Менеджеры и менеджмент (Executives and Management) - 60 стр.

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a) with simply airing your own views in public;
b) only if others give you feedback on your ideas.
14. You think a chairperson should:
a) just let the debate go on since the sheer quantity of words;
b) prevent any prolonged discussion of the problem;
c) only prevent attempts at point scoring.
15. You would act as a chairperson:
a) under no condition because;
b) with considerable reluctance as;
c) with alacrity since.
16. As a chairperson you would be:
a) highly effective because;
b) totally at a loss because.
17. Would you agree that smoking at a meeting should be:
a) allowed since it stimulates brainwork;
b) allowed with due respect to individual freedom;
c) forbidden since it unhealthy for everyone in the room;
d) forbidden with due respect to Individual freedom.
18. When someone smokes at a meeting and it disturbs you, you:
a) tell them snappishly to stop;
b) suffer in silence (and plan revenge);
c) cut the tip of the burning cigarettes off with long scissors.
19. When bored to death at meeting, to keep yourself occupied, you:
a) draw doodle strips;
b) chain-smoke;
c) bite your nails;
d) scratch and fidget;
e) force yourself to take notes;
f) doze with your eyes open;
g) catch up on your sleep with your eyes closed (letting out and occasional snore);
h) observe others and take mental notes of their behavior;
i) drift off into your own thoughts in total isolation;
j) plan the next day schedule;
k) mumble under your breath.
NOTE:
1. Tick the 3 or 4 points that are the most relevant to his/her behavior in such situations.
2. Compare and discuss the questionnaire.
T a s k 6. Read, translate and discuss the following text.
GAMES PEOPLE PLAY AT MEETINGS
Do you ever feel as though you spend all your time in meetings?
Henry Mintzberg, in his book The Nature of Managerial Work, found that in large organizations managers
spent 22 per cent of their time at their desk, 6 per cent on the telephone. 3 per cent on other activities, but a
whopping 69 per cent in meetings.
There is a widely held but mistaken belief that meetings are for "solving problems" and "making deci-

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