Английский язык для студентов-менеджеров

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Московская финансово-промышленная академия

Турук И.Ф.

Самойлова Т.Т.

Лобанова Е.И.

English for Students of Management

Москва 2004

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Турук И.Ф., Самойлова Т.Т., Лобанова Е.И. English for students of management / Московская финансово-промышленная академия – М, 2004. с.114.

Задачей пособия является научить студентов лексическим основам чтения специального текста по тематике «Менеджмент» и актуализировать знания по грамматике при чтении и понимании текста.

Пособие предназначено для студентов и слушателей всех форм обучения с использованием дистанционных образовательных технологий, а также для преподавателей высших и средних специальных учебных заведений.

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Цель: данное учебное пособие (УПП) предназначено для студентов, изучающих английский язык в условиях дистанционного обучения по специальности «Менеджмент». Задачей УПП является научить студентов лексическим основам чтения специального текста по тематике «Менеджмент» и актуализировать знания по грамматике при чтении и понимании текста.

В лексическом корпусе текстов выделяется терминологический слой, который необходимо усвоить для чтения литературы по менеджменту. Под термином понимается слово (или словосочетание), языковой знак которого соотнесен с соответствующим понятием в системе данной области знаний. Термину свойственно наличие у него строгой, точной дефиниции (определения) и однозначности перевода.

Содержание: УПП состоит из 10 Units, Business Case Study, Supplementary Reading, Grammar Reference, Final Test.

Каждый Unit состоит из 4 разделов:

1. Information for Study.

2. Exercises.

3. Vocabulary items.

4. Test.

В первом разделе представлены оригинальные тексты по менеджменту для ознакомления студентов с разными разделами теории менеджмента, лексическим и грамматическим наполнением их.

Во втором разделе даются упражнения, которые студент выполняет с целью усвоения лексических, грамматических и речевых навыков профессионально ориентированной направленности. В третьем разделе дается список слов по тексту, четвертый раздел содержит тест.

Методические замечания: все упражнения выполняются в той последовательности, в которой они даны в УПП. Большинство упражнений студент должен делать письменно в тетради в соответствии с заданиями. Выполненные задания студент предъявляет «тьютору»

(руководитель) с целью выявления правильности понимания и решения задач, а затем выполняет тест, который проверяет по ключу с целью самоконтроля и выявления ошибок. Прежде чем выполнить грамматические задания студент должен повторить соответствующую тему по грамматическому справочнику.

После усвоения учебного материала студент пишет Final Test, который определяет его уровень подготовки по данному разделу курса

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английского языка в системе дистанционного обучения. Тест оценивается «тьютором» или электронной системой (в случае ее наличия).

Раздел Business Case Study введен в УПП для закрепления полученных знаний и навыков в процессе работы по разделам (Units).

Кроме того, Business Case Study дает дополнительную информацию о конкретных примерах из области управления. Тексты из раздела Business Case Study студент читает и переводит письменно со словарем (выборочно) для получения точной информации и проверки навыка чтения и перевода специального текста, а также письменно отвечает на вопросы по тексту.

Чтение текстов из раздела Supplementary Reading студент осуществляет параллельно изучению Units по смежной тематике.

Усвоенная лексика по данной тематике дает возможность прочесть и понять текст без словаря.

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Unit 1 I. Information for study.

Прочтите и постарайтесь понять текст.

MANAGEMENT: AN OVERVIEW What Is Management?

Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading, and controlling. This definition recognizes that management is an ongoing activity, entails reaching important goals, and involves knowing how to perform the four major functions of management.

Fig. The Functions of management Planning:

Setting goals and deciding how best to

achieve them Controlling:

Regulating activities to reach goals

Organizing:

Allocating and arranging resources Leading:

Influencing others to work toward goals Management functions

Planning. Planning is the management function that involves setting goals and deciding how best to achieve them. This function also includes considering what must be done to encourage necessary levels of change and innovation.

Organizing. Organizing is the management function that focuses on allocating and arranging human and nonhuman resources so that plans can be carried out successfully. It is through the organizing function that managers determine which tasks are to be done, how tasks can best be combined into specific jobs, and how jobs can be grouped into various units that make up the structure of the organization. Staffing jobs with individuals who can successfully carry out plans is also part of the organizing function.

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Leading. Leading is the management function that involves influencing others to engage in the work behaviors necessary to reach organizational goals. Leading includes communicating with others, helping to outline a vision of what can be accomplished, providing direction, and motivating organization members to put forth the substantial effort required.

Controlling. Controlling is the management function that is aimed at regulating organizational activities so that actual performance conforms to expected organizational standards and goals. To do the necessary regulating, managers need to monitor ongoing activities, compare the results with expected standards or progress toward goals, and take corrective action as needed.

The Management Process

Although the four major functions of management form the basis for the managerial process, several additional elements are considered key ingredients of this process as well. The additional elements were identified by management scholars Steven J. Carroll and Dennis J. Gillen on the basis of their review of major studies on managerial work.

Fig. An extended model of the management process

As indicated in the model, the functions of management form the central part of the process. However, the model also shows that work methods and managerial roles, as well as work agendas, feed into the management functions. A manager's working knowledge and key management skills also are important factors that contribute to high performance (achieving goals).

To understand how management can influence in an organization, we need to define the organization.

