Учебное пособие «Менеджмент» Часть I

Г осударственное бюджетное профессиональное образовательное учреждение Краснодарского края

"Краснодарский торгово-экономический колледж"

Фоменко Е.А.

«МЕНЕДЖМЕНТ»

Часть 1

Учебное пособие

Краснодар, 2015

Составитель - Фоменко Е.А., преподаватель английского языка ГБПОУ КК «КТЭК»

Рецензент – Тавадян А.Ю., преподаватель английского языка ГБПОУ КК «КИТТ»

Настоящее учебное пособие предназначено для студентов специальности 38.02.05 Товароведение и экспертиза качества потребительских товаров при изучении Раздела 8. «Менеджмент»: Тема 8.1. «Основы менеджмента». В учебном пособии рассматривается содержание Темы 8.1. «Понятие о менеджменте. Основные ресурсы. Уровни менеджмента. Области менеджмента. Мастерство менеджмента». Представленное учебное пособие рассчитано на 6 аудиторных часов (согласно Рабочей программы) и содержит тексты, лексико-грамматические задания, вопросы для самоконтроля, дополнительный материал для студентов при выполнении самостоятельной работы.

Цель настоящего учебного пособия - помочь студентам сформировать навыки чтения и перевода профессионально-ориентированных текстов и освоить лексический минимум по данной теме.

Утверждено на заседании ЦМК Общих гуманитарных и социально-экономических дисциплин

№ __ от _____________ 2015 г.

Преседатель ЦМК____ Дуброва И.Г.

СОДЕРЖАНИЕ

ВВЕДЕНИЕ

Целью написания данного учебного пособия послужило отсутствие единого учебного и дидактического материала при изучении Раздела 8. «Менеджмент»: Тема 8.1. «Основы менеджмента» рассчитанную на 6 аудиторных часов \см. Рабочую программу специальности 38.02.05 Товароведение и экспертиза качества потребительских товаров \.

В учебном пособии рассматривается следующее содержание: Понятие о менеджменте. Основные ресурсы. Уровни менеджмента. Области менеджмента. Мастерство менеджмента.

Основная цель учебного пособия: овладение студентами терминологией в области менеджмента и её практическое использование в деловых ситуациях в процессе делового общения в рамах изучаемой дисциплины.

Настоящее учебное пособие содержит терминологию рассматриваемых направлений управленческой деятельности и может использоваться для самостоятельного изучения делового английского языка, а также всеми, кто интересуется менеджментом и другими экономическими дисциплинами.

Данное пособие призвано помочь студентам сформировать навыки чтения и перевода при изучении данной темы, а преподавателям иметь в наличии готовый УМК: тексты, лексический и грамматический материал, разноуровневые задания и упражнения по данной теме.

Структура представленного пособия: учебное пособие состоит из 3 разделов по тематическому принципу. Разделы включают вводно-описательные тексты из основных областей менеджмента, вокабуляр, систему упражнений к основному тексту, дополнительные тексты (для самостоятельной работы) на закрепление основного тематического материала. В вокабуляры включены все активные слова в той последовательности, в какой они встречаются в текстах. упражнения имеют целью закрепить лексику базовых тестов до уровня их активного использования в речевых высказываниях в процессе многократных повторений.

Пособие с успехом может быть использовано широким кругом лиц с различной степенью языковой подготовки.

Пособие состоит из двух частей. Настоящее пособие представляет первую часть.

Во второй части будут рассмотрены вопросы: Организация управления. Кадры.Деловаяэтика.Мотивация.

UNIT 1

DEFINITION OF MANAGEMENT

Management is based on scientific theories and today we can say that it is a developing science.

But knowledge of theories and principles doesn’t provide practical results. It is necessary to know how to apply this knowledge.

Practical application of knowledge in the management area requires certain abilities or skills. Here is an example:

Depending on its size, an organization may employ a number of specialized managers who are responsible for particular areas of management. A very large organization may employ many managers, each responsible for activities of one management area. In contrast, the owner of a sole proprietorship may be the only manager in the organization. He or she is responsible for all levels and areas of management.

