- •А кадемия управления при Президенте Республики Беларусь
- •Система открытого образования
- •Business english Курс лекций
- •Is she talking? 8
- •1. Starting to trade 151
- •2. The marketing mix 166
- •The Future: will
- •I/you/he/she/it/we/they will go (I’ll. He’ll, they’ll go)
- •Past Simple Tense
- •Positive (regular verbs)
- •Present Perfect Tense
- •Question Have you done it yet? Where have you been?
- •Review of time expressions
- •Word study Putting Nouns Together
- •Summary
- •The president
- •For discussion
- •The future perfect
- •More about auxiliary verbs
- •Word study
- •Two More Ways to Put Nouns Together
- •Company structure
- •Application for a job
- •74 Dockside Manchester m15 7bj 8 March 2000
- •Utility chiefs top executive pay increases
- •Unit II
- •Types of companies
- •Text № 1
- •Types of companies
- •Investing in a limited company
- •Summary of modal verbs
- •Modals with more than one meaning
- •You mustn’t vs. You don’t have to
- •Other uses of “will” and “would”
- •Degrees of probability
- •Exercise 15. Which is the closest in meaning?
- •The passive with modals
- •The indirect passive
- •Share capital
- •Companies
- •Must have and might have
- •Present Past
- •Could have and should have
- •Present
- •Types of business units
- •Unit III starting a business
- •Participles
- •A real estate purchase
- •Another use for participles
- •Participles
- •The problem of cash flow
- •Exchange rates cause budgeting problems
- •The flow of funds
- •Read and give the summary of the newspaper articles.
- •1. Greenalls refocuses spending By Dominic Walsh
- •2. Mandelson wants uk "digital leader" By Raymond Snoddy, Media Editor
- •3. Paget departs from telspec By Chris Ayres
- •4. Tlg succumbs to 353 million pounds wassall bid By Paul Durman
- •5. Progress hope at pilkington By Paul Durman
- •Unit IV management
- •What is management?
- •1.1. Read and translate the text.
- •1.2. Put 5 questions to part 1 of the text the answers to which are marked by •
- •1.3.. Answer the following questions:
- •1.4. Try to remember 5 main duties of managers.
- •2.1.. Read the notes of the lecture about management. Write out new words. Translate the text.
- •2.2.. Discuss:
- •3.1. Read text ¹ 3. Complete the sentences, finding them in the text:
- •3.2. Discuss:
- •4.1. Read text ¹ 4 about managers’ skills. There are 9 of them mentioned. Make the list of them and discuss the following:
- •Gerunds
- •The infinitive Positive Infinitive Negative Infinitive
- •Conditionals First conditional
- •Second conditional
- •Third conditional
- •The conditional
- •Texts for reading Holding Meetings
- •1. Put a tick or a cross in the box after each statement to show whether you think it is correct or not:
- •London borough Spring Personnel. Legal pa £25,000
- •Relative clauses
- •Miss Johnson is a secretary I work with.*
- •More examples of relative clauses
- •Of which vs. Whose
- •Past participles used as adjectives
- •Relative clauses with prepositions
- •Relative clauses with deletions
- •Conjunctions and related phrases
- •Agreement of tenses
- •Reported speech: agreement of tenses
- •Direct Reported
- •Reported questions
- •Interrogative noun clauses Who’s That Man?
- •Didn’t he apologize for _______?
- •Do you know _______?
- •Text ¹ 2 Market Study
- •Questions about the story
- •For discussion
- •Texts for reading and discussion
- •1. Starting to trade
- •Marketing Defining marketing
- •2. The centrality of marketing
- •1D Comprehension
- •Product policy
- •1A Discussion
- •1A Reading
- •3. Products and brands
- •4. It pays to advertise
- •It pays to advertise
- •2. The marketing mix
- •The role of advertising
- •Does the fact that it pays to advertise seem obvious to you? Explain your answer.
- •Figure 1.1.: gross margin
- •Paragraph 3: aura
- •3. Users of both competitive brands and of our product.
- •Born in 1946, we offer 52 years of experience
- •Unit VI business communication
- •Higher management
- •Rules of Writing
- •Increase your vocabulary
- •Means of communication
- •4 Abilities
- •5 Experience
- •Increase your vocabulary
- •Writing
- •Text 6 designing a sales letter
- •Manufactures of Quality Office Equipment since 1940
- •The layout of a business letter
- •23 Nelson Square
- •Velkotex Ltd
- •Prefixes of negation
- •Indicative Subjunctive
- •Verbs used with the subjunctive
- •Indicative vs subjunctive
- •Indicative Subjunctive
- •Infinitives with “seem” and “appear”
- •By Russsell Hotten
- •Sources
- •Козлова Любовь Константиновна Business English
- •220007, Г. Минск, ул. Московская, 17.
1.3.. Answer the following questions:
Why can any organization expect a limited life without innovation?
Why is it necessary to manage business relations outside the company?
Who are the top managers appointed, supervised and advised by?
Is management entirely scientific?
What has to be learnt by managers?
Why do they say that the days of the “intuitive” manager are numbered?
Why are outstanding managers rather rare?
1.4. Try to remember 5 main duties of managers.
Text ¹ 2
For the next few lectures I am going to talk to you about management. I am sure none of you will want to remain in junior positions for very long after you have joined a company. You will obviously want to reach the top of the tree – or as near to it as you can get – not only because of the financial rewards – better pay – but also because of the mythical quality that no one can define but everyone knows is there – job satisfaction. So either by starting your own concerns or by working your way up the ladder, you will all want to wind up, at one level or another, as managers.
You will all want to become involved in management. But what do you think this term ‘management’ actually means? Perhaps you think the answer is obvious, but I suspect that if you discussed it with each other, you would quickly find some pretty wide differences of opinion. So what I’m going to do first is to offer you a definition and then look at the whole question of management from three different points of view.
Management is creative activity which develops an organisation and people to achieve specific goals.. A very neat definition. Just what we all meant to say. But what, in fact, does it mean? I’ll say it again. ‘Management is creative activity which develops an organisation and people to achieve specific goals.’ So all we need now is to decide what is meant by “creative activity”. Or how do you “develop an organisation”? Or its people? What is meant by specific goals? And so on. If you look at such a definition very closely, it doesn’t really help very much. We should try to be a bit more specific.
To be more precise, we ought to begin by realising that management styles in any organisation will vary according to the personality and the temperament of the individual manager. They will be influenced by the sort of person he is, and by what his beliefs are.
Nowadays we like to look at management from the scientific aspect, the behavioural aspect, and the systems management aspect. So we’ll now have a look to see what these mean. We should remember, of course, that for a complete picture we need a combination of all three, probably plus a few others as well. The concept of scientific management has been around rather longer than the others. It involves three main components – analysis, measurement, and method. All these three are essential if we are to get hold of the sort of knowledge that we need if we are going to make correct decisions.
But scientific knowledge is in practice limited to what can be measured or quantified – to things we can measure, weight, count and so on. This kind of knowledge is very important indeed, but it is only one small part of the whole. There is no doubt that most businesses would benefit from a more scientific management, but that is not enough on its own.
Actually, some people argue that science and the uses of sciences – which we now call technology – are not always beneficial anyway. It is not difficult to think of applications of science that are really awful, such as the weapons men use to kill and wound each other in war. It is in the use to which science is put that the manager’s beliefs – which I mentioned earlier – become important, but it is very difficult to measure beliefs!
So we need something more, and next time we shall look at the second aspect of management I mentioned – the behavioural.