For most of us, organizations are an important part of our daily lives.

By organization, we mean two or more persons engaged in a systematic effort to produce goods or services. We all deal with organizations when we attend classes, deposit money at the bank, buy clothing, and attend a movie.

Work Agenda

Work Methods and Roles

Management Functions

• Planning

• Organizing

• Leading

• Controlling

Knowledge Base and Key

Management Skills Performance (goal achievement)

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We are also influenced by organizations more indirectly through the products that we use.

It is useful to keep in mind that the management process applies not only to profit-making organizations but also to not-for-profit organizations. A not-for-profit organization (sometimes called a nonprofit organization) is an organization whose main purposes center on issues other than making profits. Common examples of not-for-profit organizations are government organizations (e.g., the federal government), educational institutions (your college or university), cultural institutions (New York's Carnegie Hall), charitable institutions (United Way), and many health-care facilities. Of course, environmental factors (such as the state of the economy and actions by competitors) also have a bearing on ultimate goal achievement.

II. Exercises.

1. Ознакомьтесь со словами в разделе III и запомните их.*)

2. Найдите в тексте предложения, где употребляется герундий и переведите их на русский язык (см. грамматический справочник, стр.

78).

3. Напишите, от каких глаголов образованы существительные, взятые из текста и дайте перевод этих глаголов.

Например: learning (сущ.) – to learn (гл.) – учить.

planning organizing leading controlling management innovation performance

4. Переведите письменно текст на русский язык, пользуясь словарем.

5. Выпишите из текста термины, переведите и запомните их.

6. Напишите определения к следующим терминам своими словами на английском языке:

− management functions;

− managerial process;

− profit-making organization;

− nonprofit organization.

7. Напишите развернутые ответы на следующие вопросы по содержанию текста:

1) Why is management an ongoing activity?

*) Прослушайте слова на кассете и повторите их за диктором.

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2) What are the four major functions of management?

3) What does planning as the management function involve?

4) Which are the parts of the organizing function?

5) Which function of management includes influencing others to engage in the work behaviours necessary to reach organizational goals?

6) What is controlling aimed at?

7) What forms the basis for the managerial process?

8) Why do you think organizations are an important part of our daily lives?

8. Напишите на английском языке, как Вы понимаете:

“What is management?”

III. Vocabulary items.

management - руководство; управление; заведование;

менеджмент; дирекция; администрация to achieve goals

syn. to reach goals

- достигать цели

planning - планирование

organizing - организация; процесс организации

leading - руководство

controlling - контроль; контролирование to perform functions - выполнять функции

to involve - вовлекать; включать в себя (in);

подразумевать, предполагать to set goals - поставить цели

change - перемена, изменение; сдвиг innovation - нововведение, новшество human resources - людские ресурсы

non human resources - нелюдские ресурсы

to carry out plans - выполнять, осуществлять планы

task - задача

job - работа

to make up the structure of the organization

- составлять структуру организации to staff jobs - набирать кадры для выполнения работ to engage behaviours in

the work

- привлекать возможности для выполнения работы

to outline a vision - нарисовать картину (перен.) to provide direction - обеспечить руководство to motivate - мотивировать

to be aimed at - быть нацеленным на ...

to regulate activities - регулировать деятельность

performance - исполнение, выполнение; действие;

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производительность

to conform to - соответствовать чему-либо to monitor activities - контролировать деятельность to compare results - сравнивать результаты

to form the basis for ... - составлять основу чего-либо

key ingredients - ключевые ингредиенты, составные части

scholar - ученый

work method - метод работы

working knowledge - практические знания, необходимые для работы

management skills - навыки управления

to contribute to - содействовать; способствовать to deal with - иметь дело с кем-либо, чем-либо to influence through - влиять посредством чего-либо management process - процесс управления

profit-making organizations

- прибыльные, ставящие перед собою цель-получение прибыли, организации not-for-profit

organizations = nonprofit organizations

- не ставящие себе целью извлечение прибыли, некоммерческие организации to make profit - получать прибыль; приносить прибыль charitable institutions - благотворительные учреждения

health-care facilities - здравоохранительные организации environmental factors - факторы окружающей среды state of the economy состояние экономики

competitor - конкурент

IV. Test.

1. Закончите предложения, выбрав необходимое слово или словосочетание справа. Запишите ответы следующим образом:

например, 5)-m.

1) Management is an ongoing activity, entails reaching important goals, and involves knowing how ... the four major functions of management.

a) the organizing function

2) The function of planning also includes considering what must be done to encourage necessary levels of ...

b) a manager's working knowledge

3) Staffing jobs with individuals who can successfully carry out plans is also part of ...

c) compare the results 4) To do the necessary regulating, managers need

to monitor ongoing activities, … with expected standards or progress toward goals, and take

d) key ingredients

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corrective action as needed.

5) Although the four major functions of management form the basis for the managerial process, several additional elements are considered ... of this process as well.

e) not-for-profit organizations

6) ... and key management skills also are important factors that contribute to high performance (achieving goals).

f) to perform

7) It is useful to keep in mind that the management process applies not only to profit – making organizations but also to ...

g) change and innovation

2. Выберите определения справа, соответствующие терминам слева. Запишите ответы следующим образом: например, 5) – g.

