English for Economists

gested selling them at the hot-food2 bar, a growing part of the business; so he did, and demand jumped to twenty-one turkeys a day.

But some customers said they did not like paying $2.99 a pound for the gravy mixed in, or that the gravy had too many calories. Others said there was not enough gravy. So he started putting the gravy on the side3, and demand rose to more than fifty turkeys a day.

Notes:

1.filling made of bread and spices;

2.area inside the store where hot food is sold;

3.in a separate container.

Stew Leonard’s Fact Sheet

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WRITING

As you read the text, take down the principles in the work of a manager you find the most important and exemplify your choice in writing.

Principles of Management

Different scholars offer different sets of principles of management. The most famous are the following fourteen. But the main principle should be read as follows: “There is nothing rigid or absolute in management affairs, it is all a question of proportion.”

1.Division of work. Within limits, reduction in the number of tasks a worker performs or the number of responsibilities a manager has can increase skill and performance.

2.Authority. Authority is the right to give orders and enforce them with reward or penalty. Responsibility is accountability for results. The two should be balanced, neither exceeding nor being less than the other.

3.Discipline. Discipline is the condition of compliance and commitment that results from the network of stated or implied understandings between employees and managers. Discipline is mostly a result of the ability of leadership. It depends upon good supervisors at all levels making and keeping clear and fair agreements concerning work.

4.Unity of command. Each employee should receive orders from one superior only.

5.Unity of direction. One manager and one plan for each group of activities havingthesameobjective is necessarytocoordinate, unify and focus action.

6.Subordination of individual interests to general interest. Ignorance, ambition, selfishness, laziness, weakness, and all human passion tend to cause self-serving instead of organization-serving behavior on the job. Managers need to find ways to reconcile these interests by setting a good example and supervising firmly and fairly.

7.Remuneration of personnel. Various methods of payment may be suitable, but amounts should reflect economic conditions and be administered to reward well-directed effort.

8.Centralization. Like other organisms, organizations need direction and coordination from a central nervous system. But how much centralization or decentralization is appropriate depends on the situation. The degree of centralization that makes best use of the abilities of employees is the goal.

9.Scalar chain (line of authority). The scalar chain is the chain of command ranging from the top executive to the lowest ranks. Adhering to the chain of command helps implement unity of direction, but sometimes the chain is too

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long, and better communication and better decisions can result from two or more department heads solving problems directly rather than referring them up the chain until a common superior is reached.

10.Order. Both equipment and people must be well chosen, well placed, and well organized for a smooth-running organization.

11.Equity. Kindliness and justice will encourage employees to work well and be loyal.

12.Stability of tenure of personnel. Changes in employee assignments will be necessary,butiftheyoccurtoofrequentlytheycandamagemoraleandefficiency.

13.Initiative. Thinking through a plan and carrying it out successfully can be deeply satisfying. Managers should set aside personal vanity and encourage employees to do this as much as possible.

14.Build teamwork.

TRANSLATION

A. Translate from English into Russian.

What Makes a Good Manager?

(10 Tips for a Successful Manager by Bill Gates)

There isn’t a magic formula for good management, of course, but if you’re a manager perhaps these tips will help you be more effective.

1.Choose a field thoughtfully. Make it one you enjoy. It’s hard to be productive without genuine enthusiasm.

2.Hire carefully and be willing to fire. You need a strong team, because a mediocre team gives mediocre results, no matter how well managed it is.

3.Create a productive environment. This is a particular challenge because it requires different approaches depending on the context.

4.Define success. Make it clear to your employees what constitutes success and how they should measure up their achievements.

Goals must be realistic. Project schedules, for example, must be set up by the people who do the work. People will accept a “bottoms-up” deadline they helped to set but they’ll be cynical about a schedule imposed from the top that doesn’t map to reality. Unachievable goals undermine an organization.

5.To be a good manager, you have to like people and be good at communicating. This is hard to fake. If you don’t genuinely enjoy interacting with people, it’ll be hard to manage them well.