What is important to an organization is not the number of managers it employs but the ability of these to achieve the organization’s goals and this ability requires a great skill.

In other words, management is the process of coordinating the resources of an organization to achieve the primary organizational goals.

MAIN RESOURCES

Managers are concerned with the following main resources:

1. Material resources are physical materials and the equipment used by an organization to make a product. For example, cars are made on assembly lines. These assembly lines and the buildings that house them are material resources.

2. The most important resources of any organization are its human resources — people. Some firms believe that their employees are their most important assets. To keep employees content, a variety of incentives are used, including higher—than-aver—age pay, flexible working hours, recreational facilities, lengthy paid vacations, cafeterias offering inexpensive meals, etc.

3. Financial resources are the funds the organization uses to meet its obligations to various creditors. A grocery store obtains money from customers and uses a portion of that money to pay the wholesalers from which it buys food. A large bank borrows and lends money. A college obtains money in the form of tuition, income from its endowments, and federal grants. It uses the money to pay utility bills, insurance premiums, and professors’ salaries. Each of these transactions involves financial resources.

4. Finally, many organizations increasingly find they cannot ignore information. External environment — including the economy, consumer markets, technology, politics, and cultural forces — are all changing so rapidly that an organization that does not adapt will probably not survive. And, to adapt to change, the organization must know what is changing and how it is changing. Companies are finding it increasingly important to gather information about their competitors in today’s business environment.

It is important to realize that these are only general categories of resources. Within each category are hundreds or thousands of more specific resources, from which management must choose those that can best accomplish its goals. Managers must coordinate this complex group of specific resources to produce goods and services.

VOCABULARY

EXERSISES

I. Translate into Russian.

Employ managers; a number (of); a variety (of); management; area; the only manager; the owner of a sole proprietorship; levels and areas of management; to achieve the organization’s goals; a great skill; human resources; tangible (material) resources; primary goals; employee; assets; recreational facilities; lengthy paid vacation; meet obligations; money; obtain money; income; insurance premium; salary; consumer market; survive; competitor; accomplish goals; produce goods and services; grant; wholesaler; endowment; utility; utility bills; borrow and lend money; salary; practical results.

II. Find the English equivalents.

Научные теории; практические результаты; управлять деловыми фирмами; нанимать менеджеров; область (сфера) управления; владелец единоличной собственности; единственный; достигать организационные цели; большое мастерство; доход; основные цели организации; материальные ресурсы; служащий; оптовик; стимул; дополнительный оплачиваемый отпуск; занимать деньги; давать деньги в долг; оплачивать счета предприятий коммунального обслуживания; страховая премия; зарплата; (финансовая) операция; фонд; потребительский рынок; выживать; приспособиться к изменению; конкурент; осуществить цели; товары и услуги; активы; побудительный мотив; субсидия (безвозвратная ссуда); пожертвование (благотворительный взнос).

III. Fill in the blanks.

1. Management is based on … and today we can say that it is …

2. The owner of a sole proprietorship may be the only ... in the organization.

3. Management is the process of coordinating the resources of

an organization to achieve the . . . of the organization.

4. Managers are concerned with four types of

5. Material resources are . . . resources.

6. Human resources are perhaps the most . . . resources.

7. To keep employees content, a variety of . . . are used.

8. A large bank . . . and . . . money.

9. External environment is changing so rapidly that an organization that does not adapt will probably not

10. Companies are finding it increasingly important to gather about their

11. Managers must coordinate the complex group of specific resources to produce and

IV. TranslateintoEnglish.

1. Менеджмент основан на научных теориях.

2. Менеджмент - это процесс координации ресурсов организации для достижения организационных целей.

3. Менеджеры занимаются четырьмя видами ресурсов:

материальными, финансовыми, людскими и информационными

4. Наиболее важными ресурсами любой организации являются ее людские ресурсы.

5. Для удовлетворения служащих используется ряд стимулов.

6. Материальные ресурсы - это материалы, из которых изготовлена продукция, а также оборудование, используемое для ее производства.

7. Финансовые ресурсы - это фонды, которые использует организация для выполнения своих обязательств перед различными кредиторами.

