Vocabulary:

to motivate - мотивировать, побуждать

mutual respect - взаимное уважение

personal involvement - личное участие (в чем-л.)

to involve - вовлекать

decision making - принятие решений

caring attitude - внимательное отношение

to counsel - советовать, рекомендовать

to guide - направлять, управлять,

руководить

to communicate - говорить, сообщать кому-л.

о чем-л., общаться

thoughtful - заботливый, чуткий,

внимательный

considerate - внимательный к другим;

деликатный, тактичный

attacks - нападки, резкая критика

to recognize - ценить, признавать (чьи-л.

заслуги); отдавать должное

(кому-л.)

to outline - обрисовать, наметить в

общих чертах

Task 4: Complete the chart using the words from the box.

information objectives strengths weaknesses problems

Managers need to be good at …

1. observing … in order to understand the behaviour, the

…… and …… of their staff.

2. listening learn about their staff’s …… .

3. asking questions find out all the …… they need

to make the right decisions.

3. speaking communicate their ……. clearly

to all their staff.

Task 5:

1. Verbs and preposition combinations are often useful for describing skills and personal qualities. Match the verbs 1 to 7 with the prepositions and phrases a) to g).

A good manager should:

1. respond a) in their employees’ abilities.

2. listen b) to a deputy as often as possible.

3. deal c) to employees’ concerns promptly

4. believe d) with colleagues clearly.

5. delegate e) with problems quickly.

6. communicate f) in regular training courses for

7. invest employees.

g) to all suggestions from staff.

2. Which do you think are the three most important qualities in part A?

3. Complete the first gap with a verb from Box A and the second gap with a preposition from box B.

Box A

listen communicate deal

delegate invest respond

Box B

to in to to with with

Six tips for managing people more successfully:

1. Your staff will often have good ideas, so … listen… to … what they have to say.

2. Do not do everything yourself. …… tasks ……other people.

3. Problems may be more difficult to solve if you wait too long, so …… …… them as soon as you can.

4. Good employees want to develop professionally, so …… …… courses and seminars for them.

5. Clear information is very important. ..…. …… your employees clearly, so that they know exactly what you expect.

6. When your employees are satisfied, they work more effectively, so …… …… their needs without delay.

Task 6: Read this article about Chris Jones. Do you agree with his opinion? Can you add anything?

EUROPEAN INDUSTRY NEEDS MORE

'CHARACTER', EXPERT WARNS

'European industry needs to give as much importance to the character and personality of its managers as it gives to their qualifications!' claimed business consultant Chris Jones at the annual conference of Human Resources Managers in Birmingham yesterday. 'When selecting staff for top positions, companies should first identify the ideal personality profile that the job requires. It's not enough to be just well-qualified and hard-working – other qualities are equally, if not more, important. The modern manager must be imaginative, outgoing, communicative, and innovative in order to succeed in modern business.

Task 7:

1. Read and translate the text.

PERSONALITY PROFILE

A chief accountant must be a patient and practical person. They are responsible for the company accounts and should be goal-oriented and capable of working under pressure. Good communication skills are required. The accountant must be analytical and capable of independent work.

2. Write a short text describing the personality profile for your future job. Use the language of Tasks 6 and 7 (A) and the words in the box.

flexible cooperative enthusiastic sociable

consistent understanding confident supportive

ambitious open to new ideas friendly

Task 8: Read the dialogue and answer the questions:

1. Was Martin easy to work with? Why?

2. Was he good at managing his staff?

3. How long did John work with his colleague?

4. What were two good things about Martin?

5. Why did the company fire Martin?

(M = Marion, J = John)

M.: John, you didn’t like your colleague Martin. Why was he so difficult to work with?

J.: He didn’t know how to motivate staff. The atmosphere in the office was really bad. He was very rude to customers and colleagues. We had lots of complaints about his behaviour.

M.: How did he manage his staff?

J.: Very badly. Martin didn’t know how to manage people. He didn’t support his staff at all, and he blamed everyone else for problems.

M.: How long was he at the company?

J.: Well, he worked with me for five years.

M.: What was he good at?

J.: Well, he was very punctual. And he was very practical, too.

M.: Why did he leave the company?

J.: He shouted at a customer in the office. After that he had to go, so the company fired him.

TEXT 3: MANAGERIAL HIERARCHY

In all but the smallest organizations, more than one manager is necessary to oversee the activities of other employees. Conventionally, companies form a management hierarchy – a structure with a top, middle, and bottom. More managers are at the bottom than at the top, as illustrated by the pyramid in Figure 2. Top managers are the upper-level managers who have the most power and who take overall responsibility for the organization. An example is the chief executive officer (CEO), who sets the organization’s goals, makes long-range plans, establishes policies, and represents the company to the outside world. Although top managers in similar corporations have various titles – senior vice president, executive vice president, chairman – they may perform the same job within their companies. Middle managers develop plans for implementing the broad goals set by top management, and they coordinate the work of first-line managers. At the middle level are plant managers, division managers, branch managers, and their numerous subdivisions. At the bottom of the management hierarchy are first-line managers (or supervisory managers). These managers oversee the work of operating employees and put into action the plans developed at higher levels. Positions at this level include supervisor, foreman, department head, and office manager.

Figure 2.

The Management Hierarchy

Separate job titles are used to designate the three basic levels in the management hierarchy.

Top managers Middle managers First-line managers

President Head of accounting Supervisor

Vice president Factory manager Foreman

General Army captain Sergeant

Pope Cardinal Pastor

College chancellor Dean of business Chairman of the

marketing

department