(3)Why Managers Are Needed

Managers, people who direct the activity of others, are necessary because society cannot function without organizations, and organizations cannot function without managers.

From ancient evidence we know that, since the beginning of culture, human beings have worked cooperatively to survive and prosper. Among the most important human inventions is the organization, a group of two or more persons that operates to achieve common objectives. Organizations show wide diversity in size, structure, resources, membership, and purpose—from first hunting bands, to NASA, to the International Red Cross, to the Beatles. Objectives are what organizations strive toward, outcomes to be accomplished through plan and action. Such objectives commonly include creating and providing goods and services to the organization's members or to outsiders.

Without mechanisms to guide and coordinate activities, however, some members of the organization might do work. Managers prevent conflict and disorder and coordinate everyone's work toward common objectives. A modern manager may be the owner or operator or founder (or all three) of an organization, or perhaps someone hired to give direction to the entity. In each case, a manager makes decisions and commits the organization's resources (people, capital, information, and equipment) to achieve its objectives.

Managers are essential in every kind of organization. The college dean, the local director of a school, the director of any factory, for example, are all managers. For all the range and variety of their individual titles and assignments, managers share fundamental challenges and responsibilities. They exhibit common behaviors and perform similar identifiable functions.

Text «Why managers are needed?»

I. Questions to the text:

1. How can you characterize the work of managers?

2. Can society function without managers?

3. Is it possible for human beings to survive and prosper without working cooperatively?

4. What is the most important human invention?

5. Do objectives of every organization include creating and providing goods and services to the organization’s members or to outsiders?

6. Do managers prevent conflicts and disorders in organizations?

7. May a modern manager be the owner, operator or founder of an organization?

8. What resources do a manager commit to achieve its objectives?

9. What are the examples of a manager’s job?

II. Give definition to the following words and expressions:

manager; organization; organization’s resources; to exhibit common behaviour; titles and assignments; challenges; identifiable functions;

III. Questions for discussion:

1. Do you think that managers aren’t necessary in the organization?

2. Do you agree that organizations can’t function without managers?

3. Can you agree with the statement that managers are not essential in every kind of organization?

4. Do you think that the college dean, the director of any factory are not managers?

5. Do you that managers exhibit common behaviour

IV.Make up sentences using the following words (put the words in

correct order):

1. function, society, organizations not, can, without;

2. diversity, in, size, wide, show, resources, purpose, membership, organizations, structure;

3. kind, are, essential, managers, in, organization, every;

4. function, they, and; identifiable, perform, behaviour, similar, exhibit, common

5. organization, modern, be, may, owner, the, a, of, founder, manager, of, operator, or; of; an; o

V. Topics for discussion (home assignment):

a) “We can’t do without managers”;

b) “A modern manager as the owner of the firm”;

d) “The rector of ASTU – is the top-level manager”;

UNIT III

(1) Learning to Be a Manager

In both small and large organizations there is, at least, one indivi­duals promoted into first-line management positions. The person is a good technician (a good engineer, salesperson, or accountant, for example), probably one of the best in the company. He or she has always wanted to be a manager and is excited and pleased about being promoted to a management position. The company provides the new manager with management training.

For many new managers, the story continues unhappily because being a manager involves more than just learning the basic management functions. The job does require the manager to plan, organize, staff, direct, and control. But it also requires the manager to think like a manager, a process significantly different than thinking like a doer, a technician. Some of the symptoms of nonmanagerial thinking are:

Doing a job rather than supervising it.

Being unable or unwilling to make decisions. Managers often feel uncomfortable with the ambiguity of their role, fear doing something wrong, or fear that they won't be liked if they make an unpopular decision.

Competing with employees. Some managers wrongly believe that success as a supervisor is linked to the ability to remain the technical expert in the work group.

Hiring weak people. Some managers hire people who are technically less skilled than others.

Wanting to be recognized as a powerful person. Some managers make the mistake of forcing employees to acknowledge and respect the manager's power, rewarding those who do and punishing those who don't.

Being unable or unwilling to delegate decision making. To be sure that the right decisions are made, some managers retain ultimate control over all decisions.

Avoiding rather than dealing with conflict. Some managers are so concerned with being well liked by their employees that they ignore potential threats to the tranquillity of the work group.

Providing insufficient praise. Managers get lower productivity from their workers if they neglect the need for praise or are not capable of giving it.

