Management

MANAGEMENT

The four most important things in running a business are: management, management, management and a superior product.

David Mintz, inventor of Tofutti.

UNIT I. FUNDUMENTALS OF MANAGEMENT

I. Обсудите следующие вопросы.

1)  What is management? Is it an art or science?

2)  Which four of the following qualities do you think are the most important for a manager?

§  being decisive: able to make quick decisions;

§  being efficient: doing things quickly, not leaving tasks unfinished, having a tidy desk, and so on;

§  being friendly and sociable;

§  being able to communicate with people;

§  being logical, rational and analytical;

§  being able to motivate and inspire and lead people;

§  being authoritative: able to give orders;

§  being competent: knowing one’s job perfectly, as well as the work of one’s subordinates;

§  being persuasive: able to convince people to do things;

§  having good ideas.

3)  Are there any qualities that you think should be added to this list?

4)  Which of these qualities can be acquired? Which must you be born with?

II. С помощью словаря найдите значение следующих ключевых слов и словосочетаний.

be responsible for	long-term	plan
budget	management	policy
control	objective	run a business
direct	organizational chart	short-term
goal	organize	strategy

III. Выберите правильный перевод слова “use”.

1. The process used to accomplish organizational goals through planning, organizing, directing and controlling is called “management”.

a) раньше c) используемый

b) использовал d) использующий

2. People used to think that the main function of management was planning.

а) использовались с) используемые

b) раньше d) использовали

3. Strategies determine the best way to use resources.

а) использовать с) используются

b) использует d) использующие

4. Contingency planning may be used if the primary plans do not achieve the objectives.

а) использоваться с) используются

в) использовать d) используемые

IV. Найдите в тексте предложения, содержащие инфинитив, и переведите их на русский язык.

V. Найдите в тексте интернациональные слова и переведите их на русский язык без словаря. Какие суффиксы участвуют для образования в английском языке глаголов, существительных и прилагательных?

1.1. FUNCTIONS OF MANAGEMENT

It is difficult to define exactly what we mean by the term “management”. It would be generally agreed, however, that a manager is responsible for the effective planning and running of a business. The definition of management we will be using in this text is: “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: planning, organizing, directing, and controlling.

Planning includes anticipating future trends and determining the best strategies and tactics to achieve organizational goals and objectives. The main steps in the planning process are as follows:

·  Setting organizational goals;

·  Developing strategies to reach those goals;

·  Determining resources needed;

·  Setting standards.

It is important to understand what goals are and how they differ from objectives. Goals are the broad, long-term accomplishments an organization wishes to attain. Objectives, on the other hand, are specific, short-term tasks that must be completed to achieve the goals.

Planning answers three fundamental questions for business:

1.  What is the situation now?

2.  Where do we want to go?

3.  How can we get there from here? This is the most important part of planning, it takes three forms.

a)  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. 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.

b)  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. 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. Tactical planning involves setting annual budgets and deciding on other details of how to meet the strategic objectives.

c)  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.

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

When organizing, a manager develops a structure that relates all workers, tasks, and resources to each other. All these relationships are shown in an organization chart. The organization chart pictures who reports to whom and who is responsible for each task. The corporate hierarchy illustrated on the organization chart includes top, middle, and first-line managers.

Top management is the highest level of management and consists of the president and other key company executives who develop strategic plans. 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 often known as first-line managers because they are the first level above workers.

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

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 workers to meet company objectives. The directions of top managers to subordinates, therefore, are characteristically broad and open-ended. The farther down the corporate ladder, the more specific the manager’s directions become. First-line managers allocate much of their time to giving specific, detailed instructions to employees.

Controlling is checking to determine whether or not an organization is progressing toward its goals and objectives, and taking corrective action if it is not. The control function, therefore, is the heart of the management system because it provides the feedback that enables managers to adjust to any deviations from plans and to changes that have occurred in the environment that have affected performance.

VI. Подберите данным терминам соответствующие определения.

contingency planning	middle management	strategic planning
controlling	objectives	supervisory management
directing	organizing	tactical planning
goals	planning	top management
management

1.  The process used to accomplish organizational goals through planning, organizing, directing, and controlling organizational resources.

2.  Process of preparing alternative courses of action that may be used if the primary plans do not achieve the objectives of the organization.

3.  Management function which involves anticipating future trends and determining the best strategies and tactics to achieve organizational objectives.

4.  Management function which involves checking to determine whether or not an organization is progressing toward its goals and objectives, and taking corrective action if it is not.

5.  Management function which involves designing the organizational structure, attracting people to the organization, and creating conditions and systems that ensure that everyone and everything work together to achieve the objectives of the organization.

6.  Highest level of management, consisting of the president and other key company executives who develop strategic plans.

7.  Process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals.

8.  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.

9.  First level of management above employees; includes people directly responsible for assigning specific jobs to employees and evaluating their daily performance.

10.  Guiding and motivating others to achieve the goals and objectives of the organization.

11.  Level of management which includes plant managers and department heads who are responsible for tactical plans.

12.  Specific, short-term statements detailing how to achieve the organizational goals.

13.  Broad, long-term accomplishments an organization wishes to attain.

VII. Используйте термины из упражнения VI, чтобы заполнить пропуски в предложениях.

1.  This firm suffers losses. It needs better __________ rather than more money.

2.  The business is always risky, that’s why managers usually have several __________.

3.  Before starting a business you should set ___________.

4.  The main functions of management are __________, ___________, ___________, and ____________.

5.  ___________ never assigns tasks for workers, it is responsible for strategic planning.

6.  ___________ is the heart of the management, because it allows to adjust if the business follows the right direction.

VIII. Перечитайте раздел “Planning” и определите, являются ли поставленные задачи долгосрочными или краткосрочными.

1.  In the early 1980’s BIC Corporation discovered an opportunity to market disposable safety razors.

2.  Managers at Ford routinely move their zone sales managers to different territories to identify top performers.

3.  The life insurance industry decides to attempt to market life insurance policies to working women.

4.  To increase enrollment, a college offers classes on Saturdays and Sundays.

5.  A grocery store offers samples to attract customers to its Deli section.

IX. Перечитайте раздел “Controlling” и определите, какую функцию контроля выполняют менеджеры в каждой ситуации.

1.  “Looks like sales are down this quarter. Our objective was 12,000 units; we’re at 8,000.”

2.  “I need the sales figures for last month. The quarterly report is due next week and those figures have to be included”.

3.  “Our sales objective for the next quarter is 12,000 units. That’s a 10% increase over the same period last year”.

