Менеджеры и менеджмент (Executives and Management). Коломейцева Е.М - 21 стр.

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5. Being practical leads to the greatest efficiency.
6. Trying to find the only right answer may stifle your creative impulses.
7. Creativity is a combination of different types of thinking: analytical, logical, verbal, intuitive and emotional.
8. Creativity is a divine gift that cannot be explained, and therefore cannot be learnt.
T a s k 5. Put the paragraphs of the jumbled text in the right order.
Plan Your Work, And then Work Your Plan
A. Driving to work on Monday morning, you quickly reviewed once again your day’s schedule, your week’s tac-
tical outline and the month’s scenario. You entered your office at 8:30 a.m., sat down behind your desk for last-minute
inspiration. Before you got down to your work you look, in the aphorism on the opposite wall: "PLAN YOUR WORK,
THEN WORK YOUR PLAN". You had already done the first part: you were ready now to dive into the last part.
B. To illustrate this, let us imagine that you are a manager with a few years’ experience. You know that the man-
agement process consists of planning, organizing, reading, coordinating and controlling.
C. First your mind went quickly through tomorrow’s (Monday’s) scenario. This was easy, because you had spent
the last hour before quitting time on Friday getting organized for Monday. What you ended up with was not a plan but a
very tight schedule.
D. One Sunday afternoon you were doing the planning part of the process in your living room with the TV set
tuned to a programme your were ignoring. Your spouse was down the street gossiping with the neighbors, your young-
sters were up the street "doing their thing", and you were making the most of your solitude to do some planning.
E. Next your mind scanned the entire week. You knew better than to schedule that far ahead, for Murphy’s three
famous laws would have made a shambles of it. But you did have a tactical plan for getting a number of issues squared
away that had been hanging fire for too long. Finally, your mind, like a radar beam, scanned the entire upcoming month.
This you recognize, is long-range planning, in which one can easily lose sight of both the forest and the trees.
T a s k 6. Read, translate and discuss the following texts. Make up a few questions on the basis of the texts
and answer them.
TYPES OF DECISIONS AND PROBLEMS
A decision
1
is a choice made from available alternatives. For example, an accounting manager's selection among
Bill, Nancy, and Joan for the position of junior auditor is a decision. Many people assume that making a choice is the
major part of decision making, but it is only a part. Decision-making
2
is the process of identifying problems and oppor-
tunities and then resolving them. Decision-making involves effort both before and after the actual choice. Thus, the de-
cision as to whether to select Bill Nancy, or Joan requires the accounting manager to ascertain whether a new junior
auditor is needed, determine the availability of potential job candidates, interview candidates to acquire necessary in-
formation, select one candidate, and follow up with the socialization of the new employee into the organization to en-
sure the decision's success.
PROGRAMMED AND NONPROGRAMMED DECISIONS
Management decisions typically fall into one of two categories: programmed and nonprogrammed. Programmed
decisions
3
involve situations that have occurred often enough to enable decision rules to be developed and applied in
the future. Programmed decisions are made in response to recurring organizational problems. The decision to reorder
paper and other office supplies when inventories drop to a certain level is a programmed decision. Other programmed
decisions concern the types of skills required to fill certain jobs, the reorder point for manufacturing inventory, excep-
tion reporting for expenditures 10 percent or more over budget, and selection of freight routes for product deliveries.
Once managers formulate decision rules, subordinates and others can make the decision, freeing managers for other
tasks.
Nonprogrammed decisions
4
are made in response to situations that are unique and poorly defined and largely un-
structured, and have important consequences for the organization. The question of how to deal with charges of faulty
Pentium chips was a nonprogrammed decision. Intel had never faced this type of problem and did not have rules for
dealing with it. Many nonprogrammed decisions involve strategic planning, because uncertainty is great and decisions
are complex. Decisions to build a new factory, develop a new product or service, enter a new geographical market, or
relocate headquarters to another city are all nonprogrammed decisions. When Goodyear CEO Stanley Gault decided to
launch four new tires at once and sell through new distribution channels, such as Wal-Mart, Kmart, and Sears, he made
a nonprogrammed decision. Gault and other top executives had to analyze complex problems, evaluate alternatives, and
make a choice about how to revive the failing company.
1
Decision A choice made from available alternatives.
2
Decision-making The process of identifying problems and opportunities and then resolving them.
3
Programmed decision A decision made in response to a situation that has occurred often enough to enable decision rules to
be developed and applied in the future.
4
Nonprogrammed decision A decision made in response to a situation that is unique, is poorly define and largely unstruc-
tured, and has important consequences for the organization.

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