Учебник Английский язык

21

supportive

Choose the four best qualities of a manager from the list above and rank them in order of importance. Then choose the four worst qualities and rank them (1 = worst).

5. a) In the grid below, twelve words connected with management qualities are hidden horizontally, vertically or diagonally. Find them.

C	O	S	O	C	I	A	B	L	E	M
T	H	O	U	G	H	T	F	U	L	O
M	I	A	F	O	R	M	A	L	S	T
E	N	E	R	G	E	T	I	C	D	I
F	D	E	C	I	S	I	V	E	R	V
A	C	C	E	S	S	I	B	L	E	A
I	R	O	A	P	A	M	O	I	F	T
R	A	R	P	R	E	L	A	T	E	I
E	F	F	I	C	I	E	N	T	E	N
E	P	I	S	T	O	N	I	N	I	G
T	A	C	T	F	U	L	G	U	N	C

b) Write the opposites of the adjectives you have just found in the correct column.

un……	in……	………less	de…… / un……
1	1	1	1
2	2	2
3	3
4	4
5

c) Complete the sentences with the most suitable adjective from exercise a and b.

1 It was ……… of you to offer the contract to such a disreputable firm. 2 I would find it very ……… if I didn’t get any recognition for my work.

3 Most of the staff interviewed said they expected a manager to be …….. , in other words, easy to speak to, ‘within reach’.

4 Some people think she is rather …….. because she addresses everyone by their surnames.

5 What do you mean, ‘Maybe yes’? Sometimes I wish you were more …….. . 6 If you took some exercise, you’d surely feel more ……….. .

22

6. Fill in the gaps using the words below.

Confident	initiative		accountable	leadership	stamina
organisation		judgment	integrity	communicate

The qualities of a successful manager

What makes a good manager? First of all the ability to ____, to take you ideas across and to listen to other people. Secondly, a good sense of ___ so that working practices are efficient and problems can be anticipated and avoided.

Thirdly, managers work long hours and therefore a great deal of _____ is required to avoid stress.

A good manager must also be ____ in his/her own ability to deal with difficult situations and show qualities of ____ so that others will want to follow. Managers have to take the ____ and bring fresh, creative ideas to old problems. But sound ____ is necessary when a choice of possible courses of action is difficult or risky.

Once decisions are taken, a manager has to make sure they are implemented and obeyed. For this, he or she must demonstrate _____ this includes a sense of honesty, trust and loyalty to the organization and the personnel under his or her control. Managers should also be ____ to their own boss and be able to explain the reasons for making any decision.

7. a) Complete the columns in the questionnaire. Are you a natural leader?

Usually Sometimes Rarely

1 When you know a subordinate is having difficulties with a task, can you resist the temptation to take over immediately?

2 Can you stay calm at times of crisis?

3 Are you comfortable with change?

4 Can you create an atmosphere of enthusiasm among a group of people?

23

5In the middle of the day-to-day problems can you concentrate on future needs?

6 Can you discard your own ideas and accept other people’s in their place?

7 Do you give credit to people for their contribution?

8 Can you ‘put yourself in someone’s shoes’: understand their motivations when they are different from your own?

9 Do you have a consistent approach to problems?

10 Do you praise people whenever you can?

11 Can you keep a secret?

12 Do you set high standards and clear objectives?

13 Do you take an interest in other people’s lives?

14Can you accept that a subordinate may understand the technical aspects of the job better than you?

15Can you act decisively when time is short?

Now you can count your score and to see the results (don’t take them seriously).

24

usually = 2, sometimes = 1

25 -30: a natural leader or a liar

15 – 24: a steady pair of hands

0 – 14: no comment

b) In pairs write more questions in the same style as the ones in the questioner. The questions should express what you think are the qualities of a leader. Try questions on each other.

8. Comment on the following statements. Which of them do you agree with?

A manager should know where you are and what you’re doing at all times during working hours.

A manager should not criticise or praise.

A manager should not interfere in disagreements between members of staff. A manager should be available at all times to give staff advice and support.

A manager should keep distance from staff and not get involved in socialising outside work.

A manager should use polite language at all times.

A manager should work longer hours than the staff.

A manager should comment on the personal appearance of the staff.

A manager should not ask people to do things they are not prepared to do themselves.

9. Fill in the gaps using the words below. Define the genre of this text.

information	objectives	measures	motivate	deal with
activities	delegate	orders	decisions	strategies

Aphrodite Cosmetics

Managing Director

As a world leader in the health and beauty sector, Aphrodite is a multinational company with a turnover in excess of 5bn. We are seeking a Managing Director of outstanding caliber to take us into the next decade.