4.  “Let’s call the sales force in next week. I’ll give them each a copy of my quarterly sales report. I’d like to know their ideas on what the problem is.”

5.  “The biggest problem the sales force has appears to stem from slow delivery problems. I’m gong to call the distribution manager and see if we can work out a solution”.

X. Прежде чем вы начнете работать с текстом “Leadership”, обсудите следующие вопросы:

1.  Who can be called “a leader”?

2.  Is there any difference between a leader and a manager?

3.  Is it possible to become a leader?

4.  What qualities are the most important for a leader?

1. 2. LEADERSHIP

In 1987, Fortune magazine said that mere management is not enough anymore. What was needed, it said, were executives who can transform organizations and create the corporate future. It called these new managers leaders because they had to do more than manage. Leadership involves creating a vision for others to follow, establishing corporate values and ethics, and transforming the way the organization does business so it is more effective and efficient. Managers work within organizational boundaries. Leaders set those boundaries and constantly change the organization to meet new challenges.

Nothing has challenged researchers in the area of management more than the search for the “best” leadership traits, behaviour, or styles. Thousands of studies have been made just to find leadership traits; that is, characteristics that make leaders different from others. There is no one set of traits that can describe a leader, there is no one best style of leadership.

Autocratic. Autocratic leadership involves making managerial decisions without consulting others, and implies power over others. Many businesspeople who are sport leaders seem to use rather successfully and autocratic leadership style that consists of issuing orders and telling players what to do. Motivation comes from threats, punishment, and intimidation of all kinds. Such a style is effective in emergencies and when absolute followership is needed (for example, on army maneuvers).

Bureaucratic. Bureaucratic leadership is based on inflexible routine supported by rules, regulations, and policies. Government organizations and government-like organizations seem to prosper by using bureaucratic leadership. That is, they have rules to cover almost everything, and most employees live by the rules. There is little flexibility in such organizations and unique situations often cause indecision and paralysis among the employees.

Democratic. Democratic leadership consists of managers and employees working together to make decisions. Many new, progressive organizations are highly successful at using a democratic style of leadership where traits such as flexibility, good listening skill, and empathy are dominant.

Laissez-Faire. Laissez-faire leadership involves managers setting objectives and employees being relatively free to do whatever it takes to accomplish those objectives. In certain professional organizations, where managers deal with doctors, engineers, and other professionals, the most successful leadership style is often one of laissez-faire or free rein leadership. The traits needed by managers in such organizations include warmth, friendliness, and understanding.

Employee Controlled. Employee-controlled leadership consists of having employees set objectives, and management handling administrative matters. Organizations with highly independent professionals (such as professors in colleges and universities) often find it appropriate to use an employee-controlled leadership style in which the employees make the decisions. Managers perform administrative tasks and must demonstrate tact, adaptability, and intelligence.

When to Use Various Leadership Styles

Any one manager may use a variety of leadership styles depending on who he or she is dealing with and the situation. A manager may be autocratic but friendly with a new trainee; democratic with an experienced employee who has many good ideas that can only be fostered by a manager who is a good listener and flexible; and laissez-faire with trusted, long-term supervisor who probably knows more about operations than the manager does. Leadership depends on followership, and follwership depends on the traits and circumstances of the follower. In general, though, one could say that good leaders tend to be flexible, able to identify with the goals and values of followers, good communicators, sensitive to the needs of others, and decisive when the situations demands it.

XI. Определите, какой тип лидера демонстрировали руководители в каждой ситуации.

1.  Production workers complain about having to punch a time clock each day.

a.  “Too bad. I’m not getting rid of it”.

b.  “The boss makes the rules around here, and he decides when they’re changed.”

c.  “Let’s get a committee together, and see if we can come up with some alternatives to using the time clock”.

2.  A university sees a need for some action to be taken to reverse declining enrollment trends.

a.  “Let’s form a committee of faculty and administrators to give recommendations on how to solve the problem”.

b.  “Let’s let the faculties of each division decide what they can do. We’ll give administrative support to any feasible idea”.

c.  “The objective for each division is to increase enrollment by 10% for the next school year. Each division is free to take what ever action is needed to reach that objective.

3.  A manager notices that an employee consistently turns work in past the deadline.

a.  “Bob this is a problem. How can we work together to solve it?”

b.  “Bob your work has been late three times this month. One more time and you will be disciplined. Two times and you’re fired. Got it?”

c.  “Bob, the rule is to be here by 8 a. m. every day, and we expect you, and everyone else to follow it. We can’t make exceptions for your family problems.”

XII. Определите, как следует действовать в данных ситуациях. Какой стиль руководства следует выбрать и почему:

1. A large group of students are protesting about grants. There is c confrontation with the police and tempers are strained. Who should lead the students to avoid the violence?

2. The country is in a poor position economically. Inflation and unemployment are at the highest levels ever and there is no sign of recovery. Who should lead the nation?

3. A group of workers are unhappy about their pay and conditions and want to choose a leader to put their case to the management. Who should they choose?

XIII. Ответьте на вопросы:

What is the difference between a manager and a leader? Describe the various leadership styles. Which leadership style is best?

UNIT 2. PRODUCTION MANAGEMENT

I. Прежде чем вы приступите к чтению текста “Location of production”, ответьте на вопросы.

1)  What is the text going to be about?

2)  When should this problem be solved?

3)  What factors would you consider selecting a site?

II. Переведите слова без словаря

manufacture resource electricity

program basic business

firm transportation service

percent critical park

industry factor climate

reason zone company

technological financial market

III. Переведите текст, обращая внимание на залог глагола.

2.1. LOCATION OF PRODUCTION

To be competitive, manufacturers must keep the costs of input down. That is, the costs of workers, machinery, and so on must be kept as low as possible. One of the most important decisions that will need to be made by a firm is where to locate production.

One of the major issues of the 1980s and 1990s is the shift of manufacturing facilities from one city or state to another. One major reason some producers move is the availability of the right kind of labor and cheap labor. Even though labor cost is becoming a smaller percentage of the total costs in some industries, cheap labor remains a key reason many less technologically advanced producers move their plants.

Cheaper resources are another major reason for moving production panies often need water, electricity, wood, coal, and other basic moving to areas where such resources are cheap and plentiful, costs can be lowered significantly – not only the cost of buying such resources, but the cost of shipping as well. Water shortages in the West of the U. S., for example, often discourage the location of manufacturing plants there.