Unit 3

Text «Learning to Be a Manager»

I. Read, translate the text and memorize the symptoms of non- managerial thinking.

II. Suggest the Russian equivalents to the following word expressions:

a good technician; management training;

the basic management functions;

significantly different process;

to think like a doer; to feel uncomfortable;

to make an unpopular decision;

competing with employees; the technical expert;

hiring weak people; less skilled;

to be to be unwilling to do smth.; to delegate

decision making;

to retain control over decisions;

to avoid conflict;

to deal with conflict;

to be concerned with;

to ignore potential threats;

tranquility of work group;

to provide insufficient praise;

to get lower productivity from the workers;

to neglect the need for praise; to be capable of doing smth;

III. Find in the text English equivalents for the following:

обучение менеджменту;

непопулярное решение;

конкурирование с подчиненным персоналом;

быть менее квалифицированным, чем кто-либо;

удерживать контроль над принятием всех решений;

заниматься чем-либо; быть озабоченным чем-либо;

получать менее низкую производительность от чего-либо; быть способным что-либо сделать;

IV. Write questions to these answers :

1. __________________________________________

Yes, there is, at least, one individual who wants to be a first-line manager.

2. ____________________________________________

The company provides the new manager with management training.

3. ___________________________________________

Being a manager involves more than just learning the basic management functions.

4. ____________________________________________

Managers must plan, organize, staff, direct and control.

5. ____________________________________________

I think managers must learn to think like a manager.

6. ____________________________________________

There are some symptoms of non-managerial thinking.

7._____________________________________________

Yes, managers often fear doing something wrong.

8. ____________________________________________

Some managers force employee to acknowledge and respect the manager’s power.

9. ___________________________________________

Some managers retain control over all decisions.

10. ___________________________________________

If managers neglect the need for praise, they will get lower productivity

from their workers.

V. Give your comprehension of the main idea of the following word expressions

(approximately 2-3 sentences) :

concerning management and manager’s job:

1. Management training.

2. Management functions.

3. Manager’s job.

4. Thinking like a manager.

5. The difficulties of learning to be a manager.

6. Making decisions by managers.

7. Wiring weak people.

8. A manager as a powerful person.

9. Being unable to delegate decision making.

10. Dealing with conflicts.

(2) WHY STUDY MANAGEMENT ?

Management is the process undertaken by one or more individuals to coordinate the activities of others to achieve results not achievable by one individual acting alone. The work of management is to make people productive. To regain the competitive edge in the inter­national arena, society must have managerial competence.

Learning about management is important for two reasons.

First, our society depends on specialized institutions and organizations to provide the goods and services we desire. These organizations are guided and directed by the decisions of one or more individuals designated as "managers". Managers have the authority and responsibility to build safe or unsafe products, seek war or peace, build or destroy cities, clean up or pollute the environment. Managers establish the conditions under which we are provided jobs, incomes, lifestyles, products, services, protection, health care, and knowledge. It would be very difficult to find anyone who is neither a manager nor affected by the decisions of a manager.

Second, individuals not trained as managers often find themselves in managerial positions. Many individuals presently being trained to be teachers, accountants, musicians, salespersons, artists, physicians, or lawyers will one day earn their living as managers. They will manage schools, accounting firms, orchestras, sales organizations, museums, hospitals, and government agencies. Our country is an organizational society, and its organizations must have managers.

The future success of the Russian Federation in the international arena, or "global village," lies in managing productivity, being able to cope with environmental changes, and properly managing the work force. Russia must match competitors in the ability to manage and to create a work environment that encourages worker efficiency, innovativeness, and creativity.

Text: «Why study management?»

I. Read, translate and retell the text.

II Answer the questions to the text:

1). What is management?

2). What is the work of management?

3) What are the reasons of studying management?

4) Are the organizations guided and directed by managers?

5) Is it easy to find anyone who is neither a manager nor affected by the decisions of a manager?

6). Do individuals often find themselves in managerial position?

7). Can anybody earn their living as a manager?

8). What can individuals manage?

9). Is it important for different organizations to have managers?

10). Does the future success of Russia in “global village” lie in managing productivity?

III Find in the text the equivalents of the English (A) and Russian (B) words and word combinations (B):

A). to undertake; achievable; to regain; edge; to desire; authority; to seek;

to clean up; to pollute; environment; to establish; in come; lifestyle;

health care; to learn; to cope with; to match; to create; to encourage;

efficiency; innovativeness;

B). зависеть от кого-либо/чего-либо;

международная арена;

рабочая обстановка;

на высоте конкурентoспособности;

обеспечивать товарами и услугами;

власть и ответственность; разрушать города;

загрязнять окружающую среду;

поставить условия;

оказаться на месте менеджера;

зарабатывать себе на жизнь;

руководить правительственными организациями;

организационное общество;

будущий успех;

изменения в окружающей среде;

справиться с изменениями в окружающей среде;

способность руководить и созидать;

рабочая обстановка;

поощрять рабочих к эффективному труду, новаторству и созиданию;

быть в состоянии конкурировать;

решения менеджера;

IV. Choose one from given below topics and be ready to speak on it:

1. “Why study management”.

