Самаренкина с. з. учебно-методические материалы (стр. 2 )

Today, management is changing from that kind of behaviour.
Managers are being educated to guide and coach employees rather than
to boss them around. Modern managers emphasize teamwork and co-
operation rather than discipline and order giving. Managers in some high-
tech and progressive firms dress more casually, are more friendly, and
generally treat employees as partners rather than unruly workers.

In general, therefore, management is experiencing a revolution.
For example, a concept called management by walking around encour-
ages managers to get out of their offices and mix with workers and
customers. This does not mean that managers are becoming more cheer-
leaders. It does mean, though, that managers are working more closely
with employees in a joint effort to accomplish common goals.

What this means for tomorrow's graduates is that managerial
careers demand a new kind, of person. That person is a skilled commu-
nicator as well as a planner, co-ordinator, organizer, and supervisor. Many
managers today believe that they are part of a team and enjoy the new
responsibility and flexibility that comes with more open and casual man-
agement systems.

VOCABULARY

a boss	начальник
bossy	начальственно
an employee	служащий (рабочий)
to guide	вести, направлять
to coach	инструктировать
teamwork	работа в командах
co-operation	сотрудничество
high-tech	современные технологии
a partner	партнер
a customer	покупатель
common goals	общие цели
leadership	руководство
planning	планирование

7. THE DEFINITION AND FUNCTIONS OF MANAGEMENT

One reason people go to college is that college prepares them to become managers. Students have told us, "I don't know what I want to do, really. I guess I would like to be in management." Management is attractive to students because it represents authority, money, prestige, and so on. But few students are able to describe just what it is that managers do.

Management could be called the art of getting things done through people and other resources. Managers give direction to their organizations, provide leadership, and decide how to use organizational resources to accomplish goals. Both definitions give you some idea for what managers do. The definition of management we will be using in this text is the following. Management is the process used to accomplish organizational goals through planning, organizing, directing and controlling people and other organizational resources. This definition spells out the four key functions of management: (1) planning, (2) organizing, (3) directing, and (4) controlling.

Planning includes anticipating future trends and determining the best strategies and tactics to achieve organizational goals and objectives.

Organizing includes designing the organizational structure, attracting people to the organization (staffing), and creating conditions and systems to ensure that everyone and everything work together to achieve the goals and objectives of the organization.

Directing is guiding and motivating others to work effectively to achieve the goals and objectives of the organization.

Controlling is checking to determine whether or not an organization is progressing toward its goals and objectives, and taking corrective actions if it is not.

You might also know that management is much more complex than doing a few tasks. A good manager must know about the industry the firm is in and all the technological, political, competitive, and social factors affecting that industry. He or she must also understand the kind of people who work in the industry and what motivates them. Finally, a manager must be skilled in performing various managerial tasks, especially technical tasks, human relations tasks and conceptual tasks.

Vocabulary

to call	звонить, называть, вызывать
to decide	решать
to accomplish	выполнять, совершенствовать
to use	пользоваться, применять
goal	цель
to direct	управлять, руководить
to include	включать
trend	общее направление
to attract	привлекать
condition	условие, состояние
to ensure	обеспечивать, гарантировать
to achieve	достигать
an objective	цель, стремление
to guide	вести, руководить
to check	проверить
to determine	определять
toward, towards	по отношению к
to empower	уполномочивать
to employer	нанимать
to allow	позволять

8. PLANNING

Planning is the first managerial function used to pursue organizational goals. Planning involves the process of setting objectives. Therefore, it is important to understand what goals are and how they differ from objectives. Goals are the broad, long-term aims an organization wishes to attain. Objectives, on the other hand, are specific, short-term statements detailing how to achieve the goals.

Strategic (long-range) planning determines the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals. In this definition, policies are broad guides to action, and strategies determine the best way to use resources. At the strategic planning stage, the company decides which customers to serve, what products or services to sell, and the geographic areas in which the firm will compete.

Tactical (short-range) planning is the process of developing detailed, short-term decisions about what is to be done, who is to do it, and how it is to be done. Just as objectives are specific plans to meet broad goals, tactical planning involves defining specific plans to achieve broad strategic plans. Tactical planning is normally done by managers at lower levels of the organization, whereas strategic planning is done by the top managers of the firm (for example, the president). Tactical planning involves setting annual budgets and deciding on other details of how to meet the strategic objectives.

Contingency planning is the preparation of alternative courses of action that may be used if the primary plans do not achieve the objectives of the organization. The economic and competitive environments change so rapidly that it is wise to have alternative plans of action ready in anticipation of such changes.

Vocabulary:

to pursue	преследовать, гнаться
to set	устанавливать
goal	цель
long-term	долгосрочный
to attain	достигать
objective	стремление, цель
short-term	краткосрочный
to detail	детализировать, рассказывать
to follow	следовать, следить, подражать
state	положение, состояние, ранг
opportunity	удобный случай, возможность
profitable	выгодный, доходный, прибыльный
competitor	конкурент, соперник
growth	прирост, рост, нарост
contingency	вероятность, случайность
to obtain	получать, добывать, доставать
to use resources	использовать ресурсы
the best way	лучший путь
the geographic area	географическое пространство, площадь
decision	решение
lower level	низкий уровень
preparation	приготовление, подготовка
environment	среда, окружение
wise	мудрый
anticipation	ожидание

9. ORGANIZING

How often have you heard the comment, "One of these days we'll have to get organized?" Clearly, organization is an important managerial task. Basically, organizing means allocating resources, assigning tasks, and establishing procedures for accomplishing the organizational objectives. The basic concepts are rather easy to understand because you already have some organizing experience. For example, if you have ever played baseball, you know you have to gather together some materials: gloves, ball, bat. Then you have to find people to play the various positions.(In business, this is called staffing.) Then each person is assigned some task: first, base, pitcher, outfield, and so on. Someone must decide who bats first, who second and so on.