1) management a) the management function that involves setting goals and deciding how best to achieve them

2) planning b) two or more persons engaged in a systematic effort to produce goods or services

3) organizing c) the management function that involves influencing others to engage in the work behaviours necessary to reach organizational goals

4) leading d) the management function that is aimed at regulating organizational activities so that actual performance conforms to expected organizational standards and goals 5) controlling e) the management function that focuses on allocating and

arranging human and non-human resources so that plans can be carried out successfully

6) organization f) the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling

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Unit 2 I. Information for study.

Прочтите и постарайтесь понять этот текст.

THE CONCEPT OF STRATEGIC MANAGEMENT

Most well-run organizations attempt to develop and follow strategies, large-scale action plans for interacting with the environment in order to achieve long-term goals. A comprehensive statement of an organization's strategies, along with its mission and goals, constitutes an organization's strategic plan. To learn where such strategies originate and how they are put into action, we need to examine carefully an aspect of the planning function called strategic management. Strategic management is a process through which managers formulate and implement strategies geared to optimizing strategic goal achievement, given available environmental and internal conditions. This definition recognizes that strategic management is oriented toward reaching long-term goals, weighs important environmental elements, considers major internal characteristics of the organization, and involves developing specific strategies.

The Strategic Management Process

The strategic management process is made up of several major components. The process begins with identifying the organization's mission and strategic goals. The process also includes analyzing the competitive situation, taking into consideration both the external environment and relevant organizational factors. Once the situation has been carefully analyzed, managers can begin to develop, or formulate, various strategies that can be used to reach strategic goals. The part of the strategic management process that includes identifying the mission and strategic goals, conducting competitive analysis, and developing specific strategies is often referred to as strategy formulation. In contrast, the part of the strategic management process that focuses on carrying out strategic plans and maintaining control over how those plans are carried out is known as strategy implementation. Strategy implementation is increasingly highlighted as a distinct part of the strategic management process because even the most brilliantly formulated strategies must be implemented effectively in order to reach strategic goals.

Importance of Strategic Management

Strategic management is important to organizations for several reasons.

For one thing, the process helps organizations identify and develop a

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competitive advantage, which is a significant edge over the competition in dealing with competitive forces. For example, Disney has been able to gain a competitive advantage in the family entertainment industry by creating amusement parks, movies, and products based on the renowned Disney characters.

Another reason for the importance of strategic management is that it provides a sense of direction so that organization members know where to expend their efforts. Without a strategic plan, managers throughout the organization may concentrate on day-to-day activities only to find that a competitor has maneuvered itself into a favorable competitive position by taking a more comprehensive, long-term view of strategic directions. For example, the Rayovac Corporation, a battery and flashlight maker based in Madison, Wisconsin, had fallen behind competitors in the early 1980s because of its aging product line, outdated packaging, and slowness in entering the market for alkaline batteries (which became the industry standard). Since that time, a new chairman and vice-chairman, the husband- and-wife team of Thomas and Judith Pyle, have rejuvenated the company partially through a variety of innovative new products.

Yet another reason for the importance of strategic management is that it can help highlight the need for innovation and provide an organized approach for encouraging new ideas related to strategies. For instance, Disney has a special procedure for handling major innovations, whereby new ideas and accompanying financial considerations are forwarded to the strategic planning

Strategy Formulation Strategy Implementation

Fig. The strategic management process assess

environmental factors

Identify Current Mission And Strategic Goals

Conduct Competitive Analysis:

• Strengths

• Weaknesses

• Opportunities

• Threats

Develop Specific Strategies:

• Corporate

• Business

• Functional

Carry Out Strategic Plans

Maintain Strategic Control

assess organizational factors

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group, which evaluates them for compatibility with the firm's overall strategy.

In addition, the process can be used to involve managers at various levels in planning, thus making it more likely that the managers will understand the resulting plans and be committed to their implementation.

II. Exercises.

1. Ознакомьтесь со словами в разделе III и запомните их.

2. Найдите в тексте предложения, где употребляется страдательный залог. Переведите эти предложения на русский язык (см.

грамматический справочник, стр. 68).

3. В приведенных ниже предложениях заполните пропуски следующими словами и словосочетаниями, опираясь на текст:

4. long-term goals; a competitive advantage; strategies; innovation;

new ideas; environmental elements; relevant organizational factors.

1) Most well-run organizations attempt to develop and follow … . 2) This definition recognizes that strategic management is oriented toward reaching … .

3) Strategic management weighs important … .

4) The strategic management process also includes analyzing the competitive situation, taking into consideration both the external environment and … .

5) ... is a significant edge over the competition in dealing with competitive forces.

6) Strategic management can help highlight the need for ... .

7) Strategic management can provide an organized approach for encouraging ... related to strategies.

6. Напишите развернутые ответы на следующие вопросы, исходя из содержания текста:

1) What does the definition of strategic management recognize?

2) What does the strategic management process begin with?

3) What does the strategic management process include?

4) Why is strategy implementation increasingly highlighted as a distinct part of the strategic management process?

5) Why is strategic management important to organizations?

− strategies;

− an organization's strategic plan;

− strategy formulation;

− strategy implementation;

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− a competitive advantage.

“The concept of strategic management”.