2. “The work in management”.

3. “The future success of Russia in “global village”.

(3) After Years of Bureaucracy, Can Soviet Managers Be Trained to Be Managerial Leaders? (From 1990-s. Point of view of American scientists on Soviet Management)

Until recently, managers in most companies in the Soviet Union were given strict guidelines concerning production quotas, production processes, pricing schedules, and marketing. Because of such control, managers did not have to worry about cutting costs, conserving scarce resources, or showing any type of initiative to uphold productivity or quality. In fact, much of the leadership ability that Western managers are hired for was simply not required of their Soviet counterparts.

Now, under Mikhail Gorbachev, the Soviet government is trying to breathe new life into industries by promoting khozraschot or increased local company control. This is a unilateral transfer of control back to the individual companies in all areas of production, human resource management, and marketing. Can managers who lack essential training and experience in areas such as market planning, production management, international finance, and organizational development effectively turn their companies around? They are certainly trying. The government is supporting education abroad, executive education programs, and private management consult­ing firms in an attempt to foster improved management practices. One such education program is a Western-style school of business called the East-West Management Institute in Budapest, Hungary.

How will Soviet managers pilot the industrial revolution? By doing what they had never been asked to do before, lead. They need to be creative and effective in gaining the trust and support of subordinates so that they can pull the industrial sector back on its feet.

When competent managers are deprived of planning for the future and are not allowed to lead their subordinates, they can only concentrate on other functions of management such as organizing and controlling. In this case, the success of the industrial turn-around in the Soviet Union depends on how well the government can introduce leading into the management equation.

Text: «After Years of Bureaucracy, Can Soviet Managers Be Trained to Be

Managerial Leaders?» (From 1990-s. Point of view of American

Scientists on Soviet Management)

I. Read the text and make sure you understand it.

II. Questions to the text:

1. What was the position of managers in the Soviet Union?

2. Did managers show any type of initiative to uphold productivity or quality?

3. What was the role of Mikhail Gorbachev in trying to breathe new life into industries?

4. Was the Soviet Government supporting education abroad in early 1990-s?

5. Why could soviet managers concentrate on such functions of management as organizing and controlling?

III. Explain the meaning of the following word expressions:

market planning; international finance; conserving scarce resources; strict guideline; pricing schedules; cutting costs; any type of initiative; to uphold productivity and quality; soviet counterparts; the leadership ability; to breathe new life info … ; unilateral transfer of control; human resource management; to turn smth. around; private management consulting firms; to pilot industrial revolution; to lead one’s subordinates; to be derived of planning for the future; to concentrate on other functions; industrial turn-around; management equation;

IV. Find in the text English equivalents of the Russian words and make up your own sentences with them;

производcтвенные процессы; поддерживать качество; сокращать расходы; установление цен; вдохнуть новую жизнь в что-то;

промышленная революция; быть лишенным чего-либо; частные консалтинговые фирмы по менеджменту; промышленный переворот; сосредоточиваться на чем-либо;

V. Search more information about such Russian phenomenon as: “Perestroika” in the early 1990-s and discuss this theme in your group.

UNIT IV

(1) Skills of Managers

Certain general skills are needed for effective managerial performance, regardless of the level of the manager in the hierarchy of the organization. There are four basic skills—technical, human, computer, and conceptual—needed by all managers.

Technical skill is the ability to use specific knowledge, techniques, and resources in performing work. Accounting supervisors, engineering directors, or nursing supervisors must have the technical skills of the people they manage in order to perform their management jobs.

Human skills. Managers must accomplish much of their work through other people. For this, human skill is essential. Human skill is the ability to work with, communicate with, and understand others.

Computer skills. Managers with computer skills understand computers and, in particular, know how to use the computer and software to perform many aspects of their.

Computer skill is a valuable managerial asset.

Computer abilities are important, because using computers wisely substantially increases a manager's productivity. In minutes, computers can perform tasks in financial analysis, human resource planning, and other areas that otherwise take hours, even days, to complete. The computer is an especially helpful tool for decision making.

Computers also save valuable time in such tasks as reading mail and preparing for and conducting management meetings. Xerox, for example, has saved much time and money by using electronic scanners to input incoming mail for its executives into the computer. Executives now read their mail from their computer monitors and perform many other job through computers.

