Раздел 6. Менеджмент
Тема 19. Структура компании
1. Развитие навыков чтения и перевода. 2. Ознакомление с основными понятиями и целями менеджмента. 3. Ознакомление с юридическими и организационными структурами компаний. 4. Ознакомление с методами и стилями корпоративного управления. 5. Ознакомление с назначением и основными понятиями корпоративной этики. |
Оглавление
Раздел 6. Менеджмент. 1
Тема 19. Структура компании. 1
19.1 Основные формы организаций. 2
19.2 Организационная структура компании. 4
19.3 Стили управления. 7
19.4 Корпоративная этика. 9
Выводы.. 11
Библиография. 11
INTRODUCTION
Management is the process of achieving organisational goals through engaging in the major functions of planning, organising, leading and controlling.
Why is management necessary?
What does a manager actually do?
What are some of the characteristics of the field of management?
Are all management jobs the same?
Is management an art or a science? And is it a profession? In fact, management is neither an art nor a science, but it requires both to be successful.
First of all, managers are people who set objectives and make decisions how organization can achieve them. They commit their resources and the resources of others toward the achievement of goals. The manager needs to understand people, read situations, reflect on and use applicable past experiences — all these are descriptions of management as an art.
The use of computers for decision making and statistic analysis — all these are examples of management as a science.
Managers work in both areas on a daily basis, demonstrating that management is both an art and a science.
19.1 Основные формы организаций
LEGAL FORMS OF ORGANISATIONS
Task 1. Read the text. Give Russian equivalents to the underlined words and word combinations and learn them by heart.
A business may be privately owned in three different forms. These forms are a sole proprietorship, a partnership and a corporation.
A sole proprietorship or sole trader is the most common and simplest way of starting business in many countries. For example, more than 80 per cent of all businesses in the United States are sole proprietorships. What kind of business is likely to be a sole proprietorship? First of all, service industries such as laundromats, beauty shops, different repair shops, restaurants. In this form of organization the owner is in sole charge of business and is responsible for its success or failure. If single owners are able to invest large amounts of capital, they run great risk of losing it all because they are personally liable for all debts of their business. This is called unlimited liability.
A partnership is an association of two or more persons to carry on a business for profit. When the owners of the partnership have unlimited liability they are called general partners. If partners have limited liability they are "limited partners". There may be a silent partner as well - a person who is known to the public as a member of the firm but without authority in management. The reverse of the silent partner is a secret partner - a person who takes part in management but who is not known to the public.
Any business may have the form of the partnership, for example, in such professional fields as medicine, law, accounting, insurance and stockbrokerage. Limited partnerships are a common form of ownership in real estate, oil prospecting, quarrying industries, etc.
Partnerships have more advantages than sole proprietorships if one needs a big capital or diversified management. Like sole proprietorships they are easy to form and often get tax benefits from the government.
Partnerships have certain disadvantages too. One is unlimited liability. It means that each partner is responsible for all debts and is legally responsible for the whole business. Another disadvantage is that partners may disagree with each other.
A business corporation is an institution established for the purpose of making profit. It is operated by individuals. Their shares of ownership are represented by stock certificates. A person who owns a stock certificate is called a stockholder.
There are several advantages of the corporate form of ownership.
The first is the ability to attract financial resources. The next advantage is the situation when corporation attracts a large amount of capital it can invest in plants, equipment and research. And the third advantage is that a corporation can offer higher salaries and thus attract talented managers and specialists.
The privately owned business corporation is one type of corporation. There are some other types too. Educational, religious, charitable institutions can also be incorporated. Usually such corporation does not issue stocks and is non-profit. If there is a profit it is reinvested in the institution rather than distributed to private stockholders.
In some western countries, cities, states, federal government and special agencies can establish governmental corporations. A few examples of these governmental corporations are state universities, state hospitals and city owned utilities. Governmental corporations are nonprofit as a rule and usually they do not issue stock certificates.