25

The Role

The successful candidate will be required to:

∙set _____ and communicate them clearly to staff.

∙develop ____ which will increase profitability and market share.

∙take _____at the highest level affecting both the long and short terms activities of the group.

∙accurately ____ performance both of individuals and departments.

∙issue ____ which may sometimes be unpopular.

The Person

We are looking for someone who is:

∙strong, charismatic and who can ____ staff by his or her vision.

∙well-organised and who can coordinate the ____ of the whole group effectively.

∙calm when ___ a crisis.

∙able to ___ tasks to others when necessary.

∙able to communicate ___ clearly and precisely to all levels of the company.

10.Read the letter.

Complete the application using suitable words and phrases from the box. The letter in brackets indicates which column you should check to find the correct word.

A Personal qualities	B Skills / activities	C Useful phrases
creative	communication skills	I can work / perform well under
dynamic	interpersonal skills	pressure.
efficient	organizational ability	I am willing to take the initiative.
energetic	I was responsible for	I have a proven track record in ….
methodical	……co-ordinating	I have extensive knowledge of ….
perceptive	……developing	I have extensive experience in / of ….
responsible	……implementing	I am able to delegate ….
well-organised	……initiating	I can work effectively in a team.
	……liaising	I am fluent in ….
	……monitoring	I have a good knowledge of ….
	……negotiating
	……organising
	……reviewing
	……setting up

26

Dear Ms Walker

I am writing to apply for the position of a Managing Director which you advertised in the International Herald Tribune, dated 22 April.

I am currently as Marketing Director in a medium-sized cosmetic company. However I am seeking a position which will offer a greater challenge and more responsibility.

In my last job, I was responsible for …….. 1 (B) a sales strategy for the firm and for ……..2 (B) the work of the advertising, sales and marketing personnel. I was also involved in ………3 (B) contracts with overseas agents and distributors, setting their sales targets and …… 4 (B) their performance. In the last six months, I have been engaged in …….. 5 (B) franchising networks in Eastern Europe.

I have …….. 6 (C) in the cosmetic industry, having worked for three companies dealing in health and beauty products. I think that I work well ……….7 (C) as I have organised several product launches when I had to meet tight deadlines. Although I never avoid responsibility, I an able to ……. 8 (C) authority when necessary.

As for my personal qualities, I am …….. 9 (A) person, with many ideas for exciting new products which would interest your company. Most people say that I am very …….. 10 (A) ,with the ability to motivate staff and get results. I consider myself to be extremely ………. 11 (A) because I always make the most of the resources available to me.

Since you are an international company, it may interest you to know that I am ……. 12 (C) in English and Spanish, and I have a working knowledge in Portuguese.

I would welcome the opportunity to meet you to discuss my application at greater length.

Yours sincerely, Gabrielle Gerard.

Compare the requirements in ex. 9 with the personal information in ex.10. Decide if this applicant would be suitable for the advertised position.

27

Leadership and management styles

1. Read the description of the five different types of manager. Put the numbers 1-5 on the line, then compare in small groups.

Democratic		Autocratic
manager		manager

1.You discuss problems with others as a group, and collect their ideas suggestions. Then you make the decision alone. Others may or may not agree with you.

2.You solve the problem or make the decision alone, using information that you are able to get yourself.

3.You get information others, and then decide on the solution alone. You may or may not tell others why you want the information.

4.You share the problem with others as a group. You all evaluate the situation and reach an agreement together. You accept the group’s decision, even if it isn’t your own solution.

5.You share the problem with others individually, but you do not consult them as a group. You then make the decision alone. Others may or may not agree with you.

2. Work in groups. Summarise the information above and your own ideas to prepare the list of characteristics for democratic and autocratic managers.

manager

democratic

autocratic

3. Match these pairs of contrasting management style.

1 autocratic	a) collaborative
2 centralasing	b) controlling
3 directive	c) delegating
4 empowering	d) democratic
5 hands on	e) people-oriented
6 task-oriented	f) laissez-faire

28

4. What is the role of a manager? Choose your top three roles from the following:

∙	coach / motivator	∙	organiser
∙	mediator	∙	facilitator
∙	problem-solver	∙	leader
∙	investigator	∙	mentor
∙	dictator	∙	decision-maker

Explain your choice; what management style are they close to? Describe the management style in your family.

If you were a manager, what style would you have?

READING 1

1. Work in groups of three. Each of you read about one of the management styles — Directing, Discussing or Delegating — and decide which of the following statements are true for your style.

