- •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
Charismatic Leadership
Much has been written about charismatic leaders in nearly all phases of public life. Lee Iacocca, formerly of Chrysler; Bill Gates of Microsoft; Michael Jordan and Bobby Knight of basketball fame are examples of charismatic leaders. Charisma has become even more important because of companies' need to inspire employees to higher levels of performance to meet stiff competition. If we can find out what makes a leader charismatic, then we may be able to advance our organizations and motivate employees like never before. Thus, a closer look at charisma is warranted.
Charismatic leaders tend to inspire followers to a higher level of performance, instil confidence in leader and self, and generate devotion and unquestioned obedience. They are sometimes viewed as saviours, as in the case of Lee Iacocca at Chrysler. Charismatic leaders have a strong sense of dominance, self-confidence, a need to influence, and a belief in the value and righteousness of their causes. They are typically good speakers who can eloquently express ideas that often border on or exceed the hazardous or the revolutionary. John DeLorean, for example, was revolutionary in his automobile designs, but unfortunately was also reckless with financial resources.
For our purposes, it is more important to know what charismatic leaders actually do, especially in the business world. They tend to promote causes that deviate greatly from the status quo. They take personal risks that often appear heroic and engage in unconventional behaviour to achieve the changes they desire. They assess the environment realistically and implement innovative strategies when the environment appears favourable. Finally, they engage in self-promotion to inspire employees or followers, often by presenting the status quo as negative and their ideas and themselves as the solution. Finally, charismatic leaders maintain intensely personal relationships with their followers, based on emotional rather than rational grounds.
Contrary to traditional beliefs, not only can many of these behaviours be learned, but they represent a separate dimension of leadership behaviour, distinct from consideration or initiating structure, that enhances employees' task performance and satisfaction. Charismatic leadership may help convey the importance of a given task, while initiating structure conveys the orderliness of the task, and consideration expresses the shared responsibility for the task.
1. Which of these statements expresses the main idea of the text?
Charisma has become especially important because of companies' need to inspire employees to higher levels of performance to meet stiff competition.
Charismatic leaders tend to inspire followers to a higher level of performance, instil confidence in leader and self, and generate devotion and absolute obedience.
Charismatic leaders tend to promote causes that differ greatly from the present situation.
Charismatic leadership may help convey the significance of a given task, while initiating structure conveys the orderliness of the task, and consideration expresses the joint responsibility for the task.
2. Find in the text English equivalents of these words and phrases.
1. харизматичний |
14. розглядати |
27. відмінна від загальноприйнятої поведінка |
2. баскетбольна знаменитість |
15. рятівник (рятувальник) |
28. самопросування |
3. надихати |
16. почуття домінування |
29. на емоційному ґрунті |
4. високий рівень виконання |
17. самовпевненість |
30. усупереч (чомусь) |
5. відповідати жорсткій конкуренції |
18. віра у цінність і справедливість справи |
31. окремий вимір |
6. з'ясувати, зрозуміти |
19. красномовно |
32. окремий від |
7. просувати, рухати вперед |
20. межувати |
33. важливість, значущість |
8. пильний погляд |
21. перевищувати |
34. структура, що вводить у діяльність та навчає діяльності |
9. бути виправданим |
22. щось ризиковане, небезпечне |
35. поліпшувати |
10. прихильник, послідовник |
23. автомобільний проект |
36. передавати (почуття, ідеї, інформацію тощо) |
11. уселяти віру в (когось) |
24. нерозсудливий, необачний |
37. порядок |
12. викликати відданість |
25. сприяти справі |
38. виражати |
13. безумовна слухняність, покора |
26. відхилятися від статус-кво |
39. спільна відповідальність |
Are these statements true or false? Correct the false ones.
If we can learn what makes a leader charismatic, then we may be able to improve our organizations and motivate employees much better.
Charismatic leaders are characterized by a strong sense of dominance, self-confidence, a need to influence, and uncertainty about the value and justice of their causes.
Charismatic leaders take personal risks that seldom prove to be heroic and engage in unusual behaviour to get the changes they wish.
Charismatic leaders assess the situation rationally and apply new and original approaches when the environment seems favourable.
Charismatic leaders engage in self-promotion to suppress employees or followers.
Though charismatic leader’s behaviours represent a separate dimension of leadership behaviour, most of them cannot be learned.
4. Answer the questions.
Which of charismatic leaders mentioned in the text do you know most about?
Why are charismatic leaders thought to be good speakers?
What thing about charismatic leaders is more important for business?
Are personal relationships that charismatic leaders maintain with their followers based on rational grounds?
5. Write a summary of the text.
TEXT 27