Турук Management

		UNIT 3
		III. Vocabulary items
work agenda	- рабочий план, рабочая повестка
knowledge base	-	база знаний
management skills	-	навыки управления
to switch companies	-	менять компании
apt	-	вероятный, возможный; склонный
to run into difficulties	-	сталкиваться с трудностями
relevant	-	уместный
supplier	-	поставщик
customer	-	заказчик; покупатель
ability	-	способность; умение
to be related to	-	быть связанным с
level	-	уровень
technical skills	-	технические навыки
proficiency	-	опытность
human skills	- навыки общения с людьми
to associate	-	соединять, связывать
adept	-	знаток, эксперт; сведущий
to develop	-	развивать (-ñÿ)
in pursuit of	-	в поисках
conceptual skills	-	понятийные навыки
to visualize	-	отчетливо представлять себе
to discern interrelationships	-	различать взаимосвязи
community	-	общество; сообщество
to recognize	-	признавать; различать
to take actions	-	принять меры
performance	-	исполнение, выполнение, производительность
to constitute	-	составлять
dimension	-	величина; измерение
effectiveness	-	результативность; годность; польза
appropriate	-	подходящий, соответствующий
efficiency	-	эффективность; подготовленность
available resources	-	ресурсы, имеющиеся в наличии
to exhibit	-	показывать, проявлять
in order to	-	с целью; чтобы

IV. Test

1. Закончите предложения, выбрав необходимое слово или словосочетание справа. Запишите ответы следующим образом: например, 8) с.

1) Managers are apt to run into difficulties if they don't have a	a) conceptual skills
reasonably extensive ... relevant to their particular managerial job.
2) A ... is the ability to engage in a set of behaviors that are	b) doing the right things
functionally related to one another and that lead to a desired
performance level in a given area.

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UNIT 3

3)… are skills that reflect both an understanding of and a c) skill proficiency in a specialized field.

4)Managers with effective ... are particularly adept at d) doing things right communicating with others and motivating them to develop

themselves and perform well in pursuit of organizational goals.

5) …, coupled with technical skills, human skills, and a knowledge		e) human skills
base, are important ingredients in organizational performance.
6)	The given example illustrates that effectiveness is essentially … .	f) technical skills
7)	The following example illustrates efficiency as … .	g) knowledge base

2. Выберите определения справа, соответствующие терминам слева. Запишите ответы следующим образом: например, 6) с.

1) conceptual skills	a) information about an industry and its technology, company
	policies and practices, company goals and plans, company culture,
	the personalities of key organization members and important
	suppliers and customers;

2)effectiveness

3)knowledge base

4)efficiency

5)human skills

b)skills associated with a manager's ability to work well with others both as a member of a group and as a leader who gets things done through others;

c)skills related to the ability to visualize the organization as a whole, discern interrelationships among organizational parts and understand how the organization fits into the wider context of the industry, community and world;

d)the ability to choose appropriate goals and achieve them;

e)the ability to make the best use of available resources in the process of achieving goals.

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Unit 4

I. Information for study

Прочтите и постарайтесь понять этот текст.

MANAGERIAL JOB TYPES

Managerial jobs do vary somewhat on the basis of two important dimensions. One is a vertical dimension, focusing on different hierarchical levels in the organization. The other is a horizontal dimension, addressing variations according to the area for which managers have major responsibility.

Vertical Dimension: Hierarchical Levels

Along the vertical dimension, managerial jobs in organizations fall into three categories: first-line, middle, and top management. These categories can be viewed as vertical differentiation among managers because they involve three different levels of the organization.

Types of managers by level and responsibility area

TOP

Vertical

Levels MIDDLE of

Management

FIRST-LINE

H R	R D	M	F	A	E
u e	e e	a	i	c	n
m s	s v	r	n	c	g
a o	e e	k	a	o	i
n u	a l	e	n	u	n
r	r o	t	c	n	e
c	c p	i	e	t	e
e	h m	n		i	r
s	& e	g		n	i
	n			g	n
	t				g

Horizontal Responsibility Areas

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UNIT 4

First-Line Managers. First-Line Managers (or first-line supervisors) are managers at the lowest level in the hierarchy who are directly responsible for the work of operating (nonmanagerial) employees. They often have titles that include the word “supervisor”. First-line managers are extremely important to thesuccessofanorganizationbecausetheyhavethemajorresponsibilityofseeingthatday-to-dayoperations run smoothly in pursuit of organizational goals.