Key Vocabulary
sole proprietorship | частное предпринимательство |
partnership | партнерство, товарищество |
be responsible for smth. be liable for smth. | быть ответственным за что-либо |
be in charge of smth. | быть ответственным |
business receipts | отчисления от коммерческой деятельности |
charitable institutions | благотворительные учреждения |
to contribute | делать вклад |
to declare personal bankruptcy | объявить себя банкротом |
to distribute profits and losses | распределять (делить) прибыль и убытки |
to follow legal procedure | пройти юридическую процедуру |
general partners | основные, генеральные партнеры (с полной юридической ответственностью) |
to get tax benefits | получать налоговые льготы |
to have authority | иметь право принятия решения |
to incorporate | объединяться в корпорацию |
liability (limited, unlimited) | юридическая ответственность (ограниченная, полная) |
non-profit institution | |
stock certificates | свидетельство на акцию, удостоверяющее право владельца на часть акционерного капитала |
ownership | собственность |
to pay off the debts | выплачивать долги компании |
to run a risk | рисковать |
secret partner | партнер, неизвестный общественности |
silent partner | партнер, известный общественности, но не имеющий права голоса |
stockholder | акционер |
to sue and be sued | подавать иск и отвечать по иску |
to supervise daily management | осуществлять ежедневное руководство |
issue stocks | выпускать акции |
debts | долги |
Task 2. Read and translate the text.
Strengths and Weaknesses of Different Forms of Business Organization
Proprietorships, partnerships and corporations have certain advantages and disadvantages. These can be considered using the following criteria: simplicity, ability to raise capital, liability, control, taxation, etc.
Of the three basic forms, the proprietorship is the simplest. The legal procedures for starting a proprietorship are limited to registering the company's name. Going out of business is also very easy: no legal procedures are required. Starting a partnership is less complex than starting a corporation. Simplicity has its advantages but it is not the only thing to consider when choosing the right form of business organization.
Ways of raising capital are different under different forms of business organization. The source of capital for a proprietorship is usually the owner's own savings and loans from banks. More capital can be raised by bringing in partners or by incorporating. The so-called venture capital market is another important source of capital for new businesses.
A major difference among organizational forms is the degree to which owners are personally liable for debts of the business. If a proprietorship fails, creditors can claim the owner's property to pay off the debts of the business.
For a partnership, liabilities can also be a serious problem. The limited liability feature of the corporation is its biggest advantage.
19.2 Организационная структура компании
Task 3. Read and translate the text.
Most companies are made up of three groups of people: the shareholders (who provide the capital), the management and the workforce. The management structure of a typical company is shown in this organisation chart below. At the top of the company hierarchy is the Board of Directors, headed by the Chairperson or President. The Board of Directors is responsible for
· policy decisions and strategy;
· running the company;
· submitting an annual report to the shareholders.
It usually appoints a Managing Director or Chief Executive Officer, who has overall responsibility for the running of the business. At the annual meeting the shareholders can vote to dismiss the directors. Each shareholder has as many votes as the number of shares owned.
Senior managers or company officers head the various departments or functions within the company. The shareholders of a company have limited liability. The most they can lose is the money they originally spent buying shares. Unlike sole traders and partners, shareholders cannot be forced to sell their personal possessions when the business cannot pay. At worst, the shares merely become worthless.
Task 4. Look at the Organization Structure of a company below and speak about legal form and structure of your own company.
How many departments are there in the company?
How many managers work in the company?
What is in your opinion the most important department?
Are there any overseas branches?
The Managing Director or Chief Executive Officer (CEO) runs the company and is accountable to the Board of Directors. The Finance Manager reports to the Managing Director. The Accounts Manager is under the Finance Manager.
Task 5. Read the dialogue. Give Russian equivalents to the underlined English words and word combinations. Learn them by heart.
Ann is having lunch with her friend Dan. Ann has just accepted a position as Administrative Assistant. Her boss is an executive with a firm that manufactures heavy machinery used in construction.
Dan: You've got a new job, Ann. My congratulations.
Ann: Thanks, Dan.
Dan: Tell me a few words about your boss. What does he do?
Ann: Well, he is one of the vice presidents of the company, so he's rather important. He is an executive.
Dan: Do you know the difference between an executive, a manager and an administrator?
Ann: I am afraid, I can hardly tell you the difference. I think these words are interchangeable and they really aren't different in many companies.
Dan: What about your company?
Ann: In our company the top officers are called administrators. The next highest group - the vice presidents, the heads of major departments and branch plant managers - are executives like my boss.
Dan: Is that all?
Ann: The group consists of managers, who are general managers and foremen.
Dan: So I see that an organization has a number of positions and some people have more authority than others.
Ann: You are right.
Dan: But it would be interesting to know more about the functions of an executive like your boss.
Ann: I'd say he makes a lot of important decisions. He sets objectives, coordinates work and delegates authority. He also responsible for hiring, firing, evaluating and just general leading.
Dan: It seems to be important.
Ann: It is really important. It's evident that making careful decisions is the basis of good management.
