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Файл:Устные темы. Учебное пособие по английскому языку для инженерных специальностей ИТТСУ ТИУ, ТМН, ТПВ, ТПЛ, ТПТ разных форм обучения
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subset of innovation, and even then, strictly from the point-ofview of their own organization and past experience.
Before we can delve into the details on the different kinds of
innovations, we should first seek to understand the big picture.
The key aspects of innovation management
As virtually any new development in the organization can
be considered to be related to innovation, it can be quite difficult to grasp what innovation management means in practice.
Through our experience in helping organizations with their
innovation activities, we’ve found that the simplest way to
understand the topic is to break it down and discuss each of
the key aspects related to innovation management separately.
The diagram below showcases the four aspects that we typically use, each of which we’ll then explain briefly.
Key-aspects-of-innovation-management
Capabilities
Capabilities is an umbrella term used to cover the different
abilities and resources the organization has for creating and
managing innovation.
The capabilities aspect revolves primarily around people, as
innovation relies heavily on the abilities of both individuals
and teams collectively. It refers first and foremost to the abilities, unique insights, know-how and practical skills of the
people working for the organization. However, it also covers
areas, such as the information capital and tacit knowledge of
the organization, as well as their other resources and available
financial capital, all of which might be required to create innovation.
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Text 3
What is an innovation manager?
As with most other things innovation related, the role of an
innovation manager can often be quite fuzzy.
There is not necessarily just a single job description that
would apply for the role regardless of the organization in
question, unlike for example sales or engineering managers.
The same basic job can also be referred to with a number of
different titles, for example head of innovation, chief innovation officer, or innovation portfolio manager.
Some of these roles might, in reality, be director or executive
level assignments which naturally have slightly different responsibilities, but even for them the core remains the same.
So, for the purposes of this article, we’ll be considering all of
these as a group.
If we look at what most organizations seem to expect innovation managers to do is actually not to be innovators themselves. I think this is quite a common misunderstanding for
those who would like to become one. In practice, it means
that innovation managers often help shape the culture and
processes required for innovation to succeed in a given organization, as well as train others throughout the organization on
how to get better at it.
It is also relatively common for innovation managers to be
overseeing a portfolio of innovation initiatives. Most of the
time they do not actually have a profit and loss responsibility
for that portfolio, or the individual projects within, but are
instead responsible for analyzing the portfolio, and for identifying opportunities for improvement therein.
Innovation managers operate in quite a complex environment
with plenty of different stakeholders. Because innovation, by
definition, is about creating something new, they also need to
possess a wide variety of skills to be able to succeed at their
job.
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Large organizations always have plenty of processes and conflicting incentives in place that can often make it difficult for
innovation to succeed. Navigating these challenges and finding ways to get past them is typically the number one skillset
innovation managers need. To succeed in this, they obviously
have to be good communicators and good with people, but
also need to understand the business extremely well, including the realities of how the practical day-to-day work and the
related technologies function.
As mentioned, innovation is the introduction of something
new, which basically means making change (hopefully positive) happen. And that applies both at the level of an individual innovation, as well as the larger innovation culture within
the organization.
So, for innovation managers to succeed at their job, the second essential skillset is to be good at managing projects and
managing change.
While there are some differences, these two competences are
ultimately very similar: they both require good planning and
communication, as well as the management of different
stakeholders and their expectations. In addition, you should
manage schedules and identify potential challenges and ob-
structions and find ways to get past them. As long as you’re
able to master these two skillsets, you’re basically guaranteed
to be a pretty good manager regardless of the more specific
task you’re responsible for, and the same applies for innovation as well. Now, when it comes to innovation, the odds are
not on your side. Thus, being average unfortunately means
that you are simply going to be very likely to fail, which obviously should not be something to aim for. Requirements for
being good: Communication, people skills, In-depth
knowledge about the business, understanding technology,
project and change management. To become a great innova-
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tion manager, you actually need to be much more than just an
enabler.
In the end, innovation is always going to be very difficult, and
as such it probably is not a great career path for the faint of
heart. As I recently wrote, most of the time it is not going to
be “fun”. However, if you are willing to put in the work and
face the inevitable challenges involved with it, it can be an
extremely exciting and rewarding path where you can really
make a difference.
Ex. №1 Translate the following sentences from Russian into English:
1. Как и в большинстве других вещей, связанных с инновациями,
роль менеджера инноваций часто может быть довольно расплывчатой.
2. В отличие, например, от менеджеров по продажам или инженеров,
не обязательно существует только одно описание должности, которое будет применяться для этой роли независимо от организации, о
которой идет речь.
