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AFRICA General manager
A large international energy company is looking for a general manager to
run its east African office. Based in Nairobi, you will work closely with technical
and operational specialists and play a leading role in all company’s commercial
activities in the region.
You should be a graduate with a working knowledge of English. You must
also have excellent communicative and interpersonal skills.
In addition to a performance-related salary, we provide an attractive benefits
package.
Please reply with c.v. to:
Nicholl Executive Search, PO Box 1997, London, UK.
Marketing Manager: Bilbao
Syscom, a leading company in the field of software and electronic com-
merce, is ………. a marketing manager to ………. its office in northern Spain.
Based in Bilbao, the person appointed will work closely with local personnel and
play a ………. role in the newly-created marketing function with specific responsibility for advertising and public relations throughout the region.
He/She will be a graduate with a working knowledge of English and Span-
ish. He/She must have a ………. in a marketing environment and have excellent
communicative and interpersonal skills.
In addition to the ………. salary, we provide an attractive ………. package
including accommodation and company car.
Please send your full c.v. to Rebecca Byrne.
2. Complete the job advertisement with the words in the box.
Benefits looking for leading run track record performance-related
3. Make your own job advert. Mind the it should include the following
things: the position advertised, the name of the company, the field of its activity,
its location, general responsibilities, requirements to the candidate, company’s
offers, ways of contact.
Concepts of management and organization (for written translation)
Management has as many definitions as there are managers. Some, like a per-
sonell manager, have a natural bias towards the sociological approach, being con-
READING
I
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cerned mainly with human activities. Others such as a financial tycoon can just as
easily show a preference for the quantitative aspects.
Somewhere in between is the managing director, or general manager, with an
integrated and balanced viewpoint – a bird’s-eye view – taking in the whole scene at
once. That is at least is the theory. Yet all too often, despite promotion to general
management, the former accountant, for example, still remains an accountant. One of
the problems of any specialist in this context is learning how to stand back from his
profession in order to look at the business objectively, as a whole, instead of from one
side or the other.
There are debates whether management is an art or a science and whether managers are born or made. From a sociological point of view management would seem
to be mainly an art (for example, how to motivate people to give of their best),
whereas from a quantitative point of view it appears to be far more scientific. But
even on the sociological side we are now familiar with behavioral scientists.
As to whether managers are born or made, there must, of course, be certain
minimal innate qualities (i.e. potential) which can be added to effectively by proper
training and planned experience. Fortunately, or unfortunately, we have already been
created; but at least we can build on nature, such as it is in our case, by adopting the
right management attitudes and using every possible means to come to grips with a
fascinating career. The personal satisfaction arising from even modest managerial
achievements usually makes such effort “well worth while.”
II
Managerial performance (for written translation)
Successful managerial performance rests on three basic elements – leadership,
motivation and communication.
Leadership. The leadership style a manager adopts depends as much on personal goals and needs as on those of the subordinates involved. The general work
environment also influences that style. While three basic styles can be isolated (i.e.
autocratic, democratic and laissez-faire), effective managerial performance generally
reflects a mix-choosing the right approach for each situation.
Motivation. The modern concept of motivation refers to the process of creating a work environment that will stimulate employees to perform at super levels. On
the manager’s part, it means presenting a clear picture of what is expected of employ-
ees, providing them with necessary guidance, and giving them the feeling that their
work is important and contributes to end results. Basically, managers must make
employees feel that they are valued in the total effort. For employees, performing at
superior levels generally reflects the satisfaction of various personal needs – social,
psychological, self-fulfillment, etc.
Communication. In order for leadership and motivation to be effective, the
manager must be able to communicate well with subordinates, and encourage feedback from them. A lack of effective communication leads to artificial barriers where
there is little understanding between managers and subordinates, and where opera-
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tional results are based on abuses of authority rather then strong leadership and motivation. In the latter case, operational results are generally less fruitful than they might
otherwise have been.
Ш
The Chairperson of the Board (for written translation)
The chairperson of the board of a company is someone who wears many
hats. He/she is, first of all, the managing director of the company. He/she also
serves as the chief public relations officer and as an internal auditor of the company. In addition, he/she is responsible to the shareholders of the company as
well as to the board.