8. Внешнее окружение, включая экономику, потребительские рынки, технологию, политику и культурные факторы, изменяется очень быстро.

9. Организация, которая не приспосабливается к (adapt to) внешнему окружению, может не выжить.

10. Компании считают все более важным собирать информацию о своих конкурентах.

V. Answer the questions.

1. What can you say about management in general?

2. Why does a large organization employ many managers?

3. What is important to an organization?

4. Does the ability to achieve organizational goals require a great skill?

5. What can you say about management as a process?

6. What main resources are managers concerned with?

7. What incentives are used to keep employees content? Why? ‚А

8. How does an organization obtain financial resources? Give some examples.

9. Is external environment including the economy, consumer markets etc. changing rapidly?

10. What must an organization do to survive?

VI. Speak on the following.

1. General definition of management.

2. Material and human resources.

3. Financial and informational resources.

VII. Read and translate this newspaper article.

HAVE A HEART, BOSSES

Managers need to hone their emotional skills as well as their professional know-how if they want to survive at the highest level,

writes Margaret Coles

EMOTIONAL RESILIENCE must be developed by all those who rise to senior levels, to enable them to take difficult decisions and feel comfortable in any situation.

This is the View of Harriet Karsh, a psychologist and personal-development consultant.

Karsh, who spoke at the recent Women in Management conference, says of her Heart of Leadership programmer: “I help people to deal with difficult situations where they have to do things that go against their own code of values.

“I help people to understand their values, how they want the world to be and how they want to be in that world, and compare that with their business approach, to find an integrity between what they believe in and what they do. Leaders who lack integration between a thought and deed lose the confidence of colleagues and subordinates.

If you understand what is happening inside you, physically, mentally, emotionally and spiritually, you are facing a dilemma that needs some resolution.

Those who ignore it find it comes out in different ways – illness or breakdown. I help them to check their choices against their values and see the consequences for the business and them-selves. You might find a better way of doing what you must do, or you must find the courage to go against it.

“We support people when they work through choices. We help them to take responsibility for decisions they make and for the outcomes of their actions.”

“People in leadership roles begin to understand better what they need to do to live up to their highest aspirations.”

Susan Young, managing director of a big company, first worked with Karsh two-and-a-half years ago. “I’d just been recruited and wanted to strengthen my team of directors. Harriet helped us to understand what strengths each of us contributed and think about areas where there might be conflict. It encouraged us to rely on one another. She also helped me to recruit a very strong management team.”

“We’re also changing the culture of job so that people solve problems on their own and constantly seek to improve the way they do things, rather than just follow a set of procedures.”

“Harriet has enabled us to build strong relationships required when you are making major changes because there are lots of fears and difficulties associated with them. If you feel you have a strong team you can rely on, it gives you the courage to face things that are at the limits of your skills.”

“We recognize the value of the individual, but also understand that we are a team with complementary skills,” says Young.

Phil Besley, a management consultant, did the Heart of Leadership course two-and-a-half years ago. He now Works with organizations on team and personal development.

“The workshop helped me to understand how open I am to others’ views and how ready I am to confront some of my own fears,” says Besley.

“I learnt the value of how we relate to ourselves and others, rather than tasks and achievements. If I know what my strengths are, how I feel and what’s important to me, I can begin to form some values about life, and that lets me relate more effectively to others.”

“I learnt to understand what is right for me.”

“Many people in my work have no understanding of themselves, so they are frightened and fragile; they have no sense of real purpose or value in what they do. They tend to do the least uncomfortable thing rather than the most honest thing.”

“It requires a deep understanding within leaders to admit that they’re as confused and sometimes as frightened and lost as everyone else,” says Besley.

“In the personal-development work I do for organizations, I ask people to say what they think and feel, so that they begin to create for themselves a climate where they can give each other support and feed-back. I try to develop a real connection between people, from the boss to the most junior person, so all can feel that they have a right to be heard.”

