Ex. 18. Translate the text into Russian in written form
Every business has to decide where it is going. What it is trying to achieve. Words like objectives and targets are used in management theory. Whether these targets are related to items such as sales or budgets, they are broken down into sub-targets as they go further down the organizational hierarchy. The managers at the various levels in the structure are given these targets or objectives to achieve.
Sometimes they are given considerable freedom to achieve the targets in the way they see best. Sometimes their independence is limited, perhaps very limited. Subject to these constraints a manager has certain clear-cut functions. First, he has to plan to look ahead to anticipate. When you drive a car you look as far ahead as you can see what hazards lie ahead. If you see some children playing in the road ahead you start to slow down, check your breaks are working and generally watch for trouble. What would you think of a driver who kept his eyes on the road six feet in front of his bonnet? A manager who is able to anticipate problems has more chance of coping with them.
Organizing is the second management function. In this phase managers decide on the positions to be created and determine the associated duties and responsibilities. Staffing, choosing the right person for the right job, may also be included as part of the organizing function.
Another function of managers is to control. We have already seen that managers are expected to achieve targets of some sort or another. A manager has to keep these targets clearly in mind when he is involved in the decision-making process.
COMPREHENSION
Ex. 19. Multiple choice. Complete the following sentences using the information from the
Text.
1. Management by objectives (MBO) is a system which was first described by _______ in 1954.
a. Adam Smith
b. Peter Drucker
c. Karl Marx
2. Most managers perform _________ basic functions.
a. four
b. five
c. three
3. There are many __________of MBO.
a. advantages
b. disadvantages
c. benefits
4. P.Draker emphasized that an organization and its staff must have _______ goals.
a. appropriate
b. fundamental
c. clear
5. _______________ participate with the manager in developing objectives.
a. the subordinates
b. the workers
c. the employees
6. ________ isthe second management function.
a. planning
b. organizing
c. direction
7. Managers make decisions about _________
a. pay
b. promotion
c. both
8. Without innovation any organization can only expect __________
a. a long life
b. a limited life
c. a short life
Ex. 20. Write questions to ask about the missing information.
1. Managers have to communicate objectives to ___________
__________________________________________________________________________?
2. Managers analyze and classify______________
__________________________________________________________________________?
3. Management by objectives was first described by _________________
__________________________________________________________________________?
4. Planning involves __________________
__________________________________________________________________________?
5. Each individual must understand _________________
__________________________________________________________________________?
6. The system helps the subordinates ___________________
__________________________________________________________________________?
7. Thee management functions are ____________
__________________________________________________________________________?
8. Top managers also have to manage a business's relations with _______________
__________________________________________________________________________?
9. P.Druker emphasized that an organization and its staff must have _____________
__________________________________________________________________________?
DISCUSSION
The human being is a continual problem-solver, decision-maker, and innovator. Analyze your previous week (day, month, year) and describe the situations when you had to be “a decision-maker”, “a problem-solver” and “an innovator”.
MANAGEMENT AS A PROFESSION
DISCUSSION
What do you think makes a good manager? Which four of the following qualities do you think are the most important?
A being decisive: able to make quick decisions
B being efficient: doing things quickly, not leaving tasks unfinished, having a tidy desk, and so on.
C being friendly and sociable
D being able to communicate with people
E being logical, rational and analytical
F being able to motivate and inspire and lead people
G being authoritative: able to give orders
H being competent: knowing one's job perfectly, as well as the work of one's subordinates
I being persuasive: able to convince people to do things
J having good ideas
Are there any qualities that you think should be added to this list?
Which of these qualities can be acquired? Which must you be born with?
Text 3
VOCABULARY
appreciate – принимать во внимание
making and carrying out decisions - принятие и исполнение решений
to communicate– сообщать
entirely scientific – всецело научный
proposition - утверждение
to put management techniques into practice – осуществлять методы руководства
outstanding – выдающийся
administrator – распорядитель, руководитель, управляющий
profit-making organizations – коммерческие организации
board of directors – совет директоров
shareholders – акционеры
managing director - директор-распорядитель, управляющий [исполнительный] директор
(член совета директоров, занимающийся повседневным руководством компанией)
assistant general managers –помощник генерального директора [менеджера] (главного
менеджера организации)
a deputy – заместитель
sales manager – коммерческий директор
marketing manager – менеджер по маркетингу; менеджер по продажам
So you fancy yourself as a manager? You are not alone in having that ambition. What does it mean to be a manager? The first thought that comes to mind is that a manager gives orders and tells other people what to do. That is partly true. But it is not quite as simple as that.
In fact management demands much knowledge of economics and business. The role of the manager today is much different from what it was one hundred years, fifty years or even twenty-five years ago. At the turn of the century, for example, the business manager’s objective was to keep his company running and to make a profit. The modern manager must now consider the environment in which the organization operates, that is, the manager must have a good understanding of management principles, must appreciate the current issues of the total economic, political, social, and ecological system in which we live, and must posses the ability to analyze complex problems.
General functions of any managerial system at any managerial level are planning, organizing, directing and controlling. Managers are those people who are responsible for making and carrying out decisions within the system, they directly supervise people in an organization. A manager sets objectives and decides what has to be done to achieve these objectives. He makes the objectives effective by communicating them to the people who are responsible for various jobs. Managers are expected to get results of one sort or another, in one way or another, but they get their results through people.
Some basic characteristics seem to apply to managers in all types of organizations; they include hard work on a variety of activities, preference for active tasks, direct personal relationships. The top manager manages other managers, chooses and trains them, plans their operations, and checks the results. Managing is a hard work, for there is a lot to be done and little time to do it.
Although the tasks of a manager can be analyzed and classified in this fashion, management is not entirely scientific. It is a human skill. Business professors obviously believe that intuition and 'instinct' are not enough; there are management skills that have been learnt. P.Drucker, for example, wrote over 20 years ago that “Altogether this entire book is based on the proposition that ‘the days of the "intuitive" manager are numbered,” meaning that they were coming to an end. But some people are clearly good at management, and others are not. Some people will be unable to put management techniques into practice. Others will have lots of technique, but few good ideas. Beyond superior technical and managerial skills a manager must possess a combination of desirable personal qualities. These include adaptability, independence, leadership – even charisma. That is why outstanding managers are rather rare.
A number of different terms are used for “manager” including “director”, “administrator” and “president”. The term “manager” is used more frequently in profit-making organizations, while others are used widely in government and non-profit organizations such as universities, hospitals, and social work agencies.
As a rule a private company has only one director. A public company must have at least two directors. A corporation is headed by board of directors elected by shareholders. The directors appoint one of them to the position of managing director who is responsible for day-to-day running of the company. Some companies also have assistant general managers. Many directors have also deputies. Big companies have many managers who head departments. They are responsible to the managing director. There can be following department managers: chief manager, sales manager, marketing manager, etc. Career opportunities in management are generally found in three areas: managing people, marketing management and financial management.
WORD STUDY