Fundamentals of Management

44 Pages·00.39 MB·Russian

by  Ермолаева, Л.Д.

Copyright ОАО «ЦКБ «БИБКОМ» & ООО «Aгентство Kнига-Cервис»
¸.˜. ¯(cid:240)(cid:236)(cid:238)º(cid:224)(cid:229)(cid:226)(cid:224)
FUNDAMENTALS
OF MANAGEMENT
˛(cid:209)˝˛´(cid:219) (cid:204)¯˝¯˜˘(cid:204)¯˝(cid:210)(cid:192)
(cid:211)(cid:247)(cid:229)Æ(cid:237)(cid:238)(cid:229) (cid:239)(cid:238)æ(cid:238)ÆŁ(cid:229)
4›(cid:229)Ł(cid:231)(cid:228)(cid:224)(cid:237)Ł(cid:229), æ(cid:242)(cid:229)(cid:240)(cid:229)(cid:238)(cid:242)Ł(cid:239)(cid:237)(cid:238)(cid:229)
—(cid:229)Œ(cid:238)(cid:236)(cid:229)(cid:237)(cid:228)(cid:238)(cid:226)(cid:224)(cid:237)(cid:238) (cid:240)(cid:229)(cid:228)(cid:224)Œ(cid:246)Ł(cid:238)(cid:237)(cid:237)(cid:238)-Ł(cid:231)(cid:228)(cid:224)(cid:242)(cid:229)º(cid:252)æŒŁ(cid:236) (cid:209)(cid:238)(cid:226)(cid:229)(cid:242)(cid:238)(cid:236)
—(cid:238)ææŁØæŒ(cid:238)Ø (cid:224)Œ(cid:224)(cid:228)(cid:229)(cid:236)ŁŁ (cid:238)Æ(cid:240)(cid:224)(cid:231)(cid:238)(cid:226)(cid:224)(cid:237)Ł(cid:255)
Œ Łæ(cid:239)(cid:238)º(cid:252)(cid:231)(cid:238)(cid:226)(cid:224)(cid:237)Ł(cid:254) (cid:226) Œ(cid:224)(cid:247)(cid:229)æ(cid:242)(cid:226)(cid:229) (cid:243)(cid:247)(cid:229)Æ(cid:237)(cid:238)ª(cid:238) (cid:239)(cid:238)æ(cid:238)ÆŁ(cid:255)
(cid:204)(cid:238)æŒ(cid:226)(cid:224)
¨(cid:231)(cid:228)(cid:224)(cid:242)(cid:229)º(cid:252)æ(cid:242)(cid:226)(cid:238) «(cid:212)ЛИНТА»
2014
1
Copyright ОАО «ЦКБ «БИБКОМ» & ООО «Aгентство Kнига-Cервис»
(cid:211)˜˚ 811.111(075.8)
``˚ 81.2(cid:192)(cid:237)ªº-923
¯74
(cid:209)(cid:229)(cid:240)Ł(cid:255) «(cid:221)Œ(cid:238)(cid:237)(cid:238)(cid:236)ŁŒ(cid:224) Ł (cid:243)(cid:239)(cid:240)(cid:224)(cid:226)º(cid:229)(cid:237)Ł(cid:229)»
ˆº(cid:224)(cid:226)(cid:237)ßØ (cid:240)(cid:229)(cid:228)(cid:224)Œ(cid:242)(cid:238)(cid:240) (cid:228)-(cid:240) (cid:239)æŁı. (cid:237)., (cid:239)(cid:240)(cid:238)(cid:244).,
CONTENTS
(cid:224)Œ(cid:224)(cid:228). —(cid:192)˛ ˜.¨. (cid:212)(cid:229)º(cid:252)(cid:228)ł(cid:242)(cid:229)Ø(cid:237)
˙(cid:224)(cid:236). ªº(cid:224)(cid:226)(cid:237)(cid:238)ª(cid:238) (cid:240)(cid:229)(cid:228)(cid:224)Œ(cid:242)(cid:238)(cid:240)(cid:224) (cid:228)-(cid:240) (cid:239)æŁı. (cid:237)., (cid:239)(cid:240)(cid:238)(cid:244).,
(cid:224)Œ(cid:224)(cid:228). —(cid:192)˛ (cid:209).˚. `(cid:238)(cid:237)(cid:228)ß(cid:240)(cid:229)(cid:226)(cid:224) ˇ(cid:240)(cid:229)(cid:228)Łæº(cid:238)(cid:226)Ł(cid:229).......................................................................................... 4
(cid:215)º(cid:229)(cid:237)ß (cid:240)(cid:229)(cid:228)(cid:224)Œ(cid:246)Ł(cid:238)(cid:237)(cid:237)(cid:238)Ø Œ(cid:238)ºº(cid:229)ªŁŁ:
(cid:228)-(cid:240) (cid:239)æŁı. (cid:237)., (cid:239)(cid:240)(cid:238)(cid:244)., (cid:224)Œ(cid:224)(cid:228). —(cid:192)˛ (cid:216).(cid:192). (cid:192)(cid:236)(cid:238)(cid:237)(cid:224)ł(cid:226)ŁºŁ; (cid:228)-(cid:240) (cid:239)(cid:229)(cid:228). (cid:237)., BASIC READING..................................................................................... 5
(cid:247)º(cid:229)(cid:237)-Œ(cid:238)(cid:240)(cid:240). —(cid:192)˛ ´.(cid:192). `(cid:238)º(cid:238)(cid:242)(cid:238)(cid:226); (cid:228)-(cid:240) (cid:239)æŁı. (cid:237)., (cid:239)(cid:240)(cid:238)(cid:244)., (cid:224)Œ(cid:224)(cid:228). —(cid:192)˛ (cid:192).(cid:192). ˜(cid:229)(cid:240)Œ(cid:224)(cid:247); UNIT I. The Fundamentals of Management............................ 5
(cid:228)-(cid:240) (cid:239)æŁı. (cid:237)., (cid:239)(cid:240)(cid:238)(cid:244)., (cid:224)Œ(cid:224)(cid:228). —(cid:192)˛ (cid:192).¨. ˜(cid:238)(cid:237)(cid:246)(cid:238)(cid:226); (cid:228)-(cid:240) (cid:239)æŁı. (cid:237)., (cid:239)(cid:240)(cid:238)(cid:244).,
(cid:224)Œ(cid:224)(cid:228). —(cid:192)˛ ¨.´. ˜(cid:243)Æ(cid:240)(cid:238)(cid:226)Ł(cid:237)(cid:224); (cid:228)-(cid:240) (cid:239)æŁı. (cid:237)., (cid:239)(cid:240)(cid:238)(cid:244). ´.ˇ. ˙Ł(cid:237)(cid:247)(cid:229)(cid:237)Œ(cid:238); UNIT II. Organizing for Business.............................................. 21
(cid:228)-(cid:240) (cid:244)Łº(cid:238)º. (cid:237)., (cid:239)(cid:240)(cid:238)(cid:244)., (cid:224)Œ(cid:224)(cid:228). —(cid:192)˛ ´.ˆ. ˚(cid:238)æ(cid:242)(cid:238)(cid:236)(cid:224)(cid:240)(cid:238)(cid:226); (cid:228)-(cid:240) (cid:239)(cid:229)(cid:228). (cid:237)., (cid:239)(cid:240)(cid:238)(cid:244).,
UNIT III.Human Resource Management................................. 39
