1.5.4 Text for discussion.

a. Look up the dictionary or Unit 1 Glossary for the meaning and pronunciation of the following words and word-combinations and use them to discuss the problems outlined in the text.

Delegation; to cope with; to delegate; to train; to allocate; subordinates; to further the development; a generation of managers; resposibility; authority; accountability; job description; an adequate budget; to undertake a task; accountable to; superiors.

b. Briefly scan the text and outline the list of major points.

c. Read the text more carefully and comment on the following items:

- the delegation of highly specialised or confidential work;

- the delegation of very important decisions with high resource implications;

- the psychological aspects of delegating one’s functions to subordainates;

- the unwillingness of a subordinate to accept delegation of a difficult task;

- the problem of the appropriate span of control for managers and supervisors at different levels in the company (How many workers or subordinates can one person supervise without losing control?).

Delegation

At any level in the organisation it is unlikely that managers will be able to cope adequately with all aspects of their jobs on their own. To function efficiently they must delegate. Provided that they have chosen and trained the right people, they should be able to allocate important aspects of their jobs to subordinates. This will have the advantage of furthering the development of the next generation of managers. There are three important aspects to delegation:

1 Responsibility. An obligation is placed on the subordinate to ensure that the delegated tasks are carried out efficiently on time. The responsibility should be clearly defined in the job description.

2 Authoruty. If delegation is to work, the subordinates must in turn be authorised to carry out their responsibilities. They must have access to the necessary information and the power to make things happen by requiring action from others. They must have an adequate budget and time within their day to undertake the task efficiently.

3 Accountability. Standards of performance in the task must be set out beforehand in order that the subordinates may be held accountable to the manager for their efforts. The managers are also accountable to their superiors for the actions of their subordinates.

1.6 Render the passage in English using the English equivalents of the italicised phrases given in Russian. Express the main idea of the passage in one sentence. Конфликты

Работники входят в состав (enter) организации с различным образованием, опытом работы (experiences) и мотивацией. Неудивительно (It is not surprising), что конфликты неизбежны (are inevitable) в любой организации. Конфликт существует там (exists), где один человек считает, что его интересы ущемляются (are frustrated by) другим человеком. Конфликт может возникнуть в результате плохой организации информационных потоков (poor communication), включая неполную (incomplete) информацию и недораразумения (misunderstandings). Другой причиной конфликтов могут быть недостатки организационной структуры: столкновение интересов (conflicting objectives) между отделами, взаимозависмимость (interdependence) групп или конкуренция за ограниченные (scarce) ресурсы. Следует учесть и (We should consider) личностные (personal) факторы, такие как стиль управления и несовместимость (incompatibility) личных целей с целями организации. В некоторых организациях считается, что конфликты вредны (are harmful), так как они могут привести к (lead to) низкой производительности (productivity) и плохим (poor) производственным (industrial) отношениям.

Однако, в других организациях конфликты считаются неизбежными и желательными (desirable). Конфликты могут повысить мотивацию, творчество (creativity) и стимулировать (encourage) лучшие управленческие решения. Конфликты дают возможность (enable) организации развиваться (to progress).

Unit 1 Glossary

AUTHORITY (1)The power to determine or settle issues or disputes; jurisdiction; the right to control, command or determine. (2) A power or right delegated or given. (3) A person or body of persons in whom authority is vested, as a government agency.

BUDGET (from old French bougette, purse) is a list of all planned expenses and revenues. It is a plan for saving and spending. A budget is an important concept in microeconomics, which uses a budget line to illustrate the trade-offs between two or more goods. In other terms, a budget is an organizational plan stated in monetary terms.

BUSINESS COMMUNICATION It is used to promote a product, service, or organization; relay information within the business; or deal with legal and similar issues. It is also a means of relaying between a supply chain, for example the consumer and manufacturer. Business Communication is known simply as "Communications". It encompasses a variety of topics, including Marketing, Branding, Consumer behaviour, Customer relations, Advertising, Public relations, Corporate communication, Community engagement, Research & Measurement, Reputation management, Interpersonal communication, etc.

