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Файл:Английский язык. Учебное пособие по деловой коммуникации для студентов бакалавриата, обучающихся по направлению 38.03.01«Экономика», профили «Мировая
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UNIT VI
MANAGEMENT
Objectives:
1. Find out what qualities a manager should have and
what a manager’s job involves.
2. Consider what skills a contemporary manager should
have.
3. Discuss the best ways to motivate people.
4. Check what you have learnt.
Lead-in. Comment on the following:
“Management is the art of getting things done through and
with others in formally organised groups”. K. O’Donnel
“A manager in management has to manage the work, work-
ers and the managers”.
P. F. Drucker
Management and managers are undergoing tremendous
change.
What makes a good manager?
1. Read each of these things people said about their
business leaders or managers (1-8) and match them with
one of the qualities or skills listed in the box (a-h)
1. “Amongst other things, she has this tremendous ability to
see how things could be in the future, and how the organisation
should develop”.
151
2. “He’s just great at producing new, unusual ideas, things
other people would never have thought of.”
3. “I really like the fact that he gives us all plenty of respon-
sibility. We all feel so empowered.”
4. “I’d say one of his strong points is his ability to get down to
the nitty-gritty; nothing is so minor that it escapes his attention.”
5. “One thing I have to say about him is that he has excellent
people skills; he can handle even the most awkward member of
staff.”
6. “One thing she’s particularly good at is problem-solving.
You know, in our line of work we seem to go from crisis to crisis,
but she seems to be able to get everything running smoothly
again.”
7. “She has a totally practical approach. I mean, she doesn’t
just sit in her offi ce theorising. She rolls up her sleeves and gets
down to work with the rest of us.”
8. “She’s just excellent at getting her ideas across. To give
you just one example...”
a. hands-on approach;
b. ability to delegate;
c. attention to detail;
d. good communication skills;
e. good interpersonal skills;
f. originality;
g. trouble-shooting skills;
h. vision.
2. Add three other qualities or skills to the list and explain why they are necessary for a business leader or a
manager.
3. Read the text about what a manager’s job involves
and fi ll in the gaps with the words from the box
152
fl imsy teamwork unreasonable receptionist
thorny deserve individually shortfall
prelude attendance professional upgrading
akin indisposed judgement hopeful
quality candidates merit purpose
scale achieved improved colleague
question measure discouraged signifi cantly
From time to time it is necessary to check the performance
of staff, both ______ (1) and collectively. A manager will need
to appraise performance so that he can see how best it might
be. There is always likely to be a gap between what could be
______ (2) and what is actually attained and the manager’s aim
should be to ensure that this ______ (3) is minimized. It should
be borne in mind that the business organization is normally hierarchical — like a family tree — and the manager’s performance
is itself subject to surveillance by superiors.
The appraisal often takes place as a ______ (4) to the
annual salary reviews. Where there is a pay ______ (5)
the question might simply be, “Has this person worked well
enough to ______ (6) the next increment?” Or where there is
a possible ______ (7) the question would be, “Has this person
done enough to ______ (8) promotion?” In these instances
the ______ (9) of appraisal is to provide a yes or no response.
However, there may be a need to choose between ______ (10)
for promotion. This can be a problem for a manager because,
where he has a number of ______ (11) on his team, he risks demotivating a number of them when he chooses someone else.
Various factors such as work rate and ______ (12) of work
will need to be brought into account. In some jobs these are
easy to ______ (13). A salesperson who has sold 100 000 worth
of goods in a month has obviously done ______ (14) better
than a ______ (15) who has only sold half as much. For other
jobs the ______ (16) is much more diffi cult if not impossible.
For example, how does one assess the performance of a hotel
______ (17) or a chef? The manager should also reckon with
______ (18) and punctuality. If someone stays away from work
153
it is not only a______ (19) of whether or not they should be paid
for their absence. It is ______ (20) to a goalkeeper in a football
match deciding not to turn out for the second half. Of course
when a person is seriously______ (21) they go to work, but there
are sometimes very ______ (22) reasons offered for absence.
Lateness also needs to be ______ (23) continuing the football
analogy; it is like the centre back who turns up to the match
fi fteen minutes late with his side already three goals down. It
is not ______ (24) to compare a business with a football team,
fi rstly, because ______ (25) clubs are businesses anyway, and
secondly, because we are talking about ______ (26) and team
effort in both cases.
