Учебно-методическое пособие по развитию навыков профессионального общения. В двух частях. Ч.1: Management. Руденко Т.П - 17 стр.

      SUPPLEMENTARY READING                                                           Goals must be realistic. Project schedules, for example, must be
                                                                               set by the people who do the work. People will accept a “bottoms-up”
      TEXT 1                                                                   deadline they helped set but they'll be cynical about a schedule imposed
                                                                               from the top that doesn't map to reality. Unachievable goals undermine
      Read and translate the following text to be ready to discuss.            an organization.
                                                                                      At my company, in addition to regular team meetings and one-
                What Makes a Good Manager?                                     on-one sessions between managers and employees, we use mass gather-
                            Here Are 10 Tips                                   ings periodically and e-mail routinely to communicate what we expect
                                                                               from employees.
                                                             By Bill Gates            5. To be a good manager, you have to like people and be good at
       There isn't a magic formula for good management, of course, but         communicating. This is hard to fake. If you don't genuinely enjoy inter-
if you're a manager perhaps these tips will help you be more effective.        acting with people, it'll be hard to manage them well.
       1. Choose a field thoughtfully. Make it one you enjoy. It’s hard to            You must have a wide range of personal contacts within your or-
be productive without genuine enthusiasm. This is true whether you're a        ganization. You need relationships – not necessarily personal friend-
manager or employee.                                                           ships – with a fair number of people, including your own employees.
       2. Hire carefully and be willing to fire. You need a strong team,       You must encourage these people to tell you what's going on (good or
because a mediocre team gives mediocre results, no matter how well             bad) and give you feedback about what people are thinking about the
managed it is.                                                                 company and your role in it.
       One common mistake is holding onto somebody who doesn't quite                  6. Develop your people to do their jobs better than you can.
measure up. It's easy to keep this person on die job because he's not terri-   Transfer your skills to them.
ble at what he does. But a good manager will replace him or move him to               This is an exciting goal but it can be threatening to a manager
a set of responsibilities where he can succeed unambiguously.                  who worries that he's training his replacement. If you're concerned ask
       3. Create a productive environment. This is a particular challenge      your boss: “If I develop somebody who can do my job super well, does
because it requires different approaches depending on she context.             the company have some other challenge for me or not?”
       Sometimes you maximize productivity by giving everybody his                    Many smart managers like to see their employees increase their
or her own office. Sometimes you achieve it by moving everybody into           responsibilities because it frees the managers to tackle new or undone
open space. Sometimes you use financial incentives to stimulate pro-           tasks.
ductivity. A combination of approaches is usually required. One ele-                  7. Build morale. Make it clear there's plenty of good will to go
ment that almost always increases productivity is providing an informa-        around and that it's not just you as some hotshot manager who's going
tion system that empowers employees.                                           to look good if things go well.
       When I was building Microsoft, I set out to create an environ-                 Give people a sense of the importance of what they're working
ment where software developers could thrive. 1 wanted a company                on – its importance to the company, its importance to customers.
where engineers liked to work. I wanted to create a culture that encour-              When you achieve great results, everybody involved should share
aged them to work together, share ideas and remain highly motivated. If        in the credit and feel good about it.
                                                                                      8. Take on projects yourself. You need to do more than com-
I hadn't been a software engineer myself, there's no way I could have
                                                                               municate.
achieved my goal.
                                                                                      The last thins people want is a boss who just dotes out stuff.
       4. Define success. Make it clear to your employees what con-
                                                                               From time to time prove you can be hands-on by taking on one of the
stitutes success and how they should measure their achievements.

                                    33                                                                           34