Business Communication can also refer to internal communication. A communications director will typically manage internal communication and craft messages sent to employees. It is vital that internal communications are managed properly because a poorly crafted or managed message could foster distrust or hostility from employees.

BUSINESS UNIT A logical element or segment of a company (such as accounting, production, marketing) representing a specific business function, and a definite place on the organizational chart, under the domain of a manager. Also called department, division, or a functional area.

CHAIN OF COMMAND A system whereby authority passes down from the top through a series of executive positions or military ranks in which each is accountable to the one directly superior. The order in which authority and power in an organization is delegated from top management to every employee at every level of te organisation. Instructions flow downward along the chain of command and accountability flows upward. According to its proponent Henri Fayol (1841-1925), the more clear cut the chain of command, the more effective the decision making process and greater the efficiency.

CHIEF ACCOUNTANT The highest-ranking accountant in a large organization.

CHIEF EXECUTIVE OFFICER (CEO, American English), managing director (MD, British English), or chief executive is the highest-ranking corporate officer (executive) or administratorin charge of total management of an organization. An individual appointed as a CEO of a corporation, company, organization, or agency typically reports to the board of directors.

COLLABORATION It is working together to achieve a goal, but in its negative sense it is working as a traitor.

COMMUNICATION The activity of conveying meaningful information. Communication requires a sender, a message, and an intended recipient, although the receiver need not be present or aware of the sender's intent to communicate at the time of communication; thus communication can occur across vast distances in time and space. Communication requires that the communicating parties share an area of communicative commonality. The communication process is complete once the receiver has understood the sender.

CONTROLLING A basic management function of (1) establishing benchmarks or standards, (2) comparing actual performance against them, and (3) taking corrective action, if required.

COOPERATION or co-operation is the process of working or acting together, which can be accomplished by both intentional and non-intentional agents. In its simplest form it involves things working in harmony, side by side, while in its more complicated forms, it can involve something as complex as the inner workings of a human being or even the social patterns of a nation. It is the alternative to working separately in competition. Cooperation can also be accomplished by computers, which can handle shared resources simultaneously, while sharing processor time.

COORDINATION The act of coordinating, making different people or things work together for a goal or effect.

DELEGATION 1. General: Grant of authority by one party (the delegator) to another (the delegayee) for agreed purposes. 2. Management: sharing or transfer of authority and the associated responsibility from an employer or superior (who has the right to delegate) to an employee or subordinate.

DEPARTMENT Specialized functional area within an organization or a division, such as accounting, marketing, planning. Generally every department has its own manager and a chain of command.

DIRECTING A basic management function that includes building an effective work climate and creating opportunity for motivation, supervising, sheduling, and disciplining.

DIVISION Alternative term for business unit.

DIVISION OF LABOUR The specialization of cooperative labour in specific, circumscribed tasks and like roles. Historically an increasingly complex division of labour is closely associated with the growth of total output and trade, the rise of capitalism, and of the complexity of industrialisation processes.

FORMAL ORGANIZATION STRUCTURE A formal organisation structure shows a recognisable chain of command, it also has many levels of management. This make comunication slower and decision making harder to implement.

HENRI FAYOL (Istanbul, 29 July 1841–Paris, 19 November 1925) was a French mining engineer and director of mines who developed a general theory of business administration. He and his colleagues developed this theory independently of scientific management but roughly contemporaneously. He was one of the most influential contributors to modern concepts of management.

