3Rd year (Modules 3.1 & 3.2) Oral Tasks 2007-08

1. What is a ‘critical incidents’ method? The manager keeps a record of good and unsatisfactory examples (incidents) of a person's work. These are reviewed when the interview takes place.

Why do some people think that the critical incident system is fairer than the other systems, such as MBO and the ‘rating’? The manager has to think about the subordinate's performance throughout the whole year. Specific examples of the person's work can be looked at and discussed at the meeting.

What does the superior have to do before the performance appraisal interview takes place? The manager keeps a record of good and unsatisfactory examples (incidents) of a person's work. These are reviewed when the interview takes place.

2. Why do organizations carry out appraisals? To reward staff properly (salary increases and bonuses), to promote staff, to provide up-to-date information about one's performance, skills and career objectives. To give a subordinate feedback on how he is performing. To talk about strengths and weaknesses, discuss how to learn to work more effectively.

Why do very good employees often complain about their performance appraisals? They think managers are trying to find out their weaknesses, so they are on the defensive. The can be described as average (which s unfair).

3. What are the differences between the ‘rating’, MBO and ‘critical incidents’ methods? 1) the sub's evaluation is based on traits – qualities – that he shows in his work (knowledge of the job, reliability, initiative, sense of responsibility. 2) The appraisal is based on a sub's performance and how well he is achieving his goals. 3) The manager keeps a record of good and unsatisfactory examples (incidents) of a person's work. These are reviewed when the interview takes place.

Which system of appraisal is the best for the manager/the employee? Describe the work of an Assessment Center. AC is set up within company. Places where staff can be evaluated. Are used 4 selecting, developing and promoting staff. Employees are given psychological tests by highly trained psychologists. They take part in group exercises simulating management situations. Their performance is evaluated by their colleagues and outside observers.

Explain why organizations set up such Centers and what problems it can bring for the management/staff. To get some information about their staff, to help employees find their place in a company. But some of the staff may not like being observed.

Give reasons for your decision concerning Dennis Paulson.

4. Describe the structure of Sharp and Marsden Ltd. Over 10 menswear stores. Still expanding. No idea how to organize the growing group of stores.

Why does that company need to be reorganized? There must be a decision taken – whether to go on running all the stores or let them manage themselves, providing profit. The growth of stores number causes need in reorganization.

Explain the differences between the proposed changes. 1) the stores have responsibility 4 buying of goods, stock control, selection and training of staff, advertising and promotion. HO has to set profit targets and maintain financial control. 2) the store managers only run the store< everything else is provided by the HO.

What are the advantages and disadvantages of each system of organisation? 1) +no need to care 4 all those things + easy 4 store managers to react to info? Easier than to the HO +interesting job –no standards -- not easy to control 2) naoborot

Which system would be better for that company? Give reasons for your decision concerning Sharp and Marsden Ltd.

5. Describe the differences between centralized and decentralized types of an organization. The extent to which authority is passed down (delegated) to lower divisions – differs.

What benefits can a company gain by centralizing/decentralizing? Centralized company controlles its divisions, money flow and strategy. Decentralized company gives division managers a chance to express and develop themselves, makes it easier for the HO.

What does it take to manage ‘diversity, decentralization and differentiation’? It means delegating some actions to the divisions, such as to purchase expensive equipment and product lines, advertising, promotion and research and development.

How can core values of the company influence the activity of the company? Quality, need for innovation, service, informal communications- all these provide the context within which staff can be creative, take risks and even fail.

6. What type of organisation is the Winner Group? Is it centralized or decentralized? Hands-off policy. The HO is in charge of finance, the subsidiaries get on with the business of making money.

What problems does the company face? Each sub competes the others, they are like rivals. Each of them has its own plant and produces its own number of goods. Too mush money is spent on advertising.

Analyze the problems of that multinational organization, make recommendations on improving its performance, efficiency and long-term profits. Give reasons for your decision. The company must be centralized. The HO should have a product planning department. There should be one plant and a distribution system for the other subs. Need to standardize the products.

7. What problem is described in the letter sent to the Customer Relations Department? The product exploded and made a great mess. The customer was very unhappy and insisted on a compensation. He was threatening the company with his lawyer and a court.

What is the way to deal with customer complaints? Be polite, never argue cause it makes them only angrier, but be firm with your principles. Never let 'em get you. And get u down too))

What would your actions be in such a situation? Give reasons for your decision.

8. What are the values and aims of communications? To create less paperwork, to show real information to the boss, to make it a comfortable place – non-aggressive.

