- •6.030601 “Менеджмент” для студентів іі курсу
- •6.030601 “Менеджмент ” для студентів іі курсу
- •Передмова
- •Lesson 1 the reading module
- •I. Reading Exercises:
- •The speaking module
- •II. Speaking Exercises:
- •The writing module
- •III. Writing exercises:
- •Lesson 2 the reading module
- •I. Reading Exercises:
- •The speaking module
- •II. Speaking Exercises:
- •The writing module
- •III. Writing exercises:
- •Lesson 3 the reading module
- •I. Reading Exercises:
- •The speaking module
- •II. Speaking Exercises:
- •The writing module
- •III. Writing exercises:
- •Lesson 4 the reading module
- •I. Reading Exercises:
- •The speaking module
- •II. Speaking Exercises:
- •The writing module
- •III. Writing exercises:
- •Lesson 5 the reading module
- •I. Reading Exercises:
- •The speaking module
- •II. Speaking Exercises:
- •The writing module
- •III. Writing exercises:
- •Lesson 6 the reading module
- •I. Reading Exercises:
- •II. Speaking Exercises
- •The writing module
- •III. Writing exercises:
- •Lesson 7 the reading module
- •I. Reading Exercises:
- •II. Speaking Exercises:
- •The writing module
- •III. Writing exercises:
- •Lesson 8 the reading module
- •I. Reading Exercises:
- •The speaking module
- •II. Speaking Exercises:
- •The writing module
- •III. Writing exercises:
- •Lesson 9 the reading module
- •I. Reading Exercises:
- •The speaking module
- •II. Speaking Exercises:
- •The writing module
- •III. Writing exercises:
- •Lesson 10 the reading module
- •I. Reading Exercises:
- •II. Speaking Exercises:
- •The writing module
- •III. Writing exercises:
The writing module
III. Writing exercises:
Exercise 1. Complete the sentences with the suggested words:
assumption; differentiated; outside; systems; is.
Open systems depend on the ______ environment for survival, whereas closed systems do not. General systems theory, an interdisciplinary field based on the _______ that everything ____ systematically related, has identified a hierarchy of _____ and has ______ closed and open system.
Exercise 2. Compose a story on one of the topics (up to 100 words):
“Five conventional approaches to management”
“ The evolution of management thought”
Lesson 3 the reading module
Read the text: Planning and decision making
Planning has been labeled the primary management function because it sets the stage for all other aspects of management. Recent research has uncovered the following trends in corporate planning: more planners with actual management experience; greater teamwork, customizing, and flexibility; and more translation of broad strategies into how-to-do-it plans. Along with many other practical reasons for planning, two conceptual reasons for planning are limited resources and an uncertain environment. To cope with environmental uncertainty, organizations can respond as defenders (their primary attention is devoted to efficiency of current operations), prospectors (their primary attention is devoted to searching for new market opportunities), analyzers (their emphasis is on detecting and copying competitor’s most promising ideas), or reactors (they are frequently unable to respond quickly to perceived changes in environment and make adjustments only when finally forced to do so by environmental pressures).
A properly written plan tells what, when, and how something is to be accomplished. Clearly written organizational mission statements tend to serve as a useful focal point for the planning process. Strategic, intermediate, and operational plans are formulated by top, middle, and lower-level management, respectively. Objectives have been called the single most important feature of the planning process. Well-written objectives spell out in measurable terms what should be accomplished and when it is to be accomplished. Good objectives help managers by serving as targets, acting as measuring sticks (they enable managers to weigh performance objectively on the basis of accomplishment rather than subjectively on the basis of personality or prejudice), encouraging commitment, and strengthening motivation. Objective setting begins at the top of the organization and filters down, thus forming a means-ends chain: supervisory-level objectives provide the means for achieving middle-level objectives (ends) which, in turn, provide the means for achieving top-level objectives (ends). Priorities affect resource allocation by assigning relative importance to objectives. Plans are formulated and executed as part of a more encompassing planning/control cycle.
Management by objectives (MBO) is an approach to planning and controlling that is based on measurable and participatively set objectives (the emphasis is on the participation and involvement of subordinates). MBO basically consists of four steps: (1) set objectives participatively, (2) develop action plans, (3) periodically reevaluate objectives and plans and monitor performance, and (4) conduct annual performance appraisals. Objective setting in MBO flows from top to bottom. MBO has both strengths and limitations and requires a supportive climate favorable to change, participation, and the sharing of authority.
Break-even analysis, or cost-volume-profit analysis, can be carried out algebraically or graphically. The break-even point is the level of sales at which the firm neither suffers a loss nor realizes a profit. In effect, the break-even point is the profit-making threshold. If sales are below that point, the organization loses money. If sales go beyond the break-even point, it makes a profit. Break-even analysis helps planners gauge the potential impact of price changes and profit objectives on sales volume. A major limitation of break-even analysis is that specialized accounting knowledge is required to identify relevant fixed and variable costs.