Учебник Английский язык

1

Сибирский федеральный университет Институт управления градостроительства и региональной экономики Учебно-методический комплекс дисциплины «Специальный иностранный язык. Английский » № 1533/1159

Учебно-методическое пособие по циклу практических занятий

«Специальный иностранный язык. Английский»

Творческий коллектив: Алмабекова О.А., доцент Буденкова А.В., доцент Грищенко Н.А., ст. преподаватель

Каширина В.М., ст. преподаватель Корниенко В.В., ст. преподаватель

Красноярск

2008

	2
	Содержание
Module 1
Part 1 What is management?	..................................................................................1
Part 2 Levels of management and required skills…………………………….......9
Part 3 Working conditions ………………………………………………………41
Part 4 Psychological aspects of management……………………………………74
Part 5 Recruitment……………………………………………………………….95
Module 2
Part 6 Management across cultures……………………………………………...109
Module 3
Part 7 Marketing and its components…………………………………….……...121
Part 8 Competition and competitiveness……………………………….………..136
Part 9 Product………………………………………………………………..…..158
Part 10 Price and pricing………………………………………………………...186
Part 11 Channels of distribution………………………………………………....195
Part 12 Promotion……………………………………………………………….222
Module 4
Part 13 Business ethics ………………………………………………………....241

3

Module 1	WHAT IS MANAGEMENT?
Part 1
	Definition of management

1. What associations come to your mind when you hear the word ‘management’? Complete the mind-map.

Management

2. Choose a definition of ‘management’ that you like more and explain your choice.

The verb manage comes from the Italian maneggiare (to handle — especially a horse), which in turn derives from the Latin manus (hand). The French word mesnagement (later management) influenced the development in meaning of the English word management in the 17th and 18th centuries.

Management comprises directing and controlling a group of one or more people or entities for the purpose of coordinating and harmonizing that group towards accomplishing a goal. Management often encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources. Management can also refer to the person or people who perform the act(s) of management. Management has to do with power by position, whereas leadership involves power by influence. (Wikipedia)

4

Management is the process of getting activities completed efficiently and effectively with and through other people.

Management is like investment. Managers have resources to invest – their own time and talent as well as human and financial resources. The goal (function) of management is to get the best return on those resources by getting things done efficiently. This doesn’t entail being mechanical. The manager’s style is a contextual issue. With highly skilled and self-motivated knowledge workers, the manager can be very empowering. Where the workforce is less skilled or motivated, the manager may need to monitor output more closely. By saying that management is a function, not a type of person or role, we better account for selfmanaged work teams where no one is in charge. Skilled managers know how to coach and motivate diverse employees. Getting things done through people is what they do. (“What is Management?” by Mitch McCrimmon)

The American Management Association defines management as ‘the process of getting work done through people.’ It is management’s responsibility to achieve and maintain a business organization’s effectiveness. Traditionally, management includes the following activities: planning, organizing, leading, and controlling. More specifically, management is responsible for the primary activities of the firm; those being inbound logistics, operations, outbound logistics, marketing and sales, and service. Management is also responsible for the support activities of infrastructure (accounting, finance, strategic planning), human resource management (recruiting, training and development, compensation management), technology development (product and process improvement), and procurement (material acquisition). Management crosses cultural boundaries as most organizations of significant size operate internationally. Primary and support activities are performed in an international context.

Management is the art and science of directing the operations of both individuals and organizations. Specifically, the overall function of management is often broken down into four general categories: planning, leading, organizing, and controlling. The overall effectiveness and efficiency of operations is generally credited to management. But in practical terms, what does this all mean?

Briefly, management is what allows people to work together cooperatively in an organization and to somehow leverage their talents. Management is about helping organization members understand why they are performing a certain task; i.e., what are they accomplishing which contributes to the whole? Management is about conceiving a purpose toward which the organization may focus its activities. Management is concerned with helping people gain some measure of satisfaction and pleasure from the tasks they perform. In short, it could be said that, as a discipline, management is what makes a business enterprise a real organization

5

rather than simply a collection of people. (Wall College of Business Administration)

3.a) Could you explain the difference between the notions ‘manager’,

‘administrator’ and ‘entrepreneur’?

b)What would you prefer: to be an entrepreneur or a manager; or maybe both?

c)Do a psychological test and compare your ideas with the results of the test. Make comments.

Are you an entrepreneur?

1.Do you prefer to work on your own, with as little outside direction as possible? a) yes b) usually c) no

2.Do you feel, given well-defined criteria and adequate resources, you will produce a favourable result?

a) yes b) usually c) sometimes

3.Do you find a limited working environment frustrating? a) very b) usually c) can cope

4.If something you are involved with goes wrong, do you feel personally responsible?

a) yes b) sometimes c) no

5.Do you suggest changes in operations which involve you?

a) often b) sometimes c) seldom

6.Do you enjoy working with other people? a) usually b) sometimes c) seldom

7.Do you enjoy assessing risk and acting on your assessments? a) yes b) sometimes c) no

8.Do you apply yourself equally to all tasks you face?

a) yes b) usually c) no

9. Are you content with your achievements to date? a) yes b) generally c) no

10.Are you content with your present lifestyle? a) yes b) generally c) no

11.Do you care what your friends and business associates think of you? a) yes b) sometimes c) no

12.Do you have a clear idea of what you want to do over the next three years? a) yes b) reasonable clear c) no

13.Do you think you have control over and can influence your future?

a) yes b) sometimes c) no

14. Do you put your failures behind you? a) yes b) sometimes c) no

6

15.Are you outspoken — sometimes to your detriment — about what you think? a) yes b) sometimes c) no

16.Do you believe you are adequately compensated for work you have done?

a) yes b) sometimes c) no

17.Do poor working conditions affect your performance? a) yes b) sometimes c) no

18.Do your goals have the support of your family and those close to you? a) yes b) usually c) no

19.What level of growth potential do you think the free enterprise system has? a) unlimited b) limited c) very little

20.If the situation is not suitable to your plans, do you:

a) carry on regardless? b) wait for it to improve? c) change your plans?

