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Another interpretation
Some writers, teachers and practitioners say that the above view is rather
out –of- date and that management needs to focus more on leadership skills, e.g.,
establishing vision and goals, communicating the vision and goals and guiding
others to accomplish them. They also say that leadership must be more
facilitating, participative and empowering in how visions and goals are
established and carried out. Some people say that this really isn’t a change in the
management functions but a new lo ok at certain aspects of managem ent.
Another common view is that “management” is getting things done
through others. Yet another view, quite apart from the traditional view, asserts
that the job of management is to support employee’s efforts to be fully
productive members of the organiz ations.
To most employees, the term “management” probably means the group pf
people (executives and other managers) who are primarily responsible for
making decisions in the organization. In nonprofit organizations, the term
“management” might refer to all or any of the activities of the board, executive
director and\or program directors.
Ex. 1.5. Give English equivalents for the following Russian words and
expressions:
1) практик, профессионал
2) правление
3) директор распорядитель
4) работник, служащий
5) некоммерческая организация
6) навыки
7) руководство
8) администратор, руководитель
9) утверждать, заявлять
10) стиль управления, основанный на участии в чем-либо
Ex. 1.6. Answer the followin g questions.
1) What are four general functions of managem ent?
2) What is the difference between traditional and further interpretation of
management?
3) What is the job of management?
4) What does the term ‘ma nagement’ mean to most employee s?
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Ex. 1.7. Read and translate the text.
What is a manager?
A number of different terms are often used instead of the term “manager”,
including “director”, “administrator” and “president”. The term “manager” is
used more frequently in profit-making organizations, while the others are used
more widely in government and non-profit organizations such as universities,
hospitals a nd social w ork agencies.
So whom do w e call “ma nager”?
In its broad meaning the term “managers” applies to the people who are
responsible for making and carrying out decisions within a certain system. A
personnel manager directly supervises people in an organization. Financial
manager is a person who is responsible for finance. Sales manager is responsible
for selling of goods. A marketing manager is responsible for promotion of
products on the market.
Almost everything a manager does involves decision-making. When a
problem exists a manager has to make a decision to solve it. In decision-making
there is always some uncertainty and risk.
Management is a variety of specific activities. Management is a function of
planning, organizing, coordinating, directing and contr olling. A ny manageria l system
at any managerial level is characterized in terms of these general functions.
Managing is a responsible and hard job. There is a lot to be done and
relatively little time to do it. In all types of organizations managerial efficiency
depends on manager’s direct personal relationships, hard work on a variety of
activities and preference for active tasks.
The characteristics of management often vary according to national
culture which can deter mine how managers are trained how they lead people and
how they approach their jobs.
The amount of responsibility of any individual in a company depends on
the position that he or she occupies in its hierarchy. Managers, for example, are
responsible leadin g people directl y under them, who are call ed subordinates. To
do this successfully, they must use their authority which is the right to take
decisions and give orders. Managers often delegate authority. This means that
employees at lower levels in the company hierarchy can use their initiative, that
is make decisions wit hout asking their mana ger.
Ex. 1.8. Answer the questions.
1) What is manager’s role i n an organization?
2) What concrete activities a production manager (financial manager, personnel
manager, marketing manager) i s responsible for?
3) What is the difference between sales management and marketing
management?
4) What means to deleg ate aut h ori ty ?
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Ex. 1.9. Mark the following sentences as True or False.
1) The term ‘manager’ is used more frequently in non-profi t or ga niz a ti ons.
2) A personnel manager is in charge of human resources in the organization.
3) A manager is responsible for decision-making pr ocess.
4) Any managerial system is characte rized in terms of three functions.
5) Management system doesn’t depend on national culture.
6) The terms ‘managers’ and ‘subordinates’ are synonyms.
Ex. 1.10. Make a summary of the text using the given expressions.
The text und er the title “ ________ ” tells us about ……….
At the beginning of the text the author explains ……….
The text gives the review of ……….
Then the author passes on to ……….
The article ends with ………
Ex. 1.11. Read and translate the text.
