[7] Mr. Pritchard: “I believe that a good manager is a person who can persuade people that his way is right. Getting people to accept his decisions and to follow his leadership is the mark of a good manager. Secondly, I feel that he should be firm with his people – that is how they will respect him. Thirdly, I am of the opinion that he should be physically and mentally fit. Today the pressures and strains are so great that only the fittest can survive and lead other people, and thus be managers.”
[8] Mrs. Stainton: “My view is a mixture or synthesis of my colleagues` opinions. The most important quality for a manger is the ability to think flexibly – to find new answers and new solutions. I also think that as managers we should be able to handle people. I am sure that for a company, good labour relations mean a happy and secure future.”
[9] There are several important fields of management – production management, financial management and human resource (personnel) management. Personnel management is the activity to obtain, train, and evaluate the workers of a company. Like other types of management, human resource management is becoming more and more complex because the work force, the economy and corporate cultures are changing very fast. The main task of a personnel manager is to find good candidates for a job in the company.
Задание 3. Какое из слов «skills, manager, management» является ключевым для абзацев [1], [2], [3]?
Задание 4. В каком абзаце [1,2,3] содержится информация о:
- пяти этапах процесса принятия решений,
- трех уровнях управления,
- понятии «менеджер»?
Задание 5. Какой смысл три американских эксперта, чьи мнения приведены в абзацах [6,7,8], вкладывают в понятие «хороший менеджер»?
Задание 6. Какие типы менеджмента перечислены в абзаце [9]?
Задание 7. Найдите в тексте следующие слова и словосочетания и переведите их на русский язык.
Абзацы [1-3]: level of management, managerial staff, power and responsibility, managerial skills, conceptual skills, human relations skills, communication skills, technical skills, to do a particular job, to communicate orally and in writing, decision-making, a non-profit organization, to make out and carry decisions, to supervise people, long-range effects of decisions.
Абзацы [4-9]: personnel, career, to be physically and mentally fit, to think flexibly, labor relations, production management, financial management, human resource management, corporate cultures.
Part 2
Задание 8. Прочитайте вторую часть текста, пользуясь словарем.
[10] There are several steps to do it. The first step is to do the job analysis and job description – a specific statement of the tasks for a future worker and the qualifications and skills that would be needed to do the job. Personnel managers can also describe the kind of person who would be the best for the job, including skills, education, and previous work experience.
[11] Using the job specification, recruiters (specialists, responsible for obtaining candidates) try to find candidates for the job either within the company or outside. Though the hiring process may be different in a specific company, most companies go through certain basic procedures. A small number of qualified candidates may be chosen on the basis of a standard application blank and/or on the basis of their resumes (a summary of education, experience, interests and other personal data compiled by the applicant). Each candidate would then be interviewed and may be asked to take a test or series of tests. An in-depth interview with most likely candidate may follow.
[12] In return to their services, workers receive compensation, which can take the form of payments, benefits, and services. Some workers get wages (a payment based on calculation of the number of hours worked or the number of units produced). Others are paid salaries (a payment based on a unit of time such as a week, a month, or a year). Both salaried and wage-earning workers may receive a bonus – a payment in addition to the regular wage or salary. Financial benefits other than wages, salaries or bonuses may include paid holidays, paid vacations, sick pays, or unpaid leaves to take care of babies.
[13] There are two main theories of Personnel Management. The first, traditional, view on management is based on the “boss system”, which relies on “the carrot and stick” to motivate employees – the carrot of wages and the stick of dismissal. This is sometimes called the Theory X approach to management. This theory is based on the idea that most people hate to work and will do so only if they are threatened in some way. It means that people wish to avoid responsibility, have little ambitions and will work effectively only under strict and continuous control.
[14] Another approach to management is based on a different conception of human motivation. This view, called Theory Y, is based on the idea that most workers want to like their work. They would like to take responsibility for the work they pany managers should encourage workers to achieve good results, increase the efficiency of the work, and provide constant feedback. Workers are motivated by the “carrot” of material reward combined with an opportunity for personal development. Evidence suggests that meeting the higher needs of workers can increase productivity of the organization or company as a whole.
Задание 9. В каком из абзацев [10-14] говорится о:
- процессе найма на работу,
- оплате труда наемных работников,
- теоретических аспектах управления персоналом?