III. Vocabulary items.

concept - концепция

strategic management - стратегическое руководство, ~ менеджмент

large-scale action - крупномасштабная акция, ~ операция environment - окружение; окружающая среда

long-term goals - долгосрочные цели strategic goals - стратегические цели environmental

conditions

- условия окружения internal conditions - внутренние условия strategic management

process

- процесс стратегического управления;

~ руководства

competitive situation - конкурирующая обстановка external environment - внешнее окружение

strategy formulation - формулировка стратегии strategy implementation - осуществление стратегии

competitive advantage - конкурентное преимущество;

преимущество перед конкурентами competition - конкуренция

competitor - конкурент

product line - товарный ряд, ассортимент

packaging - упаковка

innovation - нововведение, новшество

strategic planning group - группа стратегического планирования compatibility - совместимость; сочетаемость

overall strategy - всеобщая стратегия achievement - достижение

mission - задача

to maintain - поддерживать

favorable - благоприятный

aging product time - устаревший ассортимент outdated packaging - устаревшая упаковка

slowness - медлительность

approach - подход

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IV. Test.

1. Выберите определения справа, соответствующие терминам слева. Запишите ответы следующим образом: например, а) – 7.

a) competitive advantage l) large-scale action plans for interacting with the environment in order to achieve long-term goals;

b) strategy formulation 2) a comprehensive statement of an organization's strategies, along with its mission and goals;

c) strategies 3) a process through which managers formulate and implement strategies geared to optimizing strategic goal achievement, given available environmental and internal conditions;

d)strategy implementation 4) the process of identifying the mission and strategic goals, conducting competitive analysis, and developing specific strategies;

e) an organization's strategic plan

5) the process of carrying out strategic plans and maintaining control over how those plans are carried out;

f) strategic management 6) a significant edge over the competition in dealing with competitive forces.

2. Выберите русские эквиваленты справа, соответствующие английским словам, данным слева. Запишите ответы следующим образом: например, 20) – b.

1) an organization’s strategic plan a) задача и стратегические цели организации

2) planning function b) благоприятное положение в конкуренции

3) strategic goal achievement c) анализ конкуренции 4) environmental and internal

conditions

d) организованный подход

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5) an organization's mission and strategic goals

e) медлительность при внедрении на рынок

6) internal characteristics of the organization

f) стратегический план организации

7) competitive analysis g) внутренние характеристики организации

8) to maintain control h) необходимость нововведений 9) to develop a competitive

advantage

i) функция планирования 10) a favorable competitive

position

j) развивать конкурентное преимущество

11) aging product line k) достижение стратегической цели 12) outdated packaging l) внешние и внутренние условия 13) slowness in entering the market m) поддерживать контроль

14) need for innovation n) устаревший ассортимент 15) organized approach o) устаревшая упаковка

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Unit 3 I. Information for study.

MANAGERIAL KNOWLEDGE, SKILLS, AND PERFORMANCE For managers to develop work agendas, act out roles, and engage in planning, organizing, leading, and controlling, they need a sound knowledge base and key management skills.

Knowledge Base

Although managers often switch companies and work in different industries, they are apt to run into difficulties if they don't have a reasonably extensive knowledge base relevant to their particular managerial job. A knowledge base can include information about an industry and its technology, company policies and practices, company goals and plans, company culture, the personalities of key organization members, and important suppliers and customers.

Key Management Skills

In addition to having a knowledge base, managers need three key types of skills to carry out the various functions of management. A skill is the ability to engage in a set of behaviors that are functionally related to one another and that lead to a desired performance level in a given area. For managers, the three key skill types are technical, human, and conceptual.

Technical Skills. Technical skills are skills that reflect both an understanding of and a proficiency in a specialized field. For example, a manager may have technical skills in a specialized field such as accounting, finance, engineering, manufacturing, or computer science.

Human Skills. Human skills are skills associated with a manager's ability to work well with others both as a member of a group and as a leader who gets things done through others. Managers with effective human skills typically are particularly adept at communicating with others and motivating them to develop themselves and perform well in pursuit of organizational goals.

Conceptual Skills. Conceptual skills are skills related to the ability to visualize the organization as a whole, discern interrelationships among organizational parts, and understand how the organization fits into the wider context of the industry, community, and world. Managers need to recognize these various elements and understand the complex relationships among them

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so that they can take actions that advance the goals of the organization.

Conceptual skills, coupled with technical skills, human skills, and a knowledge base, are important ingredients in organizational performance.

Performance

What constitutes high performance in an organization? Performance actually is made up of two important dimensions: effectiveness and efficiency.

Effectiveness. Effectiveness is the ability to choose appropriate goals and achieve them. Effectiveness, then, has two parts. First, goals must be appropriate. Second, goals must be reached. For example, Nordstrom, Inc., a Seattle-based apparel, shoe, and soft-goods retailer, is carving out an admirable niche for itself by providing legendary good customer service at its 55 department stores (mainly on the West Coast). Sales associates (many of whom are college graduates) gift-wrap packages for no extra cost and have even been known to drop them off at customers' homes in a pinch. Piano players serenade customers while they shop. According to one story, which the store has not denied, a customer got his money back on a tire. Given that the company does not sell tires, the story illustrates the store's dedication to a return policy based on "no questions asked". Bill Baer, a men's clothing salesman in the Palo Alto store, says, "Nordstrom tells me to do whatever I need to do to make you happy. Period." This stance has enabled the upscale chain to expand into new areas of the country such as Washington, D.C., and New Jersey. Nordstrom illustrates that effectiveness is essentially doing (accomplishing) the right things.

