Key questions for the planning committee

1. Where will the visitors stay?

2. Who will meet them? What transport will be used?

3. What arrangements should be made for meals?

4. When will the business meeting take place?

5. What topics would be suitable for discussion at meals?

6. How will the visitors be entertained? Trips? Special events?

7. What gifts would be suitable? When and how should they be given?

8. Should there be local press and television coverage?

9. Is it necessary to provide an interpreter?

10. Any other ideas to develop a good relationship?

C. Summarize the information of the unit. Use the following prompts as a plan.

· Common forms of business organization, their advantages and disadvantages.

· Groups of companies according to the type of business activity they perform.

· LTD and PLC.

· The role of the Board of Directors.

· Types of internal company structure.

· Flotation.

· Takeovers and mergers.

VOCABULARY

asset (s) n – актив(ы)

fixed ~ – основные средства

current ~ – оборотные средства

bankruptcy n – банкротство

board n – совет

~ of directors – совет директоров

business entity – субъект хозяйственной деятельности

chairman n (Br. E) /president n (Am. E) – председатель совета директоров компании, президент

charter n – устав

be in charge of/to be liable for – руководить, быть ответственным

company n – компания

limited ~ (Ltd) – закрытая акционерная компания с ограниченной ответственностью (ЗАО)

public limited (plc) ~ – открытая компания с ограниченной ответственностью (ООО)

director n – директор

managing/executive ~ (Br. E.)/CEO (Am. E.) – управляющий [исполнительный] директор

marketing ~ – директор по маркетингу

non-executive director – член совета директоров, не являющийся исполнительным лицом компании

production ~ – руководитель производства

flotation n (Br. E.)/ initial public offering (Am. E.) – размещение (займа)

joint a – совместный

~ venture – совместное предприятие

~ stock – акционерный капитал

liabilities n – долги, денежные обязательства, задолженность

liability n – ответственность, обязательство

manager n – руководитель

purchasing ~ – начальник отдела снабжения

personnel ~ – начальник отдела кадров

advertising ~ – руководитель рекламного отдела

home sales ~ – управляющий сбытом на внутреннем рынке

public relations ~ – руководитель по связям с общественностью

overseas sales ~ – управляющий экспортными операциями

merger n – слияние; объединение фирм в одну новую фирму

partnership n – товарищество

predator n – «хищник» (инвестор или спекулянт)

proprietor n – предприниматель, собственник

proprietorship n – предпринимательство

sole ~ – единоличное предпринимательство

stock exchange n – фондовая биржа

structure n – структура

line ~ линейная структура

line-and-stuff – линейно-штабная структура

functional ~ – (линейно-) функциональная структура

matrix ~ – матричная организационная структура

takeover n 1) взятие под свой контроль и управление; 2) поглощение компании

~ bid – предложение о поглощении

hostile ~ bid– «враждебное» предложение о поглощении

underwriter n – гарант размещения выпуска ценных бумаг

GLOSSARY

· Assets of a company are all the things that it owns. The size of the company is measured in terms of its assets.

· Current assets generally consist of cash, marketable securities, receivables, inventories and prepayments.

· ‘Dawn raids’ – is the time when the predator, or its agents, start buying shares in the target company as soon as the market opens in the morning, in the hope that they can catch the market by surprise and accumulate enough shares quickly without anyone quite realizing that a takeover is in the offing.

· Fixed assets are assets which a company uses on a continuous basis such as property and machinery.

· Flotation – the process of becoming a public limited company as the shares of the company are ‘floated’ on the stock market.

· Liabilities are the sums of money which a company owes.

· Limited company is a company that does not issue shares for public subscription and whose owners are legally responsible for only a part of any money that it may owe if it goes bankrupt.

· Merger is the joining together of two separate companies or organizations so that they become one.

· Partnership is a relationship in which two or more people, business or industries work together as partners.

· Predator – a company attempting to buy up another firm in a hostile takeover bid.

· Public limited company – is a limited company whose shares may be purchased by the public and traded freely on the open market.

· Sole proprietor is a person who owns his own business and does not have a partner or any shareholders.

· Takeover is the act of gaining control of a company by buying more of its shares than anyone else.

· Underwriter is a financial advisor which guarantees to buy any shares that are unsold from the original application process.

· ‘White knight’ is a friendly company with which a hunted company would prefer to merge.