Because they operate at the interface between management and the rest of the work force, firstline supervisors can easily find themselves in the middle of conflicting demands. At the same time, the power of first-line supervisors has been gradually eroding because of such factors as union influence and the increasing educational level of workers.

According to one recent review of research literature on first-line supervisors, the autonomy and influence of first-line managers is likely to ebb still further in the future. One reason is the increasing attempts by organizations to emulate the Japanese emphasis on worker participation in managing the work-place. Another is the trend toward work teams.

Still another is the use of computers to keep track of many activities formerly regulated by first-line managers. Finally, a growing number of specialists, particularly in fields involving sophisticated technology, provide advice and direction to work areas. One implication of these developments is that the job of the first-line supervisor is likely to change toward a greater emphasis on dealing with internal human relations and on representing the unit externally.

Middle Managers. Middle managers are managers beneath the top levels of the hierarchy who are directly responsible for the work of other managers below them. The managers for whom they have directresponsibilitymaybeothermiddlemanagersorfirst–linemanagers.Middlemanagersalsosometimes supervise operating personnel, such as administrative assistants and several specialists (such as engineers or financial analysts). Many different titles are used for middle managers. Some typical titles include such words as “manager”, “director of”, “chief”, “department head”, and “division head”. Middle managers are mainly responsible for implementing overall organizational plans so that organizational goals are achieved as expected.

Organizations, particularly very large ones, often have several layers of middle managers. For example, in recent years, giant General Motors has generally had about 14 or 15 management levels. That number reflects a post-World War II trend aimed at adding layers of middle management to help coordinate expanding activities. By the early 1980s, however, that trend began to reverse. At that point, many companies began cutting the number of levels of management hierarchy in an attempt to lower costs, reduce the layers involved in decision making, and facilitate communication.

One common result of having fewer layers is that the remaining middle-management levels gain greater autonomy and responsibility.

Top Managers. Top managers are managers at the very top levels of the hierarchy who are ultimately responsible for the entire organization. Top-level managers are few in number; their typical titles include “chief executive officer” (CEO), “president”, “executive vice president”, “executive director”, “senior vice president” and sometimes “vice president”. Top-level managers are often referred to as executives, although the term “executive” also is sometimes used to include the upper layers of middle managers as well. Top managers have direct responsibility for the upper layer of middle managers. They typically oversee the overall planning for the organization, work to some degree with middle managers in implementing that planning, and maintain overall control over the progress of the organization.

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UNIT 4

Horizontal Dimension: Responsibility Areas

In addition to their vertical differences, managerial jobs differ on a horizontal dimension that relates to the nature of the area of responsibility involved.

Thethreemajortypesofhorizontaldifferentiationamongmanagerialjobsonthebasisofresponsibility area are functional, general, and project managers.

Functional managers are managers who have responsibility for a specific, specialized area (often called a functional area) of the organization and supervise mainly individuals with expertise and training in that specialized area. Common specialized, or functional, areas include finance, manufacturing or operations, marketing, human resources management, accounting, quality assurance, and engineering.

General managers are managers who have responsibility for a whole organization or a substantial subunit that includes most of the common specialized areas within it. In other words, a general manager presides over a number of specialties or functional areas (hence the term “general”). General managers have a variety of titles such as “division manager” and “president”, depending on the circumstances. A small company usually will have only one general manager, who is the head of the entire organization. Depending on how it is organized, a large company may have several general managers (in addition to the chief executive officer).

Project managers are managers who have responsibility for coordinating efforts involving individuals in several different organizational units who are all working on a particular project. Because the individuals report not only to managers in their specific work units but also to project managers. Project managers usually must have extremely strong interpersonal skills to keep things moving smoothly.

Project managers are frequently used in aerospace and other high-technology firms to coordinate projects, such as airplane or computer project development. They also are used in some consumer-oriented companies to launch or stay on top of market development for specific products such as cookies or margarine.

II.Exercises

1.Ознакомьтесь со словами в разделе III и запомните их.

2.Переведите предложения, обращая внимание на подчеркнутые словосочетания: Пример: Managerial jobs in organizations fall into such categories as: first-line, middle,

and top management.