The chairperson may see him/herself as "primus inter pares" — that is, the
first among equals. This is a democratic vision. Here, the chairperson may have the
final say, the ultimate decision, the most pivotal role. Nevertheless, he/she, just like
the British prime minister, — just like any other member of the board — has only
one vote. Naturally, he/she will exercise his/her influence in soliciting the votes of
others.
The chairperson of the board may be a full-time employee of the company, or
he/she may simply preside at infrequent meetings. As an outsider, the chairperson
may, on occasion, be very useful as he/she brings in a plethora of outside experience.
The chairperson must know how to delegate work, even though this does not
always mean the transfer of authority to others.
As publicity agent for the company, the chairperson should take an interest in
the people who do not work directly with or for the company, but who, nevertheless, might be influenced by the policies of the company. As a rule, if the company
is large enough, the chairperson also serves as a liaison between the government
and the enterprise. He/she will also kеер contacts between his/her company and
the media open.
A good chairperson need not necessarily be democratic. Many a company has
been successfully run by a benevolent autocrat. However, even when the chairperson
does not accept the suggestions of others, he/she should do his/her best to let all
voices be heard and to listen with at least polite interest to the dissenting voices.
Can you explain the phrase:
"The chairperson of the board of a company is someone who wears many hats"
IV
Operations management (for written translation)
The Operations function is one of the three main functions in business, the others being Marketing and Finance/ Accounting.
Operations management is present in both manufacturing and nonmanufacturing business.
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Operations management: planning, scheduling and control of the activities that
transform inputs (land, labor, capital) into outputs (finished goods and services). This
may include engineering, management information systems, production management,
inventory management, budgeting and accounting and other functions that affect the
operation.
5 “P’s” of Operations management:
People
Plants
Parts
Process
Planning/control.
Operations management areas:
Operations strategy
Inventory control
Aggregate planning
Forecasting
Scheduling
Capacity planning
Purchasing
Facility location
Facility layout
Process design
Maintenance and reliability
Quality control
Work measurement (input/output control)
Operations strategy: the operational plan that is used to achieve the firm’s
goals, as described in the business plan.
Inventory management: the branch of business management concerned with
planning and controlling inventories.
*Material Requirements Planning (MRP): a computer-based operations management system that uses sales forecasts to make sure that needed parts and materials
are available at the right place at the right time.
*Just-In-Time (JIT): a procedure that minimizes inventory because the firm
strives to have products delivered by its suppliers “just-in-time” for manufacture,
assembly, or distribution. JIT philosophy also aims to eliminate all waste within the
organization.
*Quantity Discount: a price reduction allowance determined by quantity or
value of a purchase.
Aggregate planning: the process of developing, reviewing, analyzing and maintaining aggregate plans. Aggregate planning usually includes total sales, total production, targeted inventory and targeted customer backlog on families of products. It
leads to the development of the production plan.
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Forecasting: in business operations it often refers to estimating the level of future demand.
Scheduling: the act of creating a schedule, such as a master production schedule, shop schedule, maintenance schedule, supplier schedule or worker schedule.
Capacity management: the function of establishing, measuring, monitoring and
adjusting limits or levels of capacity in order to execute production/operation schedules.
*Utilization: a measure of how intensively a resource is being used to produce
goods or services. Utilization compares actual time used to available time.
Purchasing: the function of, and the responsibility for, procuring materials,
supplies and services.
Facility location: the location where the goods and/or services are produced.
Facility layout: the design of operational facility.
Process design: a planned series of actions or operations that advances a material or procedure from one stage of completion to another.
Maintenance and reliability: to keep the firms plant and equipment in proper
working order.
Quality control: the process of measuring quality conformance by comparing
the actual with the standard for the characteristic and acting on the difference.
*Quality Circle: a small group of people who normally work as a unit and meet
frequently to uncover and solve problems concerning the quality of items produced,
process capability, or process control
Work measurement (input/output control): a technique for capacity control
where planned and actual inputs and planned and actual outputs of a work center are
monitored.