(cid:224)Œ(cid:224)(cid:228). —(cid:192)˛ ˝.˝. (cid:204)(cid:224)º(cid:238)(cid:244)(cid:229)(cid:229)(cid:226); (cid:228)-(cid:240) (cid:244)Ł(cid:231).-(cid:236)(cid:224)(cid:242). (cid:237)., (cid:239)(cid:240)(cid:238)(cid:244).,
(cid:224)Œ(cid:224)(cid:228). —(cid:192)˛ ´.¸. (cid:204)(cid:224)(cid:242)(cid:240)(cid:238)æ(cid:238)(cid:226); (cid:228)-(cid:240) (cid:239)(cid:229)(cid:228). (cid:237)., (cid:239)(cid:240)(cid:238)(cid:244)., UNIT IV. Financial Management .............................................. 54
(cid:224)Œ(cid:224)(cid:228). —(cid:192)˛ ˝.˜. ˝ŁŒ(cid:224)(cid:237)(cid:228)(cid:240)(cid:238)(cid:226); (cid:228)-(cid:240) (cid:239)æŁı. (cid:237)., (cid:239)(cid:240)(cid:238)(cid:244)., (cid:224)Œ(cid:224)(cid:228). —(cid:192)˛ ´.´. —(cid:243)Æ(cid:246)(cid:238)(cid:226);
(cid:228)-(cid:240) (cid:239)(cid:229)(cid:228). (cid:237)., (cid:239)(cid:240)(cid:238)(cid:244)., (cid:224)Œ(cid:224)(cid:228). —(cid:192)˛ (cid:204).´. —ß(cid:230)(cid:224)Œ(cid:238)(cid:226); SUPPLEMENTARY READING................................................................ 66
(cid:228)-(cid:240) Łæ(cid:242). (cid:237)., (cid:239)(cid:240)(cid:238)(cid:244). (cid:221).´. (cid:209)(cid:224)ØŒ(cid:238)
UNIT I. The Quality of Work in America................................ 66
—(cid:229)(cid:246)(cid:229)(cid:237)(cid:231)(cid:229)(cid:237)(cid:242)ß: UNIT II. Why Ethics?................................................................. 74
Œ(cid:224)(cid:244)(cid:229)(cid:228)(cid:240)(cid:224) Ł(cid:237)(cid:238)æ(cid:242)(cid:240)(cid:224)(cid:237)(cid:237)ßı (cid:255)(cid:231)ߌ(cid:238)(cid:226) ´º(cid:224)(cid:228)Ł(cid:236)Ł(cid:240)æŒ(cid:238)ª(cid:238) (cid:239)(cid:229)(cid:228)(cid:224)ª(cid:238)ªŁ(cid:247)(cid:229)æŒ(cid:238)ª(cid:238)
(cid:243)(cid:237)Ł(cid:226)(cid:229)(cid:240)æŁ(cid:242)(cid:229)(cid:242)(cid:224); UNIT III.Your Company(cid:146)s Most Valuable Assert:
(cid:228)(cid:238)(cid:246)(cid:229)(cid:237)(cid:242), Œ(cid:224)(cid:237)(cid:228). (cid:239)(cid:229)(cid:228)(cid:224)ª(cid:238)ª. (cid:237)(cid:224)(cid:243)Œ, (cid:231)(cid:224)(cid:226). Œ(cid:224)(cid:244)(cid:229)(cid:228)(cid:240)(cid:238)Ø Ł(cid:237)(cid:238)æ(cid:242)(cid:240)(cid:224)(cid:237)(cid:237)ßı (cid:255)(cid:231)ߌ(cid:238)(cid:226) Intellectual Capital ..................................................... 79
´º(cid:224)(cid:228)Ł(cid:236)Ł(cid:240)æŒ(cid:238)ª(cid:238) (cid:254)(cid:240)Ł(cid:228)Ł(cid:247)(cid:229)æŒ(cid:238)ª(cid:238) Ł(cid:237)æ(cid:242)Ł(cid:242)(cid:243)(cid:242)(cid:224) (cid:192).´. ˇ(cid:238)(cid:228)æ(cid:242)(cid:240)(cid:224)ı(cid:238)(cid:226)(cid:224)
REFERENCES....................................................................................... 85
¯(cid:240)(cid:236)(cid:238)º(cid:224)(cid:229)(cid:226)(cid:224) ¸.˜.
¯74 Fundamentals of Management. ˛æ(cid:237)(cid:238)(cid:226)ß (cid:236)(cid:229)(cid:237)(cid:229)(cid:228)(cid:230)(cid:236)(cid:229)(cid:237)(cid:242)(cid:224)[Электронный
(cid:240)(cid:229)æ(cid:243)(cid:240)æ] : (cid:243)(cid:247)(cid:229)Æ. (cid:239)(cid:238)æ(cid:238)ÆŁ(cid:229) / ¸.˜. ¯(cid:240)(cid:236)(cid:238)º(cid:224)(cid:229)(cid:226)(cid:224). (cid:151) 4-(cid:229) Ł(cid:231)(cid:228)., æ(cid:242)(cid:229)(cid:240)(cid:229)(cid:238)(cid:242)Ł(cid:239).
(cid:151) (cid:204). : (cid:212)ЛИНТА, 2014.(cid:151) 88 æ.
ISBN 978-5-9765-0654-1
(cid:214)(cid:229)º(cid:252) (cid:239)(cid:238)æ(cid:238)ÆŁ(cid:255) (cid:151) (cid:240)(cid:224)(cid:231)(cid:226)Ł(cid:242)Ł(cid:229) (cid:237)(cid:224)(cid:226)ߌ(cid:238)(cid:226) (cid:247)(cid:242)(cid:229)(cid:237)Ł(cid:255), (cid:224)(cid:243)(cid:228)Ł(cid:240)(cid:238)(cid:226)(cid:224)(cid:237)Ł(cid:255) Ł(cid:243)æ(cid:242)(cid:237)(cid:238)Ø (cid:240)(cid:229)(cid:247)Ł
(cid:237)(cid:224) (cid:238)æ(cid:237)(cid:238)(cid:226)(cid:229) (cid:239)(cid:229)(cid:240)(cid:229)(cid:240)(cid:224)Æ(cid:238)(cid:242)ŒŁ Ł(cid:237)(cid:244)(cid:238)(cid:240)(cid:236)(cid:224)(cid:246)ŁŁ (cid:238)(cid:240)ŁªŁ(cid:237)(cid:224)º(cid:252)(cid:237)ßı (cid:224)(cid:237)ªºŁØæŒŁ(cid:10) ı (cid:242)(cid:229)Œæ(cid:242)(cid:238)(cid:226)
Ł æŁæ(cid:242)(cid:229)(cid:236)ß Œ(cid:238)(cid:236)(cid:236)(cid:243)(cid:237)ŁŒ(cid:224)(cid:242)Ł(cid:226)(cid:237)(cid:238)-(cid:238)(cid:240)Ł(cid:229)(cid:237)(cid:242)Ł(cid:240)(cid:238)(cid:226)(cid:224)(cid:237)(cid:237)ßı (cid:243)(cid:239)(cid:240)(cid:224)(cid:230)(cid:237)(cid:229)(cid:237)ŁØ.