6.Develop your people to do there jobs better than you can. Transfer your skills to them.

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7.Give people a sense of the importance of what they’re working on – its importance to the company, its importance to the customers.

When you achieve great results, everybody involved should share in the credit and feel good about it.

8.Take on projects yourself. You need to do more than communicate.

The last thing people want is a boss who just doles out stuff. From time to time prove you can be hands-on by taking on one of the less attractive tasks and using it as an example of how your employees should meet challenges.

9.Don’t make the same decision twice. People hate indecisive leadership so you have to make choices.

10.Let people know whom to please. Maybe it’s you, maybe it’s your boss and maybe it’s somebody who works for you.

B. Translate from Russian into English.

Семь заповедей бизнесмена

Давать обещания и не выполнять их стало у нас просто нормой жизни. В этой связи полезно вспомнить 1912 год, когда российскими предпринимателями было выработано семь основных принципов ведения дел:

Первый принцип – «Уважай власть». Власть – необходимое условие для эффективного ведения дел. Во всём должен быть порядок. В связи с этим проявляй уважение к блюстителям порядка в узаконенных эшелонах власти.

Второй принцип – «Будь честен и правдив». Это – фундамент предпринимательства, предпосылка здоровой прибыли и нормальных отношений в делах. Российский предприниматель должен быть безупречным носителем добродетелей, честности и правдивости.

Третий принцип – «Уважай право частной собственности». Свободное предпринимательство – основа благополучия государства. Российский предприниматель обязан в поте лица своего трудиться на благо своей отчизны. Такоервениеможнопроявитьтолькоприопореначастнуюсобственность.

Четвертый принцип – «Люби и уважай человека». Любовь и уважение к человеку труда со стороны предпринимателя порождает ответную любовь и уважение. В таких условиях возникает гармония интересов, что создаёт атмосферу для развития у людей самых разнообразных способностей, побуждает их проявлять себя во всём блеске.

Пятый принцип – «Будь верен своему слову». Успех в деле во многом зависит от того, в какой степени окружающие доверяют тебе.

Шестой принцип – «Живи по средствам». Не зарывайся. Выбирай дело по плечу. Всегда оценивай свои возможности. Действуй сообразно своим средствам.

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Седьмой принцип – «Будь целеустремленным». Всегда имей перед собой ясную цель. Предпринимателю такая цель нужна как воздух. Не отвлекайся на другие цели. Служение двум господам противоестественно. В стремлении достичь своей заветной цели не переходи грани дозволенного. Никакая цель не может затмить моральные ценности.

LISTENING

You will hear part of an interview with Steve Moody, the manager of the Marks & Spencer store in Cambridge, England. What do you know about Marks & Spencer? What do they sell?

A. Listen to Part One, in which Steve Moody describes the role and responsibility of a store manager. Which of the following tasks is he responsible for?

1)designing the store and its layout

2)displaying the merchandise

3)employing the sales staff

4)insuring the safety of staff and customers

5)establishing the company’s principles

6)getting commitment from the staff

7)increasing profits

8)maintaining a pleasant working environment

9)motivating staff

10)organizing the day-to day logistics

11)pricing the merchandise

12)running 40 out of 280 stores

13)selecting the merchandise

14)supervising the day-to-day running of the store

15)training staff

B. Listen to Part Two, and answer these questions:

1.Why are Marks & Spencer’s store managers limited in giving accountability to their staff and delegating responsibility?

2.What do they concentrate on instead?

C. Listen to Part Three, and answer the following questions:

1.Steve Moody mentions two kinds of regular meetings. The first is weekly meetings for management and supervisory staff. What is the second kind of meetings called?

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2.Who attends them?

3.What are they designed to achieve?

4.What kind of problems cannot be dealt with by meetings?

5.How are such problems dealt with?

SPEAKING

A.

As the President of the company you would like to know about the results of negotiations with distributors held by your executive manager.You would like to know the answers to the following questions:

–Do the sales depend on the distributors?