One reason businesses sometimes choose to remain in big cities is because that’s where their customers locating close to their customers, businesses lower the costs of transportation and can be more responsive to customer needs for service. Today, the new, smaller, high-tech production firms are located on the fringes of large cities where they can serve their customers.

The cost of land is becoming a more critical factor in choosing a plant location. Some businesses are forced to leave cities where land is expensive, and move to rural areas where land is much cheaper.

Today, another big incentive to locate or relocate in a particular city is the tax situation and government support. Some states have higher taxes than others. Some states and cities even give tax incentives and other support, such as zoning changes and financial aid, so that businesses will locate there. Some cities attract business by designing industrial parks. An industrial park is a planned area where businesses can find land, shipping facilities, and waste disposal outlets so they can build a manufacturing plant or storage facility.

Naturally, some places are more attractive than others because of climate, educational facilities, and other factors.

In summary, then, businesses today are trying to cut production costs and improve lifestyles by locating their plants where:

IV. Текст не завершен. Сделайте выводы самостоятельно.

V. Определите, какие факторы будут ключевыми при выборе расположения следующих производств:

agricultural industry raw materials industry

nuclear industry shipbuilding industry

transport links	price of land
technological expertise	nearness to seaports
labour with appropriate skills	nearness to market
cheap labour	climate

VI. Ответьте на вопросы.

1.  Which industries are the major employers in your area?

2.  Why did the firms decide to locate in your area?

3.  What factors can influence a firm’s decision to locate a factory in your area?

4.  What industries will not be located in your area?

5.  Does your local government offer any kind of support for entrepreneurs?

6.  How do universities respond to location of production in your area?

VII. Перед чтением следующего текста переведите существительные и прилагательные данной таблицы без словаря.

глагол	перевод	существительное	прилагательное
continue	продолжать	continuation	continuous
standardize	стандартизировать	standardization	standard
produce	производить, изготовлять	producer, production	productive
analyze	анализировать	analysis	analytic
specify	устанавливать, определять	specification	specific
equip	снаряжать, оборудовать	equipment	equipped
consume	потреблять	consumer, consumption
expend	тратить	expense	expensive
flex	сгибать, гнуть	flexure	flexible
differ	отличать(ся)	difference	different

VIII. Определите, с помощью каких суффиксов образуются существительные и прилагательные в английском языке. Установите значение этих суффиксов.

2.2. THE TWO BASIC METHODS OF PRODUCTION

There are two basic methods of production: intermittent and continuous.

In intermittent production, several of the same type of items are produced. Then production of that item stops and production of another item begins. Labor and equipment work on one particular product for a short period of time. Machinery is set up and adjusted for a specific job. When the job is finished, the machinery is taken apart or reset for a different job.

With intermittent production many designs and styles are possible, so a large variety of goods can be produced. The design can easily be changed to suit each individual customer. These goods are called custom-made. Therefore, automatic machines have limited use, and increased labor is necessary, which makes custom-made goods expensive. However, one of the reasons that custom-made goods are popular is that if someone owns one, it shows that he has money.

In continuous production, labor and equipment work continuously, making one type of product for a long period of time. The company buys specialized machinery, or they adjust their machinery for a production period that will probably continue for months. The products must be standardized and the volume must be large. The assembly line method of manufacturing is one way of using continuous production. Coordination is more necessary in continuous production that in intermittent production, because if there is a break at any step in production, it can halt the whole process.

Continuous production is generally less flexible than intermittent production. Standardization is necessary in order to get the greatest benefit from continuous production. Therefore, there can be only a few models, styles, and designs. It is used in making consumer appliances, producing cement, making paper, refining sugar, weaving cloth, and so on.

Standard goods are generally manufactured using the continuous type of production process. They are made to the manufacturer’s specifications, not the customer’s. In order to sell goods, it is necessary to make items that the customers will buy; however, standard goods are made not for a specific customer, but for a group of customers. We can say that standard design tries to please the average taste. When a large volume of each design is produced, as a practical matter it is necessary to make goods to suit the average customer. Standard goods usually carry the manufacturer’s brand and are advertised over a large area to reach many customers.

So, intermittent production can be used if volume is small or there are many designs. Often a company begins production with job lots using intermittent production. As the company grows and the volume increases, it is more efficient to use continuous production.

IX. Прочитайте текст и выберите признаки, по которым можно противопоставить непрерывное производство и выпуск продукции с перерывами:

Например: volume – large (in continuous production)

– small, limited (in intermittent production)

X. Расскажите об особенностях каждого вида производства. При пересказе используйте задание IX.

XI. Определите, для какого метода производства продукции характерны следующие черты.

1.  goods are made to the manufacturer’s specifications

2.  the volume of goods produced is usually small

3.  a large variety of goods can be produced

4.  goods are produced in large volumes

5.  labour and equipment work on one particular product for a short period of time

6.  goods are made to the customer’s specifications

7.  there are few designs

UNIT 3. ORGANIZING A BUSINESS

I. Определите значение подчеркнутых слов по контексту.

1.  Layout refers to the arrangement of workspace, equipment, doors etc, in a factory.

2.  Assembly line is a system of machines which moves the products to the workers so that each worker can complete his part of the work.

3.  A bottleneck exists where raw materials or semi-finished products collect at a point on the production line because they arrive there at a faster rate than they can be processed and moved on.

4.  Unit cost is the cost of producing one item on the assembly line; it is calculated by dividing total production costs for a certain period by the number of items produced during that period.

5.  Crude oil is the raw material from which gasoline is made.

6.  Inventories refer to stored supplies of raw materials and unsold products.

7.  The first shift of workers begins at 8 a. m. and finishes at 4 p. m. The second shift begins at 4 p. m. and finished at midnight.

8.  An electric failure caused a complete shutdown of the factory.

II. Прочитайте и переведите текст.

3.1. THE TWO BASIC TYPES OF FACTORY LAYOUT

Layout is the arrangement of workspace, equipment, products, rooms, doors, passageways, and so on in a place of business. An efficient layout helps to increase worker productivity and keep costs down. It is much better to plan a good layout before the plant is constructed than to design a layout to suit buildings already built. Two general types of factory layout are associated with two basic methods of production. The continuous production method uses what is called a product layout. Intermittent production employs a process or functional layout. There are both advantages and disadvantages to these types of layout.