˜º(cid:255) æ(cid:242)(cid:243)(cid:228)(cid:229)(cid:237)(cid:242)(cid:238)(cid:226) Ł (cid:224)æ(cid:239)Ł(cid:240)(cid:224)(cid:237)(cid:242)(cid:238)(cid:226) (cid:253)Œ(cid:238)(cid:237)(cid:238)(cid:236)Ł(cid:247)(cid:229)æŒŁı (cid:244)(cid:224)Œ(cid:243)º(cid:252)(cid:242)(cid:229)(cid:242)(cid:238)(cid:226) (cid:226)(cid:243)(cid:231)(cid:238)(cid:226), Ł(cid:231)(cid:243)-
(cid:247)(cid:224)(cid:254)øŁı (cid:224)(cid:237)ªºŁØæŒŁØ (cid:255)(cid:231)ߌ (cid:237)(cid:224) (cid:237)(cid:224)(cid:247)(cid:224)º(cid:252)(cid:237)(cid:238)(cid:236) (cid:253)(cid:242)(cid:224)(cid:239)(cid:229).
(cid:211)˜˚ 811.111(075.8)
``˚ 81.2(cid:192)(cid:237)ªº-923
ISBN 978-5-9765-0654-1 ' ¯(cid:240)(cid:236)(cid:238)º(cid:224)(cid:229)(cid:226)(cid:224) ¸.˜., 1997
' ¨(cid:231)(cid:228)(cid:224)(cid:242)(cid:229)º(cid:252)æ(cid:242)(cid:226)(cid:238) «(cid:212)ЛИНТА», 2014
2 3
Copyright ОАО «ЦКБ «БИБКОМ» & ООО «Aгентство Kнига-Cервис»
BASIC READING
ˇ—¯˜¨(cid:209)¸˛´¨¯ UNIT I. The Fundamentals of Management
ˇ(cid:240)(cid:229)(cid:228)º(cid:224)ª(cid:224)(cid:229)(cid:236)(cid:238)(cid:229) ´(cid:224)ł(cid:229)(cid:236)(cid:243) (cid:226)(cid:237)Ł(cid:236)(cid:224)(cid:237)Ł(cid:254) (cid:243)(cid:247)(cid:229)Æ(cid:237)(cid:238)(cid:229) (cid:239)(cid:238)æ(cid:238)ÆŁ(cid:229) (cid:239)(cid:240)(cid:229)(cid:228)(cid:237)(cid:224)(cid:231)-
Key Terms
(cid:237)(cid:224)(cid:247)(cid:229)(cid:237)(cid:238) (cid:228)º(cid:255) Łæ(cid:239)(cid:238)º(cid:252)(cid:231)(cid:238)(cid:226)(cid:224)(cid:237)Ł(cid:255) (cid:226) (cid:243)(cid:247)(cid:229)Æ(cid:237)(cid:238)(cid:236) (cid:239)(cid:240)(cid:238)(cid:246)(cid:229)ææ(cid:229) æ(cid:242)(cid:243)(cid:228)(cid:229)(cid:237)(cid:242)(cid:224)(cid:236)Ł-(cid:236)(cid:229)-
(These are the words which first appear in Unit I)
(cid:237)(cid:229)(cid:228)(cid:230)(cid:229)(cid:240)(cid:224)(cid:236)Ł (cid:237)(cid:224) (cid:242)(cid:240)(cid:229)(cid:242)(cid:252)(cid:229)(cid:236) (cid:253)(cid:242)(cid:224)(cid:239)(cid:229) (cid:238)Æ(cid:243)(cid:247)(cid:229)(cid:237)Ł(cid:255) Ł(cid:237)(cid:238)æ(cid:242)(cid:240)(cid:224)(cid:237)(cid:237)(cid:238)(cid:236)(cid:243) (cid:255)(cid:231)ߌ(cid:243) (cid:226)
(cid:237)(cid:229)(cid:255)(cid:231)ߌ(cid:238)(cid:226)(cid:238)(cid:236) (cid:226)(cid:243)(cid:231)(cid:229).
1. (cid:224)ssumption (cid:151) (cid:228)(cid:238)(cid:239)(cid:243)ø(cid:229)(cid:237)Ł(cid:229), (cid:239)(cid:240)(cid:229)(cid:228)(cid:239)(cid:238)º(cid:238)(cid:230)(cid:229)(cid:237)Ł(cid:229)
˜(cid:224)(cid:237)(cid:237)(cid:238)(cid:229) (cid:243)(cid:247)(cid:229)Æ(cid:237)(cid:238)(cid:229) (cid:239)(cid:238)æ(cid:238)ÆŁ(cid:229) Ł(cid:236)(cid:229)(cid:229)(cid:242) (cid:239)(cid:240)(cid:224)Œ(cid:242)Ł(cid:247)(cid:229)æŒ(cid:243)(cid:254) (cid:237)(cid:224)(cid:239)(cid:240)(cid:224)(cid:226)º(cid:229)(cid:237)-
(cid:237)(cid:238)æ(cid:242)(cid:252), (cid:229)ª(cid:238) (cid:238)æ(cid:237)(cid:238)(cid:226)(cid:237)(cid:238)Ø (cid:246)(cid:229)º(cid:252)(cid:254) (cid:255)(cid:226)º(cid:255)(cid:229)(cid:242)æ(cid:255) (cid:240)(cid:224)(cid:231)(cid:226)Ł(cid:242)Ł(cid:229) (cid:237)(cid:224)(cid:226)ߌ(cid:238)(cid:226) (cid:247)(cid:242)(cid:229)(cid:237)Ł(cid:255), 2. conceptual skills (cid:151) Œ(cid:238)(cid:237)(cid:246)(cid:229)(cid:239)(cid:242)(cid:243)(cid:224)º(cid:252)(cid:237)ß(cid:229) æ(cid:239)(cid:238)æ(cid:238)Æ(cid:237)(cid:238)æ(cid:242)Ł
(cid:224)(cid:243)(cid:228)Ł(cid:240)(cid:238)(cid:226)(cid:224)(cid:237)Ł(cid:255) Ł (cid:243)æ(cid:242)(cid:237)(cid:238)Ø (cid:240)(cid:229)(cid:247)Ł. ¨æ(cid:239)(cid:238)º(cid:252)(cid:231)(cid:238)(cid:226)(cid:224)(cid:237)ß æ(cid:238)(cid:226)(cid:240)(cid:229)(cid:236)(cid:229)(cid:237)(cid:237)ß(cid:229) (cid:236)(cid:224)(cid:242)(cid:229)- 3. deviation (cid:151) (cid:238)(cid:242)Œº(cid:238)(cid:237)(cid:229)(cid:237)Ł(cid:229)
(cid:240)Ł(cid:224)ºß Ł(cid:231) (cid:238)(cid:240)ŁªŁ(cid:237)(cid:224)º(cid:252)(cid:237)ßı (cid:224)(cid:237)ªºŁØæŒŁı Ł (cid:224)(cid:236)(cid:229)(cid:240)ŁŒ(cid:224)(cid:237)æŒŁı Łæ(cid:242)(cid:238)(cid:247)(cid:237)Ł-
4. evidence (cid:151) æ(cid:226)Ł(cid:228)(cid:229)(cid:242)(cid:229)º(cid:252)æ(cid:242)(cid:226)(cid:238), (cid:228)(cid:238)Œ(cid:224)(cid:231)(cid:224)(cid:242)(cid:229)º(cid:252)æ(cid:242)(cid:226)(cid:238)
Œ(cid:238)(cid:226), (cid:238)Æ(cid:240)(cid:224)Æ(cid:238)(cid:242)(cid:224)(cid:237)(cid:237)ß(cid:229) (cid:228)º(cid:255) æ(cid:242)(cid:243)(cid:228)(cid:229)(cid:237)(cid:242)(cid:238)(cid:226)-(cid:236)(cid:229)(cid:237)(cid:229)(cid:228)(cid:230)(cid:229)(cid:240)(cid:238)(cid:226).