Conceptual skill is the ability to see the big picture, the complexities of the overall organization and how the various parts fit together. Managers with conceptual skills understand all activities and interests of the organization and how they interrelate.

All four of these managerial skills are essential for effective performance.

Computer skill is equally important at all levels of management.

Technical skill is very important for lower levels of management, because they deal with the day-to-day problems.

The importance of conceptual skill increases as one rises in management. Conceptual skill is most important for top managers.

Human skill is critical at every level in management.

Unit 4

Text: « Skills of managers»

I. Words to know the translation and learn by heart :

skill, regardless, conceptual, ability, accomplish, essential, reflection,

communicate, software, valuable, asset, substantially, wisely, complexity,

overall, to fit; to interrelate; day-to-day; critical.

II Read and translate the text “Skills of managers” and answer the questions to it:

1. What are four basic skills needed by all managers?

2. How can you explain the meaning of the word “skill”?

3. What does the term “technical skill” mean?

4. What does the term “human skill” mean?

5. What does the term “computer skill” mean?

6. What skill is more important for managers?

7. Is a computer a helpful tool for decision making?

8. Are all four basic managerial skills essential for affective performance?

III Form all possible new words (nouns, adjectives, etc.) and translate them into Russian:

Example:

impress n – впечатление; to impress v – производить впечатление, поражать;

impressibility n – впечатлительность;

impressible adj. - впечатлительный, восприимчивый; impression n – впечатление;

impressionability n – впечатлительность, восприимчивость;

impressionable adj.-впечатлительный, восприимчивый; impressionism n - импрессионизм;

impressionistic adj.-импрессионистский;

impressive adj.- впечатляющий, выразительный;

impressment n – насильственная вербовка (на военную службу);

impressively adv.– впечатляюще, выразительно;

effect-- regard- organize- base- communicate- concept- reflect-

value- product- finance- help- critic- special- complex-

IV. Match the English and Russian equivalents.

skill conceptual essential valuable overall executive asset subtle

Ценное качество общий, полный ценный, полезный исполнительный общественный искусный, тонкий умение, мастерство концептуальный, умозрительный

V. Try to describe in your own words the terms given below: “technical skill”, “human skill”, “computer skill”, “conceptual skill”

(2) ETHICS IN MANAGEMENT

Ethics is the branch of philosophy concerned with human values and conduct, moral duty, and obligation. Such concerns have held a central place in the world of ideas from early times. Philosophers whose work has shaped our modern ideas about ethics include Plato, Kant, Rousseau, Locke, and John Dewey. Among suggested sources for ethical standards have been religion, the state, and the good of the individual or group.

In the management arena, ethics are frequently viewed in two different ways: as an individual's standard of conduct and as a body of social obligations and duties. What is the definition of ethical people all over the world?

"Ethical people honor their word, follow the law, act honestly, respect other people's property, are loyal and they work hard" Managers make ethical decisions when they decide whether to falsify documents or pad their expense accounts.

Although the core principles of ethics remain unchanged, managers face a constantly shifting array of ethical challenges.

At the tops of organizations, managers set the ethical tone for a company. For an employee to follow a manager's good example. If a company rewards unethical behavior, employees will not act ethically. Each employee must develop his or her conscience and apply personal values and morals to events. The individual—not the manager—is responsible for ethical conduct.

Text: «Ethic in management»

Assignments:

I. Words and word expressions to learn by heart:

ethics, human value, moral duty, obligations, concern, to shape, ethical

standards, frequently, to view, individual’s standard, property, loyal,

to falsify, to pad, expense accounts, array, challenge, reward, conscience,

moral, to develop;

II. Give Russian equivalents to the following word combinations:

the branch of philosophy; to concern with; human values and conduct; moral duty

and obligation; the world of ideas; ethical standards; the good of the individual or

group; ethics are frequently viewed; in two different ways; an individual’s standard

of conduct; a body of social obligations and duties; ethical people; to honor one’s

word; to follow the law; to act honestly; to respect people’s property; to work hard;

to falsify documents; to pad one’s expense accounts; to face a shifting array of

ethical challenges; to set the ethical tone for a company; to follow one’s good

example; to reward unethical behavior; to develop one’s conscience; to apply

morals to event; to be responsible for; ethical conduct;

III. Translate into English:

1. Идеи таких философов как Платон, Руссо, Кант явились основой философской науки этики.

2. Руководитель организации обязан соблюдать этические нормы поведения со своими подчиненными.

3. Люди этики как правило держат слово, соблюдают закон, уважают мнение других людей.