One advantage of product layout is that the use of assembly lines usually has lower unit costs than other methods have. This lower unit cost can be attributed to a combination of factors. Machines and assembly lines can move the product through the production process quickly and efficiently. Raw materials are consumed at fixed rates that are easily controlled. This makes large inventories and storage unnecessary. Another advantage is that by controlling and coordinating the use of machines, scheduling and routing are simplified so that bottlenecks are eliminated. Furthermore, finished products roll off the assembly line at one point where they can be easily and quickly stacked, palletized, loaded, and shipped. Finally, control and supervision are simplified by using product layout since each worker has a specific assignment on the line.

A disadvantage of this type of layout is that a breakdown at any point on the assembly line usually results in a total shutdown of the line. Also, specialized machinery which is not easily adapted to other uses and uniform interchangeable parts are usually required for product layout. The result is that there are not many design changes or improvements which can be made to a product once production has started. A high volume is necessary to insure low unit costs, but the rate of production can be increased only by purchasing additional production equipment or by adding a second shift of workers. Finally, employee morale and workmanship can suffer because assembly line work is generally routine and boring.

In a process or functional layout, machines, materials, and workers are grouped according to the particular process each performs.

An advantage of process layout is that there is flexibility in the types of products manufactured, the assignments of workers, and the uses of machines. General purpose machines can be used for process layout, and these machines are usually less expensive and do not become obsolete as quickly as specialized assembly line machinery does. Machines operate independently of each other, and a breakdown of one machine would not result in a total line shutdown and, therefore, a complete halt in production. Different jobs are done in different areas; in this way interference is reduced. An advantage for workers is that they each have a specific job which they can identify with and take pride in.

A disadvantage of process layout is that there is no definite line in which materials move; therefore, they tend to move less efficiently. Special routing and cost analysis are necessary for each job order. Flexibility of product demands that there be a larger inventory of raw materials, since the amount of specific materials for each product or job order may vary. Generally, there is slower productivity with process layout, and production volume is restricted. If demand for a product increases substantially, it is often more efficient to change to product layout for a special product.

III. Подберите к словам из первой колонки синонимичные слова и выражения из второй колонки.

1. obsolete	a. repetitious and boring
2. assignment	b. factory
3. layout	c. change and adjust continuous production equipment
4. routine	d. doubling of production, equipment and workers
5. plant	e. a group of workers who start at 4 p. m.
6. interchangeable	f. production expenses divided by the number of items produced
7. retool	g. plan for placement of machines and workers
8. unit cost	h. duty
9. inventory	i. raw materials and unsold products in storage
10.second shift	j. old fashioned
11.duplication	k. able to be substituted for another part

IV. Вставьте недостающие слова и словосочетания (используйте термины из упражнения III).

1. Since the present equipment is producing at maximum speed, production can be increased only by _______ of the assembly line.

2. _______ can be kept to a minimum by carefully planning production schedules and delivery dates.

3. If we could produce this product on an assembly line, we could reduce the _______.

4. The reason these two parts have different stock numbers is that they are produced by different manufacturers, but you can either one since they are _______.

5. Every year about this time, the automobile factories shut down in order to _______ for production of next year’s models.

V. Замените подчеркнутые словосочетания выражениями из текста.

1. In a well thought out factory layout, everything is set up so that the product and workers proceed in an orderly manner with the greatest efficiency.

2. Proper layout is necessary to prevent products form bunching up at one point on the assembly line and to prevent accumulation of unsold and semi-finished products.

3. A good layout should take the worker into account so that the workplace has a pleasant atmosphere.

4. An efficient layout helps workers produce more while controlling costs.

5. Plants and buildings are costly, and the cost is determined by the amount of space involved.

6. With product layout, the factory is designed especially for a certain product.

7. The use of the assembly line lowers the cost for producing one individual item.

8. Raw materials are used up at constant rates.

9. A disadvantage is that if something goes wrong on the assembly line, the entire line is closed down.

VI. Определите, являются ли указанные признаки достоинствами или недостатками.

1.  There are no many design changes or improvements

2.  Bottlenecks are eliminated

3.  Workers have a specific assignment on the assembly line

4.  A breakdown at any point on the assembly line results in a total shutdown of the line

5.  Lower unit costs

6.  The assembly line work is routine and boring

7.  Flexibility

8.  Materials move less efficiently

9.  Machines operate independently of each other

10.  General purpose machines are used

11.  Special routing and cost analysis are necessary for each job order

12.  Production volume is restricted

VII. Определите, какой схеме организации работ характерны следующие черты.

1.  Special routing and cost analysis are necessary for each job order

2.  There are no many design changes or improvements

3.  Materials move less efficiently

4.  Production volume is restricted

5.  General purpose machines are used

6.  Bottlenecks are eliminated

7.  Machines operate independently of each other

8.  Workers have a specific assignment on the assembly line

9.  Flexibility

10.  A breakdown at any point on the assembly line results in a total shutdown of the line

11.  Lower unit costs

12.  The assembly line work is routine and boring.

VIII. Какие предложения могут служить пунктами плана пересказа текста “The Two Basic Types of Factory Layout”?

IX. Прежде чем вы приступите к чтению следующего текста, обсудите вопросы.

1. Is it necessary for companies to be well-organized? Why?

2. Would you like to work in a large company or in a small one?

3. What would you like your first position to be?

4. Do you expect to have one immediate boss, to work for more than one superior, or to be part of a team?

5. Is it easier to be a supervisor or a subordinate?

PANY STRUCTURE

The importance of organizational design is that the survival of many firms depends on the creation of responsive organizations. Sometimes the organization becomes so formal, so structured, that the employees may work efficiently, but they may lose the enthusiasm and the creativity. The questions then become, “How much structure should there be? How much decision making should be centralized with the managers? How much freedom should the employees have?”

The three forms of organization we shall look at are:

1. line organizations;

2. line and staff organizations;

3. matrix organizations.

Line Organizations. A line organization structure is one in which there are direct two-way lines of responsibility, authority, and communication running from the top to the bottom of the organization, with all people reporting to only one supervisor. The most obvious example is the army, which has a clear line of authority going from general to colonel to major to lieutenant to sergeant to corporal to private. A private reports to a corporal, the corporal to a sergeant, and so on back up to the generals. A line organization has the advantages of having clearly defined responsibility and authority, of being easy to understand, and of providing one supervisor for each person. The principles of good organization design are met.

However, a line organization has the disadvantages of being too inflexible, of having few specialists or experts to advise people along the line, of having lines of communication that are too long, and of being unable to handle the complex decisions involved in an organization with thousands of sometimes unrelated products and literally tons of paperwork.