5. flaw (cid:151) (cid:237)(cid:229)(cid:228)(cid:238)æ(cid:242)(cid:224)(cid:242)(cid:238)Œ, (cid:243)(cid:239)(cid:243)ø(cid:229)(cid:237)Ł(cid:229), (cid:238)łŁÆŒ(cid:224)
¸(cid:229)ŒæŁŒ(cid:224) (cid:239)(cid:238) (cid:236)(cid:229)(cid:237)(cid:229)(cid:228)(cid:230)(cid:236)(cid:229)(cid:237)(cid:242)(cid:243) (cid:226)(cid:226)(cid:238)(cid:228)Ł(cid:242)æ(cid:255) (cid:242)(cid:229)(cid:236)(cid:224)(cid:242)Ł(cid:247)(cid:229)æŒŁ, (cid:231)(cid:224)Œ(cid:240)(cid:229)(cid:239)º(cid:255)-
(cid:229)(cid:242)æ(cid:255) (cid:226) (cid:240)(cid:224)(cid:231)(cid:237)(cid:238)(cid:238)Æ(cid:240)(cid:224)(cid:231)(cid:237)ßı (cid:243)(cid:239)(cid:240)(cid:224)(cid:230)(cid:237)(cid:229)(cid:237)Ł(cid:255)ı, (cid:226)Œº(cid:254)(cid:247)(cid:224)(cid:255) (cid:243)(cid:239)(cid:240)(cid:224)(cid:230)(cid:237)(cid:229)(cid:237)Ł(cid:255) (cid:237)(cid:224) 6. t(cid:238) get somebody (cid:151) (cid:231)(cid:224)æ(cid:242)(cid:224)(cid:226)Ł(cid:242)(cid:252) Œ(cid:238)ª(cid:238)-ºŁÆ(cid:238) æ(cid:228)(cid:229)º(cid:224)(cid:242)(cid:252) (cid:247)(cid:242)(cid:238)-
(cid:224)(cid:243)(cid:228)Ł(cid:240)(cid:238)(cid:226)(cid:224)(cid:237)Ł(cid:229), Ł (cid:237)(cid:224)ı(cid:238)(cid:228)Ł(cid:242) æ(cid:226)(cid:238)(cid:229) (cid:239)(cid:240)Ł(cid:236)(cid:229)(cid:237)(cid:229)(cid:237)Ł(cid:229) (cid:226) (cid:228)ŁæŒ(cid:243)ææŁ(cid:255)ı Ł (cid:240)(cid:238)º(cid:229)- to do smth. ºŁÆ(cid:238)
(cid:226)ßı Łª(cid:240)(cid:224)ı. 7. hierarchy (cid:151) Ł(cid:229)(cid:240)(cid:224)(cid:240)ıŁ(cid:255)
(cid:211)(cid:247)(cid:229)Æ(cid:237)(cid:238)(cid:229) (cid:239)(cid:238)æ(cid:238)ÆŁ(cid:229) æ(cid:238)æ(cid:242)(cid:238)Ł(cid:242) Ł(cid:231) (cid:247)(cid:229)(cid:242)ß(cid:240)(cid:229)ı ªº(cid:224)(cid:226) Ł ı(cid:240)(cid:229)æ(cid:242)(cid:238)(cid:236)(cid:224)(cid:242)ŁŁ. ´ ªº(cid:224)-
8. human-relations skills (cid:151) ª(cid:243)(cid:236)(cid:224)(cid:237)Ł(cid:242)(cid:224)(cid:240)(cid:237)ß(cid:229) æ(cid:239)(cid:238)æ(cid:238)Æ(cid:237)(cid:238)æ(cid:242)Ł
(cid:226)(cid:224)ı (cid:239)(cid:240)(cid:229)(cid:228)æ(cid:242)(cid:224)(cid:226)º(cid:229)(cid:237)(cid:224) (cid:242)(cid:229)(cid:240)(cid:236)Ł(cid:237)(cid:238)º(cid:238)ªŁ(cid:255) (cid:239)(cid:238) (cid:242)(cid:229)(cid:236)(cid:224)(cid:242)ŁŒ(cid:229): (cid:238)æ(cid:237)(cid:238)(cid:226)ß (cid:243)(cid:239)(cid:240)(cid:224)(cid:226)º(cid:229)(cid:237)Ł(cid:255),
9. t(cid:238) implement (cid:151) (cid:226)ß(cid:239)(cid:238)º(cid:237)(cid:255)(cid:242)(cid:252), (cid:238)æ(cid:243)ø(cid:229)æ(cid:242)(cid:226)º(cid:255)(cid:242)(cid:252)
(cid:239)(cid:240)(cid:229)(cid:228)(cid:239)(cid:240)Ł(cid:237)Ł(cid:236)(cid:224)(cid:242)(cid:229)º(cid:252)æŒ(cid:224)(cid:255) ((cid:228)(cid:229)º(cid:238)(cid:226)(cid:224)(cid:255)) æ(cid:242)(cid:240)(cid:243)Œ(cid:242)(cid:243)(cid:240)(cid:224), (cid:243)(cid:239)(cid:240)(cid:224)(cid:226)º(cid:229)(cid:237)Ł(cid:229) (cid:242)(cid:240)(cid:243)(cid:228)(cid:238)(cid:226)ß-
10. innovative (cid:151) (cid:239)(cid:240)(cid:238)Ł(cid:231)(cid:226)(cid:238)(cid:228)(cid:255)ø(cid:224)(cid:255) (cid:239)(cid:229)(cid:240)(cid:229)(cid:236)(cid:229)(cid:237)ß, (cid:226)(cid:226)(cid:238)(cid:228)(cid:255)ø(cid:224)(cid:255)
(cid:236)Ł (cid:240)(cid:229)æ(cid:243)(cid:240)æ(cid:224)(cid:236)Ł, (cid:243)(cid:239)(cid:240)(cid:224)(cid:226)º(cid:229)(cid:237)Ł(cid:229) (cid:244)Ł(cid:237)(cid:224)(cid:237)æ(cid:224)(cid:236)Ł. ˚(cid:224)(cid:230)(cid:228)(cid:224)(cid:255) ªº(cid:224)(cid:226)(cid:224) æ(cid:237)(cid:224)Æ(cid:230)(cid:229)(cid:237)(cid:224)
(cid:237)(cid:238)(cid:226)ł(cid:229)æ(cid:242)(cid:226)(cid:224)
æº(cid:238)(cid:226)(cid:224)(cid:240)(cid:229)(cid:236). ´ ı(cid:240)(cid:229)æ(cid:242)(cid:238)(cid:236)(cid:224)(cid:242)Ł(cid:254) (cid:226)Œº(cid:254)(cid:247)(cid:229)(cid:237)ß (cid:242)(cid:229)Œæ(cid:242)ß (cid:237)(cid:224) (cid:242)(cid:229)(cid:236)(cid:243) (cid:236)(cid:229)(cid:237)(cid:229)(cid:228)(cid:230)(cid:236)(cid:229)(cid:237)(cid:242)(cid:224).