What makes communications effective and successful? Well-planned office (open-plan office, small distance between people), common dinings, uniform, asking "did u understand".

When do communications fail? Selective perception, badly explained ideas, big distance and status difference.

What is a social distance? How to reduce a social distance? How can selective perception become a barrier to effective communication?

9. What is effective communication? When people understand each other.

What kinds of communication problems may occur in a company? How can you improve communications in a company? What are the advantages and disadvantages of each suggestion? Supposing you were Communications Manager in a large organisation, what advice would you give managers to avoid communication problems? Giving instructions make it sure people understand u. u are interpreted properly. Different status. Risky to tell the truth. To cut down status symbols.

10. Describe the problem that occurred in Oldchester when Superservice wanted to set up one of their shops there. The people of the town were against the new shop. It would ruin their quiet and peaceful life.

Spell out the ideas that each party to the conflict would like to consider. President – Oldchester Preservation Society. The new shop will ruin the old historical character of the town. Owners of small buisiness will not be able to compete and will have to close down. Member of the public is afraid of the traffic jams caused by the shop's vans, the bad looking shop and the litter because of the fast food outlet. The head teacher of the local primary school is afraid of his children getting injured because of the traffic. The local president doesn't want to lose his flat value (the view from out his window would be spoiled).

What is your opinion about the situation and what decision would you take? Give reasons for your decision

11. Speak about a leader, either living or dead. Say, what the leader achieved, what qualities and abilities the leader has (or had). Was that person an effective leader? If yes or no, then why? Do the leaders have any common characteristics, e.g. similar qualities, abilities, skills, etc.? Are leaders born or made? Unit 12, Discussion

Scotland's National Hero, William Wallace, was born c. 1270, the second of three sons of Sir Malcolm Wallace of Elderslie, Renfrewshire. In 1297, William Wallace led an uprising against the English which spread throughout south and central Scotland. Teaming with Sir Andrew de Moray and his men, the Scottish forces soundly defeated the English at the Battle of Stirling Bridge. Following this victory, Wallace was knighted and became Guardian of the Realm.

"Wallace had behind him the spirit of a race as stern and as resolute as any bred among men. He added military gifts of a high order. Out of an unorganized mass of valiant fighting men he forged, in spite of cruel poverty and primitive administration, a stubborn, indomitable army, ready to fight at any odds and mock defeat."

Sir Winston Churchill

12. Describe different leadership styles and leadership theories. What is an effective leader? What are the main characteristics of the leadership styles of effective company chairmen and chief executives? What are the two basic leadership styles according to Fiedler? What is the difference between a manager and a leader?; Unit 12, Reading, p. 142

Fred Fielder has identified 2 basic leadership styles:

Task-motivated leaders tell people what to do and how to do it. Such leaders get their satisfaction from completing the task and knowing they have done it well. They run a “tight ship”.

Relationship-motivated leaders are more people-oriented. They get their satisfaction from having a good relationship with other workers. They want to be admired.

Both styles of leadership could be effective in appropriative situations.

Peter Drucker says: “Leadership is the lifting of a man’s vision to higher sights, the building of a man’s personality beyond its normal limitations”.

The authors of the “The winning streak” identified some characteristics of the chairman and chief executives. Firstly, the leaders were “visible”. They made regular, visits to plants. Leaders made their presents felt. Besides being visible, the leaders provide a “clear mission”. They knew where the organisation was going and persuaded staff to follow them. Finally, successful organisations have clear values.

13. Describe the problems that Textafabric faces. What caused the problems? What has led to the crisis? Is there any chance of signing a contract with the Americans, which will be satisfactory for both sides? If so, what actions should be taken? And by whom? Give reasons for your decision. How can Textafabric avoid similar problems in the future? Unit 12, Role play, p. 150; Case Study, p. 151

Textafabrik is a clothing manufacturer? Based in Nothern England. Recently a large American company, the Forbes Corporation, has shown interest in distributing Textafabrik’s merchandise throughout the United States. This is an important deal for Textafabrik/ If the negotiations are successful, the company’s future will be secure for years to come. The negotiations are due to start in Chicago in two week’s time. So Brian Young, Textafabrik’s Managing Director, went to Chicago. All was going well when suddenly Brian has been acting very strangely. He’s agreed to supply Forbes with some number of shirts which company can’t supply. Besides he was drinking a lot and he was very depressed. At last Brian has gotten in the jail over the speed limit.