Line and Staff Systems. To minimize the disadvantages of simple line organizations, most organizations today have both line and staff personnel.

·  Line personnel perform functions that contribute directly to the primary goals of the organization (e. g. making the product, distributing it, and selling it).

·  Staff personnel perform functions that advise and assist line personnel in performing their goals (e. g. marketing research, legal advising, and personnel)

Staff usually serve an advisory function; that is, they usually cannot tell line managers or their workers what to do. Naturally, this can cause conflicts, in that staff experts often know more about correct procedures to follow than line managers. This can be very frustrating for staff people. In fact, different organizations handle line-staff relationships in different ways. In some organizations, line managers must consult with staff managers on some issues; on the others, they must get staff approval for certain actions; and in others, staff people may actually give orders.

The benefits of the line and staff organization structure are rather clear. The disadvantages are no so obvious at first. Today, however, some organizations are suffering from too many staff personnel (overstaffing). To justify their existence, staff people may conduct research and generate reports that no one asks for or needs (overanalyzing). The resulting paperwork can be astounding. Lines of authority and communication can become blurred when staff people get involved in decision making (overmanaging). For example, by the time a line manager clears a decision with the legal department, the safety department, and the personnel, the initial problem could have become much more serious.

Much of the attention of top managers today is focused on designing systems that enable line and staff managers to cooperate more fully and to move more quickly to respond to market changes.

Matrix Organizations. A matrix organization is one where specialists from different parts of the organization are brought together to work on specific projects, but still remain part of a line and staff structure. In other words, a project manager can borrow people from different departments to help design and market new product ideas.

The advantages of a matrix structure are:

It gives flexibility to managers in assigning people to projects. It encourages interorganizational cooperation and teamwork. It is flexible and can result in creative solutions to problems such as new product development.

The disadvantages are:

It is complex and costly to implement. It can cause confusion among employees as to where their loyalty belongs – to the project manager or to their functional unit.

·  It requires good interpersonal skills and cooperative employees and managers.

X. Определите, являются ли данные черты организации преимуществами или недостатками.

1.  Clearly defined responsibility and authority.

2.  Unable to handle complex questions quickly.

3.  Costly and complex.

4.  Flexible.

5.  Encourage cooperation and better communication at all levels.

6.  One supervisor for each person.

7.  Overstaffing.

8.  Encourages cooperation among departments.

9.  Can produce creative solutions to problems

10.  Easy to understand

11.  Overanalyzing.

12.  Expert advise from staff to line personnel

XI. Какой из приведенных ниже мини-текстов наиболее полно передает содержание прочитанного вами теста.

1.  Although most organizations are hierarchical, with a number of levels, and a line of command running from the top to the bottom, hierarchies should be avoided because they make decision-making slow and difficult. A solution to this problem is matrix management, which allows people from the traditional functional departments of production, finance, marketing, sales, etc. to work together in teams. Another solution is decentralization: the separation of the organization into competing autonomous divisions.

2.  Most business organizations have a hierarchy consisting of several levels and a clear line of command. There may also be staff positions that are not integrated into the hierarchy. The organization might also be divided into functional departments, such as production, finance, marketing, sales and personnel. Larger organizations are often further divided into autonomous divisions, each with its own functional sections. More recent organizational systems include matrix management and teams, both of which combine people from different functions and keep decision-making at lower levels.

3.  Most businesses are organized as hierarchies, with a clear chain of command: a boss who has subordinates, who in turn have their own subordinates, and so on. The hierarchy might be internally divided into functional departments. A company offering a large number of products or services might also be subdivided into autonomous munication among divisions can be improved by the introduction of matrix management or teams.

UNIT 4. HUMAN RESOURCES MANAGEMENT

I. Найдите в словаре значения слов, которые вводят объяснения каких-либо понятий.

consist of emphasize in other words indicate mean

relate to that is determine encompass include

involve refer to such as this is

II. Выберите из текста “The Role of the Personnel Department” предложения, содержащие термины. Определите значение выбранных терминов, не пользуясь словарем.

4.1. THE ROLE OF THE PERSONNEL DEPARTMENT

Personnel refers to all people who work for a firm. Most large companies have special personnel departments which are responsible for employer-employee relations. The most important services which the personnel department provides are recruiting, that is, finding new workers or managers for the company, and developing and implementing personnel policies and procedures for the benefit of the company as well as the employees.

Most businesses continually need to recruit good personnel to replace workers who retire or quit and to fill new jobs when the company expands. Depending upon management policy and the nature of the position, recruiting may be done internally or externally. Internal recruitment means that the person chosen for the position is selected from the current employees of the company. This is either by promotion or transfer. Promotion means an employee receives a job with more authority and responsibility than his present job. The employee usually expects to receive and increase in salary along with the new position. A transfer refers to a job or department change for a worker. It may involve different working conditions or different hours.

External recruitment means that the company is looking for new employees from outside the firm. All companies do some type of external recruitment. If they are looking for employees with special training or education, they will often recruit at university campuses. Sometimes they are seeking top level managers who they will recruit from other firms, often their competitors. Other methods of recruiting involve the use of advertising in newspapers and professional publications, and even paying a fee or commission to an executive placement service.

Most recruiting involves a job announcement containing a description of the job. The personnel department produces a formal job description. If the firm is not well known, the job description may begin with some basic information about the company and its products. This is usually followed by the title of the position the company wants to fill. Then the duties and responsibilities of the job are given, as well as where that position fits in the organizational chart. Next appear the qualifications for the job, such as the professional training or skills needed. The salary and fringe benefits paid for by the company should also be mentioned. Finally, the job description will tell the applicant exactly what to do if he is interested in the position.

The personnel department should have a method for choosing the best candidate from among the applicants for the position. In some companies this may involve testing prospective employees. Those applicants with the highest scores are selected for an interview. Other companies may assign points for certain items on the application form, such as experience or education. They may then total the points and select the applicants with the highest totals. After the applications have been evaluated, the best qualified applicants are invited to an interview. In the interview the applicant’s personality and ability to work with others may be judge.

Some people feel the most important function of the personnel department is the development of personnel policies. A company should have a specific formal written procedure for dealing with its employees. These procedures should state working conditions, salary scale, and fringe benefits such as paid vacation, paid sick leave, group insurance, pension or retirement plan – all things received in addition to pay. In addition, there is often a procedure for handling grievances, which an employee can use if he feels that he has been treated unfairly by the employer. All of these items may be part of a union contract between the employer and the employees who are members of a union.

