formation of managers-agrarians' communicative competence

74 Pages·2017·2.22 MB·English

МІНІСТЕРСТВО АГРАРНОЇ ПОЛІТИКИ ТА ПРОДОВОЛЬСТВА
УКРАЇНИ

ВІННИЦЬКИЙ НАЦІОНАЛЬНИЙ АГРАРНИЙ УНІВЕРСИТЕТ

FORMATION OF MANAGERS-AGRARIANS’
COMMUNICATIVE COMPETENCE

НАВЧАЛЬНИЙ ПОСІБНИК

з іноземної мови (за професійним спрямуванням) для студентів
напряму підготовки 6.030601 – менеджмент»

Вінниця – 2014
Джеджула О. М., д.пед.н., проф. кафедри загальнотехнічних дисциплін та
охорони праці ВНАУ
Тимкова В. А., к.філол.н., доцент, завідувач кафедри української та іноземних
мов ВНАУ
Краєвська О. Д., аспірант кафедри загальнотехнічних дисциплін та охорони
праці ВНАУ
Краєвський В. О., к.т.н., доцент кафедри вищої математики ВНТУ

«Formation of managers-agrarians’ communicative competence
НАВЧАЛЬНИЙ ПОСІБНИК
з іноземної мови (за професійним спрямуванням) для студентів напряму
підготовки 6.030601 – менеджмент»

Вінниця: ВНАУ, 2014. – 73 с.

Рецензенти:

Паламарчук І. П. – д. т. н., проф., завідувач кафедри процесів та

обладнання переробних і харчових виробництв ім. професора П. С. Берника,
Вінницький національний аграрний університет
Акімова О. В. – д. пед. н., проф., Вінницький державний
педагогічний університет ім. М. Коцюбинського

Рекомендовано навчально-методичною комісією
Вінницького національного аграрного університету
Протокол № __ від ___ _____ 2014 р.
Contents

Introduction

Part I. Working on the language in communication of future managers-
agrarians. Typical communicative situations and communicative context of
managers-agrarians ............................................................................................ 5 – 48

Part II.Working on signs and symbols in communication of future
managers-agrarians. Preparing graphs to communicate meaning. Preparing
symbolic metaphors to communicate meaning ............................................... 49 – 54

Part III. Working on psychology application in communication of future
managers-agrarians. Psychological techniques application in managers-
agrarians’ communication. .............................................................................. 55 – 63

Part IV. Usage of diagrams in managers’ communication……………. 64

Recommended literature……………………………………………….. 73

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Introduction

Efficient formation of communicative competence of managers-agrarians has
gained immense importance for their future development and career. In the modern
world of constant, intense and essential communication, managers-agrarians’
communicative competence significantly influences the effectiveness of the business
activity of the company they work for. The key tasks of a manager – planning,
recruitment and selection, organizing, training and development, motivation and
control – are closely connected with communication. No wonder, up to 90 % of a
manager’s work time is spent for communication.
Lauren Nelson, as well as many other specialists in corporate and
organizational communication, insists that effective managerial communication
contributes greatly to productivity of the labor force. Effective communication
outlines clear expectations for workers and, on the other hand, enables employees to
express their needs to the employer. Workers constantly amplify and apply the results
of communication. Transparent, straightforward, effective communication allows
managers and the staff to have a full view of the business situations, they find
themselves in, and deal with real or potential problems creatively and effectively.
Moreover, staff productivity, as a complex multifaceted phenomenon which is
influenced by many outer and inner factors, is especially noteworthy nowadays as it
is a reliable, renewable, inexhaustible resource of financial and social efficiency.
Managers-agrarians’ communicative competence is recognized to be the key to
effective communication, staff productivity and financial efficiency of an agrarian
company.
Thus, it is clear to educators today that one of the main tasks of future
managers-agrarians’ professional training is their communicative competence
formation.

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Part I. Working on the language in communication of future managers-
agrarians. Typical communicative situations and communicative context
of managers-agrarians.

Task 1 Match the job title with the best definition on the right.
Job titles

1. Chief Executive Officer (CEO) a Manager responsible for buying.
2. Information b Person who designs computer networks.
Systems Director
3. Purchasing Director c British English term for senior manager of a
company.
4 Human Resources Director d Manager responsible for the process of
creating goods or services for sale to
customers.
5 Systems Analyst e American English term for the top manager
of a company.
6 Managing Director f Person responsible for setting up training
opportunities for employees.
7 Marketing Director g The person responsible for
computer operations in a company.
8 Production Director h Person responsible for managing product
development, promotion, customer service, and
selling.
9 Customer Service Manager i Person responsible for markets in other
countries.
10 Staff Development Officer j Manager responsible for personnel issues.
11 Finance Director k Person responsible for relationships with
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customers.
12 Expoorts Managger l Person responsible for presenntation and
control of pprofit and loss.

