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ОглавлениеДля бесплатного чтения доступна только часть главы! Для чтения полной версии необходимо приобрести книгуPART I. TEXT STUDYUNIT I. MANAGEMENT AND ITS FUNCTIONSSection 1. MANAGING AND MANAGERS. DEFINING MANAGEMENTWords and Terms to be Remembered goal to sell to achieve to manufacture to advertise sales executive to set to accomplish responsibility subordinate to motivate to define definition resources aptitude skill to engage (in) to imply to effect effectiveness to assure performance Read the text and find the answers to the following questions. 1. How is the concept of management defined? 2. Why is management defined as a process? 3. What are the four basic functions of managers? 4. What resources do managers use to attain the goals stated by an organization? For most of our lives, we are members of one organisation or another – a university, a sports team, a musical or theatrical group, a religious or civic association, a branch of the armed forces, or a business. The organisations we belong to will obviously differ from one another in many ways. Some, like the army or a large corporation, may be organized very formally. Others, like a neighbourhood football team, may be more casually structured. But regardless of how they differ, all the organisations we belong to have several basic things in common. Perhaps the most obvious common element our organisations will have is a goal or purpose. The goals will vary – to win a league championship, to entertain an audience, to sell a product – but without a goal no organisation would have any reason to exist. Our organisations will also have some program or method for achieving their goals – to win a certain number of games, to rehearse a certain number of times before each performance, to manufacture and advertise a product. Without some plan for what it must do, no organisation is likely to be very effective. Finally, our organisations will all have leaders or managers responsible for helping the organisations achieve their goals. Who the leaders actually are probably will be more obvious in some organisations than in others. But without some manager – a coach, a conductor, a sales executive – the organisation is likely to flounder. Our emphasis will be on the so-called formal organisations – such as businesses, religious organisations, government agencies, or hospitals – that provide goods or services to their customers or clients and offer career opportunities to their members. It is easier to discuss the management of these organisations, because in such organisations people will usually have various well-defined responsibilities, and the role of the manager will be clear-cut and visible. But regardless of how formal their role is, all managers in all organisations have the same basic responsibility: to help other members of the organisations set and reach a series of goals (objectives). DEFINING MANAGEMENT Management has been called “the art of getting things done through people”. This definition, by Mary Parker Follett, calls attention to the fact that managers achieve organisational goals by arranging for others to perform whatever tasks may be necessary – not by performing the tasks themselves. Management is that, and more. So much more, in fact, that no one definition has been universally accepted. Our discussion will start with a somewhat more complex definition, so that we may call attention to additional important aspects of managing. Management is the process of planning, organizing, leading, and controlling the efforts of organisation members and of using all other organisational resources to achieve stated organisational goals. A process is a systematic way of doing things. We define management as a process because all managers, regardless of their particular aptitudes or skills, engage in certain interrelated activities in order to achieve their desired goals. 1. Planning implies that managers think through their goals and actions in advance. Their actions are usually based on some method, plan, or logic, rather than on a hunch. 2. Organizing means that managers co-ordinate the human and material resources of the organisation. The effectiveness of an organisation depends on its ability to marshal its resources to attain its goals. Obviously, the more integrated and co-ordinated the work of an organisation, the more effective it will be. Achieving this co-ordination is part of the manager’s job. 3. Leading describes how managers direct and influence subordinates, getting others to perform essential tasks. By establishing the proper atmosphere, they help their subordinates do their best. 4. Controlling means that managers attempt to assure that the organisation is moving towards its goals. If some part of their organisation is on the wrong track, managers try to find out why and set things right. Our definition also indicates that managers use all the resources of the organisation – its finances, equipment, and information as well as its people – to attain their goals. People are the most important resource of any organisation, but managers would be limiting their achievements if they did not also rely on the other available organisational resources. For example, a manager who wishes to increase sales might try not only to motivate the sales force but also to increase the advertising budget, thus both human and financial resources to attain the goal. Finally, our definition says that management involves achieving the organisation’s “stated goals”. This means that managers of any organisation – a university, the Department of Social Security, or the Sydney Swans – try to attain specific ends. These ends are, of course, unique to each organisation. The stated goal of a university might be to give students a well-rounded education in an academic community. The stated goal of a football team might be to win every game in a season. Whatever the stated goals of a particular organisation, management is the process by which the goals are achieved. Exercises and assignments Ex. 1. Give the initial forms of the following words: organisation, association, corporation, achievement, performance, responsibility, management, accomplishment, discussion, definition, coordination, equipment, information, education. Ex. 2. Find in the text all sentences in which the words given above are used and translate them into Russian. Ex. 3. Arrange the words below into the pairs of synonyms: goal, important, achieve, manufacture, let, reason, achieve, customer, duty, purpose, attain, produce, cause, client, responsibility, start, begin, significant, reach, objective, allow, team, crew, security, safety. Ex. 4. Arrange the words below into the pairs of antonyms: accept, particular, reliable, available, increase, reject, general, unreliable, inavailable, decrease, unique, common, win, lose, sell, unreasonable, buy, reasonable. Find in the text all sentences in which the words given above are used and translate them into Russian. Ex. 5. Match each of the words in column 1 with its definition given in column 2.