Calculate your score.

1. a) 3 b) 2 c) 1	6.	a) 1 b) 2 c) 3	11. a) 3 b) 2 c) 1	16. a) 1 b) 2 c) 3
2. a) 3 b) 2 c) 1	7.	a) 3 b) 2 c) 1	12. a) 3 b) 2 c) 1	17. a) 1 b) 2 c) 3
3. a) 3 b) 2 c) 1	8.	a) 1 b) 2 c) 3	13. a) 3 b) 2 c) 1	18. a) 3 b) 2 c) 1
4. a) 3 b) 2 c) 1	9.	a) 1 b) 2 c) 3	14. a) 1 b) 2 c) 3	19. a) 3 b) 2 c) 1
5. a) 3 b) 2 c) 1	10. a) 1 b) 2 c) 3		15. a) 3 b) 2 c) 1	20. a) 2 b) 1 c) 3

Rate yourself.

OVER 55: You probably know exactly what you intend to do — if you have not already started on it. And the chances are that you did not need the confirmation of this questionnaire to reassure you about your entrepreneurial drive. But since you appear to have the motivation and attitudes to succeed, make sure you seek out expert advice before you go any further.

50 TO 55: You are on your way. A full profile of your personality would probably place you firmly in the ‘likely to succeed’ category.

45 TO 50: The ability, the motivation and the attitudes to win through are probably there. But there is also the possibility of a lack of commitment in some areas. Perhaps family responsibilities give rise to caution: perhaps you are aimed to the accumulation of wealth. More likely, you are already in a job and, not being an intending entrepreneur, lack of clarity of goals.

40 TO 45: Definite need for close reappraisal if you are intending to launch yourself forth as an entrepreneur. Perhaps your skills are more management orientated? Or perhaps a cooperative or partnership would be more suitable?

7

Below 40: A decided skepticism, even lack of belief in the system is indicated here. You may be highly skilled, but are perhaps unwilling — or unable — to do battle as a business entrepreneur.

8

READING

1. Read the text and find the definition of a manager, an administrator and

an entrepreneur. See how much your ideas are similar to the information in the text.

What is Management?

You want me to explain what management is? Well, I guess I can manage that! Actually, management as we understand it today is a fairly recent idea. Most economists in the eighteenth and nineteenth centuries, for example, wrote about factors of production such as land, labour and capital, and about supply and demand, as if these were impersonal and objective economic forces which left no room for human action. An exception was Jean-Baptiste, who invented the term ‘entrepreneur’, the person who sees opportunities to use resources in more productive ways.

Entrepreneurs are people who are alert to so-far undiscovered profit opportunities. They perceive opportunities to commercialize new technologies and products that will serve the market better than it is currently being served by their competitors. They are happy to risk their own or other people’s capital. They are frequently unconventional, innovative people. But entrepreneurship isn’t the same as management, and most managers aren’t entrepreneurs.

So, what’s management? Well, it’s essentially a matter of organizing people. Managers, especially senior managers, have to set objectives for their organization, and then work out how to achieve them. This is true of the managers of business enterprises, government departments, educational institutions, and sports teams, although for government services, universities and so on we usually talk about administrators and administration rather than managers and management. Managers analyse the activities of the organization and the relations among them. They divide the work into distinct activities and then into individual jobs. They select people to manage these activities and perform the jobs. And they often need to make the people responsible for performing individual jobs form effective teams.

Managers have to be good at communication and motivation. They need to communicate the organization’s objectives to the people responsible for attaining them. They have to motivate their staff to work well, to be productive, and to contribute something to the organization. They make decisions about pay and promotion.

Managers also have to measure the performance of their staff, and to ensure that the objectives and performance targets set for the whole organization and for individual employees are reached. Furthermore, they have to train and develop their staff, so that their performance continues to improve.

Some managers obviously perform these tasks better than others. Most achievements and failures in business are the achievements or failures of individual managers.

2. Work in pairs. Read the text again and find the manager’s functions.

9

3. Divide the managerial functions, you have just listed, into four groups.

Planning:

Organizing:

Directing:

Controlling:

VOCABULARY

to design and maintain an environment efficient

staff; to staff

to apply to (e.g. Management applies to any kind of organization.) profit

surplus

aprofit (business) enterprise; not-for-profit (non-business) enterprise to charge with responsibility

to make contributions to objective, aim, goal group objectives

adesirable aim

available resources to strive

scope of authority to deal with

to establish group endeavour to carry out

1. a) Match the word ‘aim’ and ‘result’ with the verbs given below.

attain

achieve

accomplish

meet

obtain

reach

aim

result

10

b) These verbs have one initial meaning, but their usage is different. Match the verbs and the nouns to make word partners.

to manage
to run	business
to administrate	country
to rule	people
to lead	company
to supervise
2. Complete the sentences with an appropriate word.
Management is the process of designing and
maintaining _______ for effective accomplishing						endeavour
group goals.						scope of authority
Managers ______ planning, organising, staffing,
leading and controlling.						applies
Management ____ to any kind of organisation and						available resources
managers at all organisational levels.						carry out
Managers are charged with ______ of taking actions
that will make it possible for individuals to make their						responsibility
______ to group objectives.						an environment
Managers can obtain good results by establishing an
environment for effective group ______.						a surplus
Top-level managers and lower-level managers hold						contribution
different _____ .						accomplish
The logical and most desirable aim of all managers
should be ______ .
Managers must establish an environment in which
people can _____ group goals.