Задание 10. Подберите английские эквиваленты следующим словам и словосочетаниям.
Абзац [10]: квалификация, навыки, выполнить работу, образование, опыт предыдущей работы.
Абзац [11]: процесс найма на работу, стандартный бланк заявления о приеме на работу, резюме, личные данные, соискатель (кандидат), выполнить тесты, подробное собеседование.
Абзац [12]: компенсация за труд, сдельная оплата труда, фиксированная зарплата (ставка), дополнительные выплаты, оплачиваемый отпуск, оплачиваемый больничный, отпуск по уходу за ребенком.
Абзац [13]: политика «кнута и пряника», увольнение, мотивировать работников, избегать ответственности, строгий и постоянный контроль.
Абзац [14]: брать на себя ответственность, поощрять сотрудников, повысить эффективность работы, обратная связь, личностный рост, материальное вознаграждение.
Задание 11. Подберите синонимы к следующим словам и словосочетаниям из списка, приведенного ниже.
to communicate with people, an applicant, to control people, features of a good worker, work, a goal, productivity of a company, difficult work, an issue, to control people, to motivate employees, a worker, to get good results. |
0. работа: job – … work.
1. достичь хороших результатов: to achieve good results – …
2. общаться с людьми: to deal with people -- …
3. компания:a company -- …
4. кандидат (на работу): a candidate -- …
5. сотрудник, работник: an employee -- …
6. цель: an aim -- …
7. проблема, спорный вопрос: a problem -- …
8. управлять людьми: to supervise people -- …
9. качества (характеристики) хорошего сотрудника: qualities of a good worker -- …
10. эффективность (производительность) компании: efficiency of a company -- …
11. трудная работа: hard work -- …
12. мотивировать (поощрять) сотрудников: to encourage employees -- …
Задание 12. Письменно ответьте на вопросы по содержанию прочитанного текста.
1. What are the three levels of management the text describes?
2. What managerial skills does the author of the text speak about?
3. What are the main components of the decision-making process?
4. What is a manager?
5. What are the names of three American scholars, whose views on HRM the text cites?
6. Whose view do you share?
7. Why is HRM becoming more and more complex?
8. How is the hiring process usually organized?
9. What are the forms of compensation employees get from a company?
10. Which of the two theories of management do you think is more scientifically grounded?
Current Issues of Personnel Management:
Reading Materials
(Современные проблемы управления персоналом:
тексты для самостоятельного чтения)
1. Managers
There is a classic definition that “Leaders do the right thing and managers do things right”. In a traditional sense, large organizations may have different levels of managers, including top managers, middle managers and first-line managers.
What do managers do? There are 4 major functions of managers: planning, organizing, leading, and coordinating. Planning includes identifying goals, objectives, and methods, resources needed to apply methods, responsibilities and dates to complete tasks. Examples of planning are strategic planning, business planning, project planning, staffing planning, advertizing and promotion planning, etc.
Organizing resources means achieving goals in an optimum fashion. Examples are organizing new departments, human resource management, office and file systems, re-organizing businesses, etc.
Leading includes setting direction for the organization, groups and individuals and also influencing people to follow that direction. Examples are establishing strategic direction (visions, values, and goals) and using special methods in that direction.
Controlling, or coordination, is the organization` s systems, processes and structures to reach goals and objectives efficiently and effectively. This includes constant monitoring and adjustment of systems, processes and structures accordingly. Examples are financial control, policies and procedures, performance management processes, measures to avoid risks, etc.
2. Management: Art and Science
Management is both art and science. It is the art of making people more effective than they would have been without you. The science is how you do that. There are four basic aspects of management: planning, organizing, directing and monitoring.
Four workers can make 6 units in an eight-hour shift without a manager. If I hire you to manage them and they still make 6 units a day, what is the benefit to my business of having you as a manager? On the other hand, if they now make 8 units per day, you as a manager have value.
The same analogy applies not only to production, but also to services, teaching, or any other kind of work and activity. The real value of management is making a group of individuals more effective.
3. Human Resource Management
The specialized task of getting workers for a company and then their training, evaluation, and compensation is known as personnel management. Human Resource Management is becoming more and more complex, as the work force, the economy and corporate cultures are changing.