MANAGEMENT

DISCOVERING CONNECTIONS

1. Can you imagine a company performing successfully without management?

2. What is management? Is it an art or a science? An instinct or a set of skills and techniques that can be taught?

3. Do you agree that a manager is a continual problem-solver, decision-maker, and innovator?

READING

Text 1

While reading the text focus on the following issues:

− variety of resources used by most businesses;

− functions of management;

− levels of management;

− tasks managers face;

– company policy, strategy, vision and mission.

Nature of Management

Management is a set of activities designed to achieve an organization’s objectives by using its resources effectively and efficiently in a changing environment. Effectively means having intended results; efficiently means accomplishing the objectives with a minimum of resources.

Managers work in an organization. An o rganization is a managed system designed and operated to achieve a specific set of objectives. A system is a set of interdependent parts that processes inputs (such as raw materials) into outputs (products). Business inputs are usually called resources. Most businesses use a variety of human, financial, physical, and informational resources. Managers function to transform these resources into the outputs of the business, i. e. goods and services. In fact, managers’ work can be organized within five functions, often classified as planning, organizing, staffing, leading/ directing, and controlling/monitoring.

· Planning: deciding what needs to happen in the future (today, next week, next month, next year, over the next 5 years, etc.) and generating plans for action.

· Organizing/implementation: making optimum use of the resources required to enable the successful carrying out of plans.

· Staffing: job analyzing and hiring individuals for appropriate jobs.

· Leading/directing: determining what needs to be done in a situation and getting people to do it.

· Controlling/monitoring: checking progress against plans, which may need modification based on feedback.

Organizational members are divided into two categories: operatives and managers. Operatives or rank and file are people who work directly on a job or task and have no responsibility for overseeing the work of the others. Managers are individuals who initiate and oversee new projects, make decisions about the use of the organization’s resources, and are concerned with planning, organizing, leading, and controlling the organization’s activities so as to reach its objectives. A manager’s job is to achieve high performance relative to the organization’s objectives.

Managers may be classified according to their level or position within the organization. Most organizations have three levels of management – senior management (or top management or upper management), middle management and low-level management or supervisors.

Top managers require an extensive knowledge of management roles and skills. President (Am. E.) or chairman (Br. E), managing director (Br. E.) or chief executive officer (CEO – Am. E.), chief financial officer (CFO) are common titles at this level. Conceptual and interpersonal skills underlie their activities. Top managers are executive in nature and define the company’s vision, mission and objectives. The vision reflects the company’s aspirations and specifies its intended direction or future destination. It is a picture of where the whole team is meant to be going. The mission of the business is its most obvious purpose which may be, for example, to make soap. Besides it states the company’s responsibilities to their customers, employees, stockholders and communities. The objectives of the business refer to the ends or activity at which a certain task is aimed. Top-level managers are also responsible for the company’s policy and strategy. The business’s policy is a guide that stipulates rules, regulations and objectives. It must be flexible and easily interpreted and understood by all employees. The business’s strategy refers to the coordinated plan of action that it is going to take, as well as the resources that it will use, to realize its vision and long-term objectives. It is a guideline to managers, stipulating how they ought to allocate and utilize the factors of production to the business’s advantage.

Mid-managers are those managers who receive broad statements of strategy and policy from executives and develop specific objectives and plans. They spend a large portion of their time in planning and organizing activities. Conceptual and technical skills underlie these activities. Examples of the titles of middle managers are product manager, department head, plant manager, and quality control manager.

Lower or first-line managers are those concerned with the direct production of items or delivery of services. They plan the day-to-day work of employees they supervise. They make sure that needed resources are available and used wisely. Low-level managers often evaluate the work of their employees and solve problems that occur in their area. Supervisors spend most of their time implementing the plans of executives and mid-managers. Mostly technical skills underlie their activities. The common titles of first-line managers are office manager, store manager, loan officer and others.

Vocabulary Focus

Ex. 1.

A. Study the meaning of the following words:

a) aim (n) – purpose, object;

b) end (n) – purpose, aim (to this end);

c) goal (n) – object of efforts or ambition;

d) objective (n) – object aimed at, purpose;

e) purpose (n) – that which one means to do;

f) target (n) – total which it is desired to reach.

B. Choose the right word in italics:

1. All our objectives /purposes were won.

2. The end/aim justifies the means.

3. For what goal/purpose do you want to go to Canada?

4. He has only one aim/target in life – to make a fortune.

Ex. 2. Complete the table by inserting the missing forms if possible

Noun	Verb	Adjective/Participle
		efficient
	accomplish
implementation
	execute
	manage
supervisor
aspiration
		effective
	achieve
		stipulating
process
	operate
	authorise

Ex. 3. Match the words in column A with their synonyms in column B.