VOCABULARY

III. Questions and assignments (задания).

1. What do you know about Harriet Karsh?

2. What is the name of her psychological programme?

3. What is the main purpose (цель) of this programme?

4. Do managers need to hone their emotional resilience?

5. Is this programme intended (предназначена) only for managers?

6. Find in the text the passage (отрывок) which shows that the emotional resilience skill is needed for all people.

7. What happens with the leaders who lack integration between a thought and deed?

8. What happens with those people who ignore dilemmas inside them (physical, mental, emotional and spiritual)?

9. Does Harriet Karsh help managers and other people to take responsibilities for decisions they make and for the outcomes of their actions?

10. Find in the text the main sentences or passages which show how Harriet Karsh, a psychologist, helped Susan Young, a managing director, and her management team to change the culture of job and relationships? Translate these sentences or passages.

11. Did Phil Besley, a management consultant, do the Heart of Leadership course?

12. What is the most important thing that he learnt at the Heart Leadership course? Find this idea expressed (выраженную) іn one sentence. Translate this sentence.

13. What is in common (общего) according to Phil Besley between leaders and everyone else? Find this passage in the text and translate it.

14. What does Phil Besley try to do in the personal-development work? Find the answer in the text and translate this passage.

15. Is the Heart of Leadership course useful for managers and employees?

16. Why do you think the title of this article is “Have a heart, bosses”?

IX. Read and translate the text.

BETTER UTILIZATION OF RESOURCES

“Resource utilization” is becoming a familiar term in management theory. It means achievement of greater economy in the use of everything - metals, minerals, energy, water, manpower, finance, etc. The main management technique is better cost control. It means answering the question: “How can we achieve the same value of output while reducing all our resource inputs?” The answer is: “We must improve quality and standards required by consumers and industrial customers and make longer our product’s life. Second, we must include economy in the use of natural resources if they are scarce. It may be the best way to use scarce resources.”

The best solution for companies is to set up a resources utilization section. In small companies with 1000 employees two men will be enough.

A company’s management must be very responsible. Resource utilization must not cause damage to people and environment.

UNIT 2

LEVELS AND AREAS OF MANAGEMENT

1. LEVELS OF MANAGEMENT

Each organization can be represented as a three-story structure or a pyramid. Each story corresponds to one of the three general levels of management: top managers, middle managers, and first-line managers. At the basic level of this pyramid there are operating employees.

A top manager is an upper-level executive who guides and controls the overall activities of the organization. Top managers constitute a small group. They are generally responsible for the organization’s planning and developing its mission. They also determine the firm’s strategy and its major policies. It takes years of hard work as well as talent and good luck, to reach the ranks of top managers. They are president, vice president, chief executive officer, and member of the Board.

A middle manager is a manager who implements the strategy and major policies handed down from the top level of the organization. Middle managers develop tactical plans, policies, and standard operating procedures, and they coordinate and supervise the activities of first-line managers. Titles at the middle-management level include division manager, department head, plant manager, and operations manager.

А first-line manager is a manager who coordinates and supervises the activities of operating employees. First-line managersspend most of their time working with employees, answeringquestions, and solving day-to-day problems. Most first-line managers are former operating employees who, owing to their hardwork and potential, were promoted into management. Many oftoday’s middle and top managers began their careers on this firstmanagement level. Common titles for f 1rst-line managers includeoffice manager, supervisor, foreman and project manager.

Operating employees are not managers. They are qualified and non-qualified persons working for the organization. For their labour or services they get salaries or wages. They represent the work force of the organization.

2. AREAS OF MANAGEMENT

An organizational structure can also be divided more or less horizontally into areas of management. The most common areas are finance, Operations, marketing, human resources, and administration. Depending on its purpose and mission, an organization may include other areas as well - research and development, for example, or risk management.

А financial manager is primarily responsible for the organization’s financial resources. Accounting and investment are specialized areas within financial management. Because financing affects the operation of the entire firm, many of the presidents of the largest companies are people who got their “basic training” as financial managers.

An operations manager creates and manages the systems that convert resources into goods and services. Traditionally, operations management is equated with the production of goods. However, in recent years many of the techniques and procedures of operations management have been applied to the production of services and to a variety of nonbusiness activities. Like financial management, operations management has produced a good percentage of today’s company presidents.