Management Skills
Reading I
1. Before reading the text match the following words
and collocations with their defi nitions
1. Cultivate a. classifi ed according to
various criteria into successive
levels or layers
2. Tackle b. having experience, having
knowledge or skill from
observation or participation
3. Hierarchical c. well-informed and perceptive
4. Seasoned d. forming business
connections and contacts
through informal social
meetings
5. Savvy professional e. to develop, acquire, as by
education
6. Networking f. involving active participation
7. Ingrained values g.to deal with
8. Assertive h. not involving participation
9. Top-down i. to alter, adapt for a particular
end or purpose
10. Hands-on j. fi rmly established
11. Hands-off k. aggressively self-assured
12. Tailor l. commanded by or originating
from ones having the highest
rank
154
2. Skim the fi rst part of the text and write in the number
of the paragraph that deals with each of the following topics
a. Adaptation is not enough;
b. The importance of cultural fl uency
c. Possible solutions;
d. Negative feelings;
e. To have basic knowledge of other cultures;
f. Problems managers face;
Three Skills Every 21st-Century Manager Needs
Andy Molinsky, Thomas Davenport, Bala Iyer,
Cathy N. Davidson
Organizational structures are less hierarchical and more
collaborative. And today’s networked offi ces are full of techno-
logical distractions that would have been unimaginable to the
20th-century manager. Experts in cross-cultural communication,
information networks, and the science of attention shared their
opinion what specifi c skills executives should cultivate to tackle
these new challenges. Here are their answers.
Skill 1: Code Switching Between Cultures
To work well with foreign colleagues, you may have to
risk feeling inauthentic and incompetent
1. Marco, the Italian COO of a technology company in Mumbai, can’t motivate his Indian employees. Anat, an Israeli management consultant working in the United States, struggles to
give “American style” feedback. Seungwoo, the CEO of a Korean software fi rm with a new Shanghai offi ce, has trouble re-
taining Chinese staffers. All three of these executives should be
successful in their respective cross-cultural contexts.
2. They all have what Mansour Javidan, of the Thunderbird
School of Global Management, calls a “global mind-set”. They
155
are seasoned managers who appreciate diversity and have international work experience. They also have specifi c cultural
intelligence: Marco knows that Indian workers are accustomed
to leaders who are more authoritarian than those in Italy; Anat
knows that most Americans prefer criticism couched in kindness
over the blunt feedback she might ordinarily give; and Seungwoo knows that Chinese bosses tend to be more paternalistic
than Korean ones.
3. So what’s holding them back? These savvy business
professionals lack a very specifi c skill so-called “cultural code-
switching”—the ability to modify behaviour in specifi c situations
to accommodate varying cultural norms. Code-switching requires
far more than the right mind-set, information, and motivation. It
requires a capacity to manage the psychological challenges that
arise when someone tries to translate cultural knowledge into
action.
4. Executives often feel inauthentic when their behaviour
confl icts with their ingrained values and beliefs, and doubly un-
comfortable when others assume that it is a true refl ection of
who they are. They may also feel incompetent—anxious and
embarrassed about acting in a way so far outside their comfort
zone. Deeper down, they may feel frustrated and angry that they
had to make changes in the fi rst place. After all, managers don’t
usually have to adapt their behaviour to the needs of their subordinates; most often it’s the other way around. Together, these
feelings can prevent executives from making a successful code
switch, thus imperilling their careers and their companies’ success.
5. The good news is that it’s possible to overcome this problem. The fi rst step is to diagnose the challenges you face. In
Marco’s case, a deep belief in empowering subordinates was
preventing him from embracing the top-down, often harsh leadership style that his Mumbai team seemed to need in order to
156
meet deadlines. The second step is to adapt your behaviour to
reduce your distress. That means making small but meaningful
adjustments that are both appropriate in the new setting and true
to your own values. It may mean electing behaviour that blends
elements of both cultures. Marco was able to fi nd a middle
ground between his participative European management style
and the more authoritarian kind expected in India. He could be
signifi cantly more hands-on and assertive without yelling. Anat
was able to give feedback better tailored to an American audience while retaining some of her direct, demanding Israeli style.
The third step is to fully appreciate the value of code-switching.
One way is to focus on how the desired outcome aligns with your
personal goals and values, even if the behaviours themselves
do not.