Ex. 6. Translate the following text from English into Russian without a dictionary and say what idea this text confirms. Score your time. Usually, when people become employees, their first task is learning to be successful subordinates. The importance of being a good subordinate should not be underestimated. Before they can become managers, most people have to first prove themselves as subordinates. Besides, virtually every member of an organisation is subordinate to someone else. Even an organisation’s chief executive is subordinate to the board of directors, and the board members in turn are, in principle, responsible to the shareholders. One of the best ways to be an effective subordinate is to understand the job of the boss. This means understanding the demands placed upon the boss by the needs of the organisation. Effective subordinates should also be able to view their own role in relations to others in the department or subdivision, the role of the subdivision in relation to the organisation, the responsibilities of the subdivision manager, and the goals of the organisation as a whole. Ex. 7. Fill in the gaps with the appropriate words given below. 1. Organisations such as universities, museums, and corporations are ____________, because they store and protect most of the important __________that our civilization has gathered and recorded. 2. In this way, they help to make that knowledge a continuous bridge between past, present, and future _____________. 3. In addition, organisations themselves add to our knowledge by new and more _____________ ways of doing thing. 4. Organisations are important for still another ________: they provide their ____________with a source of _______________and perhaps even personal____________and ____________. Essential, generations, efficient, livelihood, self-fulfillment, knowledge, developing, reason, employees, satisfaction. Ex. 8. Answer the following questions: 1. Do you agree that management may be called the art of getting things done through people? 2. Why is management defined as a process? 3. In what activities are managers engaged in order to achieve their desired goals? 4. Why are people considered the most important resource of any organisation? 5. What is planning based on? 6. What does organizing mean? 7. What is leading aimed at? 8. What do managers attempt to achieve through controlling? 9. What goals does the organisation you are involved in set? Ex. 9. Translate the text from Russian into English. Многие из нас большую часть жизни работают в различных организациях, фирмах, предприятиях, исполняя при этом обязанности либо менеджеров (управленцев), либо подчиненных. Для того, чтобы управлять любым предприятием, с тем, чтобы оно работало эффективно, нужно уметь правильно ставить цели и находить пути достижения поставленных целей. Обычно те, кто становятся служащими (или подчиненными), должны сначала научиться быть хорошими подчиненными. Прежде, чем они станут хорошими управляющими, они должны попробовать себя в роли подчиненного, поскольку в рамках любой организации каждый сотрудник обычно подчиняется кому-либо. Успешная работа каждого зависит от того, насколько он/она осознает свою роль в том или другом отделе (отделении фирмы), а также роль своего отдела в общей структуре предприятия. Тот, кто понял систему управления предприятием, поведение управляющих, их действия, связанные с достижением целей и решением различных проблем, может использовать этот опыт в достижении своих личных целей – стать не только менеджером, но эффективно работающим менеджером. Section 2. WHAT MANAGERS DOWords and Terms to be Remembered to specify effort to supervise supervisor to supply supplier long-range short-range to account accountable to be held accountable to be in charge of to fail failure obligation to carry out (functions, activities) to compete concept feasible to produce productivity mediator to settle (a conflict, a problem, a quarrel) to run for office to persuade persuasion to dismiss to put off Read the text and find the answers to the following questions. 1. What roles may an effective manager take on to move the organisation towards its stated objectives? 2. Why do managers act as channels of communication within the organisation? 3. What functions does a manager carry out? 4. Why are managers compared with politicians and diplomats? WHAT MANAGERS DO Our working definition describes managers as organisational planners, organizers, leaders, and controllers. Actually, every manager – from the president of a university club to the chief executive of a multinational corporation – takes on a much wider range of roles to move the organisation towards its stated objectives. In this discussion of the more detailed aspect of what managers do, we will specify more completely what managers are. Managers work with and through other people. The term “people” includes not only subordinates and supervisors but also other managers in the organisation. “People” also includes individuals outside the organisation – customers, clients, suppliers, union representatives, and so on. These people and others provide goods and services or use the product or service of the organisation. Managers, then, work