Vocabulary to Unit 5

1. get things done добиться выполнения чего-либо

2. definition C, n определение

3. enterprise n предприятие

4. predetermined goals заранее определенные цели

5. subservient adj. подчиненный, зависимый

6. essence C, n сущность, существо вопроса

7. sufficient adj. достаточный

8. sustainable adj. устойчивый, жизнеспособный

9. time schedule график работ, расписание

10.upgrade v повысить статус, качество; модернизировать

11.enabling Part.I дающий возможность, облекающий правом

12.daring n смелость, отвага, мужество

Syn: courage, boldness

13. imaginative adj. одаренный богатым воображением; воображаемый

14. genius гений

15. prediction C, n предсказание

Syn: forecast

16. reckless adj. безответственный; необдуманный

17. forecast прогноз

18. foreman мастер, бригадир, прораб, начальник цеха

19. set objectives определять цели, задачи

20. succeed (in) v добиться цели, результатов, преуспеть

21. measurement C, n система мер, измерение

22.target C, n цель, задача, план

23. human beings люди, человеческие существа

24. get (on… with ) v ладить с кем-либо

25.command the respect вызывать уважение

26. figurehead номинальный глава

27. liaison C, n контакт, связь, посредник

28. unsolicited information предоставленная добровольно информация

29. spokesperson C, n представитель, оратор

30. disturbance handler разрешающий проблемы

31. hallmark C, n признак, клеймо

Syn: symbol

32. scramble v протискиваться, пробираться с трудом

33. stature C, n рост, высота, телосложение

Syn.: height, build

34. impair v ослаблять, снижать, портить, уменьшать

Syn.: decrease, deteriorate

35. backbone n главная опора, основа, суть

36. assign v поручать, распределять, назначать на ….

Unit 6. Leadership Text 1. General characteristic

Leadership is needed at all levels in organization. It is likely, however, that the leadership qualities required by a supervisor or manager are not the same as those required by the chief executive of a company. It is, therefore, difficult to define leadership satisfactory.

A typical definition is that the leader “provides direction and influences others to achieve common goals”. A chief executive must indeed give ‘direction’ but he must do much more than that. He has to create a ‘sense of excitement’ in the organization and convince staff that he knows where the business is going. In addition he must be a focus for their aspiration. As Peter Drucker, an American writer, says, “Leadership is the lifting of a man’s vision to higher sights, the raising of a man’s performance to a higher standard, the building of a man’s personality beyond its normal limitations.

When psychologists and other researchers first studied leadership, they tried to find out if leaders had special personal qualities or skills. The results of their research were disappointing. It became clear that there was not a set of qualities distinguishing leaders from non-leaders. Some studies had suggested, for example, that leaders were more intelligent, more self-confident, had better judgment etc. than other people. But, it was pointed out, that many people with these traits do not become leaders. And many leaders do not have such traits!

Professor of Psychology and Management at the University of Washington, Fred Fiedler, has identified two basic leadership styles:

Task-motivated leaders ‘tell people what to do and how to do it’. Such leader gets their satisfaction from completing the task and knowing they have done it well. They run a ‘tight ship’, give clear orders and expect clear directives from their superiors. This does not mean that they show no concern for other people. But their priority is getting the job done.

Relationship-motivated leaders are more people-oriented. They get their satisfaction from having a good relationship with other employees. They want to be admired and liked by their subordinates. Such leaders will share responsibility with group members by encouraging subordinates to participate in decision and make suggestions.

Fred Fiedler emphasized that both styles of leadership could be effective in appropriate situations. There was no best style for all situations. Effective leadership depended on matching the leader to the task and situation.

There were identified some characteristics of senior executives of some top companies, which made them good leaders. Firstly, the leaders were ’visible’. They did not hide away in some ivory tower at Head Office. Instead they made regular visits to plants and sites, tours round their companies and talked to employees. Leaders made their present felt.

Besides being visible, the leaders of these top companies provided a ‘clear mission’. In other words, they knew where the organization was going and persuaded staff to follow them. Sometimes, they spelled out the mission in written statement which covered the main principles of their organization, the clear definition of their long-term objectives and such matters like employees, clients, creativity, market position and profitability.

Finally, successful organizations have clear values. And it is the job of the leader to show what they are. “You have to keep telling people your values. If you repeat it often enough, it does go down the line. The leader is not only someone who ‘lifts a man’s vision’. He/She must also protect and promote the organization’s values.