9. Read Behavioral Management Interview Questions and comment upon them as if you’ ve faced them in real life.

• If I were to interview the people who have reported to you in the past, how would they describe your management style?

• If I were to interview your reporting staff members, how would they describe your strengths and weaknesses as a manager and supervisor?

• Give an example, from your past work experiences, about a time when you had an underperforming employee reporting to you. How did you address the situation? Did the employee’s performance improve? If not, what did you do next?

• Rate your management skills on a scale of 1 to 10 with 10 representing excellent management skills. Provide three examples from your past work experiences that demonstrate your selected number is accurate.

• Describe the work environment or culture and its management style in which you have experienced the most success.

• Tell me about a time when you had a reporting employee who performed very well. The employee exceeded goals and sought more responsibility. Describe how you handled this situation day-to-day and over time.

• Describe three components of your philosophy of management that demonstrate what you value and add, as an individual, to an organization’s culture and work environment.

• What factors are crucial within an organization and must be present for you to work most effectively?

• Tell about a time when you reorganized a department or significantly changed employee work assignments. How did you approach the task? How did the affected employees respond to your actions?

• One of the jobs of a manager or supervisor is to manage performance and perform periodic performance reviews. Tell me how you have managed employee performance in the past. Describe the process you have used for performance feedback.

• When you have entered a new workplace in the past, as a manager or supervisor, describe how you have gone about meeting and developing relationships with your new coworkers, supervisors, and reporting staff.

• As a manager or supervisor, one of your jobs is to provide direction and leadership for a work unit. Describe how you have accomplished this in the past.

10. Render this text in English: модели менеджмента

При рассмотрении моделей управления обычно выделяют два их вида: японскую и американскую.

Японская модель менеджмента формировалась под влиянием двух факторов:

• творческое освоение зарубежного опыта в области организации и управления;

• последовательное сохранение национальных традиций.

В связи с вышесказанным, интерес представляет анализ черт японского характера. Важнейшие из них: трудолюбие, сдержанность и дипломатичность, восприимчивость к новому, бережливость.

Для Японии характерна приверженность к коллективным формам организации труда (группизм). Коллективный характер труда требует от менеджеров умения ладить с людьми. Высоко ценится также жизненный опыт, большое внимание уделяется духовному развитию личности.

Широкое распространение в Японии получила так называемая доктрина патернализма. Патернализм (от лат. paternus — отцовский, pater — отец) — доктрина об "отеческом", "благотворительном" отношении предпринимателей к занятым работникам. Отсюда наблюдается склонность к демократическим формам взаимодействия во время трудовой деятельности.

Американская модель менеджмента утрачивает лидирующее положение в мире, а в последнее время начинает приобретать отдельные черты японской модели.

Во многом особенности этой модели обусловлены национальными особенностями американцев: способностью бороться до конца, утверждать свое превосходство и жизненность. Они подчеркивают свою исключительность, "богоизбранность", стремятся добиваться быстрого и большого успеха. Большое внимание уделяют своему делу. Для них характерна борьба за лидерство. До последнего времени в Америке доминировал единоличный стиль управления, на фирмах наблюдалась жесткая дисциплина и беспрекословное подчинение при чисто внешней демократичности.

10. Listening

DEVELOPING CREATIVITY

a) Listen and decide whether these statements are True or False:

1. Reading a good book can animate your creativity.

2. Art and Business are working alone on the project.

3. When business men were asked to name a book which had influenced them, less than half chose a nonfiction book.

4. Creative processes occur in the right side of the brain.

5. When we analyse the relationship between characters in a book, we are training ourselves to

understand emotional matters.

6. Marks & Spencer organises separate reading groups for managers and employees.

2. Listen again and put the interview in the right order. .

1. Presenter: Art & Business is an organisation that develops creative partnerships between business and the arts. Peter Jones is going to talk about the company’s ideas and tell us about some of their success stories. Peter, maybe you could begin by telling our listeners why Art & Business was created?

2. Peter Jones: Yes. The London Libraries Agency and an organisation called The Reading Partnership work with us on this project. We are trying to use the power of the written word to motivate staff in the workplace. In a recent survey seven hundred business leaders were asked which book had inspired them and had a positive influence on their career. They were able to choose any kind of book, any kind at all. Only about 40% chose a business book. Most people chose a work of fiction; a novel, a play or even poetry.

3. Presenter: So, have you had any help in setting up the project?

4. Peter Jones: Exactly. Every reader knows that a good book can stimulate the imagination and the intellect, get you thinking along lines you might not have thought of before, open up new worlds.

5. Presenter: Are we talking about the right and left sides of the brain?

6. Peter Jones: The telecommunications company Orange set up a project called “Talk Books at Work”. They discovered that encouraging employees to read helped them to develop their linguistic and interpersonal skills. Marks and Spencer has set up reading groups at work. The groups cut across the usual hierarchies and working relationships have improved greatly.

7. Presenter: And what better way to stimulate creativity than through reading books.

8. Peter Jones: Successful managers need to be well-rounded people. They need active imaginations. When they interpret fictional scenarios, they are using their creativity. Readers combine imaginative skills with critical and analytical skills.

9. Presenter: Can you give listeners some examples of how this scheme has been brought successfully into the workplace?

10. Peter Jones: Employees at WH Smith have stuck poems and quotations above their desks for inspiration.

11. Presenter: Well, WH Smith deals in books. What about other examples?

12. Presenter: How can reading help somebody to become a more creative worker?

13. Peter Jones: Yes. Our logical left side of the brain interprets the language of a book. The creative right side looks at the forms of expression. The left side analyses the plot while the right side is more interested in the relationships between characters – the emotional aspects.

14. Peter Jones: Well, in the twenty-first century productivity is no longer a matter of machines. The success of a company depends on its people and on the creativity of its people. It makes sense that the way to increase productivity is to stimulate creativity.

15. Presenter: How does this transfer to the world of business?

16. Peter Jones: Creative ideas make businesses more competitive. Shared reading experiences improve communication and morale at work.

3. Summarize the interview in 10 sentences and make a report.

11. Speak on the following.

    1. Management Skills;

    2. Strengths and weaknesses in management style;

    3. Management models.

Word list

activity, n	деятельность
depend (on), v	зависеть от
certain, adj	определенный
divide (into), v	делить
conceptual, adj	концептуальный
decision, n	решение
decision making	принятие решений
communicational, n	коммуникационный
interpersonal skill	умение общаться с людьми
fit together	согласовываться
require. v	требовать
identify, v	узнать
action plan	план действий
especially, adv	особенно
keep to	придерживаться
specify, v	предписывать
budget, n	смета
flow, n	поток
paper work	бумажная работа
orally, adv	устно
in writing	в письменной форме
approximately, adv	приблизительно
percent, n	процент
enable, v	давать возможность
explanatory note	объяснительная записка
report, n	отчет, доклад
psychological, adj	психологический
decisive, adj	решающий
complex, adj	сложный
need, n	потребность
consequently, adv	следовательно
relation, n	отношение
support, n	поддержка
specific, adj	особый
competence, n	компетенция
investigation, n	исследование
connection, n	связь
provide, v	обеспечивать
subordinate, n	подчиненный
work environment	рабочая среда