Efficiency. In contrast, efficiency is the ability to make the best use of available resources in the process of achieving goals. In the case of Nordstrom, the store enjoys the highest sales per

In essence, organizations need to exhibit both effectiveness (doing the right things) and efficiency (doing things right) in order to be good performers.

II. Exercises.

2. Переведите предложения, обращая внимание на подчеркнутые словосочетания:

Пример: They need both a sound knowledge base and management skills.

Перевод: Они нуждаются как в прочной базе знаний, так и в навыках управления.

a) Technical skills are skills that reflect both an understanding of and a proficiency in a specialized field.

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b) Human skills are skills associated with a manager’s ability to work well with others both as a member of a group and as a leader who gets things done through others.

c) In essence, organizations need to exhibit both effectiveness (doing the right things) and efficiency (doing things right) in order to be good performers.

3. Найдите в тексте предложения, в которых употребляется Инфинитив. Определите его формы и функции. Переведите эти предложения на русский язык (см. грамматический справочник, стр. 82).

1) Why is a knowledge base important to managers?

2) What do managers need to carry out the various functions of management?

3) What does a skill mean?

4) What skills are associated with a manager’s ability to work well with others?

5) What is the difference between effectiveness and efficiency in organizational performance?

− knowledge base;

− technical skills;

− conceptual skills;

− effectiveness;

− efficiency.

“Some ways that managers can acquire an appropriate knowledge base and the key skills”.

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III. Vocabulary items.

work agenda - рабочий план, рабочая повестка knowledge base - база знаний

management skills - навыки управления to switch companies - менять компании

apt - вероятный, возможный; склонный

to run into difficulties - сталкиваться с трудностями

relevant - уместный

supplier - поставщик

customer - заказчик; покупатель

ability - способность; умение

to be related to - быть связанным с

level - уровень

technical skills - технические навыки

proficiency - опытность

human skills - навыки общения с людьми to associate - соединять, связывать

adept - знаток, эксперт; сведущий

to develop - развивать (-ся) in pursuit of - в поисках

conceptual skills - понятийные навыки

to visualize - отчетливо представлять себе to discern

interrelationships

- различать взаимосвязи community - общество; сообщество to recognize - признавать; различать to take actions - принять меры

performance - исполнение, выполнение,

производительность to constitute - составлять

dimension - величина; измерение

effectiveness - результативность; годность; польза appropriate - подходящий, соответствующий efficiency - эффективность; подготовленность available resources - ресурсы, имеющиеся в наличии to exhibit - показывать, проявлять

in order to - с целью; чтобы IV. Test.

1. Закончите предложения, выбрав необходимое слово или словосочетание справа. Запишите ответы следующим образом:

например, 8) – с.

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1) Managers are apt to run into difficulties if they don't have a reasonably extensive ... relevant to their particular managerial job.

a) conceptual skills

2) A ... is the ability to engage in a set of behaviors that are functionally related to one another and that lead to a desired performance level in a given area.

b) doing the right things

3) … are skills that reflect both an understanding of and a proficiency in a specialized field.

c) skill 4) Managers with effective ... are particularly

adept at communicating with others and motivating them to develop themselves and perform well in pursuit of organizational goals.

d) doing things right

5) …, coupled with technical skills, human skills, and a knowledge base, are important ingredients in organizational performance.

e) human skills

6) The given example illustrates that effectiveness is essentially … .

f) technical skills

7) The following example illustrates efficiency as … .

g) knowledge base

2. Выберите определения справа, соответствующие терминам слева. Запишите ответы следующим образом: например, 6) – с.

1) conceptual skills a) information about an industry and its technology, company policies and practices, company goals and plans, company culture, the personalities of key organization members and important suppliers and customers;

2) effectiveness b) skills associated with a manager's ability to work well with others both as a member of a group and as a leader who gets things done through others;

3) knowledge base c) skills related to the ability to visualize the organization as a whole, discern interrelationships among organizational parts and understand how the organization fits into the wider context of the industry, community and world;

4) efficiency d) the ability to choose appropriate goals and achieve them;

5)human skills e) the ability to make the best use of available resources in the process of achieving goals

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Unit 4 I. Information for study.

MANAGERIAL JOB TYPES

Managerial jobs do vary somewhat on the basis of two important dimensions. One is a vertical dimension, focusing on different hierarchical levels in the organization. The other is a horizontal dimension, addressing variations according to the area for which managers have major responsibility.

Vertical Dimension: Hierarchical Levels

Along the vertical dimension, managerial jobs in organizations fall into three categories: first-line, middle, and top management. These categories can be viewed as vertical differentiation among managers because they involve three different levels of the organization.

TOP

Vertical

Levels MIDDLE of

Management FIRST-LINE

H R R D M F A E u e

m s a o n u r c e s

e e s v e e a l r o c p h m & e n t

a r k e t i n g

i n a n c e

c c o u n t i n g

n g i n e e r i n g Horizontal Responsibility Areas

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Fig. Types of managers by level and responsibility area

First-Line Managers. First-Line Managers ( or first-line supervisors) are managers at the lowest level in the hierarchy who are directly responsible for the work of operating (nonmanagerial) employees.