The first step in staffing a business organization is human resource planning. The organization must forecast demand and then determine the numbers and types of workers that will be necessary to meet this demand.
The second step is to do the job analysis. Job analysis is the process by which jobs are studied to determine the tasks and dynamics involved. The questions that must be asked are: the qualifications and skills necessary to do the job, and the actual tasks to be performed.
After completing the job analysis, the HR manager may develop a job description, which is a specific statement of the tasks involved in the job. Using the job description, recruiters (specialists responsible for obtaining candidates for the job) try to match it to a person. The person may be found within the organization or outside.
4. What is Personnel Management?
Personnel management is concerned with the effective use of the skills of people. They may be salespeople, clerks in an office, operators in a factory, or technicians in a research laboratory. Personnel managers often deal with the following difficult situations, concerning the employees:
1. The firm` s employees, especially the most qualifies ones, can find better jobs with other employers.
2. When a firm has not enough qualified personnel with adequate experience and job capabilities, it has to train and develop its own people. This can be time-consuming and expensive.
One function of personnel management is to hire and train the right people. The second function is development of employees. The third function is raising employees` trust and productivity. These three functions stress the importance of a good human resource management climate and provide specific directions for creating such a climate.
5. How to Motivate Your Employees?
Successful managers know how to motivate their employees. Although everyone is motivated by different needs, most people will tell you that two of the most important things they look for in a company are mutual respect and personal involvement. When workers feel good about themselves, the work they do, and the company they work for, it is much easier to get their cooperation.
To manage successfully and improve performance of employees you have to do the following:
1. Involve the employees in decision-making process.
2. Keep employees informed.
3. Be aware of the morale level of your employees.
4. Learn to listen.
5. Always treat your employees with respect.
6. Give “constructive” criticism.
6. A Lifetime of Learning to Manage Effectively
G. Sorenson, California University, USA speaks about the skills of a good manager: “Years ago, when I was a young assistant-professor at Harvard Business School, I thought that the key to developing managerial leadership was only brain power. I thought, the role of business schools was to develop future managers who knew all about the various functions of business – to teach them how to define problems, analyze these problems and identify alternatives in a clear, logical fashion, and, finally, to teach them to make an intelligent decision.
My thinking became changed by living and working outside the United States and by serving 7 years as a college president. I finally added several more skills that I think a good manager must have.
The first is the ability to express oneself in a clear fashion. Good oral and written communication skills are absolutely necessary if one is to be an effective manager.
Secondly, one must have leadership skills. To be a good leader, one must understand and be sensitive to people and be able to inspire them toward achievement of common goals.
Thirdly, I concluded that effective managers must be broad-minded people who not only understand the world of business but also have knowledge of the cultural, social, political, historical and international aspects of life and society”.
7. What are Chief Executives?
Usually, this term is generally used to describe people or specific positions in top levels of management, e. g. chief executive officers, chief operating officers, chief financial officers, vice presidents, general managers of large organization, etc. Many people think of Chief Executive Officers (CEO) as people who head up large for-profit corporations. This is not exactly true. The majority of businesses in the United States are small businesses, whether for-profit or nonprofit. Their top executives could be also called Chief Executive Officers.
8. Key Traits of Successful Leaders
Psychological tests have been used to determine what characteristics are most common among successful leaders. This list can be used to help managers develop their leadership skills. The increasing rate of change in the business environment is a major factor in the modern role of leaders. Leaders in the past were expected to maintain the status quo in order to move ahead. The most progressive leaders of today and the majority of those of tomorrow are both learners and teachers. They foresee important changes in society and have high ethical qualities to build integrity in their organizations.
Traits of an effective leader include the following: Emotional Stability, Dominance, Enthusiasm, Conscientiousness, Social Activity, Practicality, Self-Assurance, Prudence.
Beyond the aforesaid basic traits, leaders of today have to be able to motivate others and lead them in new directions. Leaders of the future must be able to envision the future and convince others that their vision is right. To do this, they must have the following personality traits: High Energy, Intuitiveness, Maturity, Team Orientation, Empathy, Charisma.
Overall, leaders are larger than life in many ways. Personal traits play a major role in determining who will and will not be able to lead the others. However, it is important to remember that people are forever learning, changing, and developing. So if your goal is to become a leader, work on developing.