–Have the company signed a new contract with the distributors or amended the existing one?

–Were negotiations tough?

–How long did it take to make any solutions?

–Does your manager consider the improvement of sales possible?

You may use the dialogue below as a model.

Janet: Were you able to work everything out with our distributors? Did you get the reason of our poor sales performance?

David: All in all, it went pretty well. We had an in-depth discussion about the importance of working hand in hand. Since our success hinges on their efforts to push our products, we renegotiated our contract. After a lot of give-and-take, and back-and-forth, we reached an agreement. It only took an hour or so to thrash it all out and while there are still some loose ends, I think it’ll work out in the long run.

Janet: They certainly do know the ins and outs of distribution. It sounds like all systems will work.

David: Everything should run smoothly now. I predict that sales will pick up in a month.

B.

Summarize the information of the Unit to be ready to speak on Management. Use the following prompts as a plan.

–definition of management;

–the four functions of management;

–the four kinds of resources;

–management objectives;

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–changing environment;

–managerial skills;

–information processing;

–decision-making.

C.

Dwell on the following issues:

After acquiring information from the unit do you think you have the right skills to be a manager?

Would you be able, for example, to set objectives, motivate and coordinate the staff, and manage a department store, or a computer manufacturer?

VOCABULARY

authority n – власть, полномочие, сфера компетенции; авторитет; орган управления

~ to sign – право подписи the ~ies – власти

authoritative adj – авторитетный, властный

authorize v – уполномочивать, поручать, санкционировать ~d agent – уполномоченный агент

~ capital – уставный капитал

decide v – решать(ся), принимать решение

~against(infavourof)sb–выносить решение против (в пользу ) кого-л.

~on a question – принимать решение по вопросу

decision n – решение, заключение, приговор come to, arrive at a ~ – принять решение

decisive adj – решающий, решительный, убедительный division of work - разделение труда

manage v – управлять, заведовать, стоять во главе; уметь обращаться (с чем- л.);справляться, ухитряться

~ing director – директор-распорядитель

~ed exchange rate – регулируемые валютные курсы manager n – управляющий, заведующий; хозяин; импресарио assistant ~ – помощник заведующего

general ~ – главный управляющий

management n – управление, заведование; правление, администрация, дирекция; умениесправляться(сработой)

manageable adj – поддающийся управлению, выполнимый

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managerial adj – директорский, относящийся к управлению, организационный, управленческий

operative n – рабочий, производственный персонал perform v – выполнять, исполнять, совершать

~a contract – исполнить договор

~an obligation – выполнить обязательство

~a test – производить испытание

performance n – исполнение, выполнение; характеристика, эксплуатационные качества (машины)

performer n – исполнитель

responsibility n - ответственность, обязанность

set v – ставить, помещать, располагать; устанавливать, назначать; пускать, приводить(в ход, вдействие)

~someone a term – назначить срок кому-н.

~the seal – поставить печать

~going – пустить в ход

~in order (to rights) – приводить в порядок

~up a business – основать дело, открыть собственное дело

~value upon sth – придавать значение чему-л.

setting n – окружающаяобстановка;регулирование,установка setup n – организация, устройство

skill n – квалификация, умение

GLOSSARY

·Management is a set of activities designed to achieve an organization’s objectives by using its resources effectively and efficiently in a changing environment.

·Operatives are people who work directly on a job or task and have no responsibility for overseeing the work of the others.

·Managers are individuals who initiate and oversee new projects, make decisions about the use of the organization’s resources, and are concerned with planning, organizing, leading, and controlling the organization’s activities so as to reach its objectives.

·Managerial functions are planning, organizing, leading and controlling

·Level of management is determined by the managers’ position within the organization. We commonly categorize managers as being in lower, middle, or upper levels of management.

·Upper managers make decisions about the overall performance and direction of the organization.

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·Middle managers receive broad statements of strategy and policy from upperlevel managers and develop specific objectives and plans.

·Lower or first-line managers are those concerned with the direct production of items or delivery of services.

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