Менеджеры и менеджмент (Executives and Management) - 56 стр.

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look for new markets.
d) Part of the task is to decide what the eventual goal ought to be – You might be in the beginning stages of
setting long-term corporate objectives, for example. Or yon might be weighing the potential value of alternative
forms of employee incentive programmes In such cases, in-depth probing of basic management theory would
be not only in order, but necessary to achieve the desired outcome.
e) Everyone expects a course of action to follow the meeting – If you are convening, for example, to de-
cide among alternative new product possibilities, the participants will expect a commitment to be made by the
end of the meeting.
f) The outcome of the meeting is open-ended. – For example, one effective problem-prevention technique
is to assemble a properly functioning group to discuss ways in which its performance could be even better.
Since there are no pressing issues, the focus is naturally broad, encompassing even the most seemingly idealis-
tic concepts.
T a s k 2. Put the words of the following sentences in order to get the rule of how to conduct an idea-
generating and a problem-solving meeting respectively.
1. A control of, tight, meeting. KEEP, the (start with "keep").
2. Participation, time. MAXIMUM diverse, to, thoughts, need. surface, (start with "maximum").
3. Consider, realistic, ONLY, solutions (start with "only").
4. Meeting, EGALITARIAN, nobody, should, the, leadership, dominate (start with "egalitarian"). This rule
consists of 2 parts.
5. An, of, MAINTAIN. words, economy, (start with "maintain").
6. Collaborative the. EMPHASIZE, spirit, (start with "emphasize").
T a s k 3. Listen to the recording and tick the points in this list that the speakers make.
Most people are happy with the present system.
With flexitime some people would benefit more than others.
Any department can decide not to adopt flexitime.
'Core times' from 10 to 3 are too restrictive.
The staff canteen must be open longer at lunch-time – say from
11.30 to 2.30.
Staff should be able to build up 'credit' by working longer, so that they can take extra days off – i. e.
'flexible days' as well as flexible hours. Each department should set its own core times, according to its busi-
est times of day.
Flexible hours should only be worked on Mondays and Fridays. Every department should work to the
same core Times. Staff should be allowed to work all through the lunch hour and not have a lunch break.
'Flexible days' would be very confusing for visitors and callers.
All: ... yes... it took an hour and a half for my bags to come through... yes, but it... it's always the same... the
last time I saw you I...
(Mr. Brown Chair.): Er. –. OK, it's ten o'clock, everybody so I think we'll... er... make a start. Now, the
first item on the agenda is a discussion of the management's proposals on flexitime. Now, you've all discussed
the proposals within your departments, haven't you?
All: Yes. We have, yes.
Chair: Good. Er. –. Miss Garcia, would you like to start, then?
Anna Maria: OK, well, most of my people are perfectly happy with the present non-flexible system. They
think a change would be dangerous.
Carlo: I'm sorry, I'm not quite with you. Dangerous?
Anna Maria: Well, they feel more flexible hours would make it difficult to cover for each other. We all
have quite clearly defined responsibilities. Some people would benefit more than others.
Enzo: It seems to me that your people can just agree together to go on working from nine to five, they don't
have to work later.
Anna Maria: Yes, but the problem is that if one or two people opt for the new system, the others will have

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