HIERARCHY (Greek: hierarchia (ἱεραρχία), from hierarches, "leader of sacred rites") is an arrangement of items (objects, names, values, categories, etc.) in which the items are represented as being "above," "below," or "at the same level as" one another. Abstractly, a hierarchy is simply an ordered set or an acyclic directed graph. A hierarchy can link entities either directly or indirectly, and either vertically or horizontally. The only direct links in a hierarchy, insofar as they are hierarchical, are to one's immediate superior or to one of one's subordinates, although a system that is largely hierarchical can also incorporate alternative hierarchies. Indirect hierarchical links can extend "vertically" upwards or downwards via multiple links in the same direction, following a path. All parts of the hierarchy which are not linked vertically to one another nevertheless can be "horizontally" linked through a path by traveling up the hierarchy to find a common direct or indirect superior, and then down again. This is akin to two co-workers or colleagues; each reports to a common superior, but they have the same relative amount of authority.

HUMAN RESOURCES A term used to describe the individuals who make up the workforce of an organization, although it is also applied in labor economics to, for example, business sectors or even whole nations. Human resources is also the name of the function within an organization charged with the overall responsibility for implementing strategies and policies relating to the management of individuals (i.e. the human resources). This function title is often abbreviated to the initials "HR". Human resources is a relatively modern management term, coined as late as the 1960s.  The origins of the function arose in organizations that introduced 'welfare management' practices and also in those that adopted the principles of 'scientific management'. From these terms emerged a largely administrative management activity, coordinating a range of worker related processes and becoming known, in time, as the 'personnel function'. Human resources progressively became the more usual name for this function, in the first instance in the United States as well as multinational or international corporations, reflecting the adoption of a more quantitative as well as strategic approach to workforce management, demanded by corporate management to gain a competitive advantage, utilizing limited skilled and highly skilled workers.

INFORMAL ORGANIZATION STRUCTURE An informal structure is much more relaxed, with very few levels of management. This makes comunication much easier between levels and decisions are made faster.

INTERNAL AUDITING It is an independent, objective assurance and consulting activity designed to add value and improve an organization's operations. It helps an organization accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes. Internal auditing is a catalyst for improving an organization’s effectiveness and efficiency by providing insight and recommendations based on analyses and assessments of data and business processes. With commitment to integrity and accountability, internal auditing provides value to governing bodies and senior management as an objective source of independent advice. Professionals called internal auditors are employed by organizations to perform the internal auditing activity. The scope of internal auditing within an organization is broad and may involve topics such as the efficacy of operations, the reliability of financial reporting, deterring and investigating fraud, safeguarding assets, and compliance with laws and regulations. Internal auditing frequently involves measuring compliance with the entity's policies and procedures. However, internal auditors are not responsible for the execution of company activities; they advise management and the Board of Directors (or similar oversight body) regarding how to better execute their responsibilities. As a result of their broad scope of involvement, internal auditors may have a variety of higher educational and professional backgrounds. Publicly-traded corporations typically have an internal auditing department, led by a Chief Audit Executive ("CAE") who generally reports to the Audit Committee of the Board of Directors, with administrative reporting to the Chief Executive Officer.

INTERPERSONAL SKILLS are the skills that a person uses to interact with other people. Interpersonal skills are sometimes also referred to as people skills or communication skills. Interpersonal skills involve using skills such as active listening and tone of voice, they include delegation and leadership. It is how well you communicate with someone and how well you behave or carry yourself. Also they help people further their careers.

JOB DESCRIPTION It is a list that a person might use for general tasks, or functions, and responsibilities of a position. It may often include to whom the position reports, specifications such as the qualifications or skills needed by the person in the job, or a salary range. Job descriptions are usually narrative, but some may instead comprise a simple list of competencies; for instance, strategic human resource planning methodologies may be used to develop a competency architecture  for an organization, from which job descriptions are built as a shortlist of competencies.

JOB ROTATION It is a management technique that assigns trainees to various jobs and departments over a period of a few years. Surveys show that an increasing number of companies are using job rotation to train employees. There are both positive and negative effects involved with job rotation that need to be taken into consideration when a company makes the decision to utilize this technique.