A	B
1) achieve (v)	a) carry out (v)
2) managerial (a)	b) rationally (adv)
3) control (v)	c) top (a)
4) efficiently (adv)	d) accomplish (v)
5) resources (n)	e) direct (v)
6) staff (n)	f) rank and file
7) upper (a)	g) aim (n)
8) operative (n)	h) monitor/oversee (v)
9) objective (n)	i) inputs (n)
10) implement (v)	j) executive (n)
11) generate (v)	k) personnel (n)
12) lead (v)	l) initiate (v)
13) hiring (n)	m) recruitment (n)

Ex. 4. Match the Russian word combinations with their English equivalents.

A	B
1) достичь цели 2) разрабатывать новые стратегии 3) рационально использовать ресурсы 4) управление персоналом 5) рядовые сотрудники организации 6) завершить работу 7) постановка целей 8) долгосрочные цели 9) аналитические способности 10) перерабатывать ресурсы 11) претворять планы 12) межличностные навыки (умение ладить с людьми) 13) общая формулировка стратегии	a) staff management b) the setting of goals c) to achieve/reach an objective d) conceptual skills e) to accomplish work f) to develop new strategies g) interpersonal skill h) to process inputs i) to implement plans j) to use resources efficiently k) rank and file / operatives l) long-term objectives m) broad statements of strategy

Ex. 5. Express in one word, use the words for reference:

– person who controls a business;

– ability to do sth expertly and well;

– managed system designed and operated to achieve a specific set of objectives;

– job analyzing, recruitment, and hiring individuals for appropriate jobs;

– people who work directly on a job or task and have no responsibility for overseeing the work of the others;

– to have a powerful or ambitious plan, desire, or hope to do or be something;

– checking progress against plans, which may need modification based on feedback;

– a plan for success in business;

– a guide that stipulates rules, regulations and objectives;

– a specific task or duty assigned to a business;

– the ability of great perception, esp. of future developments.

Vision, manager, monitoring/controlling, organization, strategy, skill, mission, operatives, company policy, to aspire, staffing

Comprehension

Ex. 1. Answer the following questions.

1. What is management?

2. What types of resources is a manager in control of?

3. What are five managerial functions? Comment on them.

4. What two categories are organizational members divided into? How do operatives differ from managers?

5. What are the three levels of management authority? What functions do managers of every level perform?

6. Which of the following is not one of the five functions of management: planning, producing, implementing, controlling?

7. What is the difference between conceptual and interpersonal skills?

8. How can you define the business’s mission and vision?

9. What is the difference between the company policy and strategy?

Text 2

Read the text and do the tasks that follow.

Management Styles

Managing a group of people is a very difficult job. In ‘The Human Side of Enterprise’ 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 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 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. Many people assume that Theory Y is more ‘progressive’ than Theory X, but later theorists argued that it 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 simply substitute Theory Y for Theory X. They have to replace the security provided by Theory X with a different structure of security and certainty.

Thus, it is not easy to get people with different backgrounds, personalities, and experience to work well together. Managers approach the task of directing a group in different ways based on their management style.

Management Style is the way a manager treats and involves employees. Two very different styles often used by managers are tactical management and strategic management.

Tactical management is a style in which the manager is more directive and controlling. The manager will make the major decisions and stay in close contact with employees while they work to make sure the work is done well. A manager should use tactical management style when:

– working with part-time or temporary employees;

– working with employees who are not motivated;

– working under tight time pressure;

– assigning a new task for which employees are not experienced;

– employees prefer not to be involved in decision-making.

Strategic management is a style in which the manager is less directive and controlling and involves employees in decision-making. A manager using a strategic style will trust employees to work without direct supervision and will seek their advice on important decisions.

A manager should use strategic management style when:

– employees are skilled and experienced;

– the work is routine with few new challenges;

– employees are doing work they enjoy;

– the manager wants to improve group relationships;

– employees are willing to take responsibility for the results of their work.

In the past, many managers used the tactical style of management. They believed they were responsible for getting work done and thus needed to be directive and controlling. That often led to employee frustration because they felt their managers did not trust them. Some employees prefer that the manager make day-to-day decisions. Other employees are not experienced enough to work without close supervision. As a result, effective managers are prepared to use both styles. The combined use of tactical and strategic management is known as mixed management.