They often have titles that include the word “supervisor”. First-line managers are extremely important to the success of an organization because they have the major responsibility of seeing that day-to-day operations run smoothly in pursuit of organizational goals.

Because they operate at the interface between management and the rest of the work force, first-line supervisors can easily find themselves in the middle of conflicting demands. At the same time, the power of first-line supervisors has been gradually eroding because of such factors as union influence and the increasing educational level of workers.

According to one recent review of research literature on first-line supervisors, the autonomy and influence of first-line managers is likely to ebb still further in the future. One reason is the increasing attempts by organizations to emulate the Japanese emphasis on worker participation in managing the work-place. Another is the trend toward work teams.

Still another is the use of computers to keep track of many activities formerly regulated by first-line managers. Finally, a growing number of specialists, particularly in fields involving sophisticated technology, provide advice and direction to work areas. One implication of these developments is that the job of the first-line supervisor is likely to change toward a greater emphasis on dealing with internal human relations and on representing the unit externally.

Middle Managers. Middle managers are managers beneath the top levels of the hierarchy who are directly responsible for the work of other managers below them. The managers for whom they have direct responsibility may be other middle managers or first – line managers. Middle managers also sometimes supervise operating personnel, such as administrative assistants and several specialists (such as engineers or financial analysts). Many different titles are used for middle managers. Some typical titles include such words as “manager”, “director of”, “chief”, “department head”, and “division head”. Middle managers are mainly responsible for implementing overall organizational plans so that organizational goals are achieved as expected.

Organizations, particularly very large ones, often have several layers of middle managers. For example, in recent years, giant General Motors has generally had about 14 or 15 management levels. That number reflects a post- World War II trend aimed at adding layers of middle management to help coordinate expanding activities. By the early 1980s, however, that trend began to reverse. At that point, many companies began cutting the number of levels of management hierarchy in an attempt to lower costs, reduce the layers involved in decision making, and facilitate communication.

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One common result of having fewer layers is that the remaining middle-management levels gain greater autonomy and responsibility.

Top managers. Top managers are managers at the very top levels of the hierarchy who are ultimately responsible for the entire organization. Top- level managers are few in number; their typical titles include “chief executive officer” (CEO), “president”, “executive vice president”, “executive director”,

“senior vice president” and sometimes “vice president”. Top-level managers are often referred to as executives, although the term “executive” also is sometimes used to include the upper layers of middle managers as well. Top managers have direct responsibility for the upper layer of middle managers.

They typically oversee the overall planning for the organization, work to some degree with middle managers in implementing that planning, and maintain overall control over the progress of the organization.

Horizontal Dimension: Responsibility Areas

In addition to their vertical differences, managerial jobs differ on a horizontal dimension that relates to the nature of the area of responsibility involved.

The three major types of horizontal differentiation among managerial jobs on the basis of responsibility area are functional, general, and project managers.

Functional managers are managers who have responsibility for a specific, specialized area (often called a functional area) of the organization and supervise mainly individuals with expertise and training in that specialized area. Common specialized, or functional, areas include finance, manufacturing or operations, marketing, human resources management, accounting, quality assurance, and engineering.

General managers are managers who have responsibility for a whole organization or a substantial subunit that includes most of the common specialized areas within it. In other words, a general manager presides over a number of specialties or functional areas (hence the term “general”). General managers have a variety of titles such as “division manager” and “president”, depending on the circumstances. A small company usually will have only one general manager, who is the head of the entire organization. Depending on how it is organized, a large company may have several general managers (in addition to the chief executive officer).

Project managers are managers who have responsibility for coordinating efforts involving individuals in several different organizational units who are all working on a particular project. Because the individuals report not only to managers in their specific work units but also to project managers. Project managers usually must have extremely strong interpersonal skills to keep things moving smoothly.

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Project managers are frequently used in aerospace and other high- technology firms to coordinate projects, such as airplane or computer project development. They also are used in some consumer-oriented companies to launch or stay on top of market development for specific products such as cookies or margarine.

II. Exercises.

2. Переведите предложения, обращая внимание на подчеркнутые словосочетания:

Пример: Managerial jobs in organizations fall into such categories as:

first-line, middle, and top management.

Перевод: Виды управленческой деятельности в организациях подпадают под такие категории, как: управляющий первого звена, управляющий среднего звена и высшее руководство.

a) At the same time, the power of first-line supervisors has been gradually eroding because of such factors as union influence and the unceasing educational level of workers.

b) Middle managers also sometimes supervise operating personnel, such as administrative assistants and several specialists (such as engineers or financial analysts).

c) Some typical titles include such words as “manager”, “director of”,

“chief”, “department head”, and “division head”.

d) General managers have a variety of titles, such as “division manager”

and “president”, depending on the circumstances.

e) Project managers are frequently used in aerospace and other high- technology firms to coordinate projects, such as airplane or computer project development.

f) They also are used in some consumer-oriented companies to launch or stay on top of market development for specific products such as cookies or margarine.

3. Найдите в тексте предложения, в которых употребляется причастие настоящего времени – Participle I. Определите его формы и функции. Переведите эти предложения на русский язык (см.

грамматический справочник, стр. 80).

a) What do a vertical dimension and a horizontal dimension differ in?

b) What are first-line managers directly responsible for?

