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19
Part II. Qualities and abilities
TEXT 1
Translate summarized qualities and abilities, which successful
future manager should possess.
What do you think is the most important question for students
of management? Do you agree? Give your arguments. What would
you recommend students to do to achieve more success.
What does it Take to become a Successful Manager
1. It is impossible to describe precisely those who eventually en-
joy the financial rewards of climbing to the top of the managerial lad-
der. But it is possible to isolate at least three key preconditions for
achieving success as a manager. They are ability, motivation to manage
and opportunity. A total absence of one factor can cancel out strength in
the other two. For example, high ability and motivation are useless if
there is no opportunity.
Today’s successful manager needs a whole package of concep-
tual, technical and interpersonal abilities. A leading management con-
sultant has summarized the qualities and abilities that future managers
will need as follows:
“Any business can be reasonably sure of having effective and
well prepared leaders if it focuses on finding and developing people
1) who possess eight basic qualities (character, initiative desire to
serve people; intellect, awareness and perception, foresight and vision,
open – mindedness and flexibility; and persuasiveness);
2) who are conceptual strategic thinkers;
3) who can lead the business in adjusting to social change;
4) who can help the business cope with governmental regulation;
5) who can lead the business in managing its human resources ef-
fectively.
2. Students of management are left with one overriding question:
“How do I acquire the necessary abilities?” This question has stimu-
lated a good deal of debate those interested in management. What is the
key? Theory or practice? Some think that future managers need a solid
background in management theory acquired through formal education.
20
Others argue that manager can be learned only by actually doing it. All
things considered a middle ground is recommended. One learns to man-
age by systematically integrating theory and practice. Theory helps one
systematically analyze, interpret and internalize the managerial signifi-
cance of practical experience. Serious management students are advised
to put their newly acquired theories into practice wherever and when-
ever possible (for example, in organized sports; positions of leadership
in fraternities, sororities, or clubs; and part-time and summer job).
QU. What three preconditions for achieving success as manager
can you name? Do you agree? Which of them do you think is more
important? Why? Give your explanations.
TEXT 2
Translate “The seven Dimensions of motivation to manage.”
Do you agree that motivation can be measured in any way? Or maybe
you have a different point of view?
3. In the mid 1960s a management researcher named John B.
Miner developed a psychometric instrument to measure objectively an
individual’s motivation to manage. Miner’s test, in effect, measures one’s
desire to be a manager – motivation to manage among business students.
The seven Dimensions of Motivation to Manage
1. Favorable attitude towards those in positions of authority, such
as superiors.
2. Desire to engage in games or sport competition with peers.
3. Desire to engage in occupational or work-related competition
with peers.
4. Desire to assert oneself and take charge.
5. Desire to exercise power and authority over others.
6. Desire to behave in a distinctive way, which includes standing
out from the crowd.
7. Sense of responsibility in carrying out the routine duties asso-
ciated with managerial work.
The higher the individual scores on each of these traits the greater
is the motivation to manage.
Motivation. By tracking motivation to manage scores for busi-
ness students at two major U.S. universities over a 20-year period,
Miner and his colleagues have come to some interesting conclusions.
Part II. Qualities and abilities Others argue that manager can be learned only by actually doing it. All
things considered a middle ground is recommended. One learns to man-
TEXT 1 age by systematically integrating theory and practice. Theory helps one
systematically analyze, interpret and internalize the managerial signifi-
Translate summarized qualities and abilities, which successful cance of practical experience. Serious management students are advised
future manager should possess. to put their newly acquired theories into practice wherever and when-
What do you think is the most important question for students ever possible (for example, in organized sports; positions of leadership
of management? Do you agree? Give your arguments. What would in fraternities, sororities, or clubs; and part-time and summer job).
you recommend students to do to achieve more success. QU. What three preconditions for achieving success as manager
can you name? Do you agree? Which of them do you think is more
What does it Take to become a Successful Manager important? Why? Give your explanations.
1. It is impossible to describe precisely those who eventually en- TEXT 2
joy the financial rewards of climbing to the top of the managerial lad-
der. But it is possible to isolate at least three key preconditions for Translate “The seven Dimensions of motivation to manage.”
achieving success as a manager. They are ability, motivation to manage Do you agree that motivation can be measured in any way? Or maybe
and opportunity. A total absence of one factor can cancel out strength in you have a different point of view?
the other two. For example, high ability and motivation are useless if 3. In the mid 1960s a management researcher named John B.
there is no opportunity. Miner developed a psychometric instrument to measure objectively an
Today’s successful manager needs a whole package of concep- individual’s motivation to manage. Miner’s test, in effect, measures one’s
tual, technical and interpersonal abilities. A leading management con- desire to be a manager – motivation to manage among business students.
sultant has summarized the qualities and abilities that future managers The seven Dimensions of Motivation to Manage
will need as follows: 1. Favorable attitude towards those in positions of authority, such
“Any business can be reasonably sure of having effective and as superiors.
well prepared leaders if it focuses on finding and developing people 2. Desire to engage in games or sport competition with peers.
1) who possess eight basic qualities (character, initiative desire to 3. Desire to engage in occupational or work-related competition
serve people; intellect, awareness and perception, foresight and vision, with peers.
open – mindedness and flexibility; and persuasiveness); 4. Desire to assert oneself and take charge.
2) who are conceptual strategic thinkers; 5. Desire to exercise power and authority over others.
3) who can lead the business in adjusting to social change; 6. Desire to behave in a distinctive way, which includes standing
4) who can help the business cope with governmental regulation; out from the crowd.
5) who can lead the business in managing its human resources ef- 7. Sense of responsibility in carrying out the routine duties asso-
fectively. ciated with managerial work.
2. Students of management are left with one overriding question: The higher the individual scores on each of these traits the greater
“How do I acquire the necessary abilities?” This question has stimu- is the motivation to manage.
lated a good deal of debate those interested in management. What is the Motivation. By tracking motivation to manage scores for busi-
key? Theory or practice? Some think that future managers need a solid ness students at two major U.S. universities over a 20-year period,
background in management theory acquired through formal education. Miner and his colleagues have come to some interesting conclusions.
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