There is another classification of managerial styles which comprises autocratic, democratic and laissez-faire approaches.

An autocratic person has complete power and makes decisions without anyone else’s advice. Democratic style is based on the idea that everyone should have equal rights and should be involved in making important decisions. A laissez-faire styleis based on the idea that people should be allowed to make decisions themselves without interference from those in authority.

Effective managers must be able to influence the members of the organization. Influence enables a person to affect the actions of others. There are several kinds of influence a leader can use:

Position influence is the ability to get others to accomplish tasks because of the position the leader holds.

Reward influence results from the leader’s ability to give or withhold rewards. Rewards may be in the form of money or job benefits, such as recognition and praise.

Expert influence arises when group members recognize that the leader has special expertise in the area.

Identity influence stems from the personal trust and respect members have for the leader.

If a manager is not viewed as an expert and is not well liked, he or she will have to rely on position and reward influence. It is not easy to continue to get people to do things for you just because you are their manager. They will probably do just enough to get by, get a reward, or avoid punishment. Most leaders try to develop expert and identity influence.

Ex. 1. Read the text again and complete the following sentences, using your own words as much as possible.

1. According to Theory X, employers have to threaten workers because….

2. According to Theory Y, employers should give their workers responsibilities because….

3. Maslow criticized Theory Y because….

4. Management Styleis the way….

5. Tactical management is used when….

6. Strategic management is used when….

Ex. 2. Answer the following questions.

1. How is tactical management different from strategic management?

2. Which of the two management styles would you prefer if you were an employee? If you were a manager, which of the styles would you use? Do you believe everyone would answer those two questions the same way?

3. Peter Drucker says ‘Management is and has to be a power.’ What does this mean?

4. Do you share the opinion that “Poorly considered solution will be costly in dollars, happiness, or both?”

Ex. 3. Put the terms laissez-faire, democratic and autocratic into the correct place in the table. Explain your choice.

Management style	Method
1.	Leader makes decisions. Others are informed and carry them out.
2.	Leader discusses with others before the decision is made. The group can influence the decision that is made.
3.	There is no formal structure to make decisions. The leader does not force his or her views on others.

Ex. 4. Give the short summary of the text. Use the following clichés:

McGregor outlines two opposing theories …; the approach assumes that …; he concluded that …; he pointed out that …; thus …; they believe that …; etc.

Ex. 5. As you read the passage, highlight Sam Walton’s managerial decisions that ensured the success of Wal-Mart.

Wal-Mart, an American retailer was founded 40 years ago by Sam Walton. He opened his first Wal-Mart store, in Rogers, Arkansas on 2 July 1962. He was 44 at that time.

Initially, Sam Walton set up traditional retail outlets with relatively high prices. But then on he sought to drive out unnecessary costs wherever he could, all with the aim of bringing prices down.

Since Walton was operating on small profit margins he appreciated the need for growth. ‘If you are not going to make much on each item you had better sell a lot of them’. Walton would fly around America literally looking at the land below. When he saw a piece of property that was fairly near to a few small towns he would land the plane, buy the property and order a new Wal-Mart to be built.

Compared to most city centre supermarkets Wal-Mart stores are enormous and offer an extremely wide range of goods: everything from food to mobile phones, CDs, prams, paint, cameras, tools, bikes and so on. Wal-Mart stores have now become something of a national institution in America.

Sam Walton not only brought about the dominance of low-price stores in America, he also appreciated the importance of information technology very early. In the late 1960s he visited IBM to find the best person he could, hired him and got him to computerize Wal-Mart’s operations. Nowadays Wal-Mart’s computer database is second only to the Pentagon’s in capacity.

In the 30 years before his death in 1992 Walton built an empire that turned him into the wealthiest man in America and led the way in retailing worldwide. There are now over 1,700 Wal-Mart stores in the USA. Wal-Mart also has over 1,000 stores outside America. Its profits last year were an astonishing $6 bn and the company’s market value was over $260 bn. Wal-Mart became the biggest company in the world in terms of sales.

Text 3

Read the text and do the tasks that follow.