Перевод: Виды управленческой деятельности в организациях подпадают под такие категории, кàê: управляющий первого звена, управляющий среднего звена и высшее руководство.

a)At the same time, the power of first-line supervisors has been gradually eroding because of such factors as union influence and the unceasing educational level of workers.

b)Middle managers also sometimes supervise operating personnel, such as administrative assistants and several specialists (such as engineers or financial analysts).

c)Some typical titles include such words as “manager”, “director of”, “chief”, “department head”, and “division head”.

d)General managers have a variety of titles, such as “division manager” and “president”, depending on the circumstances.

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UNIT 4

e)Project managers are frequently used in aerospace and other high-technology firms to coordinate projects, such as airplane or computer project development.

f)They also are used in some consumer-oriented companies to launch or stay on top of market development for specific products such as cookies or margarine.

3.Найдите в тексте предложения, в которых употребляется причастие настоящего времени – Participle I. Определите его формы и функции. Переведите эти предложения на русский язык (см. грамматический справочник, стр. 81).

4.Переведите письменно текст на русский язык, пользуясь словарем.

5.Напишите развернутые ответы на следующие вопросы, исходя из содержания текста:

a)What do a vertical dimension and a horizontal dimension differ in?

b)What are first-line managers directly responsible for?

c)Why can first-line supervisors easily find themselves in the middle of conflicting demands?

d)What titles are used for middle managers?

e)Why did many companies begin cutting the number of levels of management hierarchy by the early 1980s?

f)What managers typically oversee the overall planning for the organization?

g)What do functional areas include?

h)What does a general manager preside over?

i)Why must project managers usually have extremely strong interpersonal skills?

6.Напишите определения к следующим терминам на английском языке:

–first-line managers / supervisors;

–middle managers;

–top managers;

–functional managers;

–general managers;

–project managers.

7.Напишите на английском языке, как Вы понимаете:

“The variation of managerial jobs on the basis of a vertical dimension and a horizontal one”.

		III. Vocabulary items
managerial jobs	- управленческая, административная деятельность (работа)
first-line manager (first-line	- менеджер, управляющий первого (нижнего) звена
supervisor)
supervisor	-	контролер; надзиратель
work force	-	рабочая сила
worker participation	-	участие рабочих
work-place	- место работы, рабочее место
work team	- рабочая команда, рабочая группа
human relations	-	связи с людьми
middle manager	- управляющий, менеджер среднего звена
chief	-	заведующий

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		UNIT 4
department head	-	руководитель отдела
division head	-	руководитель подразделения
top manager	- главный управляющий; менеджер верхнего звена
chief executive officer	-	главный управляющий делами
executive vice-president	-	исполнительный вице-президент
executive director	-	исполнительный директор; директор-распорядитель
senior vice-president	-	первый вице-президент
executive	- должностное лицо, руководитель, администратор
		(фирмы, компании)
functional manager	-	функциональный менеджер
general manager	- главный управляющий; генеральный директор
functional area	-	функциональная сфера, область
division manager	-	управляющий подразделением
project manager	-	руководитель проекта
differentiation	-	дифференциация
high technology	-	высокая технология
influence	-	влияние
level	-	уровень

IV. Test

1. Выберите определения справа, соответствующие терминам слева. Запишите ответы следующим образом: например, 6) m.

1)general managers

2)project managers

3)first-line managers

4)top managers

a)managers at the lowest level in the hierarchy who are directly responsible for the work of operating (nonmanagerial) employees;

b)managers beneath the top levels of the hierarchy who are directly responsible for the work of other managers below them;

c)managers at the very top levels of the hierarchy who are ultimately responsible for the entire organization;

d)managers who have responsibility for a specific, specialized area of the organization and supervise mainly individuals with expertise and training in that specialized area;

5) functional managers	e) managers who have responsibility for a whole organization or a
	substantial subunit that includes most of the common specialized
	areas within it;
6) middle managers	f) managers who have responsibility for coordinating efforts
	involving individuals in several different organizational units who
	are all working on a particular project.