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c) Why can first-line supervisors easily find themselves in the middle of conflicting demands?

d) What titles are used for middle managers?

e) Why did many companies begin cutting the number of levels of management hierarchy by the early 1980s?

f) What managers typically oversee the overall planning for the organization?

g) What do functional areas include?

h) What does a general manager preside over?

i) Why must project managers usually have extremely strong interpersonal skills?

− first-line managers /supervisors;

− middle managers;

− top managers;

− functional managers;

− general managers;

− project managers.

“The variation of managerial jobs on the basis of a vertical dimension and a horizontal one”.

III. Vocabulary items.

managerial jobs - управленческая, административная деятельность (работа)

first-line manager (first- line supervisor)

- менеджер, управляющий первого (нижнего) звена

supervisor - контролер; надзиратель work force - рабочая сила

worker participation - участие рабочих

work-place - место работы, рабочее место work team - рабочая команда, рабочая группа human relations - связи с людьми

middle manager - управляющий, менеджер среднего звена

chief - заведующий

department head - руководитель отдела

division head - руководитель подразделения

top manager - главный управляющий; менеджер верхнего звена

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chief executive officer - главный управляющий делами executive vice president - исполнительный вице-президент executive director - исполнительный директор;

директор-распорядитель senior vice-president - первый вице-президент

executive - должностное лицо, руководитель, администратор (фирмы, компании) functional manager - функциональный менеджер

general manager - главный управляющий;

генеральный директор

functional area - функциональная сфера, область division manager - управляющий подразделением project manager - руководитель проекта

differentiation - дифференциация high technology - высокая технология

influence - влияние

level - уровень

IV. Test.

1. Выберите определения справа, соответствующие терминам слева. Запишите ответы следующим образом: например, 6) – m.

1) general managers a) managers at the lowest level in the hierarchy who are directly responsible for the work of operating (nonmanagerial) employees;

2) project managers b) managers beneath the top levels of the hierarchy who are directly responsible for the work of other managers below them;

3) first-line managers c) managers at the very top levels of the hierarchy who are ultimately responsible for the entire organization;

4) top managers d) managers who have responsibility for a specific, specialized area of the organization and supervise mainly individuals with expertise and training in that specialized area;

5)functional managers e) managers who have responsibility for a whole organization or a substantial subunit that includes most of the common specialized areas within it;

6) middle managers f) managers who have responsibility for coordinating

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efforts involving individuals in several different organizational units who are all working on a particular project.

2. Дополните предложения, выбрав необходимое слово или словосочетание справа. Запишите ответы следующим образом:

например,7)– m.

1) One dimension is a vertical dimension, focusing on different … in the organization.

a) first-line managers

2) ... are extremely important to the success of an organization because they have the major responsibility of seeing that day-to-day operations run smoothly in pursuit of organizational goals.

b) horizontal differentiation

3) The power of first-line supervisors has been gradually eroding because of such factors as ... .

c) high- technology firms 4) … are mainly responsible for implementing overall

organizational plans so that organizational goals are achieved as expected.

d) hierarchical levels

5) Top-level managers are often referred to as ..., although the term “executive” also is sometimes used to include the upper layers of middle managers.

e) general manager

6) The three major types of ... among managerial jobs on the basis of responsibility area are functional, general, and project managers.

f) union influence and the increasing educational

level of workers 7) A small company usually will have only one ..., who is

the head of the entire organization.

g) executives

8) Project managers are frequently used in aerospace and other ... to coordinate projects, such as airplane or computer project development.

h) middle managers

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Unit 5 I. Information for study.

Прочтите, постарайтесь понять текст и запишите на полях основные термины.

DEFINING OPERATIONS MANAGEMENT

Operations management is the management of the productive processes that convert input into goods and services. Because of its close association with manufacturing, operations management is sometimes called production-operations management. Recently, though, the term “production”

is increasingly being dropped in favor of simply “operations management”, a term that has less of a manufacturing connotation. The operations management function is that part of the organization directly involved in producing the primary goods and services.

In the case of a manufacturing organization such as Fanuc, the operations management function would include plan managers and all the other managers who work in the factories (e.g., production managers, inventory control managers, quality assurance managers, and line supervisors). If an organization's structure had corporate level, operations would also encompass any manufacturing or operations vice presidents that exist as the corporate level, as well as related corporate operations staff (such as those primarily concerned with production, inventory, quality, facilities, and equipment).

In a service industry such as the hotel business, the operations management function would include hotel managers and the various managers who work in the hotels (e.g., housekeeping managers, food and beverage managers, and convention managers). Again. If there were a corporate level, operation would also comprise managers and staff at the corporate level who are directly involved in actually running the hotels (as opposed to managers who are involved in other related functions, such as marketing and finance).

Regardless of whether an organization produces a service, a product, or both, operations managers need to be acutely concerned about productivity.

The productivity-operations management linkage

Productivity is an efficiency concept that gauges the ratio of outputs relative to input into a productive process. Effectiveness relates to the extent to which performance reaches organizational goals. In contrast, efficiency addresses the resource usage (inputs) involved in achieving outcomes (outputs). Productivity is aimed at assessing the efficiency aspect of organizational performance – the ratio of outputs relative to inputs. As such,

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productivity can be a useful tool for managers because it helps them track progress toward the more efficient use of resources in producing goods and services.

