Менеджеры и менеджмент (Executives and Management) - 6 стр.

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7. Science and commercial education should not be mixed
a) true;
b) false.
8. Unjumble the words to fill in the gaps in the sentence.
The relaxed, easy-going style of high-tech management is typified by...
t-T i h s r and s a j n e.
9. High-tech companies need to be tight about technical creativity and product development only
a) true;
b) false.
B. Case study. Read for specific information:
Can you locate the answers to your pre-reading guesses in the following text?
High-tech management
When the startup computer company made its debut at the Trade Fair, its text – and data-processing micro-
computers system drew rave reviews. The company quickly booked 600 orders for the 8,000 packages. Its
founder, a marketing expert with a background in computer manufacturing, looked as though he was on to a
winner.
Sadly the company grossly overestimated its ability to meet delivery dates. It lacked a production expert in
top management and the sales and marketing people thought that giving delivery dates was enough to get the
production needed. The company only managed to deliver about a third of the systems ordered. Many custom-
ers backed out of contracts when delivery dates were not kept.
Red-faced salesman began jumping ship to maintain their credibility. In the chain reaction that ensued,
lenders cut off credit and the company slid into liquidation.
The sorry rise and fall of this company typifies the management maladies afflicting so many of today's
growing number of high-tech entrepreneurs. With high-tech business becoming a more vital force than ever, it's
no one's interest for most of them to fold after a fleeting rush of glory. The entrepreneurs must find that elusive
management formulas that will catalyze their ingenuity and energy into sustained, stable growth.
One thing is clear. Technology, venture capital and enthusiasm are not enough. Basic management skills,
especially in such key areas as marketing and finance, are at least as important in a new high-tech venture as in
the more common low-tech startup. High-tech entrepreneurs – typically young, brainy, single-minded and arro-
gant rarely possess such skills. The problem is that high technology requires above-average management.
Too often in small companies it's below average.
The points at which high-tech ventures rise and fall come under four categories: marketing, planning, peo-
ple skill, control.
Entrepreneurs must understand that a product of technology, no matter how ingenious, will not sell itself.
Usually, you must adopt a market-niche strategy to survive.
A reasonably long-term plan, including product strategy, is essential for continuity and growth. It must
continually be revised and updated.
The ability to relate to people, delegate responsibility and bring in professionals at the proper time is key
attributes.
Discipline and monitoring systems, especially in finance, are vital.
The high-tech manager needs to have one foot in the lab and one foot in the market place. S/he must under-
stand the technology and be able to ask the right questions but also be capable of getting close to the market and
customers.
A kind of fuzziness is typical of high-tech startups. It stems from a lack of understanding of what the market
for a particular product is and from letting technological infatuation lead to the continual introduction of new
products.
Pitfalls