- •In fact, an organization is the unity, which operates successfully, if it is managed efficiently.
- •Text 2. Forms, types and styles of business organizations.
- •Types of Partnership:
- •Text 3. Organization structure
- •In business, the organization structure means the relationship between positions and people, who hold these positions; it shows who reports to whom.
- •Organization as the management object
- •Organization as the close system:
- •Organization as the open system
- •Text 4. Board of directors and ceo
- •3. Acquire sufficient resources for the organization’s operation
- •Major responsibilities of Board of Directors:
- •Typical Major functions of Chief Executive Officer of a Corporation
- •Answer the questions to the texts
- •Vocabulary to Unit 1
- •Unit 2. Corporate vision, mission, and image. Text 1. Company’s vision
- •Text 2. Company’s Mission
- •It is known that slogan represents words that sell.
- •Text 3. Objectives
- •Text 4. Strategic priorities
- •Strategy – mos - Tactics
- •Text 5. Spin of Success
- •Answer the questions to Unit 2
- •Vocabulary to Unit 2
- •1. Avoid V избегать, остерегаться, уклоняться. Syn: escape, evade.
- •2. Common purpose общая цель
- •3. Bridge n мост
- •Unit 3.Organization environment, resources and business activity Text 1. Types of environment
- •Text 2. Company resources and activities.
- •Production
- •Answer the questions to Unit 3
- •Text 1. Vital role of planning in company management
- •Text 2. Types of analyses used in planning activity.
- •Text 3. Typical Phases in Planning
- •1. Reference Overall Singular Purpose (“Mission”)
- •Text 5. Executives’ support in planning implementation
- •Answer the questions to Unit 4
- •Vocabulary to Unit 4
- •Unit 5. On Management and Managers. Text 1. What is management?
- •It is sufficient to say that the objectives represent what a company has to achieve and policy is how to go about achieving them.
- •Text 2 Strategic management versus operational management
- •Text 3. The managers’ job.
- •Text 4. Major functions of Managers.
- •Text 5. The role of a manager in company’s activity
- •Text 6. Delegating Authority
- •Answer the questions to Unit 5
- •Vocabulary to Unit 5
- •Unit 6. Leadership Text 1. General characteristic
- •Text 2. Leadership styles.
- •Text 3. Effective Leadership
- •Why are values important?
- •It all starts with leadership
- •Creating common understanding
- •Enabling and encouraging people to live by values
- •Most critical aspect – walking the talk
- •Answer the questions:
- •Unit 7. Business Culture and Business Ethic. Text 1. What is culture?
- •Building Trust across Cultural Boundaries.
- •Factors, which influence the organizational culture:
- •Text 3. Business ethics
- •Text 4. Business ethics and corporate culture nowadays.
- •Visible Manifestations of Culture
- •Invisible Manifestations of Culture
- •Questions to Unit 7
- •Vocabulary to Unit 7
- •Unit 8. Socio-psychological climate within and outside
- •Text 1. Ensuring socio-psychological climate in business.
- •Get a mentor or a coach
- •Learn to delegate
- •Recognize what’s important from what’s urgent
- •Recognize accomplishments
- •Text 3 .Dealing with Difficult Employees
- •How Can a Manager Deal with Difficult Employees
- •Text 4 . The 20 Bad Habits. Challenges in Interpersonal Behaviour.
- •Questions to Unit 8
- •Vocabulary to Unit 8
- •Unit 9. Managing Conflict Text 1. Why do conflicts arise in organization?
- •Text 2. Conflict Situations.
- •3. Differences in perceptions and values
- •Questions to Unit 9
- •Vocabulary to Unit 9
- •Unit 10. Cross-cultural Differences Text 1. Doing business across cultures. General ideas.
- •Text 2. Cross-cultural management.
- •Text 3. Culture clashes.
- •Text 4. Cross- Cultural Management that Makes a Difference
- •How should a company coming to a new culture cope with cultural issues?
- •Text 5. Cross-cultural management in Russia.
- •Text 6. Some Results of Poor Cross Cultural Awareness
- •Questions to Unit 10:
- •Vocabulary to Unit10
Text 1. Vital role of planning in company management
No doubt, planning plays a vital role in company management. Any company has objectives and it plans to achieve then. One of the key tasks of the top management of a company is to make major decisions affecting the future of the organization. Before planning its future, every company should define its strengths, what it can do best of all. For example, top management must decide which markets to enter and which to pull out off; how expansion is to be financed; whether new products will be developed within the organization or acquired by buying other companies.
Before doing any kind of strategic planning, the management must decide what is the mission and purpose of their organization, what it should be in the future. Deciding the mission and purpose is the foundation of any planning process.
Having decided on its mission and purpose, an organization will have to work out certain more specific objectives. As soon as it has established its more specific, medium-term objectives, the company can draw up corporate plan. Its purpose is to indicate the strategies the management will use to achieve its objectives.
Usually, a company plans, conducts research and controls to minimize its risk, found out its customers’ needs and take important decisions; all this is the essential part of running the successful business.
Planning takes into consideration:
- objectives;
- ways to achieve them;
- resources needed;
- timing and control.
Planning must be based on reliable data of marketing research. There are strategic, operational and tactical types of planning, they impact on each other, but there effects differ: operational and tactical plans can be changed without changing strategy, but if the strategic plan is altered, the tactical and operational plans are to be changed as well. In most cases plans should be modified according to the relevant market situation.
It is worth noting that sometimes planning is based on the following:
- good understanding of your firm’s future;
- precise marketing planning
- passion;
- all ideas must be reasonable and clear cut.
In fact, passion can make damage to strategic planning. Someone else can invent the same thing while you test your invention again and again. Additionally, many executives who try to think reasonably and directly are short of silly ideas. These ideas might look stupid just at the first glance, but they prove to be clever in the course of time, having been used in marketing policy.
In reality, in the process of planning we are often wrong not about the conclusions, but about the intentions. Realistic results can be received from a mixture of facts and figures, calculations and discussions to ensure the effectiveness. Whatever parts of marketing planning we use, we can see that every part plays its own important role.
In fact, planning is a continuous process; it needs a lot of information. The purpose of planning is to show where a firm is at a given moment and where it is going if it faces no big changes. Moreover, it must show where a company should go in the light of market changes, and when it should get there.