Corporate Culture

A business’s culture is the culture of the group of people working for that business. It is the set of beliefs and values held by employees that determines how they will respond to a particular situation. Thus, at the very heart of Johnson & Johnson’s success is its underlying mission, which it calls ‘Our Credo’. It states the company’s responsibilities to their customers, employees, communities and their stockholders. This mission statement is shared by all of its businesses and has been translated into 36 languages. It acts as a common bond between the various business units and the values outlined in it ensure a coherent approach. The Credo also acts as a yardstick against which all decisions can be judged. If the managers are uncertain about the wisdom of a particular course of action they can judge it against the letter and the spirit of the Credo.

Does culture matter? A business may well have objectives it wishes to achieve and politics it wishes to implement, but its success will depend on the extent to which employees embrace these initiatives, and that in turn depends on the prevailing business culture.

Culture is also likely to be felt in terms of attitude towards change and flexibility. A culture of openness to change will assist a firm in responding to the changing needs of the marketplace quickly, which should lead to greater profitability in the longer term. On the other hand, a ‘can’t do’ culture, where employees stick narrowly to their role (‘it’s not my job’) may lead to missed sales and dissatisfied customers.

There is a wide variety of factors that determine the prevailing culture within an organization. These include management style, recruitment policy, reward policy, and stated aims and objectives.

For example, if a firm aims to recruit innovative high-fliers, offering above average salaries, this will tend to create a more dynamic, forward-looking culture than if the firm pays below the industry average. A firm filled with top-quality graduates aiming to make their mark will have quite a different feel to one in which most employees are clock watching.

Dress-code,timekeeping, hot-desking, time off, reporting procedures, types of meeting, and names are all the elements of a corporate culture. Let us dwell on some of them. The dress code in the workplace is the rules about what kind of clothes employees are allowed to wear there. In some companies employees are allowed to wear clothes that are less smart than usual on Friday. This day is known as a dress-down Friday. Hot-desking is also one of the elements of corporate culture. It is the practice of not assigning particular desks to particular employees in a workplace, so that employees can work at any desk that is available.

The organization’s policies and goals, if clearly communicated, influence culture, especially if employees are rewarded for displaying values that the organization considers to be important. The impact of these policies will be reduced, however, if employees are encouraged to break official policy. For example, if the organization’s stated policy is that quality is the number one priority, but in practice employees are encouraged to cut corners to hit deadlines (whether deliberately, or simply by the structure of their pay system), then the culture which develops will probably be one of corner-cutting.

Culture is very important – it has a major impact on the behavior patterns of a firm’s workforce. It is not something that can be achieved overnight.

Ex. 1.

A. Different companies have different cultures and ways of working. Complete these sentences with the words in brackets.

Dress Code (uniforms/casual Fridays/weekend clothes)

1. We don’t have to wear business suits at the end of the week. My company has a system of … casual Fridays ….

2. In many banks, staff can’t wear what they like. They have to wear….

Timekeeping (flexible hours/part-time/shift work)

1. For two weeks each month, I work at night. I can’t sleep during the day. I hate….

2. We have a … system in our office. Some people work from 9 a.m. to 5 p.m.; others work from 10 a.m. to 6 a.m.

Time off (childcare/annual leave/public holiday)

1. I am so busy at the moment that I worked on New Year’s Day, which is a (n)….

2. How many days’ … do you get in your company?

Reporting procedures (written report/face-to-face/e-mail)

1. We often speak on the phone but never….

2. He send us a (n) … in the post each month.

Types of meeting (informal/formal/social)

1. Our department starts everyday with a (n) … meeting. It is very relaxed.

2. Companies have an Annual General Meeting (AGM) once a year. It is a very … meeting, with a lot of people.

Names (job title/first name/family names)

1. In some countries, the company culture is formal. Staff use … when they speak to each other.

2. What’s your … now? Are you ‘Chief Executive’?

B. Would you like to work for an organization which has:

– uniforms?

– casual Fridays?

– a lot of formal meetings?

– flexible hours?

Why? Why not?

Ex. 2. Answer the questions on the text.

1. What is organizational culture?

2. How is it determined by a company mission?

3. What are other elements of a corporate culture?

4. What impact does culture have on the behavior patterns of a firm’s workforce?

5. In what cases can the impact of a company core values be reduced?

WRITING

Write an essay about a successful company, which is considered to be a global player. Dwell on its history, mission, vision, corporate culture and management. The information below can serve you as an example.

The Starbucks chain is an example of a successful company with a mission. It was bought 15 years ago by Howard Schultz when it was a small coffee chain operating in Seattle, USA. Since then he has established the brand worldwide and the business has grown at an extraordinary rate. In 1987 it had 17 coffee shops. Now it has over 5,600 worldwide – and it is still growing.

