Раздел II Тексты для самостоятельного чтения

Text 1. THE MANAGING DIRECTOR

1. The functions.

Business today is extremely complex and diversified. To run a company well requires both skills of seeing detail and skills of seeing the whole. A chief executive has to manage the day-to-day affairs of the company as well as long-term planning and future ori­ented interests. To operate a company according to his/her own projections and forecast would be difficult enough, but the director must also envision how the whole board would wish the affairs of the establishment to be handled.

No single person can accomplish this on his/her own. Thus, the manager must learn to delegate both work and respon­sibility. If he/she neglects to do this, the enterprise will soon become a maelstrom (водоворот) of complexities.

The company will run efficiently, if everyone understands exactly which job he/she is to do, how it is to be done and to whom the results are to be reported. The manager has to find people whom one can trust. If a manager cannot delegate authority, he is really shirking (увиливает от) his job.

However, a good manager should not be an autocrat. If he became autocratic, he would be truly dangerous for the enterprise. To run a business properly in today's world means to cooperate.

Most modern companies manage to divide the tasks required of employers into line functions and staff functions. The line functions concern themselves with actual production, while the staff functions bring services to the line func­tion workers. It is the job of the managing director to keep the lines of communication open to both of these groups. Were he to neglect either side, he would be committing a serious blunder (промах).

Yet, it is far from simple to keep such lines of communica­tion open. A managing director cannot afford to have too many people reporting to him. As a matter of fact, eight to ten direct reports are ideal. If he/she receives more than this, he/she might simply be outburdened with details. Since the director cannot keep his/her finger on all the pulses, he/she should encourage ties among the vari­ous departments. This is really the essence of corporate planning.

2. Important Qualities

Communication skills. Top executives must be able to communicate clearly and persuasively. They must effectively discuss issues and negotiate with others, direct subordinates, and explain their policies and decisions to those within and outside the organization.

Decision-making skills. Top executives need decision-making skills when setting policies and managing an organization. They must assess different options and choose the best course of action, often daily.

Leadership skills. Top executives must be able to lead a successful organization by coordinating policies, people, and resources.

Management skills. Top executives must organize and direct the operations of an organization. For example, they must manage business plans, employees, and budgets.

Problem-solving skills. Top executives need problem-solving skills after identifying issues within an organization. They must be able to recognize shortcomings and effectively carry out solutions.

Time-management skills. Top executives must be able to do many tasks at the same time, typically under their own direction, to ensure that their work gets done and that they meet their goals.