with anyone at any level within or outside their organisations who can help achieve unit or organisational goals. In addition, managers in any organisation work with each other to establish the organisation’s long-range goals and to plan how to achieve them. They also work together to provide one another with the accurate information needed to perform tasks. Thus, managers act as channels of communication within the organisation. Managers are responsible and accountable. Managers are in charge of seeing that specific tasks are done successfully. They are usually evaluated on how well they arrange for these tasks to be accomplished. Managers are responsible also for the actions of their subordinates. The success or failure of subordinates is a direct reflection of managers’ success or failure. All members of an organisation, including those who are not managers, are responsible for their particular tasks. The difference is that managers are held responsible, or accountable, not only for their own work but also for the work of others. Managers balance competing goals and set priorities. At any given time, every manager faces a number of organisational goals, problems, and needs – all of which compete for the manager’s time and resources (both human and material). Because such resources are always limited, each manager must strike a balance between the various goals and needs. Many managers, for example, arrange each day’s tasks in order of priority – the most important things are done right away, while the less important tasks are looked at later. In this way managerial time is used more effectively. Managers must think analytically and conceptually. To be an analytical thinker, a manager must be able to break a problem down into its components, analyze those components, and then come up with a feasible solution. But it is even important for a manager to be a conceptual thinker, able to view the entire task in the abstract and relate it to other tasks. Thinking about a particular task in relation to its larger implications is no simple matter. But it is essential if the manager is to work towards the goals of the organisation as a whole as well as towards the goals of an individual unit. Managers are mediators. Organisations are made up of people, and people disagree or quarrel. Disputes within a unit or organisation can lower morale and productivity, and they may become so unpleasant or disruptive that competent employees decide to leave the organisation. Such occurrences hinder work towards unit or organisational goals; therefore, managers must at times take on the role of mediator and iron out disputes before they get out of hand. Setting quarrels requires skill and tact; managers who are careless in their handling of disputes may be chagrined to find that they have only made matters worse. Managers are politicians. This does not mean that the organisation expects its managers to run for office (unless that is the purpose of the organisation!). It means, rather, that managers must build relationships, and persuasion and compromise in order to promote organisational goals, just as politicians do to move their programs forward. Managers should develop other political skills, also. All effective managers “play politics” by developing networks of mutual obligations with other managers in the organisation. They may also have to build or join alliances and coalitions. Managers draw upon these relationships to win support for proposals or decisions or to gain co-operation in carrying out various activities. Managers are diplomats. They may serve as official representatives of their work units at organisational meetings. They may represent the entire organisation as well as a particular unit in dealing with clients, customers, contractors, government officials, and personnel of other organisations. Managers make difficult decisions. No organisation runs smoothly all the time. There is almost no limit to the number and types of problems that may occur: financial difficulties, problems with employees, or differences of opinion concerning organisation policy, to name just a few. Managers are the people who are expected to come up with solutions to difficult problems and to follow through on their decisions even when doing so may be unpopular. One of the most unpleasant measures a manager has to take is to dismiss an employee, and managers – even good ones – often put off dismissing someone, even though they know the morale of their whole unit may suffer until action is taken. A manager is what a manager does, and a manager obviously does many different things – so many, in fact, that the roles and activities described above are only some of the possibilities. However, the brief descriptions of these roles show that managers must “change hats” frequently and must be alert to the particular role needed at a given time. The ability to recognize the appropriate role to be played and to change roles readily is a mark of an effective manager. Exercises and assignments Ex. 1. Complete this table with all missing derivatives. Consult the text. Find in the text the sentences in which these words are used and translate them into Russian.