III. Подберите к терминам из левой колонки дефиниции из правой колонки.

1. promote	plaint of unfair treatment
2. vacancy	b. paid vacation, medical insurance
3. retire	c. job opening
4. external	d. seeking new employees
5. recruitment	e. outside
6. fringe benefits	f. to assign a more important job
7. grievance	g. to stop working after a certain age

IV. Проанализируйте данные предложения и определите, слова какой части речи пропущены. Образуйте нужную часть речи от слов, данных в начале каждого предложения.

authorize

1. His new job has more _______ and responsibility. He is now _______ to sign checks.

apply

2. People who wish to _______ for the position should fill out an _______ for the personnel department. _______ chosen for interviews will be notified by mail.

promote

3. The personnel department is giving a _______ examination to see which of the current employees will be _______ to the new position.

compete

4. They hired the new manager from a _______ company.

require

5. Does the applicant have the _______ skills? Does he meet all the other _______?

qualify

6. Are you _______ for this job? Fill out an application. _______ applicants will be contacted for an interview.

recruit

7. This company has a policy of internal _______. We always try to fill managerial positions with the current employees.

V. Выберите наилучший вариант, чтобы закончить предложения.

1.  The personnel department must decide which applicants are the most suitable for _______ .

a.  benefits

b.  employment

c.  employee

d.  promotion

2.  To fill the vacancy in the accounting department, they are seeking the person who is best _______.

a.  promoted

b.  competitive

c.  qualified

d.  authorized

3.  The person being promoted receives more _______ .

a.  authority

b.  responsibility

c.  salary

d.  all of these

4.  Companies which recruit internally hire new workers _______.

a.  at all levels

b.  at the managerial level

c.  at beginning levels

d.  all of these

5.  If a company is recruiting new employees, they might _______.

a.  advertise in newspapers

b.  promote a new employee

c.  qualify for the job

d.  none of these

6.  The committee will base their decision on the applicant’s qualifications. This means they will decide whom to _______.

a.  apply

b.  qualify

c.  fire

d.  hire

VI. На основе сведений, изложенных в четвертом абзаце, определите, о чем идет речь в каждом из разделов данного объявления («озаглавьте» каждый раздел). Затем расположите разделы в той последовательности, в какой они даны в тексте.

a.  $ 7,0 per hour to start with. Review in three months.

b.  XYZ Corporation is a leading producer of consumer and industrial cleaning product. XYZ has been supplying these products to the metropolitan area since 1970. XYZ is expanding its production facilities to meet growing customer demand and to enable it to produce for a nation-wide market. The philosophy of the company is to encourage employees to make suggestions for the improvement of products and production methods and to reward employees for their contributions. If you would like to be part of this progressive company, please read about the job opportunities listed here.

c.  Forty hours per week. All shift available. Days, 8 a. m. to 4 p. m.; Swing, 4 p. m. to midnight; Graveyard, midnight to 8 a. m.

d.  Production Worker

e.  Eleven paid holidays; fifteen days paid vacation after one year. One paid sick day per month. Medical and dental insurance available at reduced rates. Employer paid pension plan; profit sharing.

f.  High School diploma preferred. Experience in operation of conveyor belt machinery preferred.

g.  Works on line at various tasks involved in production of XYZ products. Reports to line foreman.

h.  Applicants should submit a handwritten application available from the Personnel Department. Pick up applications between 9 a. m. and 5 p. m., Monday through Friday.

VII. Ответьте на вопросы.

1.  What methods do employers use to select applicants for an interview?

2.  What can interviewer reveal about the applicants?

3.  What is a prospective employee?

4.  What are the functions of the personnel department?

5.  What are fringe benefits? What fringe benefits do employees receive in your country?

6.  Under what conditions are there grievances?

7.  What is the function of a union? Are there unions in your country?

VIII. Перед чтением текста “Motivating Employees” ответьте, какие из утверждений вы разделяете.

1.  People dislike work and avoid it if they can.

2.  Work is necessary to people’s psychological well-being.

3.  People avoid responsibility and would rather be told what to do.

4.  People are motivated mainly by money.

5.  Most people are far more creative and ingenious than their employers realize.

6.  People are motivated by anxiety about their security.

7.  People want to be interested in their work and, given the right conditions, they will enjoy it.

8.  Under the right conditions, most people will accept responsibility and want to realize their own potential.

IX. Что может служить для Вас основным мотивом при выборе работы? Расположите следующие мотивирующие факторы в порядке уменьшения их значимости для Вас.

good administration and good labour relations; good working conditions: enough space, light, heat and time, not too much noise, etc.; an adequate wage or salary, and benefits such as paid holidays, sick pay, a pension etc.;

§  job security;

a challenging, interesting and creative job; responsibility; contact with people; opportunities to travel; holidays.

4. 2. MOTIVATING EMPLOYEES

Douglas McGregor outlined two opposing theories of work and motivation. What he calls Theory X is the traditional approach to workers and working which assumes that people are lazy and dislike to work, and that they have to be both threatened (for example, with losing their job) and rewarded. It assumes that most people are incapable of taking responsibility for themselves and have to be looked after. Theory Y, on the contrary, assumes that people have a psychological need to work and want achievement and responsibility.

Later theorists argued that Theory Y makes much greater demands on both workers and managers than McGregor realized. Abraham Maslow, for example, spent a year studying a Californian company that used Theory Y, and concluded that its demands for responsibility and achievement are excessive for many people. He pointed out that there are always weak and vulnerable people, with little self-discipline, who need protection against the burden of responsibility. Even strong and healthy people need the security of order and direction. Managers cannot substitute Theory Y for Theory X. they have to replace the security provided by Theory X with different structure of security and certainty. Maslow stated that man has a “hierarchy” of needs. That is, there are many needs on different levels.

At the base of this hierarchy are the needs for food and shelter. At the next level come the so-called safety needs including physical and economic security. These needs dominated during the nineteenth century when survival and security against unemployment were the main concern of the workforce.

With increased living standards and the rise of the welfare state in the twentieth century, the higher needs have become increasing important in motivation the workforce.

The first of these are the social needs, such as the desire for social and welfare activities in the workplace and for a sense of belonging. The next level involves the so-called esteem needs including self-respect, personal achievement, and status. The final level is referred to as “self actualization” and includes the desire for power. As each level of need is satisfied then the next level becomes more important in motivating the individual. If you are well-fed, for example, you would be prepared to give up a meal every now and again in favour of satisfying other needs.