Task 2 MMatch eachh term in tthe box wiith the picctures (1-12).

Charaacteristics of managgers

creativee knowleedgeable social sskills
emotionnally stronng leadershhip skills good communicaator
flexible sensitivve to otherrs techniccally skilleed
mentall skills

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Taask 3 Thee Four Pss of markketing aree now thee Seven PPs, becauuse of thee
increasing importaance of seervices andd customeer service. Fill in thhe spaces below too
match thee seven Pss to the best definition.
People Proceess Plaace Promotioon
Physical evidencee Produuct Prrice

The traaditional FFour Ps aare:
1. Thhe goods oor servicess a companny providees.
2. Deecisions aabout whhat custommers payy for thee
prooduct.
3. Thhings conccerned witth locationn and distrribution.
4. Waays to maake the coompany annd its prodducts welll
knnown and wways to seell productts.
And herre are thrree more:
5. Evveryone innvolved with the companyy and itss
prooducts, esppecially thhe custommers.
6. All the waays in wwhich the companyy and itss
customers innteract.
7. Annything thhat showss or menttions the name andd
immage of thee companyy and its pproducts.

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Tassk 4 Tick tthe three wwords or pphrases thaat match eeach style of leadersship.
Leadership styles

1. AAutocratiic leadersship
open moodern directivve hieerarchical creativve traaditional

2.DDemocrattic leadersship
group- commmunist team- commmunicativee simplle chharismaticc
orientedd based

3. LLaissez-faaire (non--interfereence) leaddership
open nonn- strong coo- creativve mmodern
exiistent opperative

4. CCharismaatic leadership
politicall perssonality- goal- insppirational bureauucratic rreward-
drivven orientedd bbased

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Task 5 LLook at thee diagramm below. Itt shows thhat an effeective teamm containss differentt
people wwith differeent roles and differrent qualitties. Studyy the diaggram, thenn read thee
text that ffollows annd fill in thhe spaces.

Balaancing rolles in an eeffective tteam

Team-building: getting the balancce right
Thhe whole ppoint of teeamwork iis that peoople work together. The mostt effectivee
teams conntain a baalance of ddifferent ppeople witth differennt skills. FFor example, a teamm
needs (1)) innovatoors . These are creaative, ideaas-orientedd people. They lookk for neww
solutions and expllore alternnatives. Thhe team also needs (2) ________________, peoplee
who get results. TThese are ttask-oriennted and uunderstandd the objeectives of the team..
Both theese types tend to be competitive. BBalancing this are more co--operativee
individuaals. These may incllude (3) _____________ , whoo support tteam memmbers andd
make surre good rrelationshiips are mmaintained.. Others aare (4) _____________, withh
technical expertise and the aability to ccheck proggress, meaasure perfoormance aand ensuree
that thinggs are bothh possible and desirable.
Annother impportant roole is the (5) __________ , wwho workks on all levels off
coordinattion and organizatioon of the teeam.
At the heart of the teaam is the (6) _____________ His/her role is to mmake suree
that all paarts of thee team woork well toogether. HHe/she musst motivatte team meembers too
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achieve the agreeed objectiives. He/sshe is alsso responnsible for summariizing andd
reportingg the work of the teaam.
Teaam buildiing in thee workplaace createss a sense of collecctive respoonsibility..
Everyonee shares inn success, everyonee learns froom mistakkes, everyyone works togetherr
to help eeveryone eelse. The result is - in theorry - moree harmonyy, less commpetition;;
more suppport, lesss isolationn; more joob satisfacction and lower turnnover of staff. Thee
combinedd result is more succcess.

Taask 6 A coonflict, likee change, happens. There aree different types of cconflict inn
managemment conteexts. Lookk at the taable beloww and mattch the typpe of conflict (1-5))
with the bbest definiition (a-e)).
Confliict managgement

Conflict ttype Deffiinition
Inter-grroup confllict a Perrsonality or inter-personal
Intra-grroup confllict differeences withhin a grouup.
Relationnship conflict b Connflict betwween groupps.
Inertia c Disaagreementt on ideass or what
Substanntive conffllict to do.
d Connflict withiin a groupp.
B Below aree five possible soluutions to conflict. Completee the phraases usingg
words froom the boxx.
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