Ex. 2. Give all possible word combinations with the following verbs and make up one-two sample-sentences of your own with these word combinations. Consult the text: to carry out, to hold, to run, to put off, to make up, to promote, to deal with, to solve (settle), to take, to achieve, to set, to require. Ex. 3. What adjectives may be used with the nouns given below. Consult the text: planner, manager, executive, objective (goal, aim), information, task, subordinate, factor, thinker, skills, difficulties, decision, employee. Ex. 4. What words of the same root are met in the text. Give the sentences in which they are used and translate them into Russian: to organize, to control, to execute, to supervise, to communicate, to fail, to account, to relate, to assign, concept, to occur, to differ, to govern, to employ, to solve, active, able. Ex. 5. Arrange the following words into the pairs of synonyms: objective, provide, achieve, perform, be responsible for, goal, supply, reach, carry out, be in charge of, assistance, aid, settle, often, solve, frequently, particular, specific, hinder, worsen. Ex. 6. Arrange the following words into the pairs of antonyms: failure, inside, careful, direct, appropriate, success, outside, careless, unappropriate, common, indirect, particular, simple, promote, gain, easy, complex, hinder, loss, difficult, quarrel, agreement, anxiety, tranquility. Ex. 7. Fill in the blanks. Make use of the active vocabulary items and structures: 1. Every manager ___________ on a much wider range of roles to move the organisation towards its stated _________. 2. Managers act as channels of ___________ within the organisation. 3. Manager ______________ responsible and not only for their own work but for the work of others. 4. Many managers arrange each day’s tasks in order of _____________. 5. Managers are not expected to ____________ office, they must build ___________, and use ___________ and ____________ in order to promote organisational goals. 6. One of the most unpleasant _____________ a manager has to ___________ is to ___________ an employee. Ex. 8. Match each of the functions a manager performs (column II) with a role taken on by a manager (column I).
Ex. 9. Fill in the gaps with the appropriate words from the text. 1. The chief _____________of this chapter is to prepare most readers to work as __________and help them understand how ____________are managed; that is, what __________managers must ____________to keep their organisations running _________and ___________. 2. The reader will also learn how managers ________their tasks and how they _________their skills and knowledge in order to ___________organisational goals. 3. Before people can become ___________, most people have to first ___________themselves as __________. 4. The employee can use this learning ___________to improve his or her chances ___________of not only a manager but an ___________ manager. Ex. 10. This is the summary of the section. Render it in English. На практике любой менеджер, работающий в крупной организации (корпорации, предприятии), должен осуществлять различные функции, чтобы управляемая им организация достигла поставленных целей. Менеджер обязан работать с людьми как внутри организации, так и вне ее, поскольку эффективная работа всего предприятия во многом зависит от того, как менеджер может управлять людьми, работающими на различных уровнях деятельности предприятия. Следовательно, менеджер одновременно исполняет различные роли. Он может планировать, организовывать, руководить и контролировать деятельность предприятия, а также быть посредником, политиком и дипломатом, осуществляющим функции аналитика, умеющего принимать решения по поводу финансовых, кадровых, организационных проблем и строго следить за своевременной и эффективной реализацией принятых решений. Многие менеджеры сначала работали подчиненными и наблюдали за деятельностью опытных менеджеров, с тем, чтобы понять структуру деятельности предприятия, роль каждого отдела в общей системе деятельности предприятия и функции менеджеров как в каждом отделе, так и в структуре всего предприятия. Section 3. MANAGERIAL AND ORGANISATIONAL PERFORMANCEWords and Terms to be Remembered subject to confuse confusion to give rise to criterion (criteria – pl) to evaluate effect efficiency effectiveness input output to minimize to measure up resource to upgrade demand Read the text and find the answers. 1. What is a key factor in the performance of a society or a nation? 2. In what terms can a manager’s performance be measured? 3. What does efficiency mean? 4. How can you describe the term “effectiveness”? 