When organizing, a manager develops a structure or framework that relates all workers, tasks, and resources to each other.

Top management is the highest level of management and consists of the president and other key company executives who develop strategic plans. You are likely to see two terms: chief executive officer (CEO) and chief operating officer (COO). The CEO is often the president of the firm and is responsible for all the top-level decisions in the firm. CEOs are responsible for introducing changes into an organization. The COO, chief operating officer, is responsible for putting those changes into effect. His or her tasks include structuring, controlling, and rewarding to ensure that people carry out the leaders vision.

Middle management includes branch and plant managers, deans and department heads who are responsible for tactical plans.

Supervisory (first-line) management includes people directly responsible for assigning specific jobs to workers and evaluating their daily performance; they are the often known as first-line managers because they are the first level above workers.

An important part of organizing is staffing, getting the right people in the organizational team. You are probably most familiar with the term personnel to describe that function. Today it is called human resources management, because it is as important to develop the potential of employees as it is to recruit good people in the first place.

In many firms, there are several levels of middle management. Recently, however, firms have been eliminating middle-level managers in a cost-cutting attempt.

Vocabulary

comment	комментировать задание
task	задача
to allocate	распределять
to assign	назначать
to develop	развивать
top manager	главный менеджер
level	уровень
chief executive officer (CEO)	главный исполнительный директор
chief operating officer (COO)	главный операционный офиса
first-line manager	менеджер первого звена
employee	рабочий
middle-level manager	менеджер среднего звена

10. DIRECTING

After the plans are made and the organization is designed, managers must direct the workers in activities to meet the goals and objectives of the organization. Directing involves giving assignments, explaining routines, clarifying policies, and providing feedback on performance.

All managers, from top managers to first-line supervisors, direct employees. The process of directing is quite different, however, at the various levels of the organization. The top managers are concerned with the broad overview of where the company is heading. Their immediate subordinates are middle managers, who are responsible, in turn, for directing employees to meet company objectives. The directions of top managers to subordinates, therefore, are characteristically broad and open-ended. The further down the corporate ladder, the more specific the manager's directions become. First-line managers in the past often allocated most of their time to giving specific, detailed instructions to employees.

Progressive managers in the 1990s are less likely to be giving specific instructions to employees. Rather, they are more likely to work closely with employees to help the employees understand the overall goals and objectives of the firm. Then, in co-operation with the employees, the managers will work together to accomplish those objectives and goals. The manager's role will be less than that of a "boss" and more than of a coach, assistant, counseler, and team member. This shift in managerial direction gives employees more participation in decision making and more flexibility in how to get job done. That usually results in better work and more motivation of employees.

Vocabulary

routine	заведенный порядок
to clarify	определять
assignment	назначение, задание
level	уровень
heading	заголовок
immediate	непосредственный
therefore	поэтому, следовательно
ladder	лестница
to allocate	предназначать
to accomplish	выполнять, достигать
counseler	советник, консультант
to enable	давать возможность или право
to adjust	улаживать, приспособлять
deviation	отклонение
to occur	случаться, происходить

11. CONTROLLING

Often managers get so involved with the planning process and the day-to-day crisis management of the firm that they tend to shortchange the control function. The controlling function involves measuring performance relative to objectives and standards and taking corrective actions when necessary. The control function, therefore, is the heart of the management system because it provides the feedback that enables managers and workers to adjust to any deviations from plans and to changes that have occurred in the environment that have affected performance.

Let's say you are a runner and you say you want to "improve" your distance. When you started your improvement plan last year, you ran two miles a day. Now you run 2.1 miles a day. Did you meet your goal? Well, you did increase your distance, but certainly not by very much. A more appropriate goal statement would be: To increase running distance from two miles a day to four miles a day by January 1. It is also important to have a time period established when goals are to be met. The following are examples of goals and standards that meet these criteria:

•  Cutting the number of finished product rejects from 10 per 1,000 to 5 per 1,000 by March 31.

•  Increasing times managers praise employees from 3 times per week to 12 per week.

•  Increasing the sales of product X from 10,000 in the month of July to 12,000 in the same period.

One key to making control systems work is the establishment of clear procedures for monitoring performance. Naturally, management should not be burdened with such control procedures unless the goals are important enough to justify such reporting. Most managers have seen, for example, elaborate accident reports that took hours of man­agement time and that reported: "All is well." To minimize paperwork, such reports could be limited to exceptions.

At the University of Maryland, to cite one example, all faculties are required to report daily on whether or not they performed their reg­ular duties. This report is designed to measure sick leave. The paper­work could be cut by 98 percent or better if faculty merely reported sick days rather than every day. Many companies have too much reporting of trivial details and too little reporting of significant performance results.

Vocabulary

to tend	стремиться
to measure	измерять
relative	относительный, родственный, смежный
to adjust	приспособлять
deviation	отклонение
to occur	случаться
to affect	действовать
step	шаг
measurement	измерение
proper	свойственный
monitor	наставник, советчик
record	запись
to compare	сравнивать
link	звено
attainable	достижимый
efficiency	эффективность, способность
sufficient	достаточный
improvement	усовершенствование
to increase	увеличивать
statement	заявление
to praise	хвалить
reject	уцененный товар, брак
burden	ноша, бремя
to justify	подтверждать
to elaborate	тщательно разрабатывать
exception	исключение
trivial	банальный
significant	существенный
feedback	обратная связь

12. MANAGEMENT SKILLS

Effectiveness of a manager's activity depends on certain important skills. There are six skill categories: conceptual, decision making, analytic, administrative, communicational, and interpersonal.