The company’s name originally came from an old mining camp called Starbos near Seattle; it was then changed to Starbucks after a character in the book Moby Dick, which also inspired the mermaid logo.

The company’s success has been driven by Howard Schultz, who is often described as ‘a man with a mission’. Schultz’s vision is based on the idea of Starbucks as the Third Place: an oasis of tranquility and calm between home and office. ‘The beverage is just a vehicle for crafting an experience,’ says Schultz, ‘It’s a theatrical presentation – the music, the lighting, the atmosphere, the people – so that when people walk into our stores they feel better about themselves. Coffee has been a stimulus to conversation for hundreds of years, and that’s what people in our stores are doing: speaking, reading, writing …. We’re in the business of creating an experience around coffee and culture and the sense of community, and the Third Place.’

In short, Howard Shults sees the Starbucks mission as the following:

‘Establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles while we grow. The following six guiding principles will help us measure the appropriateness of our decisions:

· Provide a great work environment and treat each other with respect and dignity.

· Embrace diversity as an essential component in the way we do business.

· Apply the highest standards of excellence to the purchasing, roasting and fresh delivery of our coffee.

· Develop enthusiastically satisfied customers all of the time.

· Contribute positively to our communities and our environment.

· Recognize that profitability is essential to our future success.

TRANSLATION

A. Translate from English into Russian.

What Makes a Good Manager?

(10 Tips for a Successful Manager by Bill Gates)

There isn’t a magic formula for good management, of course, but if you’re a manager perhaps these tips will help you to be more effective.

1. Choose a field thoughtfully. Make it one you enjoy. It’s hard to be productive without genuine enthusiasm.

2. Hire carefully and be willing to fire. You need a strong team, because a mediocre team gives mediocre results, no matter how well managed it is.

3. Create a productive environment. This is a particular challenge because it requires different approaches depending on the context.

4. Define success. Make it clear to your employees what constitutes success and how they should measure up their achievements.

Goals must be realistic. Project schedules, for example, must be set up by the people who do the work. People will accept a “bottoms-up” deadline they helped to set but they’ll be cynical about a schedule imposed from the top that doesn’t map to reality. Unachievable goals undermine an organization.

5. To be a good manager, you have to like people and be good at communicating. This is hard tofake. If you don’t genuinely enjoy interacting with people, it’ll be hard to manage them well.

6. Develop your people to do there jobs better than you can. Transfer your skills to them.

7. Give people a sense of the importance of what they’re working on – its importance to the company, its importance to the customers.

When you achieve great results, everybody involved should share in the credit and feel good about it.

8. Take on projects yourself. You need to do more than communicate.

The last thing people want is a boss who just doles out stuff. From time to time prove you can be hands-on by taking on one of the less attractive tasks and using it as an example of how your employees should meet challenges.

9. Don’t make the same decision twice. People hate indecisive leadership so you have to make choices.

10. Let people know whom to please. Maybe it’s you, maybe it’s your boss and maybe it’s somebody who works for you.

B. Translate from Russian into English.

Менеджеры высшего звена разрабатывают политику своей организации, определяют ее миссию и видение – образ организации в будущем.

Миссия организации определяется на этапе становления организации.

В качестве примера реальной миссии компании мирового уровня можно привести миссию компании Matsushita, которую Коносуке Мацусита определял как борьбу с бедностью общества и повышение его благосостояния.

Обычно миссия формулируется в двух вариантах. Короткий вариант миссии представляет собой пару предложений – слоган организации, направленный, прежде всего, на формирование имиджа компании в обществе. Другой, расширенный вариант, формулируется для внутреннего пользования и подробно раскрывает детальные аспекты миссии организации: цель функционирования и область деятельности организации, ее философию, методы достижения поставленных целей, а также методы взаимодействия организации с обществом (социальная политика организации).

С понятием «миссия» тесно связано понятие «видение».

Видение – образ организации в будущем. Если миссия формулируется в общих словах, то видение должно быть предельно конкретно. Например, «стать первой компанией в отрасли».

Принципиальная разница между миссией и видением заключается в том, что миссия демонстрирует, каким образом достигаются те или иные цели. Видение же, в свою очередь, – это картинка будущего, то идеальное положения дел, к которому стремится компания.

LISTENING

You will hear part of an interview with Steve Moody, the manager of the Marks & Spencer store in Cambridge, England. What do you know about Marks & Spencer? What do they sell?