LINE AND STAFF MANAGEMENT A military-type organizational structure, commonly employed in large, centralized corporations. It has two separate hierarchies: (1) the line hierarchy in which departments are revenue generators (manufacturing, selling), and their managers are responsible for achieving the organization’s main objective by executing the key functions (such as policy making, target setting, decision making); (2) staff hierarchy, in which the departments are revenue consumers, and their managers are responsible for activities that support line functions (such as accounting, maintenance, personnel management). While both hierarchies have their own chains of command, a line manager may have direct control over staff employees but a staff manager may have no such power over the line employees. In modern practice, however, the difference in the hierarchies is not so clear-cut and jobs often have elements of the both types of functions.

LINE DEPARTMENT A line department is a department in a company that actually produces the product or does the selling, rather than support departments like accounting or IT.

MANAGEMENT 1. The organization and coordination of the activities of an enterprise in accordance with certain policies and in achievement of defined objectives. Management is often included as a factor of production along with machines, materials, and money. According to the management guru Peter Drucker (1909-2005), the basic task of management is twofold: marketing and innovation. Practice of modern management owes its origin to the 16th century enquiry into low-efficiency and failures of certain enterprises, conducted by the English statesman Sir Thomas More (1478-1535). As a discipline, management consists of the interlocking functions of formulating corporate policy and organizing, planning, controlling, and directing an organization’s resources to achieve the policy’s objectives.

2. The directors and managers who have the power and responsibility to make decisions to manage an enterprise. The size of management can range from one person in a small organization to hundreds or thousands of managers in multinational companies. In large organizations the board of directors formulates the policy which is then implemented by the chief executive officer. Some business analysts and financiers accord the highest importance to the quality and experience of the managers in evaluating an organization’s current and future worth.

MARKET RESEARCH It is any organized effort to gather information about markets or customers. It is a very important component of business strategy. The term is commonly interchanged with marketing research; however, expert practitioners may wish to draw a distinction, in that marketing research is concerned specifically about marketing processes, while market research is concerned specifically with markets. Market Research is a key factor to get advantage over competitors. Market research provides important information to identify and analyze the market need, market size and competition.

MATRIX ORGANIZATION An organizational structure that facilitates the horizontal flow of skills and information. It is used mainly in the management of large projects or product development processes, frawing employees from different functional disciplines for assignment to a team without removing them from their respective positions. Employees in a matrix organization report on day-to-day performance to the project or product manager  whose authority flows sideways (horizontally) across departmental boundaries. They also continue to report on their overall performance to the head of their department whose authority flows downwards (vertically) within his or her department. In addition to a multiple command and control structure, a matrix organization necessitates new support mechanisms, organizational culture and behaviour patterns. Developed at the US National Aeronautics & Space Administration (NASA) in association with its suppliers, this structure gets its name from its resemblance to a table (matrix) where every element is included in a row as well as in a column.

MIDDLE MANAGEMENT a layer of management in an organization whose primary job responsibility is to monitor activities of subordinates while reporting to upper management. In pre-computer times, middle management would collect information from junior management and reassemble it for senior management^. With the advent of inexpensive PCs this function has been taken over by e-business systems. During the 1980s and 1990s thousands of middle managers were laid off for this reason.

MOTIVATION Internal and external factors that stimulate desire and energy in people to be continually interested in and committed to a job, role, or subject, and to exert persistent effort in attaining a goal. Motivation results from the interactions among conscious and unconscious factors such as the (1) intensity of desire or need, (2) incentive or reward value of thye goal, and (3) expectations of the individual and of his or her significant others.

ORGANIZATION A social group which distributes tasks for a collective goal. The word itself is derived from the Greek word organon, itself derived from the better-known word ergon - as we know `organ` - and it means a compartment for a particular job.

ORGANIZATION CHART Visual representation of how a firm intends authority, responsibility and information to flow within its formal organizational structure. It usually depicts different management functions (accounting, finance, human resources, marketing, production, R&D, etc.) and their subdivisions as boxes linked with lines along which decision making power travels downwards and answerability travels upwards. Also called organizational chart.