А marketing manager is responsible for the exchange of products between the organization and its customers or clients. Specific areas within marketing are marketing research, advertising, promotion, sales, and distribution.

A human resources manager is in charge of the organization’s human resources programs. He or she engages in human resources planning, design systems for hiring, training, and appraising the performance of employees, and ensures that the organization follows government regulations concerning employment practices.

An administrative manager (also called a general manager) is not associated with any specific functional area but provides overall administrative leadership. A hospital administrator is a good example of an administrative manager. He or she does not specialize in operations, finance, marketing, or human resources management but instead coordinates the activities of specialized managers in all these areas.

VOCABULARY

1. Leaves of Management

2. Areas of Management

EXERCISES

Translate into Russian.

Three-story structure (pyramid); levels of management; first-line managers; middle managers; operating employees; responsible for; define policies; hard work; good luck; executive; chief executive officer; member of the Board; activities; supervise; supervisor; division manager; department head; plant manager; operations manager; foreman; organizational structure; purpose and mission; research; customer; development; accounting; goods and services; production of goods; percentage; customer; advertising; be in charge of; government regulations; hire; determine; appraise; guide; ensure; employment; salary; wage; labour.

II. Find the English equivalents.

Высший руководитель (менеджер); руководитель (менеджер) первого звена; менеджер среднего уровня; исполнитель, служащий; исполнительный директор; генеральный директор; директор производства; Директор завода; начальник отдела; руководитель подразделения; начальник; мастер; бухгалтерский учет; цель и задачи; товары и услуги; заработная плата (ежемесячная); производство товаров; деятельность; уровни руководства (менеджмента); развитие; правительственные постановления; научное исследование; покупатель постоянный); рекламирование; работа по найму; процентное соотношение; заведовать; нанимать; обеспечивать; оценивать; разрабатывать; определять политику; управлять (руководить); осуществлять; решать.

III. Fill in each blank with a suitable word or word combination.

1. Each organization can be represented as a three-story structure or …

2. There are three general levels of management: top managers, … managers and . . . managers.

3. A top manager . . . and . . . the overall functions of the organization.

4. Top managers also . . . the firm’s strategy and define its major …

5. А middle manager . . . the strategy and major policies handed down from the top level of the organization.

6. Middle managers . . . tactical plans, policies, and standard operating procedures.

7. They also coordinate and supervise the . . . of first-line managers.

8. A first-line manager is a manager who . . . and supervises the activities of operating employees.

9. First-line managers spend most of their time working with answering questions, and . . . day-to-day problems.

10. Operating employees are . . . and non-qualified persons working for the organization, they represent the work force of ‚ the organization.

IV. TranslateintoEnglish.

1. Существует три основных уровня управления (менеджмента): высший менеджмент, менеджмент среднего звена и менеджмент первого звена.

2. Высшие менеджеры направляют и контролируют общую деятельность организации, они определяют стратегию и основную политику фирмы.

3. Высшими менеджерами организации являются (are) президент, вице-президент, главный исполнительный директор и члены совета директоров (правления).

4. Менеджер среднего звена реализует (осуществляет) стратегию и основную политику, спускаемые с верхнего уровня организации.

5. Средними менеджерами организации являются руководитель подразделения, начальник отдела, директор завода и директор производства.

6. Менеджер первого звена следит за деятельностью неуправленческих служащих и координирует ее.

7. Менеджерами первого звена являются инспектор, мастер, руководитель отдела, руководитель проекта.

8. Менеджеры первого звена работают с неуправленческими работниками и решают повседневные проблемы.

9. Неуправленческие работники представляют основную рабочую силу организации.

10. Самыми обычными сферами управления являются финансы, производственные операции, маркетинг, людские ресурсы и администрирование.

11. Заведующий финансами (financemanager) прежде всего, отвечает за финансовые ресурсы организации.

12. Традиционно директор производства (operations manager) ассоциируется (is equated) с производством товаров.

13. Однако в последние годы управление производством относится к производству товаров и услуг.

14. Управляющий маркетингом (marketingmanager) ответственен за обмен продукцией между организацией и ее постоянными покупателями (customers) или клиентами.