Managers
There is a classic definition that “Leaders do the right thing and
managers do things right”. A more standard definition is usually something
like “managers work toward the organization’s goals using its resources in an
effective and efficient manner”. In a traditional sense, large organizations
may have different levels of managers, including top managers, middle
managers an d first-line managers.
Top (or executive) managers are responsible for overseeing
the whole organization and typically engage in more strategic and
conceptual matters, with less attention to day-to-day detail. Top managers
have middle managers working for them and who are in charge of a major
function or department. Middle managers may have first-line managers
working for them and who are responsible to manage the day-to-day
activities of a group of workers.
Note that there are different types of managers across the same levels in
the organization. A project manager is in charge of developing a certain
project, e.g. development of a new building. A functional manager is in charge
of a major function, such as a department in the organization, e.g., marketing
sales, engineering, finance, etc. A product manager is in charge of a product or
service. Similarly, a product line manager is in charge of a group of closely
related products. General managers are in charge o f n u mero us f u nc tio ns within
an organization or department.
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Ex. 1.12. Correct the following statements.
1) Large organ izations may have only top managers.
2) Top manager s work without middle managers.
3) Middle managers are in charge of a major function of department.
4) A project manager is responsible to manage day-to-day acti vities.
5) A product m anager is in charge of finance.
6) General managers oversee the function of whole organization.
Ex. 1.13. Read and t ranslate the text.
What Do Man agers Do
There are four major functions of managers: planning, organizing, leading
and coordinating. W hat managers do is the following:
1) Planning,
including identifying goals, objectives, methods, resources needed to carry out
methods, responsibilities and dates for completion of tasks. Examples of
planning are strategic planning, business planning, project planning, staffing
planning, adve r ti sin g an d promotions planning, etc.
2) Organizing resources,
to achieve the goals in an optimum fashion. Examples are organizing new
departments, human resources, office and file systems, re-organizing
business, etc.
3) Leading,
including to set direction for the organization, groups and individuals and also
influence people to follow that direction. Examples are establishing strategic
direction (vision, values, and goals) and usi ng methods to pursue that directio n.
4) Controlling or coordinating,
the organization’s systems, processes and structures to reach effectively and
efficiently goals and objectives. This includes constant monitoring and
adjustment of systems, processes and structures accordingly. Examples include
use of financial controls, policies and procedures, performance management
processes, measures to avoid risks etc.
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Ex. 1.14. Answer the questions:
1) What are the four major functions o f managers?
2) What is planning ? What a re the ki nds of pl an ning ?
3) What are the examples of organizing the re so urc e s?
4) What is “leading?’
5) What is the fu nction of “controlling”?
Ex. 1.15. The table shows four main roles of managers: planning,
organizing, leading and controlling. Below the table is a list of management
functions. Write each function under the correct heading.
Planning Organizing
taking on new staff ______________________
___________________________ ______________________
___
_____________________________ ______________________
_
Leading_______________________ ______Controlling_______
_____________________________ ______________________
_
_____________________________ ______________________
_
_____________________________ ______________________
_
_____________________________ ______________________
_
_____________________________ _____________________
_
Management functions
communicating with staff, comparing results with targets, deciding strategy,
empowering staff to take decisions, identifying change, managing resources,
monitoring quality standards, motivation, putting systems in place, setting
objectives, taking on new staff, te am-building supervision, time management
Ex. 1. 16. What do managers think of their staff? McGregor (1960) said
there were two opposing views, Theory X and Theory Y.
A. Read the text below, and then answer the True/False questions.
Theory X and Theory Y
Theory X managers believe that people dislike work. Work is
necessary because if you do not work you cannot live. People are naturally
lazy. They prefer to be directed. So managers have to tell their subordinates
what to do. Managers have to organize the workers and pressure them to do
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things. The manager’s job is to think about the goals of the organization
communication control cooperation creativity direction modern orders
participation security traditional work is a necessity work is natural
then make workers realize the goals. Subordinates want security. They want
managers to organize and control everything. So Theory X managers are
authoritarian. Managers are the bosses. They decide the goals and give
orders. They direct everything, from the top down.
Theory Y is more or less opposite to Theory X. Theory Y managers
believe that people like work. Work is necessary because people want to work to
feel happy. People are naturally industrious. They prefer to participate in
decision-making. Managers discuss with their subordinates what to do.