Now the company has a big problem as there are no any chances of signing a contract. Even if negotiations are successful it will cost Textafabrik a lot of money because of concessions which Textafabrik will have to make. Anyway Brian must leave Chicago otherwise his behavior may lead to much bigger problems for company. In the future company must be more attentive in the selection of person which is going to be considered for such important assignments.

14. What mistakes can a company make when doing business abroad? Give at least three examples, explain what went wrong and why, suggest how the situation could be improved; What multinational companies are present in Russia and how we can benefit from it? Unit 13, Discussion, p. 156;

A company can make the following mistakes when doing business abroad:

1. Wrong message for advertisement

2. Improve the relations between executives and workers not knowing the reaction of last

3. The advertisement can non truly reflect life and customs

4. Ignore important outlets

5. No understanding of the behaviour of a person when negotiating a deal

6. No understanding of the non verbal gestures

The examples: “Give at least three examples”

A An American airline company operating in Brazil advertised proudly that it had luxurious 'rendezvous lounges' on its jets. The advertisement upset many people in Brazil, because the word 'rendezvous' in Portuguese means a room which is hired for love making!

B Some time ago an American company in Spain decided to have a company picnic - such picnics had been successful at their headquarters in the US. At the picnic in their Spanish branch, the US executives dressed up as chefs and served food to the Spanish workers in the company. The idea was to promote friendly relations between executives and workers. The atmosphere at the picnic was not good, and the picnic was not very successful, because the lower level workers stayed in their own groups and did not want to be served by their bosses. The Spanish have strong views on class distinctions and social groups. Many Spanish people do not believe in workers socialising with executives.

C A foreign buyer negotiated with a Japanese businessman. During the negotiations, the Japanese man sat back in his chair several times, maintaining complete silence. When the foreign buyer got back to his hotel, he realised he had paid too much for the goods supplied by the Japanese man. The foreign buyer did not understand the behaviour of a Japanese person when negotiating a deal. A Japanese businessman will often sit back and think for some time when he is made an offer. The foreign buyer did not realise this and thought he had to make a better offer.

15. What are the factors indicating that a company is truly a multinational? What problems can a multinational company have with a host country? How to avoid them? Why might a foreign government object if a subsidiary of a multinational in one country supplies a subsidiary in another country with below-cost products? What must a multinational do if it wishes to have a subsidiary in a developing country, e.g. Nigeria? Why do the Asian and European/American managers not always understand each other? What should the managers take into account when doing business abroad, managing / working in a multinational company?; Unit 13, Reading, p. 157

To be a true multinational, an organization should operate at least 6 countries and have no less than 20 % of its sales or assets in those countries. A multinational company can have problems with a host country. Difficulties often arise when a multinational wishes to transfer its earnings back to Head office. The host country may feel that the transfer will have a bad effect on the exchange rate of its currency.

16. What way can cultural differences influence the work of a multinational company? Describe the cultural differences that the foreigners should take into account when working in another country. What advice would you give to an executive going for an overseas posting? What culture is associated with Russia/Great Britain/America/Japan? Describe some of the national stereotypes; Unit 13, Dialogue, p. 164; Role play, p. 165;

Cultural differences can lead to difficult relations between executives and their bosses, so they can feel that they can no longer work together. But if the foreigners take into account following rules it can be avoided:

1. Take flowers if you are invited to dinner.

2. Don't get to the office too early on your first day. For example, English colleagues don't start work too early. you probably won't even find the building open

3. Make sure you:1) wear a white shirt. 2)don't get to the office too early on your first day.

4. Be careful about what you wear to the office.

5. Be careful not to smoke without first asking permission.

6. You ought to/should always wear a tie at the office.

7. You oughtn't to/shouldn't take alcohol for your host.

8. If I were you, I'd/I wouldn't take his wife a box of chocolates.

9. call people by their first names

The executives ought to know, which will make life easier for them when they first arrive in the country. things such as what kind of people they'll be meeting, what to do if their boss invites them to dinner, tips about suitable clothes to wear at the office. Anything that'll help them adjust or stop them from making fools of themselves.

Differences in culture are important when a manager is negotiating in a foreign country. For instance, many Europeans and Americans like to get to the point quickly when negotiating. This is not so in some countries, like Brazil, where people prefer to beat around the bush more. They take their time, trying to create a relationship of trust. In such countries, the European or American manager must be patient, or else he will come away from a deal empty-handed. In Japan, there are often long silences during negotiations - especially if things are not going smoothly. European and American executives tend to react in the wrong way when this happens. They make a concession or talk in an over-eager way, so that they lose ground in the discussions.