Менеджеры и менеджмент (Executives and Management) - 9 стр.

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lina, estimates that half of all managers and thirty percent of all senior managers have some type of difficulty
with people. Consistent with these findings are surveys that have sought to determine what skills college re-
cruiters consider most important for the job effectiveness of MBA graduates. These surveys consistently iden-
tify interpersonal skills as most important. We have come to understand that technical skills are necessary, but
insufficient, for succeeding in management. In today’s increasingly competitive and demanding workplace,
managers can’t succeed on their technical skills alone. They also have to have good people skills. This book has
been written to help both managers and potential managers develop those people skills.
T a s k 6. Sum up the main points of the following text and make up a few questions on the basis of
the given information.
What Managers Do
Let’s begin by briefly defining the terms manager and the place where managers work –the organization.
Then let’s look at the manager’s job; specifically, what do managers do?
Managers get things done through other people. They make decisions, allocate resources, and direct the
activities of others to attain goals. Managers do their work in an organization. This is a consciously coordi-
nated social unit, composed of two or more people, who functions on a relatively continuous basis to achieve a
common goal or set of goals. On the basis of this definition, manufacturing and service firms are organizations
and so are schools, hospitals, churches, military units, retail stores, police departments, and local, state, and fed-
eral government agencies. The people who oversee the activities of others and who are responsible for attaining
goals in these organizations are managers (although they’re sometimes called administrators, especially in not-
for-profit organizations).
Managers – Individuals who achieve goals through other people.
Organization – a consciously coordinated social unit, composed of two or more people, that functions on a
relatively continuous basis to achieve a common goal or set of goals.
Management Functions
In the early part of this century, a French industrialist by the name of Henri Fayol wrote that all managers
perform five management functions: They plan, organize, command, coordinate, and control. Today, we have
condensed those down to four: planning, organizing, leading, and con-trolling. If you don’t know where you’re
going, any road will get you there. Since organizations exist to achieve goals, someone has to define those goals
and the means by which they can be achieved. Management is that someone. The planning function encom-
passes defining an organization’s goals, establishing an overall strategy for achieving those goals, and develop-
ing a comprehensive hierarchy of plans to integrate and coordinate activities. Managers are also responsible for
designing an organization’s structure. We call this function organizing. It includes the determination of what
tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where deci-
sions are to be made. Every organization contains people, and it is management’s job to direct and coordinate
those people. This is the leading function. When managers motivate subordinates, direct the activities of others,
select the most effective communication channels, or resolve conflicts among members, they are engaging in
leading.
"The people who oversee the activities of others and who are responsible for attaining goals in organiza-
tions are managers."
Planning includes defining goals, establishing strategy, and developing plans to coordinate activities.
Organizing determining what tasks are to be done, who is to do them, how the tasks are to be grouped,
who reports to whom, and where decisions are to be made.
Leading includes motivating subordinates, directing others, selecting the most effective communication
channels, and resolving conflicts.
The final function managers perform is controlling. After the goals are set, the plans formulated, the struc-
tural arrangements delineated, and the people hired, trained, and motivated, there is still the possibility that
something may go amiss. To ensure that things are going as they should, management must monitor the organi-
zation’s performance. Actual performance must be compared with the previously set goals. If there are any sig-
nificant deviations, it is management’s job to get the organization back on track. This monitoring, comparing, and
potential correcting is what is meant by the controlling function. So, using the functional approach, the answer to
the question, What do managers do? is that they plan, organize, lead, and control.

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