(cid:192)(cid:226)(cid:242)(cid:238)(cid:240) æ(cid:242)(cid:240)(cid:229)(cid:236)Ł(cid:242)æ(cid:255) Œ (cid:242)(cid:238)(cid:236)(cid:243), (cid:247)(cid:242)(cid:238)Æß æ(cid:242)(cid:243)(cid:228)(cid:229)(cid:237)(cid:242)ß (cid:237)(cid:229) (cid:242)(cid:238)º(cid:252)Œ(cid:238) (cid:239)(cid:238)º(cid:243)(cid:247)ŁºŁ 11. t(cid:238) interact (cid:151) (cid:226)(cid:231)(cid:224)Ł(cid:236)(cid:238)(cid:228)(cid:229)Øæ(cid:242)(cid:226)(cid:238)(cid:226)(cid:224)(cid:242)(cid:252)
Ł(cid:237)(cid:244)(cid:238)(cid:240)(cid:236)(cid:224)(cid:246)Ł(cid:254) (cid:238) Æ(cid:243)(cid:228)(cid:243)ø(cid:229)Ø æ(cid:239)(cid:229)(cid:246)Ł(cid:224)º(cid:252)(cid:237)(cid:238)æ(cid:242)Ł, (cid:237)(cid:238) (cid:242)(cid:224)Œ(cid:230)(cid:229) (cid:237)(cid:224)(cid:243)(cid:247)ŁºŁæ(cid:252) 12. long-range effects (cid:151) (cid:228)(cid:238)ºª(cid:238)æ(cid:240)(cid:238)(cid:247)(cid:237)ß(cid:229) (cid:240)(cid:229)(cid:231)(cid:243)º(cid:252)(cid:242)(cid:224)(cid:242)ß
(cid:226)ßæŒ(cid:224)(cid:231)ß(cid:226)(cid:224)(cid:242)(cid:252) æ(cid:226)(cid:238)(cid:229) æ(cid:238)Ææ(cid:242)(cid:226)(cid:229)(cid:237)(cid:237)(cid:238)(cid:229) (cid:236)(cid:237)(cid:229)(cid:237)Ł(cid:229), (cid:239)(cid:240)Ł(cid:237)Ł(cid:236)(cid:224)(cid:242)(cid:252) æ(cid:224)(cid:236)(cid:238)æ(cid:242)(cid:238)(cid:255)(cid:242)(cid:229)º(cid:252)-
13. t(cid:238) make a schedule (cid:151) æ(cid:238)æ(cid:242)(cid:224)(cid:226)º(cid:255)(cid:242)(cid:252) ª(cid:240)(cid:224)(cid:244)ŁŒ, (cid:240)(cid:224)æ(cid:239)Łæ(cid:224)(cid:237)Ł(cid:229)
(cid:237)ß(cid:229) (cid:240)(cid:229)ł(cid:229)(cid:237)Ł(cid:255) (cid:239)(cid:238) (cid:239)(cid:238)æ(cid:242)(cid:224)(cid:226)º(cid:229)(cid:237)(cid:237)ß(cid:236) (cid:239)(cid:240)(cid:238)ƺ(cid:229)(cid:236)(cid:224)(cid:236).
14. management b(cid:243) (cid:151) (cid:243)(cid:239)(cid:240)(cid:224)(cid:226)º(cid:229)(cid:237)Ł(cid:229) (cid:236)(cid:229)(cid:242)(cid:238)(cid:228)(cid:238)(cid:236) (cid:238)(cid:246)(cid:229)(cid:237)ŒŁ (cid:253)(cid:244)(cid:244)(cid:229)Œ-
(cid:192)(cid:226)(cid:242)(cid:238)(cid:240) ƺ(cid:224)ª(cid:238)(cid:228)(cid:224)(cid:240)Ł(cid:242) —.(cid:192). (cid:209)‚(cid:236)Ł(cid:237)(cid:243), æ(cid:242). (cid:239)(cid:240)(cid:229)(cid:239). Œ(cid:224)(cid:244)(cid:229)(cid:228)(cid:240)ß Ł(cid:237)(cid:238)æ(cid:242)(cid:240)(cid:224)(cid:237)-
objective (MBO) (cid:242)Ł(cid:226)(cid:237)(cid:238)æ(cid:242)Ł
(cid:237)ßı (cid:255)(cid:231)ߌ(cid:238)(cid:226) ´ºˆ(cid:211); (cid:192).´. ˇ(cid:238)(cid:228)æ(cid:242)(cid:240)(cid:224)ı(cid:238)(cid:226)(cid:243), (cid:228)(cid:238)(cid:246)(cid:229)(cid:237)(cid:242)(cid:224) Œ(cid:224)(cid:244)(cid:229)(cid:228)(cid:240)ß Ł(cid:237)(cid:238)æ(cid:242)(cid:240)(cid:224)(cid:237)-
(cid:237)ßı (cid:255)(cid:231)ߌ(cid:238)(cid:226) ´(cid:222)¨ (cid:204)´˜ —(cid:212), (cid:231)(cid:224) (cid:246)(cid:229)(cid:237)(cid:237)ß(cid:229) (cid:231)(cid:224)(cid:236)(cid:229)(cid:247)(cid:224)(cid:237)Ł(cid:255), (cid:226)ßæŒ(cid:224)(cid:231)(cid:224)(cid:237)(cid:237)ß(cid:229) 15. t(cid:238) mesh with (cid:151) Æß(cid:242)(cid:252) æ(cid:226)(cid:255)(cid:231)(cid:224)(cid:237)(cid:237)ß(cid:236)
Ł(cid:236)Ł (cid:226) (cid:239)(cid:240)(cid:238)(cid:246)(cid:229)ææ(cid:229) (cid:240)(cid:224)Æ(cid:238)(cid:242)ß (cid:237)(cid:224)(cid:228) (cid:240)(cid:243)Œ(cid:238)(cid:239)Łæ(cid:252)(cid:254). something
16. middle managers = (cid:151) (cid:236)(cid:229)(cid:237)(cid:229)(cid:228)(cid:230)(cid:229)(cid:240)ß æ(cid:240)(cid:229)(cid:228)(cid:237)(cid:229)ª(cid:238) (cid:231)(cid:226)(cid:229)(cid:237)(cid:224)
middle management
17. operating managers = (cid:151) Œ(cid:238)(cid:237)(cid:242)(cid:240)(cid:238)º‚(cid:240)ß, (cid:236)(cid:229)(cid:237)(cid:229)(cid:228)(cid:230)(cid:229)(cid:240)ß (cid:237)Ł(cid:231)ł(cid:229)ª(cid:238)
supervisory mana- (cid:231)(cid:226)(cid:229)(cid:237)(cid:224)
gement
4 5
Copyright ОАО «ЦКБ «БИБКОМ» & ООО «Aгентство Kнига-Cервис»
18. t(cid:238) pinpoint (cid:151) (cid:242)(cid:238)(cid:247)(cid:237)(cid:238) (cid:238)(cid:239)(cid:240)(cid:229)(cid:228)(cid:229)º(cid:255)(cid:242)(cid:252), (cid:243)Œ(cid:224)(cid:231)ß(cid:226)(cid:224)(cid:242)(cid:252) or supervisory management, coordinate the work of those who are not
managers (Fig. 2).
