- •In fact, an organization is the unity, which operates successfully, if it is managed efficiently.
- •Text 2. Forms, types and styles of business organizations.
- •Types of Partnership:
- •Text 3. Organization structure
- •In business, the organization structure means the relationship between positions and people, who hold these positions; it shows who reports to whom.
- •Organization as the management object
- •Organization as the close system:
- •Organization as the open system
- •Text 4. Board of directors and ceo
- •3. Acquire sufficient resources for the organization’s operation
- •Major responsibilities of Board of Directors:
- •Typical Major functions of Chief Executive Officer of a Corporation
- •Answer the questions to the texts
- •Vocabulary to Unit 1
- •Unit 2. Corporate vision, mission, and image. Text 1. Company’s vision
- •Text 2. Company’s Mission
- •It is known that slogan represents words that sell.
- •Text 3. Objectives
- •Text 4. Strategic priorities
- •Strategy – mos - Tactics
- •Text 5. Spin of Success
- •Answer the questions to Unit 2
- •Vocabulary to Unit 2
- •1. Avoid V избегать, остерегаться, уклоняться. Syn: escape, evade.
- •2. Common purpose общая цель
- •3. Bridge n мост
- •Unit 3.Organization environment, resources and business activity Text 1. Types of environment
- •Text 2. Company resources and activities.
- •Production
- •Answer the questions to Unit 3
- •Text 1. Vital role of planning in company management
- •Text 2. Types of analyses used in planning activity.
- •Text 3. Typical Phases in Planning
- •1. Reference Overall Singular Purpose (“Mission”)
- •Text 5. Executives’ support in planning implementation
- •Answer the questions to Unit 4
- •Vocabulary to Unit 4
- •Unit 5. On Management and Managers. Text 1. What is management?
- •It is sufficient to say that the objectives represent what a company has to achieve and policy is how to go about achieving them.
- •Text 2 Strategic management versus operational management
- •Text 3. The managers’ job.
- •Text 4. Major functions of Managers.
- •Text 5. The role of a manager in company’s activity
- •Text 6. Delegating Authority
- •Answer the questions to Unit 5
- •Vocabulary to Unit 5
- •Unit 6. Leadership Text 1. General characteristic
- •Text 2. Leadership styles.
- •Text 3. Effective Leadership
- •Why are values important?
- •It all starts with leadership
- •Creating common understanding
- •Enabling and encouraging people to live by values
- •Most critical aspect – walking the talk
- •Answer the questions:
- •Unit 7. Business Culture and Business Ethic. Text 1. What is culture?
- •Building Trust across Cultural Boundaries.
- •Factors, which influence the organizational culture:
- •Text 3. Business ethics
- •Text 4. Business ethics and corporate culture nowadays.
- •Visible Manifestations of Culture
- •Invisible Manifestations of Culture
- •Questions to Unit 7
- •Vocabulary to Unit 7
- •Unit 8. Socio-psychological climate within and outside
- •Text 1. Ensuring socio-psychological climate in business.
- •Get a mentor or a coach
- •Learn to delegate
- •Recognize what’s important from what’s urgent
- •Recognize accomplishments
- •Text 3 .Dealing with Difficult Employees
- •How Can a Manager Deal with Difficult Employees
- •Text 4 . The 20 Bad Habits. Challenges in Interpersonal Behaviour.
- •Questions to Unit 8
- •Vocabulary to Unit 8
- •Unit 9. Managing Conflict Text 1. Why do conflicts arise in organization?
- •Text 2. Conflict Situations.
- •3. Differences in perceptions and values
- •Questions to Unit 9
- •Vocabulary to Unit 9
- •Unit 10. Cross-cultural Differences Text 1. Doing business across cultures. General ideas.
- •Text 2. Cross-cultural management.
- •Text 3. Culture clashes.
- •Text 4. Cross- Cultural Management that Makes a Difference
- •How should a company coming to a new culture cope with cultural issues?
- •Text 5. Cross-cultural management in Russia.
- •Text 6. Some Results of Poor Cross Cultural Awareness
- •Questions to Unit 10:
- •Vocabulary to Unit10
Text 4. Major functions of Managers.
There are four major functions of managers: planning, organizing, leading and coordinating and controlling.
1) Planning includes identifying goals, objectives, methods, resources needed to carry out methods, responsibilities and dates for completion of tasks. Examples of planning are strategic planning, business planning, project planning, work force planning, promotions planning etc.
2) Organizing resources in order to achieve the goals in an optimal fashion. Examples are organizing new departments, human resources, office and file systems, re-organizing business, etc.
3) Leading includes setting direction for the organization, groups and individuals and influencing people to follow this direction.
4) Coordinating the organization’s systems, processes and structures to reach effectively and efficiently goals and objectives.
5) Controlling includes constant monitoring and adjustment of systems, processes and structures accordingly. Examples include use of financial control, performance management processes, measures to avoid risks etc.
Text 5. The role of a manager in company’s activity
A role is one of several behaviours a manager displays as he/she functions in the organization.
There are ten kinds of roles managers play in their organizations:
Interpersonal roles: executive; leader; connective.
Information roles: receiver; disseminator; representative.
Decision making roles: entrepreneur; remover; negotiator.
Sometimes a manager has to “wear different hats” in interaction with various members of the organization. Below some of the role will be named:
1.Figurehead role. As a head of a unit, the manager must perform certain ceremonial duties. He may be requires to entertain visitors, attend a subordinate’s wedding or jubilee celebrations, or participate in a group luncheon.
2.Leadership role. Manager plays this role by working to improve employees’ performance, reducing conflicts, providing feedback on performance, and encouraging growth.
3.Liaison role. Managers interact with others besides superiors and subordinates; they work with peer level managers in other departments, staff specialists, other department employees and outside contacts.
4.Monitor role. The manager is constantly monitoring the environment to determine what is going on. He collects information both directly, by asking questions, and indirectly, through unsolicited information.
5.Spokesperson or Representative Role. The manager speaks for his/her work unit to people outside the work unit. One part of this role is to keep superiors well informed and a second aspect is to communicate outside the organization.
6.Entrepreneur Role. In this role the manager initiates activities that will allow and encourage the work unit to use the ideas or methods most advantageously.
7.Disturbance Handler Role. If some parts of the work environment, such as schedules, equipment, contracts, etc. get out of control, the manager must handle these crises as they develop.
8. Resource Allocator role. The manager is responsible for determining who in the work unit gets the resources, and how much each person gets. These resources include money, facilities, equipment, and access to the manager’s time.
9. Negotiator Role. Managers are required to spend a good portion of their time in this role. Negotiating may be required on contracts with suppliers or on reallocating resources inside the organization, and so on.