Managers organize communication channels with the workers and listen to their
opinions. The manager’s job is to establish the goals of the organization with the
workers, so that together they can realize the goals. Subordinates want managers
to involve them, to delegate decision-making, to allow them autonomy. Theory
Y managers are team-oriented. They trust their subordin ates . The org anizatio n is
less hierarchical and more creative.
1. Theory X and Theory Y a re theories of leadersh ip.
2. Theory X is a more traditional description of management/worker re lations.
3. Theory Y is typical in hierarchical top-down organizations.
4. Theory Y managers tell workers what they want. Workers d o it.
5. Theory X managers are authoritarian.
6. Theory Y w orkers are lazy and don’t want to work.
7. For Theory X workers, w ork is natura l.
8. Theory Y working relationships are open, communicative and creative.
B. Put the words and phrases below into correct column.
Theory X Theory Y
______________________________ _____communication_____
______________________________ ______________________
______________________________ ______________________
______________________________ ______________________
______________________________ ______________________
______________________________ ______________________
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Ex. 1.17. Read and translate the text. For each question below, mark the
letters a, b, or c.
What is a manager ?
The characteristics required by a good manager are well-documented and
clearly definable. The person has to be, among other things, responsible
communicative, supportive and approachable. These adjectives are not genderbased, and focus attention on interpersonal skills, but a fierce debate still rages
as to who make the best managers – men or women. The implication is that,
providing an individual has all the right traits, he or she will automatically
become a suc cessful m anager.
Surveys have been carried out to find out why certain individuals become
national leaders. After all, if a person occupies the leading position in a country,
there ought to be some common identifiable qualities, which have universal
appeal. The facts discovered are bizarre. For example, some leaders have been
above average height or were well below it. They have been intelligent, but not
geniuses and have had great enthusiasm, courage, determination, energy and
faith. But possession of all these traits would be unusual in any one person. So
these are necessary, but not sufficient conditions; good leaders have these
qualities, but their po ssession al one does not make a good l eader.
In his book, Understanding Organisations, professor Charles Handy
claims there is not right style of leadership. He says that leadership will be most
effective when the requirements of the leader, the subordinates and the task fit
together. This would seem to rather exclude personality from the equation. And
yet, we can all recall managers whom we have liked or disliked, so there has to
be more to the magic formula for a successful manager. Handy adds that
managers need value syst ems which would acknowledge the desire for personal
success and the planning and control of the actions of the people below them in
the company hierar ch y .
In his later theories, he defines managers as people who are responsible
for making things happen. These are professionals who are accountable to the
people who pay them and to the people working with and for them. Managers
take responsibility for the actions of others. This is a popular modern definition
of a manager, and while Handy accepts that personal characteristics like
assertiveness, patience, loyalty and consistency are very important, he has added
further vital statistics which he calls the four Ps: Projects (in which teams are
involved), Professionalism, Passion and Pride.
1. In the first paragr aph the writer says that managers:
a. can only be men
b. need a balance of people skill s
c. are successful if they have strong, dominant personalities
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2. What does the writer believe makes a successful national leade r?
a. people who are tall
b. people who are inte lligent and determined
c. research has be en of little help
3. Charles Handy thinks:
a. the tendency to be subordinate is vita l for a manager
b. managers should dominate the people below them
c. there is no single form of good managership
4. The modern definition of a man ager is:
a. someone who is answerable to shareho lders
b. a person who is ambitious
c. someone, who has a duty to both his or he r subordinates and superiors
Ex. 1.18. Make a summary of the text using the given expressions.
The text und er the title “ ________ ” tells us about ……….
At the beginning of the text the author explains ……….
The text gives the review of ……….
Then the author passes on to ……….
The article ends with ………
Ex. 1.19. Writing. You have been asked by your Corporate Affairs Director
to make hotel reservations for thirty people for a management conference
during Jul y or August. The followi ng points a re important.
The hotel must have a conference room with Powe r Point available.
All bedrooms must have private bathrooms.
The restaurant must be at least four-star, and there should be a swimming pool
and gymnasium.
Your director has sent you the following hand-written note:
Please check if the hotel caters for handicapped people, as one delegate is in a
wheelchai r. And don’t forget to ask for a good discount!