ORGANIZING  (also spelled organising) is the act of rearranging elements following one or more rules. Anything is commonly considered organized when it looks like everything has a correct order or placement. But it's only ultimately organized if any element has no difference on time taken to find it. In that sense, organizing can also be defined as to place different objects in logical arrangement for better searching.

PERSONNEL 1.  The people employed in an organization or for a service or undertaking.

2. The office or department that interviews, appoints, or keeps records of employees. Also called human resources.

PLANNING  in organizations and public policy is both the organizational process of creating and maintaining a plan; and the psychological process of thinking about the activities required to create a desired goal on some scale. As such, it is a fundamental property of intelligent behavior. This thought process is essential to the creation and refinement of a plan, or integration of it with other plans, that is, it combines forecasting of developments with the preparation of scenarios of how to react to them. An important, albeit often ignored aspect of planning, is the relationship it holds with forecasting. Forecasting can be described as predicting what the future will look like, whereas planning predicts what the future should look like.

PRODUCT DISTRIBUTION It is one of the four elements of the marketing mix. An organization or set of organizations (go-betweens) involved in the process of making a product or service available for use or consumption by a consumer or business user. The other three parts of the marketing mix are product, pricing, and promotion.

SPAN OF CONTROL It is the term now used more commonly in business management, particularly human resource management. Span of control refers to the number of subordinates a supervisor has. In the hierarchical business organization of the past it was not uncommon to see average spans of 1 to 4 or even less. That is, one manager supervised four employees on average. In the 1980s corporate leaders flattened many organizational structures causing average spans to move closer to 1 to 10. That was made possible primarily by the development of inexpensive information technology. As information technology was developed capable of easing many middle manager tasks – tasks like collecting, manipulating and presenting operational information – upper managers found they could hire fewer middle managers to do more work managing more subordinates for less money.

SENIOR MANAGEMENT executive management, or management team is generally a team of individuals at the highest level of organizational management who have the day-to-day responsibilities of managing a company or corporation, they hold specific executive powers conferred onto them with and by authority of the board of directors and/or the shareholders. There are most often higher levels of responsibility, such as a board of directors and those who own the company (shareholders), but they focus on managing the senior or executive management instead of the day-to-day activities of the business. In Project Management, senior management is responsible for authorizing the funding of projects. They are sometimes referred to, within corporations, as executive management, top management, upper management, higher management, or simply seniors.

SKILLS A skill is the learned capacity to carry out pre-determined results often with the minimum outlay of time, energy, or both. Skills can often be divided into domain-general and domain-specific skills. For example, in the domain of work, some general skills would include teamwork and leadership, time management, self motivation and others, whereas domain-specific skills would be useful only for a certain job. Skill usually requires certain environmental stimuli and situations to assess the level of skill being shown and used. People need a broad range of skills in order to contribute to a modern economy and take their place in the technological society of the 21st century. 

SUPERVISORY MANAGEMENT The most junior level of management within an organization. The activities involved in supervisory management include staff recruitment, handling day-to-day grievances and staff discipline, and ensuring that quality and production targets are met.

TEAMWORK Work performed by a team towards a common goal. A challenge for leaders of groups of people, such as in a work department, is to get everyone to pull together and function as a team instead of going in separate directions. One way to foster teamwork is to engage the members in activities that require them to work together. Activities can be physical in nature or require the use of team brain power to solve a problem. Fun activities such as sports or games can allow the team members to relax and enjoy working with one another.

TRAINING: Training is a process in order to change human being attitude, knowledge, skills and behavior. It is TASK oriented. Where TASK means the full-form of T --> Training A --> Attitude S --> Skill K --> Knowledge. The term training refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. It forms the core of apprenticeships and provides the backbone of content at institutes of technology (also known as technical colleges or polytechnics). In addition to the basic training required for a trade, occupation or profession, observers of the labor-market recognize as of 2008 the need to continue training beyond initial qualifications: to maintain, upgrade and update skills throughout working life. People within many professions and occupations may refer to this sort of training as professional development.