- •Ministry of finance of ukraine
- •Hr managers
- •Contents Preface
- •Unit 1 what is human resource management?
- •Vocabulary 1
- •The nature of human resource management
- •Vocabulary 2
- •What are hrm programs aimed at?
- •A partial list of tasks and ksAs for the position of regional sales manager
- •Vocabulary 1
- •Text 4 Forecasting Demand for Employees
- •Unit 3 human resource planning: forcasting supply of employees
- •Vocabulary 1
- •Text 5 Forecasting supply of employees
- •Vocabulary 2
- •1. Read text 6 and think of the suitable title. Text 6
- •Comprehension check.
- •Steps in writing a summary
- •Here are a few tips for you about writing a summary and some useful expressions
- •Unit 4 Recruiting
- •Text 7 The Purposes of Recruiting
- •Vocabulary 1
- •Unit 5 Selecting employees: part 1
- •Vocabulary 1
- •The application
- •Vocabulary 2
- •Unit 6 Selecting employees: part 2
- •Vocabulary 1
- •The Interview
- •Job interview questions for selection of managers
- •Vocabulary 2
- •He looks quite good on paper.
- •Vocabulary 3
- •Unit 7 Selecting employees: part 3
- •Unit 8 Orientation and training: part 1
- •Vocabulary 1
- •Text 13 Orientation
- •Text 14 training
- •Text 15 Training Needs
- •Unit 9 Orientation and training: part 2
- •Text 16
- •Text 17 Evaluation of Results of Training
- •Vocabulary 1
- •Text 18 Objective Performance Measures
- •Vocabulary 2
- •Trait- and Behaviour-Based Dimensions of Performance Appraisals
- •Text 19 Subjective performance Measures
- •2. Comprehension check.
- •Text 20
- •Unit 11 Compensating employees
- •Vocabulary 1
- •Text 21
- •Text 22 Determining Compensation
- •Vocabulary 2
- •Unit 12 promoting, transferring and terminating employees
- •Vocabulary
- •Text 24 promotions and transfers
- •Text 25 termination
- •Text 26
- •Unit 13
- •Texts for self-study
- •Teamwork Makes eds an Information Powerhouse
- •Text 2 the nature of groups and teams
- •Benefits of Teams
- •A model of work group effectiveness
- •Text 5 Types of Groups
- •Text 6 Size and composition of Groups
- •Text 7 Stages of Group Development
- •Text 8 Group Norms
- •Development and socialization of group Norms
- •Text 10 Group Roles
- •Text 11 problems in groups
- •Text 12 what is motivation?
- •Text 13 The Importance of Motivation
- •Motivation and job design
- •Text 15 Flexible-Scheduling Strategies in Work Design
- •Text 16 Paying for Performance
- •Text 17 the nature of leadership
- •The Sources of Power
- •Trait approach to leadership
- •Table 5
- •Text 20 contingency theories of leadership
- •Text 21 Fiedler's Contingency Theory
- •Path-Goal Theory
- •Vroom-Yetton-Jago Participation Model
- •Current trends in the study and practice of leadership
- •Leader-Member Exchange Theory
- •Charismatic Leadership
- •Transactional versus Transformational Leadership
- •Tapescripts
- •The importance of human resource management
- •Glossary
- •Integrity tests
- •Trait appraisal
- •Кучина Наталя Михайлівна англійська мова для майбутніх управілінців людськими ресурсами
Text 17 the nature of leadership
Leadership is the process of influencing the activities of an individual or a group toward the achievement of a goal. This definition reflects three elements: the leader, the followers, and the process of influencing goal-directed behaviour.
Leadership versus Management
Management is a broad concept that encompasses activities such as planning, organizing, staffing, and controlling, as well as leading. Leadership, on the other hand, focuses almost exclusively on the "people" aspects of getting a job done - inspiring, motivating, directing, and gaining commitment to organizational activities and goals. Leadership accompanies and complements the management functions, but it has more to do with coping with the dynamic, ever-changing marketplace, with rapid technological innovation, increased foreign competition, and other fluctuating market forces. In short, management influences the brain, while leadership encourages the heart and the spirit. Table 3 highlights some of the basic distinctions between leadership and management
Organizations need both management and leadership, and some leaders can provide both. Others manage but cannot lead, while still others seem born to lead, but cannot manage.
