зационных целей.
3. Управление – это искусство и наука ведения бизнеса путем осуществ-
ления руководства персоналом.
4. Эффективное руководство невозможно без управленческих навыков.
5. Персонал имеет право принимать решения, которые влияют на дела
компании.
6. Руководство координирует усилия служащих по достижению целей ор-
ганизации.
7. Организационная структура позволяет руководству распределять и
контролировать обязанности.
8. Общение – важнейший компонент организационной структуры.
9. Руководство каждой организацией осуществляется на трех уровнях.
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5. Match a position of a manager with its description.
General manager Human resources manager Research manager
Plant manager Production manager
1. a manager whose job is to develop new products
2. a manager who has a wide range of managerial skills rather then one special
skill
3. a manager who is in charge of a particular factory
4. a manager who is in charge of making materials or goods
5. a manager who is in charge of taking care of a company’s employees, organ-
izing recruitment, training
II
Management Functions
The most important responsibility of a manager at any level is decision making. It can be broken down into five components: 1) recognizing a problem; 2) defining and analyzing the problem; 3) evaluating alternative solutions; 4) choosing the
most favorable solution; 5) implementing the approach chosen.
Planning The process of establishing organizational goals and strategy for
their accomplishment is known as the planning function. It is concerned with the
future-immediate and/or long range. Middle and operational management planning
generally stems from the goals set by top management.
Organizing Once goals and strategies have been formulated, organizing makes
things happen as planned; this is an operational function. It depends heavily on the
coordinated effort of an entire organization.
Directing This is the motivational function. An organized effort requires complete cooperation and in direct operations management seeks to obtain a high level of
production from employees through motivation and proper guidance.
Controlling The control function monitors the achievement of goals and compares actual results with those projected in planning as well as actual performance in
past periods. It is directly related to the plans and performance standards established
by other managerial functions.
Staffing This is the process of finding the right person for each job. It involves
matching individual qualifications to job specifications. Staffing is an on-going function because once a position is filled, performance must be evaluated and employee
growth encouraged.
Innovating This is the creative function. Changing times require new approaches, advancing technology demands new procedures. Finding new and better
ways to do the job, handling the staff, and getting additional money are only some of
the creative tasks managers often deal with.
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Active Vocabulary
to define – определять
to evaluate – оценивать
favorable – благоприятный, подходящий
solution – решение
to implement – выполнять, осуществлять
to establish – создавать, устанавливать
accomplishment – выполнение, завершение
to stem – происходить
to obtain – получать, достигать
guidance – руководство
performance – исполнение, свершение
on-going – постоянный
to encourage – поощрять
to handle – управлять
Tasks
1. Translate the following combinations into Russian.
Important responsibility
defining the problem
evaluating solutions
choosing solutions
implementing the approach
establishing goals
future-immediate and/or long range
to make things happen as planned
the coordinated effort
to require complete cooperation
to obtain the high level of production
proper guidance
to monitor the achievement of goals
actual results
actual performance
matching individual qualifications
job specification
on-going function
to encourage employee growth
advancing technology
handling the staff
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2. Translate the following combinations into English.
Руководитель любого уровня
альтернативные решения
самое подходящее решение
выбранный подход
стратегия для достижения организационных целей
происходить из целей, поставленных высшим руководством
зависеть полностью
направляющие действия
через мотивацию и должное руководство
показывать достижение целей
сравнивать действительные результаты
напрямую соотноситься
нахождение правильной кандидатуры
постоянная функция
профессиональный рост
передовые технологии
требовать новых подходов
иметь дело
3. Answer the questions.
1. What is the most important responsibility of any manager?
2. What are the five components of decision making?
3. What is the planning function concerned with?
4. What does the operational function depend on?
5. What is the essence of directing?
6. What does the control function monitor?
7. What kind of process is staffing? What does it involve?
8. What do changing times require?
4. Match the function and its definition.
Planning Organizing Directing Controlling
Staffing Innovating
1. monitoring the achievement of goals and comparing actual results with pro-
jected ones
2. finding new approaches, better ways to do the job and getting additional
money
3. establishing organizational goals and strategy for their accomplishment
4. finding the right person for each job
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5. making things happen as planned
6. obtaining a high level of production from employees
5. Choose the right variant.
1. Decision making is: a) motivation and proper guidance; b) on-going func-
tion; c) the most important responsibility of any manager.