A. Listen to Part One, in which Steve Moody describes the role and responsibility of a store manager. Which of the following tasks is he responsible for?

1) designing the store and its layout;

2) displaying the merchandise;

3) employing the sales staff;

4) insuring the safety of staff and customers;

5) establishing the company’s principles;

6) getting commitment from the staff;

7) increasing profits;

8) maintaining a pleasant working environment;

9) motivating staff;

10) organizing the day-to day logistics;

11) pricing the merchandise;

12) running 40 out of 280 stores;

13) selecting the merchandise;

14) supervising the day-to-day running of the store;

15) training staff.

B. Listen to Part Two, and answer these questions:

1. Why are Marks & Spencer’s store managers limited in giving accountability to their staff and delegating responsibility?

2. What do they concentrate on instead?

C. Listen to Part Three, and answer the following questions:

1. Steve Moody mentions two kinds of regular meetings. The first is weekly meetings for management and supervisory staff. What is the second kind of meetings called?

2. Who attends them?

3. What are they designed to achieve?

4. What kind of problems cannot be dealt with by meetings?

5. How are such problems dealt with?

SPEAKING

A.

A group of managers are discussing whether to offer an employee a full-time contract. Listen and tick the expressions in the Useful language box that you hear.

Useful language: Managing meetings.

Starting OK, let’s get down to business. Right, can we start, please?	Dealing with interruptions Could you let him finish, please? Could you just hang on a moment, please?	Slowing down Hold on, we need to look at this in more detail. I think we should discuss this a bit more.
Setting objectives The purpose of this meeting is … The aims of this meeting are …	Keeping to the point I’m not sure that’s relevant. Perhaps we could get back to the point.	Summarising OK, let’s go over what we’ve agreed. Right, to sum up then …
Asking for reactions How do you feel about …? What do you think?	Speeding up I think we should move on now. Can we come back to that?

You are managers of a retail fashion chain called Space. You are holding your regular management meeting. Use the Managing Director’s notes below as an agenda for your discussions. A different person should chair each item.

1. Dress Code. Following complaints from customers, we need to discuss ideas for a dress code for all employees, as well as guidelines on personal appearance.

2. Policy for Smokers. Non-smoking staff complain that staff who smoke take frequent ‘cigarette breaks’ outside the store. Should smokers work extra time to make up for the time lost?

3. Commission Payments. At present, commission is based on quarterly sales at each store and is divided equally between all staff. Now, our Sales Director wants each person to receive commission according to their individual sales.

4. End-of-year Bonus. Staff receive sales vouchers as an end-of-year bonus. The vouchers give discounts on a range of goods at major department stores. Some managers are proposing to issue no sales vouchers this year. Instead, staff will be invited to an end-of-year party.

5. Staff Turnover. Staff tend to be young so employee turnover is high. As a result, training costs have increased dramatically. What can be done to keep staff longer

B. Case Study: Orbit Records.

Background

Orbit Records was founded in London 20 years ago, and now has 12 large stores in the UK and five in Germany. The company grew quickly because it had a successful marketing strategy. The stores offer a wide range of CDs which they sell at reasonable prices. Their record stores carry over 80,000 titles – about three times more than their main competitors.

About five years ago, Orbit stores diversified into selling computer games, DVDs, videos, T-shirts, adventure holidays, concert tickets, books and comics. Not all the new areas of business were profitable and, as a result, the company’s profits fell sharply.

A change of leadership

After the founder of Orbit Records died, a new Chief Executive, Sheldon Drake, took over. However he failed because he had no clear vision of where the company was going. Also he did not communicate well with employees, who started to lose confidence in the business. They began to worry about losing their jobs and their morale suffered.

Three months ago Sheldon Drake resigned and his place was taken by someone from outside the company.

Task of the new CEO

One of the new CEO’s main tasks was to motivate staff and raise morale, so that would be more productive. The HR Department sent questionnaires to all employees below senior management level. The results are summarized in the chart on the next page.

Staff attitudes (%)	Yes	No	Don’t know
1. Do you fell you participate full in decision-making?
2. Do you feel valued by the company?
3. Do you understand the company’s objectives and overall strategy?
4. Do you have enough contact with senior management?
5. Do you have enough opportunities to express your ideas or make suggestions?
6. Are you paid adequately?
7. Do you think you will be working for this company in five years’ time?
8. Do you have enough opportunities to meet each other socially?