When Fred Smith founded the Federal Express Co., he was acting as a leader. His vision of overnight package delivery represented a quantum leap forward in the industry, and he had to inspire acceptance of and commitment to that vision by all employees, customers, and investors. Now FedEx has grown into a gigantic organization, with hundreds of complex systems. Smith and the company's executives spend much of their time managing these systems in order to provide stability and avoid chaos. Smith still spends time communicating his vision to his workers by emphasizing the need for quality and service to meet the competition.
Understanding leadership requires insight into the possession and use of power. Power refers to a person's capacity to influence the behaviour and attitudes of others. We can think of it as an ability attributed to a person - potential but unused. Bosses can fire employees but seldom do on a regular basis. We can also think of power as attempts to influence someone to do what you want - power in action. A boss actively directing an employee's behaviour represents the use of power.
In either case, power is inherent in a relationship between two people and is based on one's ability to satisfy or deny satisfaction of some need of the other. That ability may be based on a formal contractual relationship between an organization and an individual, called organizational power, or it can be based on an interpersonal relationship between individuals or on one's personal characteristics, called personal power.
1. Which of these statements expresses the main idea of the text?
Leadership is the process of influencing the activities of an individual or a group toward the achievement of a goal.
Leadership focuses almost exclusively on the "people" aspects of getting a job done.
Organizations need both management and leadership.
Understanding leadership requires insight into the possession and use of power.
2. Find in the text English equivalents of these words and phrases.
1. лідерство |
18. розглядання питань |
35. уникати хаосу; безладдя |
2. досягнення цілі |
19. ринок, який постійно змінюється |
36. передавати |
3. визначення |
20. стрімкі технологічні нововведення |
37. підкреслювати; акцентувати |
4. відображати |
21. нестійкі ринкові сили |
38. влада (2) |
5. послідовник; прибічник |
22. мозок, розум |
39. проникнення в суть, розуміння |
6. поведінка, спрямована на досягнення цілі |
23. заохочувати, підтримувати |
40. володіння |
7. проти |
24. серце |
41. користування |
8. широке поняття |
25. душа |
42. стосуватися |
9. містити (у собі), охоплювати |
26. висвітлювати |
43. здатність (2) |
10. з іншого боку |
27. розходження, відмінність; різниця |
44. що стосується |
11. зосереджуватися на |
28. надавати; забезпечувати |
45. звільняти |
12. винятково, тільки |
29. бачення, мрія |
46. систематично |
13. надихання |
30. нічна доставка посилок |
47. спроба |
14. відданість |
31. становити, означати |
48. у будь-якому випадку |
15. супроводжувати |
32. величезний стрибок уперед |
49. притаманний, властивий |
16. доповнювати |
33. надихати |
50. взаємовідносини |
17. бути пов’язаним із |
34. прийняття, схвалення |
51. міжособистісний |
Are these statements true or false? Correct the false ones.
Leading is a function of management.
The main function of leadership is to deal with changeable market forces.
As a rule, leaders can lead, but cannot manage.
Fred Smith failed to inspire all employees to accept his vision of overnight package delivery.
Smith and the company's senior managers spend much of their time supervising hundreds of complex systems to provide stability and prevent a mess.
An individual’s capacity to influence the behaviour and attitudes of others is called power.
Organizational power is based on an interpersonal relationship between individuals.
4. Answer the questions.
What does the term ‘leadership’ denote?
What activities does management involve?
What instruments does leadership use to get a job done?
What important distinctions between leadership and management does Table 3 show?
Why is Fred Smith regarded as a leader?
What things does Fred Smith focus on when communicating his vision to his workers?
Can you exemplify the potential character of power?
In what case can we speak about power in action?
How does organizational power differ from personal power?
5. Write a summary of the text.
TEXT 18