15. Управляющий людскими ресурсами занимается (charges in) наймом, обучением и оценкой деятельности работников.

16. Административный руководитель осуществляет общее административное руководство, и он не связан с какой- либо конкретной функциональной сферой.

V. Answer the questions.

1. What are the levels of management?

2. What are the common titles associated with top management?

3. What are the common titles associated with middle management?

4. What are the common titles associated with first-line management?

5. Who is at the bottom (нижняячасть) of the management levels?

6. What are the most common areas of management?

7. What is a financial manager responsible for?

8. What is an operations manager traditionally equated with and what are the changes in recent years?

9. What is a marketing manager responsible for?

10. What does an administrative manager coordinate?

VI. Speak on the following.

1. Levels of management.

2. Areas of management.

UNIT 3

MANAGEMENT SKILLS

Effectiveness of a manager’s activity depends on certain important skills. These skills can be divided into seven different categories: conceptual, decision making, analytic, administrative, communicational, interpersonal and technical.

A conceptual skill is the ability of a manager to see the “general picture” of an organization. Managers must understand how their duties and the duties of other managers fit together to plan their activity in a proper way and the required results. This skill is very important for top managers because it helps them plan “super goals” and develop proper strategies for the whole organization.

A decision making skill is the ability of a manager to choose the best course of actions of two or more alternatives. A manager must decide the following:

What objectives and goals must be reached?

What strategy must be implemented?

What resources must be used and how they must be distributed?

What kind of control is needed?

In short, managers are responsible for the most important decisions which are required to carry out any organizational activity.

An analytic skill is the ability to determine the most important problem of many other problems and identify the causes of each problem before implementing a proper action plan. This ability is especially important for top managers because they have to solve complex problems.

An administrative skill is the ability of a manager to keep to the organizational rules specified for the production process, within a limited budget, and coordinate the flow of information and paper work in his group and in other groups.

A communicational skill is the ability of manager to share his ideas and opinions with other people both orally and in writing. This skill is a decisive factor of a manager’s success. Some investigations show that top managers and middle managers spend approximately 80% (percent) of their work time in communicating with each other.

Thus, a communication skill enables managers to hold meetings, write clear letters and explanatory notes, makes reports, etc.

An interpersonal skill (psychological skill) is the ability of manager to share his ideas and opinions with other people both inside and outside the organization. It is the ability to understand the needs and motives of other people. This skill is very important for a good psychological atmosphere for successful activity in the common work in future. If the interpersonal relations are good, a manager will be successful in getting a support in the development and implementation of organizational plans.

A technical skill is a specific competence to accomplish a task. The lower is a manager’s level in the organization; the closer is his\her connection with the production process. Thus first-line managers have the closest connection with the production process. They need high technical skills to provide technical guidance for the subordinates. Top managers don’t need these skills as much as first-line managers but the knowledge of the technical sphere is useful for all the managers.

VOCABULARY

A conceptual skill

A decision making skill

An analytic skill

Anadministrativeskill

A communicational skill

An interpersonal skill

A technical skill

EXERCISES

Translate these words and word combinations.

Important skill; decision making skill; objective; goal; activity; required results; interpersonal relations; interpersonal (psychological) skill; needs and motives; technical guidance; subordinate; psychological atmosphere; successful activity; support; implementation; investigation, production process, flow of information, ability; responsible; organizational rules; report; percent; production, action plan; solve problems; communicate; enable; choose; divide; distribute; carry out; hold a meeting.

Find the English equivalents for the following.

Эффективность; мастерство; мастерство принятия решений; производственный процесс; психологическое мастерство; цель; обязанность; стратегия; концептуальное мастерство; доклад (отчёт); требуемые результаты; разрабатывать соответствующие стратегии; способность; курс действий; хорошая психологическая атмосфера; отношения между людьми; осуществление организационных планов; обеспечить техническое руководство; подчинённый; делить; согласовывать(ся); выбирать; решать проблемы; достигать; осуществлять; распределять; выполнять; давать возможность; проводить (собрание).

Complete the following sentences according to the text.

Effectiveness of a manager’s activity depends on …. .