2. Staffing is the process of finding: a) new approaches and advanced technol-
ogies; b) the right person for each job; c) plans and performance standards.
3. Controlling function monitors: a) actual performance in the past periods;
b) the goals set by top management; c) the coordinated effort of an entire organization.
4. Innovation is: a) an operational function: b) a creative function; c) a motivational function.
6. Disagree with the statements and give the right variant.
1. Planning is concerned with the past.
2. Middle and operational management planning generally stems from decision
making.
3. An operational function depends on the goals set by top management.
4. Management seeks to obtain personal rewards.
5. The control function monitors individual qualifications.
6. Controlling is related to handling the staff.
7. Staffing involves matching advanced technologies.
8. Changing times require additional money.
9. Handling the staff is one of the five components of decision making.
7. Translate into English.
1. Определение и анализ проблемы – один из этапов принятия решения.
2. Постановка целей и определение стратегии связаны с ближайшим и от-
даленным планированием.
3. Объединенные усилия всей организации позволяют вести дела как за-
планировано.
4. Руководство пытается достичь высокого уровня производства направ-
ляющими действиями.
5. Контроль напрямую связан с планами и их выполнением.
6. Руководство компании должно поощрять профессиональный рост сво-
их сотрудников.
7. Нахождение новых и лучших способов выполнения работы – творче-
ская задача руководителя.
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8. Analyze the significance of each function.
DISCUSSION I
Ford 2000
One afternoon in 1993, 15 senior managers from Ford’s American and Europe-
an divisions met in London. At the head of the table sat Alex Trotman, an Englishman who had just become the company’s chairman and chief executive officer.
Mr. Trotman is a perfect example of a company man. His entire career had
been at Ford, starting 1n 1955 as a clerk at one of its factories near London. But he
was about to change Ford dramatically.
At the meeting, Mr. Trotman introduced the ‘Ford 2000’ initiative which
brought together the company’s European business (sales: $23 billion) with its North
American one ($105 billion). Since each continent had separate management structures, products, factories and ways of doing things, it was, in effect, a huge corporate
merger.
Full-scale globalization, like this, is a difficult thing to do. In theory, a company can get rid of lots of unnecessary duplication and benefit from huge economies of
scale. But, in practice, things can easily go wrong.
One of the reasons that ‘Ford 2000’ went relatively smoothly was because Mr.
Trotman worked hard to involve his workforce. In a video shown to all Ford’s
320000 employees, he explained that ‘Ford 2000’ was not just a re-drawing of an
organization chart, but a whole new way of working. The aim was not just to cut
costs and increase efficiency, but to produce cars to delight their customers.
Perhaps this seems like a Disneyesque approach to re-engineering a major multinational. But, by 1996, Ford had become a very different organization.
How far have Ford’s high hopes been realized? As an exercise in change man-
agement, Mr. Trotman can claim considerable success, but there is a suspicion that
‘Ford 2000’ may be a solution to yesterday’s problems rather then a great leap for-
ward. As one leading analyst observed: “all ‘Ford 2000’ is aimed at doing is solving a
problem that they had created.”
1. Decide whether these statements are true or false.
1. Ford’s new boss had spent his whole career at Ford.
2. Ford’s American and European working practices were very similar.
3. The Ford 2000 plan had a lot of problems.
4. The main aim of the Ford 2000 was to cut costs.
2. Look at this summary and replace the phrases in italic with words and
phrases that are underlined in the text.