Read the advertisements, select the best hotel, and then write a letter of
120-140 words to the hotel m anagement, attempting to obtain t he best deal.
1. Royal Mariners Hotel Perth: a traditional enchanting hotel, all rooms en
suite with TV/Telephone, tea and coffee. Three-star restaurant with mountain
views. Conference room for 60 delegates with the latest computer facilities.
Note – swimming pool closed for refurbishment during July and August.
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2. The Oliver Hotel Baston New: modern hotel close to motorway access.
Corporate downsizing Empowerment Just-in-Time Learning organizations
working Total Quality
Management
Perfect for the businessperson who needs conference facilities, Internet access
and the latest software. All rooms en suite with tea, coffee and mini-bar. Fivestar restaurant stays open until midnight. Shakespeare Bar with real ale. Superb
Olympic-style swimming pool, sauna and gymnasium. We take pride in our
ability to l ook after our wheelchair-bound customers.
3. The Rose Bower Hotel Plympton: set in three acres of rolling countryside,
the perfect escape for a relaxing holiday. All rooms en suite with home
comforts. Four-star award-winning restaurant with resident French chef. Visits
to Exeter Cathedral and Dartmoor are a speciality. Bring the family. Please note,
we do not offe r conference bookin gs.
4. Hotel Bankside Bournemouth: 120 en suite rooms and fully licensed bar.
Twin, Double and Triple rooms available all year. Colour TV with 15 channels.
Choice of 10 restau rants with in walki ng dis tance. Parking for 80 cars. Sea views
available. Four penthouse suites with magnificent se a views.
5. The Old Thatched Hamleton: the perfect country hideaway-no mobile
phones, TVs or computers. The perfect retreat for tired executives trying to
escape the rat race. Five-star restaurant. Superb pool and gymnasium to burn off
those extra pounds. Discounts available for group bookings.
Ex. 1.20. Read and translate the text and complete it with the correct
headings from the box.
Outsourcing
Re-engineering
Team-
Modern Management Theory
1. Just-in-Time
This system was introduced from Japan in the 1980s. It means ordering
components exactly when you need them, and supplying goods exactly when the
customer needs them. It eliminates storage time and re duces costs.
2. ______________________
Many large corporations and multinationals had grown too complex by the
1990s. Some sectors of the organization were less profitable. Many of these
companies s old off or c losed the un derperforming sector s.
3. ________________________
Management increasingly understands the value of sharing power with others
throughout the organization. This leads to more participation in decision-making.
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4. ________________________
to apply for a post
претендовать на должность, пост
to fill in the application form
заполнить анкету, форму заявки
претендент, кандидат, соискатель
претендент, кандидат, соискатель
ценить, оценивать, дорожить
отношение, поведение; позиция
to write out a curriculum vitae
написать резюме, биографию
опыт (ность), стаж работы
должность, пост, положение
to attend an interview
пойти на собеседование
конкретный, определенный
T
his is closely related to (3). By encouraging employees to work in very fluid
teams, responsibility is shared. Employees and managers at all levels develop a
better self-identity and work becomes more interesting. This system is seen as
much more efficient than linear or hierarchic al structures.
5.__________________________
T
his is a total revision and restructuring of an entire company. It involves asking
fundamental questions about the objectives of the business and how it operates.
It aims to cre ate big improveme nts in cost, quality, service and product.
6.___________________________
his management approach focuses on measuring the quality of service in all
T
aspects. The idea is to develop systems that are more efficient and more
economical, but whic h are also more able to meet the needs of customers.
7._____________________________
T
his approach recognizes that companies cannot do everything. It can be better
to use external suppliers for some specialist opera tions, or par ticular components
in manufacturing. This decision can create quality improvements and cost
savings.
8.____________________________
M
any companies have developed internal training programmes to help with staff
development. This is an important investment in the workforce. It not only
makes people better at their job but it also makes them happier. It may also help
companies to kee p their best managers an d staff.
Unit 2. The Selection Board
x. 2.1. Read the vocabulary. Learn the words in bold.
E
applicant
candidate
to appreciate
attitude
experience
position
particular
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