A conceptual skillis the ability of a manager to see … .

A decision making skill is the ability of a manager to choose the best course of actions of … .

An analytic skill is the ability to determine the most important problem of many other problems and identify the causes of each problem before … .

An interpersonal skillis very important for … .

A technical skill is a specific competence to accomplish … .

First-line managers have the closest connection with … .

Translate into English.

Мастерство человеческих отношений (психологическое мастерство) – это способность менеджеров эффективно взаимодействовать с другими людьми.

Это мастерство имеет большое значение для хорошей психологической атмосферы организации.

Концептуальное мастерство – это способность менеджера представлять (see) «общую картину» организации.

Концептуальное мастерство имеет очень большое значение (veryimportant) для высших менеджеров, потому что оно помогает им планировать и разрабатывать стратегии для организации в целом.

Административное мастерство – это способность менеджера исполнять организационные правила, (предписанные) для процесса производства.

Аналитическое мастерство особенно важно для высших менеджеров, потому что они должны решать сложные проблемы.

Менеджеры должны понимать, как их обязанности согласуются с обязанностями других менеджеров.

Менеджеры ответственны за наиболее важные решения, требуемые для выполнения любой организационной деятельности.

Agree or disagree with these statements. Use the following phrases.

That’s wrong. – Это неверно.

That’s (quite)right. – (Совершенно) верно.

That’snotquitetruetothefact. – Это не совсем соответствует факту.

According to the text … - Согласнотексту …

Effectiveness of a manager’s activity depends on five different categories.

A conceptual skillis the ability of a manager to choose the best course of actions of two or more alternatives.

A conceptual skillis very important for top managers because it helps them plan “super goals”.

A communicational skillis the ability to understand the needs and motives of other people.

An interpersonal skillis the ability to deal effectively with other people.

A technical skillis a specific competence to accomplish a task.

Top managers need technical skill more than (чем) first-line technical managers.

ЗАКЛЮЧЕНИЕ

Данное пособие весьма полезно при изучении соответствующих тем для экономических специальностей, в т.ч. при изучении Раздела 8. «Менеджмент»: Тема 8.1. «Основы менеджмента» рассчитанную на 6 аудиторных часов \см. Рабочую программу специальности 38.02.05 Товароведение и экспертиза качества потребительских товаров \.

Рассматриваемое в пособии содержание (Понятие о менеджменте. Основные ресурсы. Уровни менеджмента. Области менеджмента. Мастерство менеджмента.) легко адаптировать преподавателям для работы в аудитории, в качестве домашнего задания и при самостоятельной работе студентов.

Овладение студентами терминологией в области менеджмента и её практическое использование в деловых ситуациях в процессе делового общения в рамах изучаемой дисциплины апробировано в процессе проведения занятий и имеет стойкие положительные результаты, что подтверждается анализом срезов знаний, контрольных работ по данной теме.

Данное пособие призвано помочь студентам сформировать навыки чтения и перевода при изучении данной темы, а преподавателям иметь в наличии готовый УМК: тексты, лексический и грамматический материал, разноуровневые задания и упражнения по данной теме.

Пособие с успехом может быть использовано широким кругом лиц с различной степенью языковой подготовки.

Пособие состоит из двух частей. Настоящее пособие представляет первую часть.

Во второй части будут рассмотрены вопросы: Организация управления. Кадры. Деловая этика. Мотивация.

ЛИТЕРАТУРА

1. Шевелёва С.А., Стогов В.Е. Основы экономики и бизнеса: учеб. пособие для студ. сред. проф. учебных заведений. – М.: ЮНИТИ-ДАНА, 2006.

2. Ляховицкий М.В. Методика преподавания иностранных языков. М., 1981

3. Настольная книга преподавателя иностранного языка. Справочное пособие. Минск, 2000

4. Рыжов В.Д. Деловой английский язык: Менеджмент: Пособие по изучению англ.яз. – Калининград: Янтар.сказ., 2001

Адрес публикации: https://www.prodlenka.org/metodicheskie-razrabotki/172380-uchebnoe-posobie-menedzhment-chast-i