Ford is one of the world’s most famous (1) companies which operate in many
different countries. The project Ford 2000 was the (2) coming together of Ford’s
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American and European operations. It involved great changes to the (3) way that
management is organized, but it was more then just a change to the (4) diagram of
the company hierarchy. Among other things, Ford hoped to get (5) lower costs due to
the increase in the scale of production. The success of the project was partly due to
the way that Ford’s (6) boss communicated with the (7) people who work for the
company.
3. Below are three pieces of management jargon which are used in the text.
Try to explain what they mean.
Globalization Re-engineering Change management
4. Match them to the three definitions.
A way of completely reorganizing a company which ignores both its past and
present working practices
B introduction of new ideas and new working practices
C using the same products and methods in all parts of the world
5. Speak about Ford’s problems.
DISCUSSION II
Theory X and theory Y
1. Look at these pairs of statements. In each case, decide which statement
you agree with.
1. a) People are lazy and don’t like work.
b) People have a psychological need to work.
2. a) People need control and the threat of punishment in order to work effi-
ciently.
b) People want to achieve objectives.
3. a) Most people avoid responsibility.
b) Under the right conditions, most people want responsibility.
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2. The management thinker, Douglas McGregor, used the terms Theory X
Role
Characterized by
1. helps the team to solve problems by having ideas or finding resources from outside
the team
innovation, imagination, good at
socializing and negotiating
2. concentrates on the job, gets it started,
gets it done and makes sure that its finished.
high energy, good at motivating
others, attention to detail
and Theory Y to define two different management cultures. If you choose two or
more ‘a’s in the section above, you probably agree with Theory X. If you choose
two or more ‘b’s, you agree with Theory Y.
Theory? _________ was based on traditional carrot and stick thinking. It said
that work was a necessary evil to provide money.
More optimistically, Theory? _________ argued that people wanted and needed work.
3. Decide which of these statements belong to Theory X and which to The-
ory Y.
1. The capacity of imagination and creative work is widely distributed
throughout the population.
2. The average person has an inherent dislike of work and will avoid it when-
ever possible.
3. The expenditure of physical and mental effort in work is as natural as play
and rest.
4. People will exercise autonomy and self-control in the pursuit of goals to
which they are committed.
5. The majority of people must be forced, directed and even threatened to get
them to work towards organizational goals.
6. The average person is lazy, prefers to avoid responsibility, has little ambition
and prefers security above all.
7. The average person learns not only to accept but also to seek responsibility.
DISCUSSION III
Building a team
In his book Key Management Ideas the management writer Stuart Crainer lists
these five roles which, he says, contribute to a successful team.
Knower Solver Doer Checker Carer
1. Match the roles to these descriptions. Who is who?
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3. shows concern for the whole process and
realism provides a balanced view of quality
and time.
good judgment, critical thinking,
good use of individual talents
4. shows concern for individuals in the team
and their progress.
supportive and democratic approach,
flexibility, concern for others
5. provides specialist knowledge or experience.
dedication, high standards
ones.
2. Which statements do you agree with?
Successful managers …
1. are happy when their staff make progress in the company.
2. try to be positive even when times are difficult.
3. tell head office if any of their staff make mistakes.
4. praise their staff as often as they can.
5. encourage employees to speak out if they are happy.
6. make sure they know what’s going on outside their organization.
7. keep in touch with their staff and customers.
8. never dislike any member of their staff.
9. concentrate on their employees strong points and try to correct their weak
10. ignore people’s weak points, pretending they don’t exist.
11. enjoy new challenges.
12. don’t find it easy to delegate responsibilities.
BUSINESS WRITING
A Job Advert
1. Read this job advertisement and answer these questions.
1. What position is announced?
2. What kind of company is advertising? What is its name?
3. Where is the job based?
4. What will the responsibilities of a general manger be?
5. What are the company’s requirements to the candidate?
6. What does the company offer?
7. How to contact the company?
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