9. Thirteen Tips on Managing People
In organizations we must work with and for other people. To be able to achieve our goals, we must communicate with other people effectively. These ideas may help you do just that.
1. Focus on results, not on activities or personalities.
2. Reward people for results that they produce.
3. Practice listening. Don` t talk, just let people explain why they are doing the things they are doing. You will learn many things.
4. Give employees an opportunity to speak their opinions and suggestions without fear.
5. Stay open in your thinking. Be open to all new ideas.
6. A warm smile and strong handshake break barriers.
7. Giving people recognition generates energy within them. They will then direct that energy toward higher productivity.
8. Be a member of the “4Fs” club with others. Be seen as Fair, Firm, Friendly and having Foresight.
9. Do not help others unless they need and ask for help.
10. Never criticize an employee in front of others. Have all discussions of a corrective nature in private.
11. Do things for others. They will be more willing to do things for you.
12. Do not be quick to judge others. Learn to listen carefully before coming to conclusions.
13. Keep a list of birthdays, marriage and work anniversaries and other special dates.
10. The Quality of Work in America
When college students think about their future employment, they often imagine many things: high status, stimulation, good income, prestige, responsibility, and some freedom. They want meaning and enjoyment in their work.
The US Department of Labor has developed a set of job descriptions to help people find the job they like. This is a Dictionary of Occupational Titles which describes the training and education, the physical abilities and aptitudes and working conditions, necessary for each occupation. It lists 2 job characteristics that are very unpleasant for the majority of people: 1) situations involving repetitions of the working process, and 2) situations which leave no place for independent action or judgment. Unfortunately, almost 22 per cent of all jobs in the United States have both these characteristics.
11. Why Ethics?
In the past 5 or 10 years a new course has appeared on the curriculum of most American business schools: Business Ethics. No one knows exactly, why this change has taken place. Perhaps, the chief reason is the growing understanding that good business must be based on ethical norms of behavior.
To make mistakes is natural of people, but to be caught lying, cheating, and stealing is not easily forgotten or forgiven in the business world. No one can excuse immorality. Many business careers are ruined because of unethical conduct.
Unethical thinking and behavior is not just “bad business”; it is the beginning of a disaster in business, even if it is not found out and punished. Very often unethical behavior is not the product of greed or immorality or weakness. It is the result of ethical naivité.
12. Business Etiquette
Business etiquette is the practice of polite and appropriate behavior in the business setting. It dictates what behaviors are appropriate and under what circumstances; thus business etiquette is really concerned with interactions between people.
Each organization has its own rules about what is appropriate in terms of dress, ways of addressing superiors, importance of punctuality, and the like. In addition, every country and every culture has its own rules. Generally, these rules are not written down but must be learned informally or through observation. Executives who follow correct business etiquette are more confident and appear more in charge; and the higher you advance in your career, the more important such behavior will become.
Good manners are good business; they communicate a strong positive message about a person. As Mark Twain once observed about etiquette, “Always do right. You will please some people and astonish the rest”.
13. Group-oriented Behavior
Business in a capitalistic society such as the USA places great value on the contribution of the individual to the success of the organization. Individual effort is often stressed more than group effort, and the competitive atmosphere prevails. In other cultures, however, originality and independence of judgment are not valued as highly as teamwork.
Closely-related to the concept of group-related behavior is the concept of saving face. Saving face simply means that neither party in a given situation should suffer embarrassment. Human relationships are highly valued in such cultures. Japan is one such example. A “yes” in Japanese might mean “Yes, I understand you”, rather than “Yes, I agree”. Latin Americans also tend to avoid outright “no” in their business contacts, and prefer a milder response.
It is also very important “to read between the lines”. Sometimes what is left unsaid or unwritten may be just as important as what is said or written.
14. Intercultural Diversity in the United States
There is an idea that you must leave the USA in order to get to know the cultures that are different from the one with which you are comfortable. Nothing could be further from the true. Consider, for example, the following.
Facts. Today African Americans, Asians, and Hispanics make up 21 per cent of the American population. More than 30 per cent of New York City` s residents arte foreign born. Miami is two-thirds Hispanic. Detroit is 65per cent black. San Francisco is one-third Asian.