*Efficiency: a measure (as a %) of the actual output to the standard output expected. Efficiency measures how well something is performing relative to expectations.
UNIT IV
MACROECONOMICS
Economists have two ways of looking at economics and economy. One is the
macro approach, and the other is the micro. Macroeconomics is the study of the
economy at the national level; microeconomics is the study of individual consumers and the business firms.
Macroeconomics examines questions such as how fast the economy is running; how much overall output is being generated; how much total income. It seeks
solutions to macroeconomic problems such as how employment can be increased,
and what can be done to increase the output of goods and services. Macroeconomics
also deals with consumption which means the purchase and the use of goods and
services to satisfy human wants.
The measure of economic activity that includes all the goods and services
bought and sold in the country over the course of a year is called gross domestic
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product (GDP). The money not spent goes into savings that create funds for investments.
What about the role of the government? There is a flow of money from consumers to government in the form of taxes. In turn consumers receive money from
government in the form of social security payments or old-age pensions. The government also borrows from financial institutions to cover its debts.
All economics tend toward on equilibrium.
Active Vocabulary
economics – экономика (наука)
economy - экономика (сфера деятельности)
approach – подход
level – уровень
output – выпуск продукции
income – доход
consumption – потребление
employment – занятость
to seek - искать
solution – решение
measure – мера
gross domestic product – совокупный (валовой) внутренний продукт
savings – сбережения
flow – поток
taxes – налоги
social security payments – социально гарантированные выплаты
old-age pensions – пенсии по старости
financial institutions – финансовые учреждения
debt – долг
equilibrium – равновесие
Tasks
1. Translate the following combinations into Russian.
1. the macro approach
2. the study of the economy at the national level
3. the study of individual consumers and the business firms
4. how fast the economy is running
5. how much overall output
6. how much total income
7. solutions to macroeconomic problems
8. how to increase employment
9. to increase the output of goods and services
10. to deal with consumption
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11. the purchase and the use of goods and services
12. to satisfy human wants
13. the measure of economic activity
14. over the course of a year
15. to go into savings
16. to create funds for investments
17. a flow of money
18 in the form of taxes
19. in the form of social security payments or old-age pensions
20. to borrow from financial institutions
21. to cover its debts
22. to tend toward on equilibrium
2. Translate the following combinations into English.
1. изучение экономики на национальном уровне
2. изучение индивидуальных потребителей и деловых фирм
3. совокупный выпуск продукции
4. совокупный доход
5. искать решение макроэкономических проблем
6. увеличивать занятость
7. увеличивать выпуск товаров и услуг
8. мера экономической активности
9. товары и услуги, купленные или проданные в стране
10. за период в один год
11. валовой внутренний продукт
12. неизрасходованные деньги
13. идти на сбережения
14. создавать фонды для инвестиций
15. денежный поток от потребителей к правительству в форме налогов
16. получать деньги от правительства
17. в форме социально гарантированных выплат и пенсий по старости
18. занимать у финансовых учреждений
19. покрывать долг
20. стремиться к равновесию
3. Match the notion and its definition.
macroeconomics microeconomics income employment
consumption savings money GDP
1. the state of having a paid job
2. money received in return for goods and services performed
3. the total volume of the final goods and services produced within a country
for a specific period of time (usually one year)
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4. sums of money not spent
5. the purchase and the use of goods and services to satisfy human wants
6. anything that is generally accepted in payment for goods and services
7. the study of individual consumers and business firms
8. the study of the economy at the national level
4. Define the meaning of the words highlighted in the text.
5. Fill in each blank with a suitable word.
1. One is the macro …… , and the other is the micro.
2. …… examines questions such as how fast the economy is running.
3. It seeks …… to macroeconomic problems.
4. What can be done …… the output of goods and services?
5. ……. of economic activity that includes all the goods and services bought
and sold in the country over the course of a year is called gross domestic product
(GDP).