3. К одной и той же базовой должности можно также отнести ряд
различных титулов, например руководитель отдела инноваций, главный инновационный директор или менеджер портфеля инноваций.
4. Некоторые из этих ролей в действительности могут быть назначениями на уровне директоров или руководителей, которые, естественно, имеют несколько иные обязанности, но даже для них ядро остается тем же самым.
5. Менеджеры по инновациям часто помогают формировать культуру
и процессы, необходимые для успеха инноваций в данной организации, а также обучают других сотрудников организации тому, как
добиться успеха в этой области. Также довольно часто менеджеры по
инновациям контролируют портфель инновационных инициатив.
Большую часть времени они фактически не несут ответственности за
прибыль и убытки по этому портфелю или отдельным проектам в
нем, но вместо этого отвечают за анализ портфеля и выявление возможностей для улучшения в нем. Менеджеры по инновациям работают в довольно сложной среде с большим количеством различных
заинтересованных сторон. Поскольку инновация, по определению,
заключается в создании чего-то нового, они также должны обладать
широким спектром навыков, чтобы преуспеть в своей работе.
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6. В крупных организациях всегда существует множество процессов
и противоречивых стимулов, которые часто затрудняют успех инноваций. Навигация по этим проблемам и поиск путей их преодоленияэто, как правило, набор навыков номер один, необходимый инновационным менеджерам. Чтобы преуспеть в этом, они, очевидно,
должны быть хорошими коммуникаторами и хорошо общаться с
людьми, но также должны очень хорошо понимать бизнес, включая
реалии того, как функционирует практическая повседневная работа и
связанные с ней технологии.
7. Как уже упоминалось, инновация-это внедрение чего-то нового,
что в основном означает осуществление позитивных изменений. И
это относится как к уровню отдельной инновации, так и к более широкой инновационной культуре внутри организации.
8. Таким образом, для успешного выполнения своей работы менеджеры по инновациям должны обладать вторым важным набором
навыков-умением управлять проектами и управлять изменениями.
9. Несмотря на некоторые различия, эти две компетенции в конечном
счете очень похожи: они обе требуют хорошего планирования и
коммуникации, а также управления различными заинтересованными
сторонами и их ожиданиями.
10. Кроме того, вы должны управлять расписаниями, выявлять потенциальные проблемы и препятствия и находить способы их преодоления. До тех пор, пока вы способны овладеть этими двумя наборами навыков, вы в основном гарантированно будете довольно хорошим менеджером, независимо от более конкретной задачи, за которую вы отвечаете.
11. Если обобщить, то требования к тому, чтобы быть хорошим менеджером таковы: коммуникация, навыки работы с людьми, глубокие знания о бизнесе, понимание технологий, управление проектами
и изменениями.
12. Чтобы стать великим инновационным менеджером, вы должны
быть гораздо больше, чем просто активистом.
13. Однако если вы готовы взяться за работу и столкнуться с неизбежными проблемами, связанными с ней, это может быть чрезвычайно увлекательный и полезный путь, где вы действительно можете
изменить ситуацию.
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Text 4
Who are the innovators?
The innovators are found everywhere – they’re in small firms,
large firms, mid-tier firms. They practise in all areas – commercial, property, workplace relations, privacy, family, migration. They serve all clients – large corporates, government,
small to medium businesses, consumers, mums and dads, individuals. They are lawyers, technologists, marketing and
sales people. Most are legally trained and have practised as a
lawyer – even if they are not working as ‘technical’ l awyers
now. They are motivated by the things that have always motivated the legal profession – access to justice and acting in
their client’s best interests. Contrary to statements read in the
media and heard at conferences, innovators are not coming to
‘eat your lunch’ or destroy justice as we know it. The innova-
tors are here doing what lawyers have always done – changing clients’ circumstances for the better by providing them
with information, assistance, advice and strategic guidance.
They’re just doing it differently. No one innovator has all of
the answers, just as no one lawyer has ever had all of the answers. The innovators are good people. They want to make
the legal system a better place. They want to share their ideas
and they want to help others change.
Innovators know in great detail how they provide legal services because they have mapped each service they provide.
They have put systems in place to increase the efficiencies of
those processes. Innovators have great clarity and understanding of who their clients are (ideal and current) and why the
innovators are providing their services. One innovator I met
specialised in commercial law for small to medium businesses. Another focused on start-ups. Several focused on working
parents as a client group. Innovators are not just applying this
approach to individual legal practices – they are applying it to
the justice system as a whole. Innovators are identifying pro-
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cesses and pathways for persons accessing the justice system
(e.g. the process for a litigant in person seeking to recover a
debt).
