- •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
Unit 2. Corporate vision, mission, and image. Text 1. Company’s vision
Every company cannot avoid the answering the vital question: what is our company vision, what do we intend to achieve? While answering this question, top management must understand what character of business their company has and should have. By developing of strategic vision they should identify who they are; what they do and where they go, in order to direct the organizational course, to form the corporate unique vision and mission. In order not to mix up corporate vision and mission, they must know that vision speaks about what a company will be in five or ten years as a result of staff’s efforts and energy. Undoubtedly, any company corrects its activity in the course of time. The corporate vision includes:
- form of its business;
- basic direction of a strategy, in short;
- firm’s performance guiding lines, etc.
Vision Statement is sometimes called a picture of your company in the future but it’s so much more than that. Your vision statement is your inspiration, the framework for all your strategic planning. A vision statement may apply to an entire company or to a single division of that company. Whether for all or part of an organization, the vision statement answers the question, “Where do we want to go?”
What you are doing when creating a vision statement is articulating your dreams and hopes for your business. It reminds you of what you are trying to build.
While a vision statement doesn’t tell you how you’re going to get there, it does set the direction for your business planning. That’s why it’s important when crafting a vision statement to let your imagination go and dare to dream – and why it’s important that a vision statement captures your passion.
Unlike the mission statement, a vision statement is for you and the other members of your company, not for your customers or clients.
When writing a vision statement, your mission statement and your core competencies can be a valuable starting point for articulating your values. Be sure when you’re creating one not to fall into the trap of only thinking ahead a year or two. Once you have one, your vision statement will have a huge influence on decision making and the way you allocate resources.
.Examples: A vision statement for a company offering whale watching tours: Within the next five years, ZZZ Tours will become the premier eco-tour company in ________, increasing revenues to 1 million dollars in 2010 by becoming internationally known for the comfort and excitement of the whale-watching tours it offers.
Text 2. Company’s Mission
It is evidently that that mission formulation is desirable for any company because it determines what a company operates for.
Therefore, a company should realize its destination, in other words, formulate its mission. A firm of any kind runs its business executing the specific mission. In fact, mission is the destiny of a company, the main aim of its activity.
There are many kinds of mission, which are common to all the companies, but nevertheless, any company should work out its own mission and acquaint the staff and its consumers with it.
As it was mentioned above, company mission shows its role in the society and environment. In the extensive interpretation, mission is the philosophy and destiny of any organization; in the narrow interpretation – it is spirit of its existing.
Its components are as follows:
- product/service (What are they?)
- target customers (Who are they?)
- technology (Does a firm use the traditional or new technology?)
- competitive advantage (What is it in comparison to other competitors?)
- philosophy (What are the firm’s important values, strivings and principles of ethics?)
Company mission helps formulate a slogan, a company lives and operates with. “McDonald’s is a big family! It cares of its staff in and out the work!” (McDonald’s); “Quality is our life style!” (Philips Electronics); “We’re providing people with cheap vehicles!” (Ford).