Post-Reading

A Find in the text the English equivalents for the following:

1) иметь что-либо общее; 2) должен вознаграждаться; 3) принимать во внимание/учитывать; 4) невзирая на (таланты); 5) ухаживать за больными; 6) компенсировать что-либо; 7) далеко несоразмерно (их социальной значимости); 8) высокие налоговые ставки (на большие доходы); 9) пропасть между богатыми и бедными; 10) в конечном счете.

B Speak about the factors which influence the amount of money

that people earn for their work.

C Discuss the role of personal satisfaction one gets from his job and how it is related to job reward.

D Why is the ratio of 7:1 regarded socially acceptable? What do you think of it?

E Make up 4 lists of job-titles which

1) require long years of training, e.g. surgeon, ….......................... .

2) are hard and/or dangerous, e.g. diver, ...................................… .

3) involve special talent or vocation, e.g. painter, …..................... .

4) are socially useful and/or in great demand, e.g. dustman, ......... .

• Do you think these people are adequately paid for their work?

• What are payment prospects in the career you have chosen to follow?

Text 2

Pre-Reading

A Which modern or historical leaders do you most or least

admire? (e.g. Napoleon, Lenin, Stalin, Winston Churchill,

John F. Kennedy, John Lennon, Margaret Thatcher, etc.) Why?

B What makes a great leader? Write down a list of characteristics essential for a successful leader. Compare your list with other students.

C What is the difference between a ‘manager’ and a ‘leader’?

Reading

Read through the text “Follow the Leader” and do the tasks that follow.

Follow the Leader

The art of good management is getting

people to work as a team.

When you are first put in charge of people, it can be difficult knowing what line to take. Should you be friendly and approachable, and risk being seen as a weak person with no authority? Or should you immediately distance yourself from your former peers, leaving people in no doubt as to who is in charge?

Being a boss isn’t just a matter of giving orders – certain essential skills are also involved. These include motivating your staff; knowing how to delegate tasks and make decisions; and projecting a confident, competent image to co-workers. The art of good management is getting people to work as a team and expressing your authority when necessary, without coming across as a modern-day Boadicea.

PUT YOUR POINT ACROSS

• Make sure that people know you’re the person in charge.

• Ensure colleagues are aware of your goals and those of your organisation.

• Be clear about each team member’s role and tell people what’s expected of them. Communication is the key to getting the results you want – never assume staff will automatically know what you mean.

• Being able to motivate your staff is a key skill: people who are happy with the way they are treated will give more to their job than those who feel that they are neglected or overlooked. Keep staff briefed on how you see their performance. Let them know if they get it wrong and recognise when they get it right. If you encourage feedback you will not only benefit from others’ ideas but be aware of your staff’s level of morale.

THE ART OF DELEGATION

• Many new bosses can find delegating difficult and hang on to too many tasks without calling on their team’s help. Give up the old parts of your job and try to focus instead on your new responsibilities.

• When you delegate, do it properly. Don’t keep looking over the other person’s shoulder and don’t expect things to be done exactly as you would do them. Accept that people have different ways of working and this is just an expression of their personality.

• Don’t delegate a job just because it’s something you dislike or find boring. A good manager delegates enjoyable tasks as well as the more routine ones.

• Don’t just delegate the task itself – delegate the authority to do it. If someone has to come back to you every time a decision needs to be made, then you haven’t really delegated at all.

• The buck still stops with you, so try to delegate well and to the right person. You must be certain that whoever you choose is both ready and willing to take on the job.

YOUR PERSONAL IMAGE

• If you’re worried that you don’t carry enough personal authority, go on an assertiveness training course to build up your confidence. Contact your local council for details of courses in your area, or ring the Industrial Society on 01-262 2401.

• The way you dress can affect the way you’re seen by others. You can adapt the dress code in your chosen field to suit your own style, but remember that if you want to be taken seriously you must look like you mean business (but that doesn’t mean you have to wear a power suit.)

• Similarly, people will often judge you according to your behaviour, especially the way you relate towards them. Give colleagues respect and you’ll get some back.

• Look directly at people when you are addressing them. You will have a stronger effect and make more of an impact.

• Be decisive. There’s nothing more frustrating than trying to cater for a boss who doesn’t know what she wants. Vagueness smacks of a general lack of confidence. Always keep your cool. A crisis separates the women from the girls and people will remember how you reacted. Ask yourself, “What is the worst thing that could happen and what could we do to put it right?” Get the situation in perspective, call on expert advice if need be and don’t be an alarmist. Your colleagues are relying on you for support.

• Be enthusiastic about your work and loyal about the company you work for. Your team will look to you to set an example – apathy and a negative attitude are highly contagious and destructive.

• Be an accessible boss. If your staff can’t get to you easily, you’ll miss out too. How will you know, for example, if they have any grievances or problems?

DO UNTO OTHERS . . .

• If you criticise someone’s work, make sure you also find something positive to say. And don’t forget – it’s the act, not the person, you’re criticising.

• Get straight to the point and be clear about your objections. Allow the other person to tell their side of the story. Don’t leave problems unresolved, as that leads to confusion and bad feeling. Work together to find out what went wrong and how you can put it right. Be positive and offer a solution; never harp on one mistake.

• Inevitably there will be people you get on with better than others, but try to treat everyone with equal respect and consideration and be seen to do so.

ASKING FOR HELP

• Learn to trust your instinct when making decisions. If you have doubts, don’t be afraid of asking a more experienced or senior colleague for advice. They’ll more than likely be flattered, and a different perspective could be just what you need.

• Don’t hesitate to ask a junior member of staff to explain something – this is not a weakness, but a strength. Bluffing at work is the equivalent of lying.

• Finally, remember where you came from, and never forget that you were once in the other person’s shoes. Don’t get an inflated sense of importance — nobody is indispensable, not even the boss!

Eleni Kyriacou