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

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3. Professional managers are good at
a) delegating responsibility;
b) doing everything themselves.
4. Technological infatuation leads to
a) the continual introduction of new products;
b) humans being dominated by machines.
5. As new technologies emerge, product life-cycles are
a) lengthening;
b) shortening.
6. You are a forward-thinking strategist, so first you
a) develop your product and only later start worrying about marketing;
b) draw up your marketing plan before your product development.
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 microcomput-
ers 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 customers backed out of con-
tracts 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, espe-
cially 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 arrogant – rarely pos-
sess such skills. The problem is that high – technology requires above-average management. Too often in small compa-
nies it's below average.
The points at which high-tech ventures rise and fall come under four categories: marketing, planning, people 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 attrib-
utes.
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 understand
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
One of the biggest problems is not really understanding business strategy. You cannot just introduce products one
after the other.

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