Dan: But do you work under much pressure?
Ann: Dan, you know I am quite used to working under pressure from my last job. I am also accustomed to lots of paper work and red tape.
Dan: Good for you.
Ann: And what's more important I feel that I can learn a lot because my boss is very competent.
Dan: Good, I think we'd be in a hurry not to be late for work.
Key Vocabulary
to work under pressure | работать по принуждению |
to delegate authority | распределять обязанности, передавать полномочия |
red-tape | зд. бюрократическая, канцелярская работа |
supervisory manager | менеджер низшего звена |
top manager | менеджер высшего звена |
set objectives | ставить задачи, намечать цели |
executive | исполнительное лицо |
evaluate | оценивать |
accept | принимать |
major departments | основные отделы |
it’s evident | очевидно |
be accustomed to smth. | иметь привычку, обыкновение |
19.3 Стили управления
Task 6. Read and translate the text.
LEADERSHIP STYLES
Leadership styles can be classified on the basis of how leaders use their authority. From Mahatma Gandhi to Jack Welch and Martin Luther King to Rudolph Giuliani, there are as many leadership styles as there are leaders. Fortunately, business people and psychologists have developed useful, shorthand ways of describing the main leadership styles that can help aspiring leaders to understand and adapt their own styles and leadership impact.
The three basic styles are described as autocratic, democratic and free - rein.
Autocratic Leadership
Autocratic leadership is an extreme form of transactional leadership, where leader has absolute power over his or her employees or team. Employees and team members have little opportunity for making suggestions, even if these would be in the team or organization’s interest. Most people tend to resent being treated like this. Because of this, autocratic leadership usually leads to high levels of absenteeism and staff turnover. For some routine and unskilled jobs, the style can remain effective where the advantages of control outweigh the disadvantages.
Democratic Leadership or Participative Leadership
Although a democratic leader will make the final decision, he or she invites other members of the team to contribute to the decision-making process. This not only increases job satisfaction by involving employees or team members in what’s going on, but it also helps to develop people’s skills. Employees and team members feel in control of their own destiny, such as the promotion they desire, and so are motivated to work hard by more than just a financial reward.
Laissez-faire Leadership
This French phrase means “leave it be” and is used to describe a leader who leaves his or her colleagues to get on with their work. It can be effective if the leader monitors what is being achieved and communicates this back to his or her team regularly. Most often, laissez-faire leadership works for teams in which the individuals are very experienced and skilled self-starters. Unfortunately, it can also refer to situations where managers are not exerting sufficient control.
Management is the process of designing and maintaining an environment in which individuals working together in groups, accomplish efficiently selected aims. As managers, people carry out the managerial functions of planning, organizing, staffing, leading and controlling. Management applies to any kind of organization. It applies to managers at all organizational levels. Managers are charged with responsibility of taking actions that will make it possible for individuals to make their best contributions to group objectives.
The scope of authority held may vary and the types of problems may be considerably different. But all managers obtain results by establishing an environment for effective group endeavour. Top-level managers spend more time on planning and organising than lower-level managers. Leading takes a great deal of time for first-line supervisors.
The aim of all managers
In a very real sense, in all kinds of organizations, whether business or nonbusiness, the logical and most desirable aim of all managers must be establishing an environment in which people can accomplish group goals with the least amount of time, money, materials and personal dissatisfaction, or where they can achieve as much as possible of a desired goal with available resources.
Key Vocabulary
autocratic | самодержавный; властный |
free-rein | бесконтрольный, свободный тип управления; «без узды» |
the reins of government | бразды правления |
to keep a tight rein on smb. | строго контролировать; держать в узде (кого-либо) |
compliance | подчинение (правилам, законам) |
to comply with | подчиняться правилам; следовать закону |
to withhold (withheld) | отказывать (в чем-либо); воздерживаться |
punishment | наказание; порицание |
concurrence | совпадение мнений; согласие, согласованность (действий) |
primarily | первоначально; прежде всего; первым делом; главным образом |
rewards | награда, поощрение |
to design and maintain an environment | создавать и поддерживать условия внутренней среды организации |
to accomplish | доводить до конца; завершать |
to accomplish aims /goals | достигать поставленных целей |
efficient | действенный, эффективный, целесообразный, рациональный (о человеке умелый, подготовленный, квалифицированный) |
to staff | комплектовать кадры |
to apply to | касаться, относиться, быть приемлемым |
Management applies to any kind of organization. | Менеджмент касается любого типа организации. |
a profit enterprise | коммерческое предприятие, работающее на прибыль |
a not-for-profit enterprise | неприбыльное предприятие, не работающее на прибыль |
staff turnover | текучка кадров |
to charge with responsibility | наделять ответственностью |
to make contributions | вносить вклад, содействовать |
objectives; aims; goals | цели |
group objectives | значимые для всех цели |
scope of authority | диапазон полномочий, сфера власти |
to deal with | иметь дело с кем-то, ведать, рассматривать вопрос |
to obtain achieve results | достигать результатов |
to establish | устанавливать, организовывать |
group endeavour | совместные усилия |
a desired goal | желанная цель |
a desirable aim | |
a surplus | излишек, прибыль |
amount of | количество |
available resources | доступные ресурсы, наличные средства |
19.4 Корпоративная этика
Task 4.Read and translate the text.