Projection. In ten years, minorities will make up 25 per cent of the population of the USA. English will be the second language for the majority of California` s population by the year of 2019. Some time in the next century whites will become the minority in the population of the country.
Diversity in the ethnical characteristics of the population creates great challenges for most human resource managers.
15. Strategies for Communicating across Cultures
When dealing with business people abroad, it is important to remember about the following strategies.
Maintain formality. More than the United States, other countries value and respect a formal approach to business contacts. Call others by their family names and titles, unless specifically asked to do otherwise.
Show respect. Listen carefully to what is being communicated, trying to understand the other person` s feelings. Learn about your host country – its geography, form of government, largest cities, culture, current events and the like.
Be flexible. In terms of cultural differences, assume the attitude that there is no right way or wrong way – there are only different ways. Be adaptable, willing to change your behavior, attitudes, and eating habits.
Communicate clearly. Be sure that your oral or written messages are understood. For this avoid slang words; illustrate your points with examples; avoid attempts at humor, because humor is likely to be understood differently by people from another culture.
16. Good Management and Good Communication
Many theories of management say that good managers care about the needs of the people in their organization as well as the organization` s need to produce a product or provide a service. On the one hand, the manager who shows concern for subordinates but little concern for production creates a comfortable, friendly organization atmosphere. On the other hand, he is likely to be criticized by his/her chiefs, when the unit fails to meet its goals.
At the other extreme is the manager who runs an efficient operation, but ignores employee` s morale. Many managers try to find a balance between the two approaches. The ideal manager in this case is one who cares deeply about both organizational and employees` needs.
You do not have to reinvent the wheel as you try to manage effectively through communication. Research and experience have taught us something about the kinds of language, the patterns of organization, the strategies, and the composing processes that work best. Neither speaking or writing, nor management is an exact science, but the principles and techniques you learn for good communication are also helpful for good management.
Лексико-грамматические задания
I. Задания для промежуточного контроля
Задание 1. Напишите прописью следующие количественные и порядковые числительные, даты:
113; 500; 12; 18; 173; 706; 13,471;
первый, второй, третий, двадцатый, девятый, пятнадцатый, сто сорок четвертый;
5 апреля 1709; 1 декабря 1912; 13 июня 1981; 10 октября 1998; 8 марта 2000;
15 января 2005;
половина; четверть.
Задание 2. Переведите вопросы на русский язык, укажите тип вопросов (общий, специальный, альтернативный, разделительный).
Образец выполнения:
Does he study well? (Общий) – Он хорошо учиться?
1. Do you prefer knitting or playing chess?
2. Does he skate well?
3. Did you go to Moscow or Kursk?
4. Were you at the exhibition or the museum yesterday?
5. She isn’t a doctor, is she?
6. Does your sister play the piano or the violin?
7. They will go on business to Omsk, won’t they?
8. He isn’t fond of collecting badges, is he?
9. When does he usually come to see you?
10. They work in the garden on Sundays, don’t they?
11. Where were you in the evening yesterday?
Задание 3. Перепишите и переведите на русский язык следующие предложения. Подчеркните сказуемое в каждом предложении и определите его видовременную форму.
Образец выполнения:
He finished school a year ago (Simple Past) – Он закончил школу год назад.
1. In the early fourteenth century Oxford and Cambridge were the only English universities.
2. The cost of education has always been high at English universities.
3. In 1836 University College and King’s College joined and became the University of London.
4. There were many rapid changes in the University during the long reign of Queen Victoria.
5. You will find a medical school, Redford College for women, and many other schools and colleges in the federal University of London.
6. Up till 1900 the University of London was only an examining body, not a teaching one.
7. But at the beginning of the 20th century students began to study many specialized subjects.
8. A Vice-Chancellor, a Court and a Senate govern London University.
9. It is difficult to enter the University of London.
10. David Kitton goes to the police station at 7 o’clock.
11. At 6 p. m. he finishes his work and goes home.
12. David and his wife usually go to the seaside on weekends.
13. Next year the Kittons will go to France together with their children.
14. They have enough time to have a good rest.
Задание 4. Прочитайте текст. Найдите в словаре приведенные ниже слова и словосочетания. Выпишите их значения.