19. t(cid:238) proceed with (cid:151) (cid:239)(cid:240)(cid:238)(cid:228)(cid:238)º(cid:230)(cid:224)(cid:242)(cid:252), (cid:226)(cid:238)(cid:231)(cid:238)Æ(cid:237)(cid:238)(cid:226)º(cid:255)(cid:242)(cid:252) (cid:228)(cid:229)º(cid:224)(cid:242)(cid:252) (cid:247)(cid:242)(cid:238)-
ºŁÆ(cid:238), (cid:239)(cid:240)Łæ(cid:242)(cid:243)(cid:239)(cid:224)(cid:242)(cid:252) Œ (cid:247)(cid:229)(cid:236)(cid:243)-ºŁÆ(cid:238)
20. t(cid:238) suit to (cid:151) (cid:243)(cid:228)(cid:238)(cid:226)º(cid:229)(cid:242)(cid:226)(cid:238)(cid:240)(cid:255)(cid:242)(cid:252) (cid:242)(cid:240)(cid:229)Æ(cid:238)(cid:226)(cid:224)(cid:237)Ł(cid:255)(cid:236); Æß(cid:242)(cid:252) (cid:239)(cid:240)Ł-
ª(cid:238)(cid:228)(cid:237)ß(cid:236), (cid:239)(cid:238)º(cid:229)(cid:231)(cid:237)ß(cid:236); æ(cid:238)(cid:238)(cid:242)(cid:226)(cid:229)(cid:242)æ(cid:242)(cid:226)(cid:238)(cid:226)(cid:224)(cid:242)(cid:252), Top
(cid:239)(cid:238)(cid:228)ı(cid:238)(cid:228)Ł(cid:242)(cid:252) managers
21. trait (cid:151) (cid:247)(cid:229)(cid:240)(cid:242)(cid:224) ı(cid:224)(cid:240)(cid:224)Œ(cid:242)(cid:229)(cid:240)(cid:224), ı(cid:224)(cid:240)(cid:224)Œ(cid:242)(cid:229)(cid:240)(cid:237)(cid:224)(cid:255) (cid:238)æ(cid:238)Æ(cid:229)(cid:237)-
Middle managers
(cid:237)(cid:238)æ(cid:242)(cid:252)
22. upper-level managers = (cid:151) (cid:226)ßæłŁ(cid:229) (cid:236)(cid:229)(cid:237)(cid:229)(cid:228)(cid:230)(cid:229)(cid:240)ß
Supervisory managers
top management
Individual contributors
Text A. THE FUNDAMENTALS OF MANAGEMENT
Fig. 2. Management hierarchy
Read and translate the text and do the exercises that follow.
Management is the coordination of an organization(cid:146)s resources Managerial skills fall into three basic areas: technical skills, human-
(e.g., land, labor, and capital) to meet an objective. It is necessary in relations skills, and conceptual skills. Top managers rely heavily on
all organizations (Fig. 1). conceptual and human-relations skills. Operating managers, in addition
to human-relations skills, must have technical skills.
Technical skills are needed to perform the mechanics of a particular
MMaannaaggeemmeenntt
job and include some technical managerial skills known as admini-
strative skills (e.g., the ability to make schedules and read computer
printouts).
MaMrkaertkientging, Production FFiinnaanncciiaall Human-relations skills are those required to understand other
management Prodaction mmaannaaggeemmeenntt people, to interact effectively with them, and to get them to work as a
mmaannaaggeemmeenntt
team. All managers need the human-relations skills called communi-
cation, which is the ability to communicate effectively both orally and
in writing.
Fig. 1. Management
Conceptual skills are those that enable the manager to understand
The managerial staff usually consists of three levels of management. the relationship of the parts to the whole, that is to see the (cid:147)big picture(cid:148).
These three levels form a management hierarchy, a structure with top, Managers must be able to imagine the long-range effects of their
middle, and bottom. Upper-level managers, or top management, have decisions. Decision making is a conceptual skill and involves (1)
the most power and responsibility; middle managers, or middle watching for problems, (2) identifying problems and pinpointing pos-
management, have somewhat less power and responsibility and imple- sible solutions, (3) finding alternative courses of action, (4) examining
ment the broad goals set by top management; and operating managers, options, and (5) choosing a course of action (Fig. 3).
6 7
Copyright ОАО «ЦКБ «БИБКОМ» & ООО «Aгентство Kнига-Cервис»
Planning involves the establishment of objectives for the organiza-
tion and the attempt to determine the best way to accomplish them.
Planning also requires careful evaluation of basic assumptions.
Management by objective (MBO) was introduced in the 1950s to
aid in planning.
Its aim is to communicate clearly the firm(cid:146)s goals to subordinate
managers and then give each the opportunity to structure personal goals
HUMAN-RELATIONS SKILLS
and work procedure that mesh with the company(cid:146)s larger objectives.
Organizing is the process of arranging the firm(cid:146)s resources (primarily
people) to carry out its plans. Managers must determine a division of
labor best suited to accomplishing the organization(cid:146)s objectives and
they proceed with staffing the various positions (i.e., finding and
TECHICAL SKILLS selecting workers).
Getting people to work effectively and willingly involves the activity
of directing. This function of management includes motivating and
leading.
Fig. 3. Skills of managers
Planning Establishment of objectives
The four functions of management are planning, organizing,
directing, and controlling (Fig. 4).
