Учебно-методическое пособие по развитию навыков профессионального общения. В двух частях. Ч.1: Management. Руденко Т.П - 11 стр.

First, although, the steady decline of motivation to manage during the               The best manager is the manager who manages best, and in gene-
1960s and early 1970s has stopped, students’ motivation to manage still       ral that means achieving the objectives of his function as economically
remains very low. Generally speaking, students continue to show a dis-        as possible. We have seen and will see that management is a matter of
taste for authority, competitiveness, assertiveness and routine manage-       competence end control and consist largely in taking the right actions
rial duties. By the way a second conclusion is that female students are       rather than in presenting certain styles.
no longer lagging behind their male counterparts.
                                                                                    1. What do you understand under the phrases “mistakes buried
      QUESTIONS FOR DISCUSSION                                                under the carpet”. “Skeleton in the cupboard”.
                                                                                    2. Try to answer the following:
       1. Drawing on your own experience can you recall any specific
                                                                                    – Why are some managers successful?
examples of effective management and mismanagement?
                                                                                    – Which manager is the best one?
       2. In your opinion, what is the single most important aspect of
                                                                                    – Is there any piece of advice in the text? If there is – what kind
the definition of management? Why?
                                                                              of advice?
       3. Think of a person or operation that you have seen recently that
didn’t achieve a workable balance between effectiveness and efficiency.              Managers are human beings who work through and with other
What could have been done to balance the two? (If I were I'd.)                human beings. If managers in your company are expected to wear flow-
                                                                              ered ties, for example, by all means fit the company managerial image –
      TEXT 3
                                                                              but be yourself. The only way to present a consistent and understand-
      Translate the text without using a dictionary.                          able style over the years is to be true to your own personality. Commit
                                                                              your talents to the organization to whatever extent is necessary, but
                      Successful Managers                                     keep your ego and emotions to yourself.
       The sales manager, the accountant, and the factory manager all               EXERCISES
act according to their situations, but they also act according to their
personalities. Many successful managers (or managers in successful                   1. Determine your career objectives.
situations) attribute their success to their personal style. Maybe there is          2. Write an up-to-date personal history or curriculum vitae as if
a real correlation, but we all know managers who are successful despite       you were applying for the job you eventually want.
their personal styles.                                                               3. Describe your own management style (as you see it).
       Why are managers successful? It is because they know what they                4. List three main strengths in your style. Can these be developed,
are doing and why. They know their departmental objectives, the pro-          and can more use be made of them in the work in which you are in-
cedures and the facts of the business, and they understand and are close      volved?
to the people around them. They have kept their thought, processes                   5. List three main weaknesses. Do they affect the results you ob-
working so that they can keep on top of their jobs and ahead of the           tain – and if so, is there anything you can do to overcome your prob-
game. Crises and panics have been anticipated so that what the level of       lems or to prevent them from affecting your performance?
orders suddenly doubles or the computer breaks down in the middle of                 6. Analyze the style of the manager you most admire and that of
the payroll, there is a plan for taking the necessary action. The depart-     the manager you least admire. Does that tell you anything about your-
ment is tidy and well ordered and there are no mistakes buried under the      self? Do you dislike in others traits that you have yourself and do you
carpet, no skeleton in the cupboard. A manager who has achieved this          admire people who are most like you or who would like to be like you?
will be confident, relaxed, objective and approachable.

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