Herzberg arrived at much the same conclusions as Maslow. He asked workers what it was about their work that gave them the greatest satisfaction. The answers Herzberg received were of five main types:

§  When a task had been successfully completed.

When achievement had been praised or rewarded. Where responsibility or trust had been given. Where they had been promoted. Where the tasks to be undertaken were interesting.

Herzberg also identified a number of factors which were most likely to cause discontent. These are referred to as hygiene factor, as dealing with them prevents unwanted outcomes in much the same way as personal hygiene prevents unpleasant results.

Whilst those factors which motivate the workforce relate to the work itself, the hygiene factors relate to the conditions within which work takes place. These factors include pay, working conditions and levels of supervision. All of these factors are taken for granted until something goes wrong, in which case it can result in industrial unrest.

X. На основе ваших ответов (задания VIII, IX) определите, какой теории ваши взгляды наиболее близки.

UNIT 5. CULTURAL AND LABOUR RELATIONS

I. Ответьте на следующие вопросы.

1.  What are labour unions or trade unions?

2.  What do they do?

3.  What can they do when dissatisfied?

4.  Are labour relations good or bad in your country? Why?

5.  Do you consider that the unions are too strong or not strong enough in your country?

5.1. WHO NEEDS UNIONS?

Manual and service industry workers are often organized in labour unions, which attempt to ensure fair wages, reasonable working hours and safe working conditions for their members. British unions are known as trade unions because, as in Germany, they are largely organized according to trade or skill: there is an engineers’ union, an electrician’s union, and so on. In other countries, including France and Italy, unions are largely political: workers in different industries join unions with a particular political position.

Industrial relations tend to be better in countries, industries and companies where communications are good, i. e. where management consults workers on matters that will concern them, where neither side treats the other as an adversary, and when unions do not insist upon the preservation of completely uneconomic jobs and working practices. Although some employers and managers oppose the very existence of union – even though, like doctors, lawyers, accountants, and so on, they might themselves belong to a professional association with similar basic aims – many management theorists stress the necessity of unions. Yet one of the chief objectives of right-wing governments in the 1980s was to diminish the power of trade unions, and to deregulate labour markets in accordance with the ideal of free markets.

As a result of deregulation, working conditions in many industries in many countries have worsened, leading to the creation of a great many casual, part-time, unskilled jobs done by non-unionized workers. France, for example, has the lowest number of workers in trade unions in the industrialized world. The unions now represent less than 10% of the French work force, and most of those are in the public sector. The vast majority of French workers seem to have rejected the confrontational politics of the main unions, notably the communist-controlled CGT. Consequently, when the largely non-unionized French lorry drivers locked all the motorways in the summer of 1992, striking over the introduction of a new driver’s license with a penalty-point system, the French government found no one to negotiate with.

In fact, a number of politicians and business leaders are beginning to regret the weakness of unions. Some managers, including Antoine Riboud, the former head of the huge Danone food conglomerate, actively encourage unionization because they insist that a big company needs someone to represent and articulate the needs of the employees and act as a social partner to the employer. But there is clearly a problem if workers believe that the unions are incapable of doing this, and choose not to join them.

II. Найдите в тексте слова, которые обозначают следующее:

1.  People who work with their hands.

2.  A union for workers with a particular type of job.

3.  To ask someone’s opinion before making a decision.

4.  Too expensive, wasteful, loss-making.

5.  An opponent or enemy.

6.  Unlimited and unfairly used power.

7.  Ending or relaxing restrictive laws.

8.  Areas of the economy run by the local or national government.

9.  Hostile, almost aggressive, seeking conflicts.

10.  A large corporation, made up of a group of companies.

III. Обсудите следующие проблемы.

1.  What are frequent causes of bad labour relations?

2.  What have been the consequences of labour-market deregulation?

3.  Why can these consequences be a problem for management?

4.  Peter Druckers says “Management is and has to be a power”. What does this mean?

5.  In your opinion, should unions be consulted before management makes decisions about the following:

a)  Manufacturing new products or offering new services.

b)  Opening new factories, shops, and so on.

c)  Closing existing factories, shops, and so on.

d)  Changing working hours.

e)  Hiring new staff.

6.  Should unions be represented on a company’s board of directors, as happens in some countries?

IV. Перед вами примеры вопросов, которые были заданы Фонсом Тромпенаарсом 15 000 людей из более 50 стран. Как бы вы ответили на эти вопросы?

1.  If you had to choose, would you say that a company is (a) a system designed to perform functions and tasks in an efficient way, using machines and people, or (b) a group of people whose functioning depends on social relations and the way people work together?

2.  What is the main reason for having an organizational structure in a company? (a) So that everyone knows who has authority over whom, or (b) so that everyone know how functions are allocated and coordinated?

3.  Will (a) the quality of an individual’s life improve if he or she has as much freedom as possible and the maximum opportunity to develop personally, or (b) the quality of life for everyone improve if individuals are continuously taking care of their fellow human beings, even if this limits individual freedom and development?

4.  A defect is discovered in a production facility. It was caused by negligence by one of the members of a team. Would you say that (a) the person caused the defect by negligence is the one responsible, or (b) because he or she is working in a team the responsibility should be carried by the whole group?

5.  Imaging that you are a passenger in a car driven by a closed friend who hits and quite seriously injured a pedestrian while driving at least 25 kilometers an hour too fast in town. There are no other witnesses. You friend’s lawyer says that it will help him a lot if you testify that he was driving within the speed limit. Should your friend expect you to do this?

5.2. CROSS-CULTURAL MANAGEMENT

Managing a truly global multinational company would obviously be much simpler if it required only one set of corporate objectives, goals, policies, practices, products and services. But local differences often make this impossible. The conflicts between globalization and localization has led to the invention of the word “glocalization”. Companies that want to be successful in foreign markets have to be aware of the local cultural characteristics that affect the way the business is done.

A fairly obvious cultural divide that has been much studies is the one between, on the other hand, the countries of North America and north-west Europe, where management is largely based on analysis, rationality, logic and systems, and, on the other, the Latin cultures of southern Europe and South America, where personal relations, intuition, emotion and sensitivity are of much greater importance.