Task

1. Work in small groups. Discuss the results of the survey. What are the most important findings?

2. Think of six practical ideas for motivating staff, improving morale and increasing loyalty. Note them down.

3. Listen and make notes on the CEO’s ideas on these issues.

4. Choose the six best ideas from the CEO’s list and your own list, giving reasons for your choices.

As one group, try to agree on the six best ideas for further action.

C. Summarizethe information of the Unit to be ready to speak on Management. Use the following prompts as a plan.

1) definition of management;

2) five functions of management;

3) two levels of employees in the organization;

4) levels of management;

5) main responsibilities of top managers;

6) company’s mission, vision and strategy;

7) theory X and theory Y;

8) classifications of managerial styles;

9) organizational culture and its components.

VOCABULARY

authority n – власть, полномочие, сфера компетенции; авторитет; орган управления

authoritative adj – авторитетный, властный

authorize v – уполномочивать, поручать, санкционировать

~ d agent – уполномоченный агент

~ capital – уставный капитал

executive n – администратор, руководитель

influence n – влияние

expert~ – влияние эксперта

identity ~ – личностное влияние

position ~ – влияние благодаря высокому общественному положению

reward ~ – влияние, основанное на вознаграждении

loan officer – официальный представитель учреждения, выдающего ссуду (напр., на покупку жилья)

manage v – управлять, заведовать, стоять во главе

~ing director – директор-распорядитель

~ed exchange rate – регулируемые валютные курсы

manager n – глава, директор, топ-менеджер; руководитель, управляющий

assistant ~ – помощник заведующего

branch ~ – заведующий отделением, заведующий филиалом

first-line ~ – руководитель первого уровня (низшего звена)

general ~ – главный управляющий

mid -~ – руководитель среднего звена

office ~ – управляющий офисом

product ~ – менеджер по продукции

top/upper/senior ~ – руководитель высшего звена, топ-менеджер

quality ~ – менеджер по качеству

management n – управление, заведование; правление, администрация, дирекция; умение справляться (с работой)

~ style – стиль руководства

laissez-faire ~ style – либеральный стиль руководства/управления

strategic ~ – стратегический менеджмент

tactical ~ – тактический менеджмент

manageable adj – поддающийся управлению, выполнимый

managerial adj – управленческий

mission n – миссия

objective n – цель

operative n – рабочий; производственный персонал

perform v – выполнять, исполнять, совершать

~ a contract – исполнить договор

~ an obligation – выполнить обязательство

~ a test – производить испытание

performance n – исполнение, выполнение

performer n – исполнитель

rank and file – рядовые работники

recruitment n – набор (кадров), наем (сотрудников)

responsibility n – ответственность, обязанность

skill n – квалификация, умение

supervisor n – руководитель работ, супервайзер

vision n – образ, видение, представление

GLOSSARY

· Executives are those who make decisions about the overall performance and direction of the organization.

· Level of management is determined bythe managers’position within the organization. We commonly categorize managers as being in lower, middle, or upper levels of management.

· Management is a set of activities designed to achieve an organization’s objectives by using its resources effectively and efficiently in a changing environment.

· Managers are individuals who initiate and oversee new projects, make decisions about the use of the organization’s resources, and are concerned with planning, organizing, leading, and controlling the organization’s activities so as to reach its objectives.

· Managerial functions areplanning, organizing, leading and controlling

· Mid-managers receive broad statements of strategy and policy from upper-level managers and develop specific objectives and plans.

· Mission of the business is its most obvious purpose.

· Managerial style:

1. Democratic style is based on the idea that everyone should have equal rights and should be involved in making important decisions.

2. A laissez-faire style is based on the idea that people should be allowed to make decisions themselves without interference from those in authority.

3. An autocratic person has complete power and makes decisions without anyone else’s advice.

4. Tactical management is a style in which the manager is more directive and controlling. The manager will make the major decisions and stay in close contact with employees while they work to make sure the work is done well.

5. Strategic management is a style in which the manager is less directive and controlling and involves employees in decision-making. A manager using a strategic style will trust employees to work without direct supervision and will seek their advice on important decisions.

6. The combined use of tactical and strategic management is known as mixed management.

· Operatives are people who work directly on a job or task and have no responsibility for overseeing the work of the others.

· Strategy refers to the coordinated plan of action that it is going to take, as well as the resources that it will use, to realize its vision and long-term objectives.

· Vision reflects the company’s aspirations and specifies its intended direction or future destination.

ACCOUNTING

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