Innovators work with lawyers, technologists, sales people and
marketers, writers, executives, mediators and clients. They
work in teams that recognise the importance and value of
each part of the process and the people performing those
roles. In such teams, technologists and marketers rely on lawyers and vice versa – the whole is greater than the sum of its
parts.
Innovators know with whom they should collaborate because
they know their own practices and clients very well. Innovators collaborate with people who supplement or complement
their legal services, such as people working in different areas
of law or servicing different client markets. One innovator
received so many requests for family law services from existing clients that she developed a separate referral service as
part of her practice.
Text 5
Management 1
Definition of management. Nature and purpose
We define management as the process of designing and
maintaining an environment in which individuals working
together in groups, accomplish efficiently selected aims.
This basic definition needs to be expanded
1. As managers, people carry but the managerial functions of planning, organizing, staffing, leading and controlling.
2. Management applies to any kind of organization
3. It applies to managers at all organizational levels. Man-
agement applies to small and large organisations, to profit
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arid not-for-profit enterprises, to manufacturing as well as
service industries.
The term «enterprise» refers to business, government agen-
cies, hospitals, administrators the government universities,
and other organizations. Effective managing is the concern
of. the corporation president, the hospital administrator, the
government line supervisor and the like.
Managers are charged with responsibility of taking actions
that will it possible for individuals to make their best contributions to objectives.
The scope of authority held may vary and the types of problems dealt may be considerably different. But all managers
obtain results by establishing an environment for effective
group endeavour. Top-level agers spend more time on
planning and organising than lower-level agers.
Leading takes a great deal of time for first-line
supervisors.
The aim of all managers
In a very real sense, in all kinds of organizations,
whether business or nonbusiness the logical and most
desirable aim of all managers should surplus — managers must establish an environment in which people accomplish group goals with the least amount of time, mon-
ey, materials personal dissatisfaction, or where they can
achieve as much as possible of a desired goal with
available resources. In a nonbusiness rise, such as a police department or hospital, that are not responsible total
business profits, managers still have goals and should
strive to accomplish as much as possible with available
resources.
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Answers these questions:
1. How is management defined?
2. What kind of process is it?
3. How can this definition be expanded?
4. What kinds of organisations does management apply to?
5. What does the term «enterprise» refer to?
6. What is the main responsibility of managers?
7. What types of problems do they deal with?
What is their scope of authority?
8. How can managers obtain good results?
9. How do managerial functions differ on different
levels of management?
10. What is the most desirable aim of all managers?
11. What should they do to achieve this aim?
13- How should they strive to accomplish their goals?
14. What is a nonbusiness (not-for-profit) enterprise?
15. How should managers at nonbusiness enterprise accom-
plish their goals?
Management 2
Management, by definition, is a function of planning, organizing, coordinating, directing and controlling. Any managerial system, at any managerial level, is characterized in
terms of1 these general functions.
Management is revealed in a variety of specific activities. In
other words, management refers to a whole number of problems connected with business. These include: implementing
effective personnel policies, analyzing financial reports, ana-
lyzing changes in operating results, defining the company’s
long-term as well as specific objectives, considering mergers, takeovers and acquisitions, working out a business
plan, negotiating, signing contracts, arranging sales, organization of recruitment process, creating a positive image of
the company and so on. However, in most companies the ac-
129
tivities of a manager depend on the level at which he or she
is working. Top managers will be more involved in longrange planning and the relations of a company with the outside world, whereas middle management and supervisors are
generally making day-to-day decisions which help an organization to run. efficiently and smoothly.
The top members of management, called senior man-
agers report to the owners of a firm; in large corporations the
Chairman of the Board, the President and sometimes other
key senior officers report to the Board of Directors.
One of the keys to success is for a company to develop
efficient means of communication between management and
employees. A manager should have a good understanding of
human nature. He must know how to speak with subordinates,
how to control them, he must know what motivates them, and
how to respond to their initiatives. Good management should
create an environment where people feel comfortable and in
which they will perform to their maximum potential. This invariably will have a direct positive effect on the customer. As
a matter of fact, a company which is good to work for is usually one which is good to do business with.
The characteristics of management often vary according
to national culture which can determine how managers are
trained, how they lead people and how they approach their
jobs. A study comparing different approaches to management had revealed the deep gulf which separates managerial
behaviour in many German, British and French companies.
The difference is shown most clearly in their attitudes to
managerial expertise and authority. German managers consider technical skill to be the most important aspect of their
jobs, whereas British managers see themselves as executives
first and technicians second. Germans view the organization
as a coordinated network of individuals who make appropriate decisions based on their professional competence and
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