Distribution of work
1234567890123456789012
1234567890123456789012
11223344556677889900112233445566778899001122 Organizing Departmentalization
1234567890123456789012
1234567890123456789012
1234567890123456789012
1234567890123456789012
1234567890123456789012
112233445566P7788l99a00n1122n33i44n55g66778899001122 Organizing Coordination
1234567890123456789012
1234567890123456789012
11223344556677889900112233445566778899001122 Leading
1234567890123456789012
1234567890123456789012
1234567890123456789012 and controlling Performance of work
1234567890123456789012
1234567890123456789012
1234567890123456789012
1234567890123456789012
11223344556677889900112233445566778899001122 Fig. 5. Process of organizing
1234567890123456789012
1234567890123456789012
1234567890123456789012
1234567890123456789012
1234567890123456789012
Controlling 111222333444555666L777888e999a000111d222i333n444g555666777888999000111222 Although trait theory suggests that people with certain specific
11223344556677889900112233445566778899001122 characteristics make better leaders, in fact, whether a person will be
1234567890123456789012
1234567890123456789012
1234567890123456789012 successful as a leader often depends primarily on the situation. There
1234567890123456789012
1234567890123456789012
11223344556677889900112233445566778899001122 is some evidence that the leadership style needed for a young, innova-
1234567890123456789012
1234567890123456789012
tive, high growth company is very different from what is needed to ma-
Fig. 4. Process of management nage the mature firm. Controlling is the process of ensuring that the
8 9
Copyright ОАО «ЦКБ «БИБКОМ» & ООО «Aгентство Kнига-Cервис»
firm(cid:146)s objectives are actually being attained by monitoring progress and, II. Tell whether each of the following statements is trueor false. Base
if necessary, correcting any deviations. This function serves to pinpoint your choice on the reading. Correct false statements to make them true.
flaws in the other three managerial functions. Like directing, controlling
is especially important on the middle and lower management levels 1.Every type of organization, regardless of size or purpose, requires
(Fig. 5). management.
2.Management skills are basically applied in the same way across
Text Analysis and Discussion various industries, organizations, and management levels.
I. Match the following terms on the left with the correct definitions on 3.For most managers, a substantial part of any business day is con-
the right. nected with communication.
4.Every plan is based upon a set of basic assumptions.
1. Management a. The process of establishing objectives
for an organization and determining the 5.Each level of a management hierarchy performs four functions.
best way to accomplish them.
6.Technical skills are most needed by top-level managers.
2. Hierarchy b. The process of getting people to work
7.Top managers spend more time and energy in directing activities
effectively and willingly.
than operating managers.
3. Planning c. The process of communicating the
8.Supervisory management usually has a major in designing the
goals of the organization to subordinate
formal organization structure.
managers and giving them the oppor-
tunity to structure personal goals to
mesh with organizational objectives. III. Select the correct phrase to finish each of the following statements.
4. Goals d. The process of arranging resources 1.For most organizations, management can be divided into ...
particularly people, to carry out the or-
a) top management, upper-level management, and operating
ganization(cid:146)s plans.
management;
5. Objectives e. Specific goals. b) top management, upper-level management, and lower-level
management;
6. Management by f. A pyramidlike structure showing top,
c) top management, middle management, and supervisory mana-
objectives middle, and lower management.
gement;
7. Organizing g. The process of ensuring that organiza- d) upper-level management, middle management, and workers.
tional objectives are being met and cor-
2.Supervisory managers are also known as ...
recting deviations if they are.
a) middle managers;
8. Directing h. Broad, long-term targets or aims.
b) operating managers;
9. Controlling i. The process, coordinating resources to c) upper-level managers;
meet an objective. d) front-line managers.
10 11
Copyright ОАО «ЦКБ «БИБКОМ» & ООО «Aгентство Kнига-Cервис»
3.The step that does not comprise the decision making process ... managers ... their personal goals with the company(cid:146)s larger goals. 5. To
a) identifying the problem and pinpointing goals for the solution; be good leaders, people must possess certain specific ... . 6. The
b) examining the options; controlling process ensures ... and correcting any ... or ... in the other
c) finding possible courses of action; three functions. 7. The leadership style needed to manage the ... firm is
d) choosing a course of action. very different from what is needed for young ... company.
4.The functions of management do not include ...
V. Read the questions given below and use them as a basis for discussion
a) planning;
in your group or giving individual comments on the problems outlined
b) organizing;
here. If necessary, refer to the text again.
c) financing;
d) directing;
1.Why do you think management is necessary in all types of
e) controlling.
organizations? Must the managerial staff consist of three levels of
5.Management by objectives (MBO) involves ...
management in all organizations? What would happen if there were
a) establishing overall corporate goals; no proper management in an organization?
b) developing personal goals consistent with corporate goals;
2.Could you comment on three kinds of managerial skills? What kinds
c) monitoring actual performance in relation to goals on a routine
of skills must middle managers have? Why do you think all top
basis;
managers are required to have conceptual skills? Can you give any
d) evaluating the actual achievement of goals at periodic time
reasons why managers of all levels must possess human-relations skills?
intervals;
e) all of the above. 3.Given the list of the major functions of management, could you
comment on their importance for each level of management? Why
6.A true leader has ...
do you think planning and organizing are closely connected?
a) the ability to conceptualize and see the non-obvious;
b) the ability to inspire others to share his or her vision; 4.Could you comment on the aims of introduction of Management
c) a high tolerance for failure; by Objective? Why is the controlling process very important for the
d) all of the above. other three managerial functions?
5.Do you think that only certain specific traits make good leaders or
IV. Fill in the blanks in the following sentences with appropriate key
there may be some objective reasons to be a good leader? What traits
terms. do you consider to be the most important for a successful manager?
1. ... managers have the most power and take over all responsibility,
Project
... managers are chiefly responsible for implementing goals, and ...
managers are responsible for coordinating the work of all who are not
Analyzing Style of Management
managers. 2. Organizing involves a ... of labor and ... various positions.
The purpose of this project is to investigate the nature of management
3. The process of directing involves giving employees a reason to
and to analyze different aspects of a particular manager(cid:146)s style. Write down
perform their best, or ... ; it also involves showing employees how to do
the information concerning a particular member of management according
the job, or ... . 4. The introduction of MBO allowed the subordinate
to the plan given below. This individual may be at the top level, middle
12 13
Copyright ОАО «ЦКБ «БИБКОМ» & ООО «Aгентство Kнига-Cервис»
level, or supervisory level, and the information may be gathered either by Some basic characteristics seem to be applied to managers in all
personal interview or by reading articles on managers through such sources types of organizations. They include hard work on a variety of activities,
as Fortune, Forbes, or Newsweek. preference for active tasks, direct personal relationships.
Almost everything a manager does involves decisions. The reason
1.Company name.
for making a decision is that a problem exists. In decision making there
2.Manager(cid:146)s name and title. is always some uncertainty and risk.
Managing is a hard job. There is a lot of to be done and relatively
3.Level (e.g. top, middle, or supervisory).
little time to do it. The engineer can finish a design on a particular day,
4.Technical skills required for the job. and the lawyer can win or lose a case at a certain time. But the manager(cid:146)s
job is like (cid:147)Old Man River(cid:148) it just keeps going.