5. Why is a manager’s effectiveness considered critical in his/her performance as a manager? MANAGERIAL ORGANISATIONAL PERFORMANCE How well managers do their jobs – managerial “performance” – is often the subject of much debate, analysis, and confusion in the press and in management magazines. How well the organisations of a society do their “jobs” – organisational performance – gives rise to an equally lively debate. The chapters which follow discuss a number of criteria and concepts for evaluating managers and organisations. Underlying many of these are two concepts suggested by Peter Drucker, one of the most respected writers on management. Drucker has argued that a manager’s performance can be measured in terms of two concepts: efficiency and effectiveness. As he puts it, efficiency means “doing things right”, and effectiveness means “doing the right thing”. Efficiency – that is, the ability to get things done correctly – is an “input – output” concept. An efficient manager is one who achieves outputs, or results, that measure up to the inputs (labour, materials, and time) used to achieve them. Managers who are able to minimize the cost of the resources they use to attain their goals are acting efficiently. But it is not enough to measure the efficiency of a manager’s use of employees only in terms of keeping their costs low. Because people are the major resource of most organisations, efficiency might also mean developing or upgrading the skills of the people who do the work. Effectiveness, on the other hand, is the ability to choose appropriate objectives. An effective manager is one who selects the right things to get done. A manager who selects an inappropriate objective – the production only of large cars when demand for small cars is soaring – is an ineffective manager. Such a manager would be ineffective even if the large cars were produced with maximum efficiency. No amount of efficiency can compensate for lack of effectiveness. A manager’s responsibilities require performance that is both efficient and effective, but although efficiency is important, effectiveness is critical. For Drucker, effectiveness is the key to the success of an organisation. The manager’s need to make the most of opportunities, says Drucker, implies that effectiveness rather than efficiency is essential business. The pertinent question is not how to do things right, but how to find the right things to do, and to concentrate resources and efforts on them. Exercises and assignments Ex. 1. Give the initial forms of the following words: successful, objective, organisation, performance, confusion, efficiency, effectiveness, employee, inappropriate, responsibility, concentration, production. Ex. 2. Make use of the words above in the sentences of your own. Ex. 3. Arrange the words below into the pairs of synonyms: subject, input, aim, demand, evaluate, worker, theme, contribution, objective, requirement, duty, estimate, employee, responsibility, concentrate, focus, production, manufacture, control, monitor. Ex. 4. Give antonyms to the following words: failure, rise, overestimate, input, dependent, right, minimize, low, appropriate, ineffective, important, major, large, change, steady. Ex. 5. Review the vocabulary items. Match the definitions with a vocabulary items.
Ex. 6. Supply English equivalents for the following expression: добиться целей, удовлетворить потребности общества, быть предметом споров, порождать (дать толчок), снижать затраты, спрос на, сосредоточить усилия на …, ключевой (основной) фактор. Make up sentences of your own with these word combinations. Ex. 7. Comment on the following statements. Agree or disagree with them. 1. How successful an organisation is functioning depends on its organisational performance. 2. A manager’s performance can be measured in terms of efficiency and effectiveness. 3. Some amount of efficiency can compensate for lack of effectiveness. 4. Effectiveness is less important than efficiency. 5. Efficiency means doing the right thing. 6. Effectiveness means doing things right. 7. Efficiency also means developing or upgrading the skills of the people who do the work. Ex. 8. Translate the text from English into Russian without a dictionary. Modernizing a business to increase its profitability and competitiveness is a complicated affair. It requires a management team which is aware of such aids and tools of efficiency as electronic data processing, O.R. (Operational Research), D.C.F. (Discounted Cast Flow), budgetary control, corporate planning, P.E.R.T. (project Evaluation and Review Technique), automation, etc. Business management is a rapidly developed science (some call it an art), and new techniques and words, very often of American origin, are used more and more in everyday business conversation. Ex. 9. Answer the following questions: 1. What can the performance of an organisation depend on? 2. What is the role of managers in achieving the goals set by an organisation? 3. What is the difference between the terms “efficiency” and “effectiveness”? 4. Why is it not enough to measure the efficiency of a manager’s use of employees only in terms of keeping their costs low? 5. What are a manager’s responsibilities? 6. Why does Mr. Drucker consider effectiveness to be the key to the success of an organisation? Section 4. TYPES OF MANAGERSWords and Terms to be Remembered subordinate diverse function supervise implement compose division establish interaction environment execute executive guide engage Read the text and find the answers to the following questions. 