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Project MAnAGeMent
TEXT 19.
Exercise 1. Read and translate the following collocations.
Prime prospect, planning ability, project management tool, project man
-
agementskillset,helpdesktechnician,full-edgedprojectmanager.
Exercise 2. Fill in the table
Verb
Noun
Activity / process Person
1. Assess
2. Evaluation
3. Appraiser / appraisee
4. Participation
5. Consult
Exercise 3. Fill in the gaps with the words from the previous exercise.
1. Our department evaluates this course with the system of permanent
____,andallthetestscounttowardsthenalgrade.
2. The training program seemed very successful to all the ____. We
received a lot of positive responses.
3. Heisaveryqualiedmanager,Ihopehisjobwillreceivethe____
this month.
4. Withthiscoursewehopeto____thelevelandthequalicationof
our managers.
Project Management – Art or Skill?
The Right Stuff: Nature or Nurture?
Can people be trained to be a PM, or are the skills needed for project
management something one has innately and cannot really be taught? For a
PM, the «right stuff» has two components to it. As with most professions,
project management requires a technical skill set that one can learn through
training, but it also requires a particular set of behavioral traits that present
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3 The MBA is very prestigious and necessary if you are aiming for a
strategic management position. Entry is very competitive, and many busi-
ness schools expect candidates already to have signicant work experience in
management. However, if you are interested in a career in functional manage-
ment – for example, nance, human resources or information technology –
you may wish also to consider the other postgraduate options. Doing a spe-
cialised postgraduate course or following a foundation course would improve
your chances of studying for an MBA at an appropriate stage in your career.
What can I study?
4 Almost all MBAs have three components: a taught programme, a range
of «electives» chosen by the student as relevant to his or her career path, and
a dissertation or work-based project.
The taught programme is made up of a core of subjects needed to under-
stand the operations of any organisation, such as: accountancy and nancial
management, operations management, marketing, organisational behaviour,
human resource management, information technology, strategy.
5 Some MBAs are specially designed for particular industries (such
as nance or retailing), or sectors (such as the public sector). They offer a
comprehensive knowledge base equivalent to that of the general MBA, but
replace elective subjects with specialised teaching in that specialism. There
is a growing range available, including specic sectors (public administra-
tion and government, health and social services, arts, museums and leisure
management, risk and insurance, technology, engineering, retailing, nan-
cial institutions, defence) and particular emphases (international business,
globalization, leadership, e-business).
6 Yet despite their similarities in structure, no two MBA programmes are
exactly identical. Business schools are located throughout the four countries
that make up the United Kingdom (England, Scotland, Wales and Northern
Ireland). They can be found in large cities, in regional capitals, in smaller
towns and in ancient centres of learning. All these schools have extensive
links with business, commerce and the public sector, both nationally and
close to their home base. These links directly benet students by providing
research and placement opportunities and by enriching the curriculum with
examples of actual management experiences. All business schools share a
common mission – excellence in teaching and developing managers – but
each has its own unique characteristics.
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