5.Human relations skills required for the job.
6.Conceptual skills required for the job.
Notes to the text:
7.Type of planning the manager does. collectively (cid:151) (cid:226) æ(cid:238)ÆŁ(cid:240)(cid:224)(cid:242)(cid:229)º(cid:252)(cid:237)(cid:238)(cid:236) (cid:231)(cid:237)(cid:224)(cid:247)(cid:229)(cid:237)ŁŁ
8.Organizing duties. Old Man River (cid:151) (cid:237)(cid:224)(cid:231)(cid:226)(cid:224)(cid:237)Ł(cid:229) (cid:239)(cid:229)æ(cid:237)Ł
9.Controlling duties.
II. Say what you have learned from the text about:
10.Leadership style.
1)different words which mean (cid:145)manager(cid:146);
11.What does a typical day for the manager involve? How does the
manager spend his or her time? 2)the meanings of the word (cid:147)management(cid:148) and (cid:147)manager(cid:148);
On the basis of these responses, decide if this person is an effective 3)characteristic features common to all managers;
manager. Would you like to have this person(cid:146)s job? Why?
4)the job of a manager.
Listening Comprehension and Communication Activity
Text B. WHAT IS A MANAGER?
I. Before you listen to the tape, look at the table below and mark in
I. Read the following text and try to understand as much of its contents
the fourth column the three qualities you consider to be the most important.
as possible.
(Use 1, 2, 3 to indicate the order). Then listen to the interview and mark
A number of different terms are used for (cid:147)manager(cid:148), including on the table the opinions of the three interviewees, John Renolds, Mark
(cid:147)director(cid:148), (cid:147)administrator(cid:148), and (cid:147)president(cid:148). The term (cid:147)manager(cid:148) is Pritchard and Susan Stainton. After that act the dialogue out.
used more frequently in profit-making organizations such as universi-
ties, hospitals and social work agencies.
John Mark Susan
What, then, is a manager? Management Qualities You
Renolds Pritchard Stainton
When used collectively the term (cid:147)manager(cid:148) refers to those people
who are responsible for making and carrying out decisions within the Communicative skills
system. An individual manager is a person who directly supervises
Adaptability
people in an organization.
14 15
Copyright ОАО «ЦКБ «БИБКОМ» & ООО «Aгентство Kнига-Cервис»
I believe that a good manager is one who can
John Mark Susan
Management Qualities You
Renolds Pritchard Stainton persuade people that his way is right. Isn(cid:146)t that why he
is a manager? Getting people to accept his decisions
Creativity
and to follow his leadership (cid:151) that(cid:146)s, in my view, the
mark of a good manager. Secondly, I feel that he should
Sensitivity to others
be firm with his people (cid:151) that(cid:146)s how they(cid:146)ll come to
Stamina respect him.
And thirdly..., I(cid:146)m of the opinion that he should be
Foreign language skills
physically fit. In this day and age the pressures and
Authority strains are so great that only the fittest can survive, and
those are the ones who should be the managers. Both
Leadership
mentally and physically competent.
Interviewer: Well, thanks, Mr. Pritchard. Could we hear what you
MANAGEMENT QUALITIES think, Mrs. Stainton?
Stainton: Yes, certainly. I think my views probably represent a
Interviewer: In the second part of this interview I(cid:146)d like to ask each mixture or synthesis of my colleagues(cid:146) opinions. The
of you in turn what you consider to be the three most
most important quality is, in my opinion, the ability to
important qualities for a good manager. Perhaps we
think flexibly (cid:151) to find new answers and new solutions.
could hear your ideas first, Mr. Renolds.
Secondly, I feel that as managers we should be able to
Renolds: Well, I think that at present the most important qua- handle people, as I(cid:146)m sure that for the company, good
lity is the ability to deal with other people. I know we
labor relations mean a happy and secure future. But this
are manufacturing industry: but I feel very strongly that
doesn(cid:146)t mean that we should be too lenient nor too
we also have a great responsibility towards our
dogmatic.
personnel. Secondly, ... well, let me see. Yes, in my
Now, the third quality should be, in my view, the
opinion the second most important quality must be
ability to direct and control people effectively.
the ability to talk to our personnel about their jobs,
Interviewer: Well, thank you all for your opinions.
their futures, their problems, etc. To be able to relate
to them you know.
II. Presentation.
And thirdly, ... well.., I suppose I(cid:146)d put adaptability
as the third most important quality. I think that fits in to express an opinion strongly
with the other two points I mentioned to give you my
I definitely think that ... I(cid:146)m convinced that ...
idea of a good manager.
I(cid:146)m sure that ... I really do think that ...
Interviewer: Well, thank you for your opinions, Mr. Renolds. Perhaps
we could hear your views now, Mr. Pritchard. to express an opinion neutrally
Pritchard: Well, I consider the present situation requires a rather
As I see it ... In my opinion ...
different approach to the whole question of manage-
I think ... I consider ...
ment and therefore different qualities for managers.
I feel ...
16 17
Copyright ОАО «ЦКБ «БИБКОМ» & ООО «Aгентство Kнига-Cервис»
to express an opinion weakly 8.A: As I see it, the R and D Department should concentrate on
developing more products.
I(cid:146)m inclined to think I tend to think ...
B : (N) ... better.
that ...
B : ...
III. Select an appropriate expression from the Presentation section. 9.A: I(cid:146)m convinced we should accept the terms offered by the
The first sentence is A(cid:146)s opinion and the second is B(cid:146)s opinion. In each employers.
sentence ´ disagrees with A. He expresses his disagreement either strongly B (W) ... reject.
(S), neutrally (N), or weakly (W). The first answer has been done for you B : ...
as an example.
10.A: I definitely think we should speed up the implementation of
PlanA.
1.A : I definitely think that oil supplies will run out before the end of
B (N) ... slow it down.
this century.
B : ...
B : (W) ... last until then.
11.A: I tend to think we should increase the number of flextime hours.
B : Oh really I(cid:146)m inclined to think they(cid:146)ll last until then.
B (S) ... increase.
2.A : I think our holidays are too short.
B : ...
B (S) ... too long.
B : ...
Work in Pairs
3.A: In my opinion we should increase production of the C414.
I. A. Below is the table of qualities which you used in the Listening
B (W) ... decrease.
Section. Now it(cid:146)s your turn to choose the five most important qualities for
B : ...
the manager of tomorrow. Do this individually. When you have numbered
4.A: I tend to think the most important quality for a good manager is
your top five, discuss your choice either in pairs or in larger groups, and
stamina.
explain and justify the qualities you have chose.
B (N) ... creativity.
B : ...
Communicative skill
5.A: I feel we should review the sales figures monthly.
Adaptability
B (S) ... fortnightly.
B : ... Creativity
6.A: I really do think we are spending too much on training. Sensitivity to others
B (W) ... not spending enough.
Stamina
B : ...
Foreign language skill
7.A: I(cid:146)m inclined to think the Production Department needs reorga-
nizing. Authority
B (W) . . .the Marketing Department.
Leadership
B : ...
18 19