Business ethics are a hot topic these days. With everything from insider trading to employee theft on the rise, it is no wonder that businesses are beginning to focus on the impact of ethical leadership. But along with this new focus comes a lot of "gray area". Many times, managers are forced to decide on issues where there are arguments on both sides - a problem that makes ethical decision-making very difficult.
According to Kenneth Blanchard and Norman Vincent Peale, authors of The Power of Ethical Management, there are three questions you should ask yourself whenever you are faced with an ethical dilemma.
· Is it legal? In other words, will you be violating any criminal laws, civil laws or company policies by engaging in this activity?
· Is it balanced? Is it fair to all parties concerned both in the short-term as well as the long-term? Is this a win-win situation for those directly as well as indirectly involved?
· Is it right? Most of us know the difference between right and wrong, but when push comes to shove, how does this decision make you feel about yourself? Are you proud of yourself for making this decision? Would you like others to know about the decision you made? Most of the time, when dealing with "gray decisions", just one of these questions is not enough. But by taking the time to reflect on all three, you will often find that the answer becomes very clear.
Developing Your Company's Ethics Policy
There are definite advantages to owning your own business when you want to establish an ethics policy. You see, ethics come from the top. Without setting an example at the top, it is often difficult, if not impossible, to convince your employees that they too should be ethical in their business dealings. A well-defined ethics policy provides the framework for ethical, moral behavior within your company. The benefit is higher employee morale and commitment which in most cases leads to higher profits. But higher profits should not be your motivating factor in defining your ethics policy. In these days of downsizing and increasing change, some may argue that these ideals are unrealistic. However, it is important to note that most of the opponents of good ethics are focusing on short-term versus long-term results. Many organizations which have participated in the downsizing mania are beginning to realize that they have traded long-term employee morale and productivity for short-term profit margins. The bottom line is "what goes around, comes around." If you treat your employees with disrespect and distrust, chances are they will do the same toward you. When you are developing your ethics policy, you must decide what it is you want your company to stand for, put it in writing, and enforce it. According to Blanchard and Peale, you can base your policy on five fundamental principles:
Purpose. A purpose combines both your vision as well as the values you would like to see upheld in your business. It comes from the top and outlines specifically what is considered acceptable as well as unacceptable in terms of conduct in your business.
Pride. Pride builds dignity and self-respect. If employees are proud of where they work and what they are doing, they are much more apt to act in an ethical manner.
Patience. Since you must focus on long-term versus short-term results, you must develop a certain degree of patience. Without it, you will become too frustrated and will be more tempted to choose unethical alternatives.
Persistence. Persistence means standing by your word. It means being committed. If you are not committed to the ethics you have outlined, then they become worthless. Stand by your word.
Perspective. In a world where there is never enough time to do everything we need or want to do, it is often difficult to maintain perspective. However, stopping and reflecting on where your business is headed, why you are headed that way, and how you are going to get there allows you to make the best decisions both in the short-term as well as the long-term.
A company policy is a reflection of the values deemed important to the business. As you develop your ethics policy, focus on what you would like the world to be like, not on what others tell you it is.
Выводы
В результате изучения данной темы студенты получат знания в области менеджмента, узнают о методах и стилях корпоративного управления и корпоративной этики. Это позволит им расширить свой словарный запас профессиональной лексики и читать оригинальную специальную литературу не испытывая серьёзных затруднений.
Библиография
1. English Dictionary, Macmillan, 2005.
2. David Begg, Stanely Fischer, Economics, UK Limited. 1984.
3. Stephen Danks, A First Course in Business Studies, 1991.
4. , English for Managers, Феникс, 2005.