Human resources, personnel, management, employer, employee, salaries, benefits, selection, training, assignment, labour.
Human resource management, personnel selection, evaluation, assessment and reward, promotion of employees, salaries and wages, cultural difficulties, stress problems, career development, mass media, to inquire into the candidate` s character, communication abilities, interpersonal style, professional tasks, to do a specific job, optimal performance, to update knowledge.
Text
Human Resource Management
Human resources, or personnel, are the most important thing for any organization because their skills, attitudes, values, education, enthusiasm, and motivation determine much the progress and success of an organization. Human resource management is described by some scholars as “the use, development, assessment, reward and management of individual organizational members or worker groups”.
Human resource management includes such areas as selection, employee training and development, management of career growth, evaluation of performance, determination of salaries or wages, and labour relations.
Personnel matters can be studied both generally and specifically. A general review of human resource management requires an understanding of how personnel selection, training, performance, evaluation, and development are organized. All these problems have certain social, political, administrative, and economic aspects. The following questions are of great importance in a general approach to human resource management:
1. To what degree is the population homogeneous or heterogeneous?
2. Who is responsible for the selection and development process?
3. Is there a centralized personnel unit responsible for selection and promotion of all government employees?
4. How much money is available to support the personnel system in an organization?
5. What salaries and benefits are to be given to employees?
6. What are the general economic conditions in a country?
Specific contemporary issues include such points as women and minorities labour force, stress problems, cultural difficulties, etc. The answers to all these questions and issues determine the approach and limitations in the design and implementation of career development systems.
Today the selection of personnel usually includes several stages:
1. Attracting candidates through a variety of means, e. g. use of mass media, brochures, visitations to college campuses, etc;
2. Assessing the intellectual ability of the candidate, determining his or her medical, psychological and physical qualifications, and inquiring into the candidate` s character;
3. Arranging written and oral tests and interviews to assess the candidate` s interpersonal styles, judgment and communication abilities.
In training, decisions must be made about methods of instruction, instructors, the amount of time to be given to training, and how the subject matter will be presented. Once trained, personnel can be evaluated in terms of attitudes, methods used to accomplish professional tasks, and other job-related qualities.
Throughout their careers, employees in an organization must be prepared for changes in job assignments and promotions. The growth or development of personnel often involves additional training inside or outside the organization. The amount of knowledge, technology, and skills required to do a specific job changes over time and according to a position. For optimal performance, workers need continuous updating in all these areas to ensure their individual and organization success.
Задание 5. Выпишите из текста 5 случаев употребления модальных глаголов с инфинитивом. Переведите словосочетания на русский язык.
Образец выполнения:
He is to do this job today.
Выписать: He is to do /Simple Active /-- Он должен сделать.
This text must be translated now.
Выписать: The text must be translated /Simple Passive/ -- Этот текст должен быть переведен.
Задание 6. Выпишите из текста 5 случаев употребления глаголов-сказуемых в пассивном залоге и переведите словосочетания на русский язык.
Образец выполнения: The conference was held in Moscow last year.
Выписать: the conference was held - конференция проводилась.
Задание 9. Ответьте письменно на следующие вопросы по содержанию текста.
1. What definition of human resource management does the text give?
2. What areas does the human resource management include?
3. What problems does the general approach to HRM study?
4. What stage in the selection of personnel do you find most important?
5. Why do the personnel of any organization have to be ready to update their professional skills and knowledge?
Задание 10. Используя список слов и словосочетаний для составления аннотации текста (См. прил. 3 на С.49), составьте аннотацию прочитанного текста на английском языке.
II. Итоговый тест
Часть 1.
Задание 1.Укажаите число следующих существительных: а) – единственное, в) – множественное.
1. money 2. data 3. knowledge 4. personnel 5. process | 6. employees 7. statistics 8. performance 9. management 10. communication |
Задание 2. Отметьте следующие глаголы как правильные (а) или неправильные (в).
1. to give 2. to study 3. to become 4. to write 5. to prepare 6. to test | 7. to say 8. to show 9. to manage 10. to be 11. to run 12. to involve |
Задание 3. Выберите нужную форму глагола-сказуемого в активном или пассивном залоге.
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Из за большого объема этот материал размещен на нескольких страницах:
1 2 3 4 5 6 |
