Пособие по переводу английской научно-технической литературы. Орлова Г.Д. - 159 стр.

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accomplishment. But the euphoria won't last long. Almost immediately you'll be

plunged into the nitty-gritty activities of being a manager.

Your new responsibilities will require a dramatic shift in perspective. You will no

longer be responsible only for your own work projects; you'll be accountable for the

performance of an entire staff.

Learning to be a competent manager involves working each day with the greatest

unknown of all: people. You will have to understand and motivate staff members, set

standards of performance, and discipline subordinates when necessary. You will have to

become a good listener so you will be able to relate to their on-the-job problems and,

occasionally, to their personal ones.

You will also learn that you no longer control your own destiny. The budget,

interactions with other groups, and accomplishing your boss's objectives will become

your major concerns.

Becoming An Effective Manager

Being an effective manager is not the same as being an efficient manager. An

efficient manager would answer all correspondence promptly, make sure that all

paperwork was done on time, and insist that staff members come and go at the proper

times. A department run this way might be complimented for looking busy and turning

out reams of paper, but might accomplish very little.

A preoccupation with efficiency leads to trying to do everything, which inevitably

results in you and your staff getting bogged down in a morass of details. In an attempt

to find time to do everything, you would probably take up the study of time

management. But you would only learn that there will never be enough time to do

everything.

Effective management is more difficult, but is more rewarding in the long run. To

become an effective manager, you will have to identify the most important tasks, and