4. Основные принципы этики поведения остаются неизменными в течение веков.

5. Не руководитель, а каждый человек в организации сам несет ответственность за свое поведение.

6. Вопросы этики занимали центральное место даже в древнейшей философии.

7. Во всем мире у каждого человека имеется свое понятие о нравственных нормах поведения.

IV. Remember the following words and make your own sentence with them;

good- добро, благо, польза;

(the good- требуемые необходимые качества, именно то, что надо)

branch - 1. ветвь, сук;

2. филиал, подразделение, отделение;

3. oтрасль (науки);

standard – норма, критерия, стандарт;

source – начало, исток, происхождение;

account – отчет, рассказ, описание;

challenge n - 1 вызов, трудная работа, сложная проблема;

v - 1. бросать вызов; 2. заявлять отвод;

ethics n - этика (pl. – наука)

ethic (ethical) adj. - этический

V. Summarize all information about ethical problems in management given

in the text, add your own vision of the ethical principles of the manager’s

behavior in the organization, make up the topic (10-12 sentences) and speak on it.

3. WHAT DECISION MAKING IS

Decision making is the process of identifying problems and opportunities, developing alternative solutions, choosing a preferred alternative, and then implementing it . Decision making is a process—decisions don't come out of nowhere. In making a decision, the manager reaches a conclusion based on the evaluation of options or alternatives. Managers often use the word to refer to a current condition that is not a desired or preferred condition. Keep in mind that in business, as in life, one person's problem may be another's eagerly sought outcome.

In management the terms decision making and problem solving are often used interchangeably because managers constantly make decisions to solve problems.

Managers at all levels engage in decision making. The decisions made by top managers deal with the mission of the organization and strategies for achieving it. The decisions of top managers affect the whole organization. Middle-level managers focus their decision making on implementing the strategies and on budget and resource allocations. To first-level managers fall the continual decisions about day-to-day operations.

Managers make decisions large and small every day. Although the process of decision making is often so routine that managers do not notice it, decision making is a definable process.

Text «What Decision Making Is»

I. Read, translate and retell the text.

II. Answer the questions to the text.

1. What is «decision making»?

2. How can you characterize «decision making» as the process?

3. Is it difficult for manager to make decisions?

4. Do managers often use the necessary word in current condition?

5. Do managers at all levels engage in decision making?

6. What do the decisions of top managers deal with?

7. What do middle-level managers’ decisions focus on?

8. Do the first-level managers’ decisions concern with the day-to-day operations?

9. Do managers make decisions every day?

10. Is the process of decision making often routin

III. Give the Russian equivalents to the following words and word combinations :

decision making; to identify; opportunity; solution; alternative;

to prefer; to implement; conclusion; evaluation; option; current;

keep in mind; eagerly; outcome; to seek; problem solving;

interchangeable; to engage; continual decisions; day-to-day operations;

to implement; budget; resource allocations; routine; definable process;

IV. Give all possible synonyms to the following words, translate them into

Russian and make up five your own sentences with any of them:

opportunity (n); routine (a); desire (n); evaluate (v); implement (v);

V. Translate the sentences given below from Russian into English using the words and expressions from the text:

1. Принятие решений – это процесс идентификации проблем и

   1. возможностей.

2. Процесс принятия решений довольно труден, так как решения

3. не приходят сами по себе.

4. Принимая какое-либо решение, руководитель организации обязан предвидеть возможные последствия, к которым оно может привести.

5. В менеджменте термины «принятие решение» и «решение проблем» часто взаимозаменяемы.

6. Принимая решения, руководители разного уровня часто и постоянно решают какие-то проблемы.

7. Как правило, решения руководителей высшего звена касаются общих, главных вопросов организации.

8. Менеджеры принимают крупные и мелкие решения каждый день

9. Для менеджеров крупных корпораций постоянное принятие решений это рутинный ежедневный процесс.

10. Любой человек также постоянно принимает решения для себя

11. лично и для своей семьи. Это обычное явление и люди не замечают этого как правило.

12. Часто термин «решение проблем» ассоциируют с термином «менеджмент», хотя это и не совсем правильно.

VI. Questions for discussions:

1.Do you think that the terms decision making and problem solving are interchangeable?

1. Do you agree that the process of decision making is routine for managers?

2. How can you prove that decision making is a definable process?

VII. Can you imagine yourself in the role of a first-level manager of a large corporation?

Would it be interesting for you to plan your daily work to make routine decisions, to demand from your employee efficiency and effectiveness, to solve different problems and so on?

Talk on this topic in your group. Try to show your own point of view on this problem.

UNIT V