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UNIT 4

2. Дополните предложения, выбрав необходимое слово или словосочетание справа. Запи-

шите ответы следующим образом: например,7) m.
1) One dimension is a vertical dimension, focusing on different …		a) first-line managers
in the organization.
2) ... are extremely important to the success of an organization		b) horizontal
because they have the major responsibility of seeing that day-to-		differentiation
day operations run smoothly in pursuit of organizational goals.
3) The power of first-line supervisors has been gradually eroding		c) high-technology
because of such factors as ... .		firms
4) … are mainly responsible for implementing overall		d) hierarchical levels
organizational plans so that organizational goals are achieved as
expected.
5) Top-level managers are often referred to as ..., although the		e) general manager
term “executive” also is sometimes used to include the upper
layers of middle managers.
6) The three major types of ... among managerial jobs on the basis		f) union influence and
of responsibility area are functional, general, and project		the increasing
managers.		educational level of
		workers
7) A small company usually will have only one ..., who is the head		g) executives
of the entire organization.
8) Project managers are frequently used in aerospace and other ...		h) middle managers
to coordinate projects, such as airplane or computer project
development.

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Unit 5

I. Information for study

Прочтите текст, постарайтесь понять его и запишите основные термины.

DEFINING OPERATIONS MANAGEMENT

Operations management is the management of the productive processes that convert input into goods and services. Because of its close association with manufacturing, operations management is sometimes called production-operations management. Recently, though, the term “production” is increasingly being dropped in favor of simply “operations management”, a term that has less of a manufacturing connotation. The operations management function is that part of the organization directly involved in producing the primary goods and services.

In the case of a manufacturing organization such as Fanuc, the operations management function would include plan managers and all the other managers who work in the factories (e.g., production managers,inventorycontrolmanagers,qualityassurancemanagers,andlinesupervisors).Ifanorganization’s structure had corporate level, operations would also encompass any manufacturing or operations vice-presidents that exist as the corporate level, as well as related corporate operations staff (such as those primarily concerned with production, inventory, quality, facilities, and equipment).

In a service industry such as the hotel business, the operations management function would include hotel managers and the various managers who work in the hotels (e.g., housekeeping managers, food and beverage managers, and convention managers). Again. If there were a corporate level, operation would also comprise managers and staff at the corporate level who are directly involved in actually running the hotels (as opposed to managers who are involved in other related functions, such as marketing and finance). Regardless of whether an organization produces a service, a product, or both, operations managers need to be acutely concerned about productivity.

The productivity-operations management linkage

Productivity is an efficiency concept that gauges the ratio of outputs relative to input into a productive process. Effectiveness relates to the extent to which performance reaches organizational goals. In contrast, efficiency addresses the resource usage (inputs) involved in achieving outcomes (outputs). Productivity is aimed at assessing the efficiency aspect of organizational performance – the ratio of outputs relative to inputs. As such, productivity can be a useful tool for managers because it helps them track progress toward the more efficient use of resources in producing goods and services.

Organizational productivity is often measured by using this equation:

goods and services produced (outputs)

Productivity = —————————————————————————

labor + capital + energy + technology + materials (inputs)

An approach, like this one, that considers all the inputs involved in producing outputs is sometimes

29

UNIT 5

referred to as total-factor productivity. Managers also use partial-factor productivity, a productivity approach that considers the total output relative to a specific input, such as labor. For example:

goods and services produced (outputs) Productivity = ——————————————————

labor hours (labor input)

Manufacturing versus service organizations

Manufacturing and service organizations differ in several important respects. Manufacturing organizations are organizations that transform input into identifiable, tangible goods, such as soft drinks, cars, or videocassette recorders. Typically, the tangible goods they produce can be stored (at least to some degree), and the untimate customer does not usually need to be present while the transformation process is taking place. As a result, manufacturing can often be done in centralized places, and the products can be shipped to customers. In addition, a manufacturing concern can often avoid wasting capacity during slack periods by using available capacity to produce inventory in anticipation of future sales.

II.Exercises

1.Прочтите и запомните слова в разделе III.

2.Найдите в тексте предложения, где употребляется сослагательное наклонение (см. грамматический справочник на стр. 76) и переведите их.

3.Подберите к словам в колонке слева близкие по значению эквиваленты из колонки справа. Запишите ответы следующим образом: например, 1-5.

1) to involve	1) activity
2) to gauge	2) to deal with
3) to concern with	3) to track
4) process	4) to assess
5) to follow	5) to encompass
6) operations management	6) production

4.Переведите письменно текст, пользуясь словарем.

5.Ответьте на вопросы по тексту:

1)What is operations management?

2)What is the function of operations management?

3)What are the operations management functions in the case of manufacturing organizations?

4)What are the operations management functions in the case of service industry?

5)What is productivity?

6)How does productivity help managers?

6.Напишите на английском языке как Вы понимаете: “Operations management”.

30