6. Being culturally fl uent means being able to enter a new
context, master the norms, and feel comfortable doing so. In
situations where executives perceive a serious threat to their
competence and identity, they often show a strong psychological resistance to appropriate behaviour. Learning to be effective
at cultural code-switching is the key to becoming a truly global
leader.
4. Scan the text to fi nd information of the following as-
pects
1. Problems the managers face;
2. Feelings a manager may feel in a foreign environment;
3. Solutions proposed to an Italian manager working in India;
4. Steps to become a real global leader.
157
5. Read Part II of the text “Three Skills Every 21st-Cen-
tury Manager Needs” and state the message
Skill 2: Wielding Digital Infl uence
As companies become less hierarchical, the effective
use of online networks will be crucial to success
Dharmesh Shah, the founder and chief technology offi cer
of HubSpot, a web marketing company, has an impressive online network: He runs a 216,000-member LinkedIn group for
entrepreneurs, hosts a Q&A
1
community for start-ups on Stack
Overfl ow, and has more than 98,000 Twitter followers. During a
recent hiring push at HubSpot, he tweeted about the company’s
need for talented engineers and quickly received referrals for
hundreds of candidates, several of whom he hired. On another
occasion, while wrestling with an error-prone program for a new
product, he asked his online followers for help. Within hours he
received many suggestions, and one person provided instructions for debugging the program.
Most managers today understand how to use online tools to
build and expand their networks. It’s easy to reach out to industry contacts and colleagues through LinkedIn and Facebook, to
follow and be followed on Twitter, and to actively participate in
corporate social media initiatives.
To build an effective online network, you need to focus, as
Shah does, on three things: reputation, specialization, and network position. As in the real world, reputation is currency—it’s
1
Q&A Software is online software that attempts to answer ques-
tions asked by users (Q&A stands for “question and answer”). Q&A
software is frequently integrated by large and specialist corporations
and tends to be implemented as a community that allows users in similar fi elds to discuss questions and provide answers to common and
specialist questions.
158
how you get people you’ve never met to seek you out, give you
information, and collaborate with you. In the virtual world you
build your reputation by offering interesting content, drawing attention to your web presence, and motivating others to circulate
and act on your ideas.
He and other successful online operatives enhance their
reputations and expand their networks by focusing on key areas of expertise. Specialization involves demonstrating deep
knowledge, establishing links with other experts both inside and
outside your organization, committing to learn from them, and
being willing to offer relevant information and referrals to others.
Google+ and similar tools allow users to create “circles” or communities with shared interests.
Although focus is important, the best online networkers also
position themselves as bridges between otherwise unconnected
groups. This can increase your infl uence, because it gives you
a chance to identify potential collaborations or confl icts and to
accumulate superior information.
Good networkers use their contacts as a source of quick
feedback on—and even solutions to—work challenges of all
sorts. We know a manager at an IT company who took advantage of internal social-networking technology to crowd source
reviews of a contractor he was considering. He discovered that
the man had done sloppy work on a few recent projects and so
chose not to hire him. If your network is strong, you are connected to well-placed colleagues, suppliers, customers, and fellow executives in your fi eld—a host of experts who can help you
at a moment’s notice.
You can also use your network to test proposals and strategies, inside and outside your organization. Float an idea and
see how many “likes” it gets. Or direct certain groups of people
to an online survey. The feedback might help you persuade a
reluctant boss or client to come around to your point of view.
These methods of exploiting strong virtual networks are only the
beginning.
159
6. Find words or phrases in the text, which mean the
following
1. to struggle in trying to manage, control, or deal with some-
thing;
2. capable of making mistakes;
3. a skilled worker, especially in industry;
4. to improve especially in effectiveness, value, attractive-
ness;
5. skill or knowledge in a particular area;
6. the act of working with another or others on a joint project;
7. to gather or cause to increase;
8. to outsource work to an unspecifi ed group of people, typi-
cally by making an appeal to the general public on the internet;
9. a party to a contract;
10. showing little care or attention;
11. almost immediately;
12. to suggest something informally to see if people accept
it or are interested in it;
13. not eager, unwilling.
7. Answer these questions in groups of three
What is the secret of Dharmesh Shah popularity? What does
his example show?
Why is important to have a good reputation online?
What other benefi ts can online networking bring?
Test your grammar
As vs like?
As is used:
a. To say someone or something is that thing, or has that
function:
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