1 It is up to employees to keep the manager up to date on progress. 2 Managers set strict time limits.

3 Managers encourage staff to put forward their ideas.

4 Managers and employees decide together what needs to be achieved. 5 Decisions are made by managers and their staff.

6 Employees get precise instructions.

7Managers do not want employees to avoid making decisions which employees should make.

8 Managers have tight control of employees’ movements and work schedules. 9 When employees are given tasks, they decide how to complete them.

The Big Three Management Styles

by Paul B. Thornton

Management literature describes numerous management styles, including assertive, autocratic, coaching, country club, directing, delegating, laissez-faire, participatory, supportive, task-oriented and team-based. Are there really that many styles? I believe there are three basic styles — directing, discussing and delegating, the 3-Ds of Management Style.

29

Directing Style

Managers using this style tell people what to do, how to

do it and when to have it completed. They assign roles and responsibilities, set standards and deadline expectations. Communicating – The manager speaks, employees listen and react. Managers provide detailed instructions so employees know exactly what to do. The ability to communicate in a clear, concise and complete fashion is

critical.

The only feedback managers ask for is, ‘Do you understand what needs to be done?’

Goal-Setting – ‘Your goal is to sell 15 cars per month.’ The manager establishes short-term goals. When goals are specific and time bounded, employees are clear on what is expected of them. Goals and deadlines often motivate people.

Decision-Making – ‘I want you to stop what you are currently doing and help Sue set up the room for the seminar.’ The manager makes most if not all decisions. When problems arise the manager evaluates options, makes decisions and directs employees as to what actions to take.

Monitoring Performance and Providing Feedback – Managers establish specific control points to monitor performance. ‘Get back to me at 11:00 a.m. to brief me on what you have accomplished.’ Managers provide frequent feedback including specific instructions on how to improve performance.

Discussing Style

Managers using this style take time to discuss relevant business issues. What happens in a good discussion? People present ideas, ask questions, listen, provide feedback, challenge certain assumptions and coach as needed. It’s important to make sure ideas are fully discussed and debated. Managers often perform the role of facilitator, making sure the discussion stays on track and everyone has a chance to contribute.

Communicating – Two-way communication is the norm.

‘Let’s go around the table and give everyone a chance to discuss their ideas.’ Managers spend as much time asking questions and listening as they do talking and sharing their ideas. The right question focuses the discussion and draws out people’s ideas.

Goal-Setting – ‘Ingrid, what do you think our sales target should be for the fourth quarter?’ After adequate discussion, goals are then established. Utilising a participatory style generally helps to increase employees’ commitment to achieve their goals.

Decision-Making – ‘We have a problem with the amount of inventory we’re currently carrying. What action do you think we should take?’ Decisions are made

30

collaboratively. Both manager and employees play an active role in defining problems, evaluating options, and making decisions.

Monitoring Performance and Providing Feedback – The manager and employees monitor performance and discuss what actions need to be taken. This works best when both parties are open and make adjustments as needed.

Delegating Style Managers using this style usually explain or get agreement on what has to be accomplished and when it must be completed. The how-to-do-it part of the equation is left up to the employee. Responsibility and authority are given to employees to get the job done. Communicating – Regarding what has to be accomplished, communication may be one-way: ‘I want

you to deliver a 15-minute presentation on our new compensation programme at Tuesday’s meeting.’ In other situations it may be two-way: ‘Let’s discuss what needs to be accomplished in the marketing brochure you’re designing.’ Additional communication takes place to review what has been accomplished and obstacles preventing progress.

Goal-Setting – As stated above, specific goals may be established by the manager or may evolve after a discussion between manager and employee. Failures in delegation can often be traced back to a lack of understanding of the desired output or deliverable. ‘I thought you only wanted recommendations, not an implementation plan.

Decision-Making – ‘Barbara, that’s your decision to make. ’Decisions as to how the task will be accomplished are left to the employee. Employees have the power to take appropriate actions to achieve the desired goals. Managers must avoid ‘reverse delegation’ when employees try to give back decisions that they should be making.

Monitoring Performance and Providing Feedback – ‘I want a weekly update on plan accomplishments.’ Managers decide how much monitoring is necessary. The amount of monitoring depends on the priority of the task and the person doing it. Providing feedback is the responsibility of the employee. Keeping the manager informed, especially when the plan is off track, is critical.

2.Meet as one group and summarise the main features of the style you have just read about to the others in your group.

3.Which of the three management styles would you prefer to:

a)use as a manager?

b)experience as an employee?