1.What are two principles of classification of managers? 2.How can you define the functions of first-line managers? 3.What is a principal responsibility of middle managers? 4.What managers are often called supervisors? 5.What are the functions and responsibilities of a top manager? TYPES OF MANAGERS We have been using the term “manager” to mean anyone who is responsible for subordinates and other organisational resources. There are many different types of managers, with diverse tasks and responsibilities. Managers can be classified in two ways: by their level in the organisation – so-called first-line, middle, and top managers and by the range of organisational activities for which they are responsible – so-called functional and general managers. First-line managers. The lowest level in an organisation at which individuals are responsible for the work of others is called first-line or first-level management. First-line managers direct operating employees only; they do not supervise other managers. Examples of first-line managers are the “foreman” or production supervisor in a manufacturing plant, the technical supervisor in a research department, and the clerical supervisor in a large office. Note that first-level managers are often called supervisors. Middle managers. The term middle management can refer to more than one level in an organisation. Middle managers direct the activities of other managers and sometimes also those of operating employees. A principal responsibility of middle managers is to direct the activities that implement the politics of the organisation. A plant manager in an electronics firm is an example of a middle manager. Top managers. Composed of a comparatively small group of executives, top management is responsible for the overall management of the organisation. It establishes operating policies and guides the organisation’s interactions with its environment. Typical titles of top managers are “chief executive officer”, “managing director”, and “general manager”. Actual titles vary from one organisation to another and are not always a reliable guide to membership in the highest management classification. FUNCTION AND GENERAL MANAGERS The other major classification of managers depends on the scope of the activities they manage. The functional manager is responsible for only one organisational activity, such as production, marketing, sales, or finance. The people and activities headed by a functional manager will be engaged in a common set of activities. The general manager, on the other hand, oversees a complex unit, such as a company, a subsidiary, or an independent operating division. He or she will be responsible for all the activities of that unit, such as its production, marketing, sales, and finance. A small company may have only one general manager – its chief executive – but a large organisation may have several, each at the head of a relatively independent division. In a large food company, for example, there might be a grocery products division, a refrigerated products division, and a frozen food products division, with a different general manager responsible for each. Like the chief executive of a small company, each of these divisional heads would be responsible for all the activities of the unit. Exercises and assignments Ex. 1. Give all possible derivatives of the following verbs: to subordinate, to diverse, to organize, to respond, to classify, to function, to supervise, to produce, to manufacture, to employ, to compose, to compare, to operate, to execute, to vary, to engage, to relate, to depend, to divide, to differ. Ex. 2. Find in the text sentences in which each of the derivatives is used and translate them into Russian. Ex. 3. Read the text and find the vocabulary items which mean: a) a person who directs operating employees only; b) those who execute the overall management of the organisation; c) a person who gives some job; d) a person who was given a job; d) a person who supervises other managers. Ex. 4. Arrange the words below into the pairs of synonyms: diverse, vary, produce, manufacture, perform, interactions, divide, handle, execute, relationships, share, operate, employ, use, engage, control, involve, oversee. Ex. 5. Give antonyms to the following words: general, hire, large, top, reliable, complex, independent, direct, success, complete, liberty, quarrel, important, effective. Ex. 6. Give Russian equivalents for the following English word combinations: first-line managers, chief executive officer, managing director, a reliable guide, the scope of activities, to be engaged in, a frozen food products division, to implement the politics of the organisation. Use these expressions in the sentences of your own. Ex. 7. Match each of the functions a manager performs with his/her position in the organisation hierarchy.
Внимание! Авторские права на книгу "Деловой английский язык для менеджеров. Учебное пособие" (Городецкая Е.Я., Евсюкова Е.Н., Курылева Л.А.) охраняются законодательством! |
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