Деловой иностранный язык (английский) факультатив (стр. 17 )

3. What are the common titles that deal with middle manage­ment?

4. What are the common titles that refer to manage­ment?

5. Who is at the bottom of the management lev­els?

6. What are the most common areas of management?

7. What is a financial manager responsible for?

8. What is an operations manager traditionally equated with and what are the changes in recent years?

9.What is a marketing manager responsible for?

10. What does an administrative manager coordinate?

Exercise VI. Discussion.

1. Practical application of knowledge in management requires certain abilities or skills.

2. Depending on its purpose and mission an organization may include various areas of management.

Exercise plete the following sentences using suitable words or phrases from the box bellow.

managing director

director

senior executive

middle manager

junior executive

supervisor

superior

subordinate

colleage

staff

employee

work-force

The group of executives working below the top managers are generally called ……….. . Valerie is an important person in our company. She is a member of the board of ……… .   Peter, a recent university graduate, has been with the firm for a year. He is at present a ………. and is being trained  managerial position. Their ………. is expanding rapidly. They now have over 5,000 employees. At least 50% of our ………. have been with the company over ten years. ……… in an organization generally have more fringe benefits than lower-level managers. We are a small group in the Research and Development Department. Fortunately, I get on well with all my …….. . Our telephone operations work under the direction of a …….. . I work under Mr. Brown. He’s my …….. . Sheila and Tom work under my authority. I am their boss and they are my …. . I am responsible  for ………….. training and development. A ……….. is a person of high rank in an organization, usually next in importance to the Chairman.

Exercise VIII. Word plete the following sentences with the correct form of the words

produce

e. g. a Our production of washing-machines increased by 5% last year.

b We have recently put on the market two new ……. .

c ………. per worker will increase with the introduction of the new machines.

d The … company is well-known in the agricultural industry.

e It sells mainly farm..:- eggs, butter, milk, ect.

compete

a Coca Cola’s main …… is the Pepsi-Cola company.

b We try to stay ……. by investing heavily in advertising and promotion.

c  Our company’s main objective is to keep ahead of the …… .

3 plan

a The meeting did not go as …..

b Some projects take years of ……..

c Before asking a bank manager for money, it is wise to show him a business…….

4 analyse

a Managers need to have  an ……. mind.

b Our …….. showed that we needed to put more emphasis on marketing.

c We must look at the problem …….. .

Exercise plete the following sentences with the correct word or phrase (a, b, c or d).

Nowadays, I eat out at restaurants regularly and often go abroad for holidays. My …….. is much higher than it used to be.

a standard of living

b cost of living

c lifestyle

d way of life

2 Writing reports is not a ……..  that everyone enjoys.

a duty

b work

c job

d function

Exercise plete the following passage, using suitable words and phrases from the box below.

assembly line

bonus

capacity

component

foreman

lay off

layout

redundant

schedule

incentive

overtime

shift

quality control

robot

‘I used to work in a company which made ……….. (1) for cars. Things like spark plugs, carburettors, and, so on. We were well paid and we had a productivity ….(2) too. And if you needed extra money for a holiday, you usually had the chance to do a bit of ……….(3). The management was generous. They gave prizes, such as car radios, to workers who attended regularly. That was a real ……… (4) for us not to be sick! We worked two ………. (5) at the factory – I usually worked at night. I liked the ……… (6) a lot. He let you get on with the job.

Things changed two years ago. We got several big orders at once and just couldn’t cope. The production manager got really upset when we got behind ……(7). The …… (8) people weren’t too pleased either because a number of carburettors had defects, so they were thrown away. In the end, the company brought in some management consultants. They studied our methods of work, then recommended automating part of the plant. That meant changing the whole ….(9) of the factory.

Well, we did as they said. I must say, our production ………(10) did increase and stock levels became high again. The trouble is, the management decided to cut down the work-force. At first, only a few workers were ………… (11), but later staff from all departments were made …………. (12).

Nowadays, I’m working on an ……….. (13) in a car manufacturing factory. I spray the car bodies. Would you believe it, I hear they’re bringing in ……… (14) to do ray job! So I’ll be out of a job again soon’.

Proverbs and sayings. Read the proverbs, find the equivalents in the native language. Use the proverbs in the situation of your own.

Money spent on the brain is never spent in vain.

Dilligence is the mother of success. 

Тема 4. Конфликт

Conflict at Work

Conflict exists in every organization and to a certain extent indicates a healthy exchange of ideas and creativity. However, counter-productive conflict can result in employee dissatisfaction, reduced productivity, poor service to clients, absenteeism and increased employee turnover, increased work-related stress or, worse case scenario, litigation based on claims of harassment or a hostile work environment.

In this section, we look at managing the day to day conflict that occurs in all workplaces – ways to identify and understand it and ways to manage it effectively. As an executive director or manager, it is often your role to discern when a conflict is a normal part of the work day and work relationships or whether you need to engage an external alternative and/or refer to a more formal conflict resolution policy and procedure.

Common sources of conflict

Conflict is an inevitable part of human relationships. Where commitment to mission and long hours with minimal resources intersect, nonprofit workplaces can be rife with conflict interchanges. Conflict can arise from managing differing perspectives and seemingly incompatible concerns. If we can accept it as a natural part of our emotional landscape, it can be easier to work with than if we expect (or wish!) conflict to disappear and never resurface.

As a manager, it is important to be able to identify and to understand the varying levels of conflicts and how these levels are manifested in different ways. An early sign of conflict is that "nagging feeling" or tension you feel, indicating that something is brewing under the surface. Pay attention to non-verbal behaviours such as crossed-arms, eyes lowered or someone sitting back or away from you or the group. These signs can provide you with important information about your current situation and can help you in assessing your next steps. If these signs are not dealt with in a timely manner, this sense of apprehension can shift to another level of conflict and can be manifested more directly with opposition and conviction. This aspect of conflict is addressed in more depth in the sections below.

More often than not, these early warning signs are a part of a larger web of dynamics present in your organization. As part of our analysis, it is helpful to understand the source of potential conflict. Below are some common sources of conflict:

Conflict type	Description
Values conflict	Involves incompatibility of preferences, principles and practices that people believe in such as religion, ethics or politics.
Power conflict	Occurs when each party wishes to maintain or maximize the amount of influence that it exerts in the relationship and the social setting such as in a decision making process.
Economic conflict	Involves competing to attain scarce resources such as monetary or human resources.
Interpersonal conflict	Occurs when two people or more have incompatible needs, goals, or approaches in their relationship such as different communication or work styles.
Organizational conflict	Involves inequalities in the organizational chart and how employees report to one another.
Environmental conflict	Involves external pressures outside of the organization such as a recession, a changing government, or a high employment rate.

Once you know more about where the conflict stems from, you will be better equipped to address it. A variety of factors influence when and how conflict will surface. To get the bigger picture, consider all the sources above before taking action. Now, we will look at the various ways in which we can respond and manage conflict.

Understanding conflict styles

Thomas and Kilman (1972) developed a model that identified five common strategies or styles for dealing with conflict. They state that individuals tend to have a personal and habitual way of dealing with conflict which can take over when we are under pressure. Sometimes it's the most productive style for resolving the conflict, but very often it's not and simply worsens the situation. A first step in dealing with conflict is to discover your preferred conflict style(s) and subsequently, learn how to manage a variety of situations using different approaches.

These styles have two basic dimensions:

Assertiveness, which relates to behaviours intended to satisfy one's own concerns. This dimension is also correlated to attaining one's goals,