- •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 3. The managers’ job.
Our society is made up of all kinds of organizations, such as companies, government departments, unions, hospitals, school and the like. In all these organizations there are people carrying out the work of a manager although they do not always have that title. They have responsibility to use the resources of their organizations effectively and economically to achieve objectives.
Are there certain activities common to all managers? Can we define the task of a manager? There is a classic definition of the manager’s role. It says: “To manage means to forecast and plan, to organize, to command, to coordinate and to control.” This definition is still accepted by many people today, though some writer on management have somewhat modified this description. Instead of talking about command, they say a manager must motivate or direct and lead other workers.
In most companies, the activities of a manager depend on the level at which he/she is working.
Top managers such as the chairman and directors are more involved in long range planning, policy making and the relations of the company with the outside world. They make decisions on the future of the company, the sort of product lines it should develop, how it should face up to the competition, whether it should diversify etc. These strategic decisions are part of the planning function mentioned in classic definition.
Top managers: president, vice-president, chief executive officer (CEO) and members of the Board.
Middle management and supervisors are generally making the day-to-day decisions which help an organization to run efficiently and smoothly. They must respond to the pressures of the job which may mean dealing with an unhappy customer, chasing up supplies, meeting an urgent order or sorting out a technical problem. Managers at this level spend a great deal of time communicating, coordinating and making decisions affecting the daily operation of their organizations.
Middle management includes: division manager, department head, plant manager and operation manager.
Across the same levels in the organization we can find, a project manager, who is in charge of developing a certain project; a functional manager, who is charge of a major function, such as a department in the organization; a product manager, who is charge of a group of closely related products. General Managers are in charge of numerous functions within an organization or department.
First- line managers are those who coordinate and supervise the activity of operating employees. They spend most of their time working with employees, answering questions and solving day-today problems. Most first-line managers are former operating employees who were promoted into management. Common titles for first-line managers include: office manager, supervisor, foreman, and project manager.
In the opinion of Peter Drucker, a famous American writer on management, managers perform five basic operations.
Firstly, managers set objectives. They decide what these objectives should be and how the organization can achieve them. For this task, they need analytical ability.
Secondly, managers organize. They must decide how the resources of the company are to be used, how the work is to be classified and divided. Furthermore, they must select right people for the jobs to be done. For this, they not only need analytical ability but also understanding of human beings.
The third task is to motivate and communicate effectively. They must be able to get people to work as a team, and to be as productive as possible. To do this, they will be communicating effectively with all levels of the organization – their supervisors, colleagues and subordinates. To succeed in this task, managers need social skills.
The fourth activity is measurement. Having set targets and standards, managers have to measure the performance of the organization, and of its staff, in relation to those targets. Measuring requires analytical ability.
Finally, managers develop people, including themselves. They help to make people more productive, and to grow as human beings. They make them bigger and richer persons.
Successful people are not necessarily people who are liked or who get on well with others. They are people who command the respect of workers and who set high standards. Good managers need not be geniuses but must bring character to the job.