The largely Protestant cultures on both sides of the North Atlantic are essentially individualist. In such cultures, status has to be achieved. You don’t automatically respect people just because they’ve been in a company for 30 years. A young, dynamic, aggressive manager with an MBA can quickly rise in the hierarchy. In most Latin and Asian cultures, on the contrary, status is automatically accorded to the boss, who is more likely to be in his fifties or sixties than in his thirties. This is particularly true in Japan, where companies traditionally have a policy of promotion by seniority. A 50-year-old Japanese manager, or a Greek or Italian or Chilean one, would quite simply be offered by having to negotiate with an aggressive, well-educated, but inexperienced American or German 20 years his junior. A Japanese would also want to take the time to get to know the person with whom he was negotiating, and would not appreciate an assertive American who wanted to sign a deal immediately and take the next plane home.

In northern cultures, the principle of pay-for-performance often successfully motivates sales people. The more you sell, the more you get paid. But the principle might well be resisted in more collectivist cultures, and in countries where rewards and promotion are expected to come with age and experience. Trompenaars gives the example of a sales rep in an Italian subsidiary of a US multinational company who was given a huge quarterly bonus under a new policy imposed by head office. His sales – which had been high for years – declined dramatically during the following three months. It was later discovered that he was deliberately trying not to sell more that any of his colleagues, so as not to reveal their inadequacies. He was also desperate not to earn more than his boss, which he thought would be an unthinkable humiliation that would force the boss the resign immediately.

Another American idea that doesn’t work will in Latin countries is matrix management. The task-oriented logic of matrix management conflicts with the principle of loyalty to the all-important line superior, the functional boss. You can’t have two bosses any more than you can have two fathers.

In discussing people’s relationships with their boss and their colleagues and friends, Trompenaars distinguishes between universalists and particularists. The former believe that rules are extremely important, the latter believe that personal relationships should take precedence. Consequently, each group thinks that the other is corrupt. Universalists say that particularists cannot be trusted because they will always help their friends, while the second group says of the first “you cannot trust them, they would not even help a friend”. There are many more particularists in Latin and Asian countries than in Australia, the USA, the Canada, or north-west Europe.

V. Ответьте на вопросы.

1.  How would you explain the concept of “glocalization”?

2. Why might a 50-year-old Japanese manager be offended if he had to negotiate with or report to a well-educated but inexperienced 30-year-old American?

3. Why was the American concept of pay-for-performance unpopular in Italy, and in Asia?

4. Why do universalists disapprove of particularlilsts, and vice versa?

VI. Найдите в тексте слова, которые обозначали бы следующие понятия.

1. the use of reasoning rather than emotions or beliefs;

2. understanding or knowing without consciously using reason;

3. respect, prestige or importance give to someone;

4. having a higher rank because one is older;

5. to have hurt fillings because someone is being disrespectful;

6. money or something else given in recognition of good work;

7. additional money given for better work or increased productivity;

8. a feeling of shave and loss of dignity or self-esteem;

9. to give up a job or position;

VII. Ответьте на вопросы.

1. Would you like to work for a company that had a pay-for-the performance policy? Does this only work for salespeople, or could it be extended to all jobs?

2. Would you say that you, personally, were individualist or collectivist? Particularist or universalist? (Remember your answers to the questions in task 4 above).

3. What about the majority of people in your country?

4. Would you like to work in a team? Do you like the idea of matrix management, or would you rather report to only one powerful boss?

5. Do you believe that it is possible to sum up national characteristics in a few words? Is there usually some truth in such stereotypes? Or, on the contrary, do you find such stereotyping dangerous?

VIII. Это упражнение поможет Вам лучше разобраться в себе. Выберите семь предложений, которые, на Ваш взгляд, наиболее полно характеризуют Вас.

1. Some people think I can sell fridges to Eskimos.

2. I like to analyze a task before I start looking for solutions.

3. I don’t need to fit in – I am who I am.

4. One of the most important things about a job is that it gives me enough money to buy things I need for a comfortable life.

5. Cooperation is one of my most valuable work skills.

6.  Most problems occur when people don’t think and plan carefully.

7.  I am more well-organized than creative.

8.  People say I am creative.

9.  I would like to do work that helps someone.

10.  I like to follow step-by-step procedure.

11.  I like to be active.

12.  I intend to get ahead.

13.  People look to me for a lead.

14.  I can only feel satisfied when I see my job makes a difference.

15.  I present a confident image – first impressions count.

16.  I enjoy math and science.

17.  I don’t like to work under close supervision.

18.  I believe a business can’t function well unless it is well organized.

19.  I would rather get my teeth into a problem by myself – working with others is more a hindrance than a help.

20.  I think you will have less problems getting the work done if you listen to people and make sure they are happy.

21.  It’s more satisfying to work with others than to work alone.

22.  Doing it is what counts – planning and all the other stuff is just wasting of time.

23.  You can make the most work more productive by adopting an efficient system.

24.  I can look at most things form different points of view.

Отметьте номера выбранных Вами ответов в таблице.

Realistic	4	11	14	22
Investigative	2	6	16	19
Artistic	3	8	17	24
Social	5	9	20	21
Enterprising	1	12	13	15
Conventional	7	10	18	23

Выберите два типа, получивших большее количество ответов, и прочитайте рекомендации психолога.

Realistic

You have athletic or mechanical ability and would enjoy using this with objects, machines, tools, plants, animals. You would enjoy working outdoors.

Occupations: aerobic instructor, gardener, butcher, engineer, mechanic, farmer, carpenter, bricklayer, tailor.

Investigative

You like to observe, learn, investigate, evaluate and solve the problems. You would enjoy work, which requires scientific or mathematical problem solving abilities and challenges you to think about solving problems.

Occupations: laboratory technician, researcher, accounts clerk, design engineer, geologist, computer engineer, private investigator, academic, philosopher, financial analyst.

Artistic

You are creative, imaginative, expressive, sensitive. You would enjoy working in an unrestricted environment at a job which allows you to use your creative and intuitive skills.

Occupations: picture framer, cartoonist, florist, architect, fashion designer, hairdresser, pastry cook, photographer.

Social

You are cooperative, responsible, understanding and friendly. You enjoy working with others, particularly where you can be helpful. You are skilled with words.

Occupations: ambulance officer, nurse, shop assistant, child care worker, teacher, editor, business consultant, tour guide, welfare worker.

Conventional

You are methodical, practical and conscientious. You would enjoy work which has clear guidelines, where you are involved in the systematic organization and categorizing of information.

Occupations: library technician, health inspector, legal clerk, map drawer, archivist, data entry operator, diplomat.

Enterprising

You are confident, ambitious and extroverted. You would enjoy work where you need to persuade or lead others.

Occupations: business owner, sales representative, advertising executive, auctioneer, real estate agent, personal assistant, stockbroker, solicitor.