6. The money not spent goes into …… that create funds for investments.
7. There is …… of money from consumers to government in the form of taxes.
8. In turn consumers receive money from government in the form of …… .
9. The government also borrows from financial institutions …… its debts.
10. All economics tend toward on …… .
to cover a flow savings to increase macroeconomics approach
solutions measure equilibrium social security payments or old-age pen-
sions
6. Questions and tasks.
1. How many ways of looking at economics and economy are there?
2. What are they?
3. What is the difference between the macroeconomics and the microeconom-
ics approaches?
4. What questions does macroeconomics examine?
5. What do you understand by consumption?
6. Explain the abbreviation GDP?
7. Where does the money not spent go?
8. What creates the funds for investments?
9. What about the role of the government?
10. Why does the government borrow from financial institutions?
11. Where do all economics tend toward?
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DISCUSSION
General Motors
Toyota
Lots of extra space
As little space as possible
Room to do spares
Easy face-to-face communication
The Machine That Changed The World is a book that contains the results of a
$5 million research project which examined the reasons for the success of Japanese
car manufactures.
Below is its description of two car factories: a General Motors plant at Fram-
ingham in the USA and a Toyota plant at Takaoka in Japan.
1. Read the text and make notes, listing the differences between the Toyota and GM factories.
The differences between Toyota and General Motors are striking to anyone
who understands the logic of lean production.
Toyota’s philosophy about the amount of plant space is just the opposite of
GM’s. Toyota believes there should be as little space as possible. This means that
face-to-face communication among workers is easier, and there is little room to
store inventories. GM, by contrast, believes that extra space is necessary so that
people can work on vehicles which need repairs. They can also store the large inventories required for smooth production.
The final assembly line revealed further differences. Less than an hour’s
worth of inventory was next to each worker at Toyota. The parts went on more
smoothly and the workers tasks were better balanced, so that every worker worked
at about the same pace. When a worker found a defective part, he sent it to the quality control area in order to obtain a replacement.
At Toyota, each worker can pull a cord just above the work station to stop the
line if any problem is found; at GM only senior managers can stop the line for any
reason other than safety – although it stops frequently… At Toyota the line is al-
most never stopped.
At the end of the line the difference between lean and mass production was
even more striking. At Toyota, we observed almost no rework area at all. Almost
every car was driven directly from the line to the boat or trucks taking cars to the
buyers.
2. Explain the meanings of these expressions that you met in the text.
Assembly line work station defective rework area lean production
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3. Look again at your lists and make at least five sentences comparing
GM with Toyota.
You can use the words whereas or while to make a comparison,
e.g GM believes there should be plenty of plant space whereas/while Toyota
believes there should be as little space as possible.
Or use comparative adjectives,
e.g. There is more plant space at GM.
Face-to-face communication is easier at Toyota.
4. What makes an efficient production process? Here are seven things
which could be important. Rank them from 1 to 7.
large inventories of parts fair division of labour amongst workers
plenty of space smooth flow of production through the factory
good communication good safety procedures
strict quality control
5. Which of these sentences do you agree or disagree with?
1. Workers are more productive when music is being played in a factory.
2. Output is improved when conditions are made more comfortable for work-
ers.
3. Less management time is wasted when managers spend more time talking
face-to-face with factory workers.
4. Breaks should be taken at regular intervals, but production should not be in-
terrupted at any other time.
6. Read the passage below from a seminar on Total Quality Management.
Underline the disadvantages of mass production. Identify the four things to be
done to make the production lean.
Total Quality Management
We’re worried about quality certainly because of a basic frustration with the
era of mass production that we have been living through for the last 40 or 50 years.
And when I talk about mass production, I am not simply talking about how
Henry Ford organized his factories; I’m talking about a complete way of looking at
the world, at how we live, what we make and how we think of our customers. Mass
production was something we actually didn’t like in Europe. It could never offer
rewarding jobs to its employees and I think it’s becoming evident that it could not
also offer rewarding jobs to engineers either.
And it has become clear in recent years that mass production can also not attain
high levels of quality. Perhaps the solution is become a lean enterprise.
To do this you need to do four things. You need to make the crisis visible by
benchmarking performance. You need to make a very clear commitment at the top to
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