Organizational productivity is often measured by using this equation:

goods and services produced (outputs)

Productivity = —————————————————————————

labor + capital + energy + technology + materials (inputs) An approach, like this one, that considers all the inputs involved in producing outputs is sometimes referred to as total-factor productivity.

Managers also use partial-factor productivity, a productivity approach that considers the total output relative to a specific input, such as labor. For example:

goods and services produced (outputs) Productivity = ——————————————————

labor hours (labor input)

Manufacturing versus service organizations

Manufacturing and service organizations differ in several important respects. Manufacturing organizations are organizations that transform input into identifiable, tangible goods, such as soft drinks, cars, or videocassette recorders. Typically, the tangible goods they produce can be stored (at least to some degree), and the untimate customer does not usually need to be present while the transformation process is taking place. As a result, manufacturing can often be done in centralized places, and the products can be shipped to customers. In addition, a manufacturing concern can often avoid wasting capacity during slack periods by using available capacity to produce inventory in anticipation of future sales.

II. Exercises.

1. Прочтите и запомните слова в разделе III.

2. Найдите в тексте предложения, где употребляется сослагательное наклонение (см. грамматический справочник на стр. 71) и переведите их.

3. Подберите к словам в колонке слева близкие по значению эквиваленты из колонки справа. Запишите ответы следующим образом:

например, 1-5.

1) to involve 1) activity 2) to gauge 2) to deal with 3) to concern with 3) to track 4) process 4) to assess

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5) to follow 5) to encompass 6) operations management 6) production

4. Переведите письменно текст, пользуясь словарем.

5. Ответьте на вопросы по тексту.

1) What is operations management?

2) What is the function of operations management?

3) What are the operations management functions in the case of manufacturing organizations?

4) What are the operations management functions in the case of service industry?

5) What is productivity?

6) How does productivity help managers?

6. Напишите на английском языке как Вы понимаете: “Operations management”.

III. Vocabulary items.

production operations management

- управление процессами производства

connotation - вторичное, дополнительное

значение primary goods and

services

- первичные товары и услуги to involve - вовлекать, включать в себя corporate level - корпоративный уровень to encompass - содержать, заключать в себе to gauge - измерять, оценивать

total-factor productivity - совокупно-факторная

производительность (действие) partial-factor

productivity

частично-факторная

производительность (действие) to exist - жить, существовать, находиться

to relate - соотноситься

facilities and equipment - средства и оборудование

service industry - услуги в области промышленности

acutely - остро, сильно

to track - следить, выслеживать labor (amer) = labour

(англ)

- труд, работа

to store - снабжать, наполнять

to assess - оценивать

resources - ресурсы, источники manufacturing - производственный

customer - покупатель

goal - цель

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IV. Test.

1. Выберите определения к терминам из колонки слева и запишите следующим образом: 10-b.

1. Operations management а) … is an efficiency concept that gauges the ratio of outputs relative to input into a productive process.

2. Productivity b) … are organizations that transform inputs into indentifiable, tangible goods, such as soft drinks, cars or videocassette recorders.

3. Total-factor productivity c) … is a productivity approach that considers the total output relative to specific input, such as labour.

4. Partial-factor productivity d) … is an approach, that considers all the inputs involved in producing outputs.

5. Manufacturing organizations e) … is the management of the productive processes that convert inputs into goods and services.

2. Закончите предложения, выбрав необходимое слово или словосочетание справа, запишите ответы следующим образом:

например, 1)-m.

1) The operations management function (OMF) would include …

a) productivity

2) The operations management function is the part of the organization that is involved in producing …

b) the primary goods and services

3) The operations management functions in the hotel business include …

c) labor

4) Whether an organization produces a service or a product, operations managers need to be acutely concerned about …

d) customers

5) Effectiveness relates to the extent to which performance reaches …

e) goods and services

6) Productivity can be a useful tool for f) organizational goals

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managers because it helps them track progress toward the more efficient use of resources in producing …

7) A productivity approach considers the total output relative to a specific input, such as …

g) hotel managers

8) Products can be shipped to … h) plan managers

Unit 6 I. Information for study.

Прочтите и постарайтесь понять текст.

STRATEGIC HUMAN RESOURCE MANAGEMENT (HRM) At 3M, a company famous for fostering employee innovation, human resource issues are increasingly an integral part of strategic management.

Thus 3M is at the forefront of a trend toward recognizing human resources as a crucial element in the strategic success of organizations. In a growing number of organizations, such as 3M and CARE, high-level managers within the human resource management function participate directly in strategy implementation. They also help coordinate human resource aspects of strategy implementation. In this section, we review major aspects of the human resource management process before exploring in greater depth the main reasons for the growing strategic role of human resource management.

The HRM Process: An Overview

As suggested by the HRM process shown in Figure 12-1, human resource management encompasses a number of important activities. One critical aspect of the process, human resource planning, assesses the human resource needs associated with strategic management and help identify staffing needs. The staffing component of the process includes attracting and selecting individuals for appropriate positions. Once individuals become part of the organization, their ability to contribute effectively is usually enhanced by various development and evaluation efforts, such as training and periodic performance evaluations. Compensating employees for their efforts is another important factor in the HRM process, because adequate rewards are critical not only to attracting but also to motivating and retaining