- •1.1 Getting started
- •1.2 Look through the following vocabulary notes which will help you understand the text and discuss the topic.
- •1.3 Reading
- •1.4 Comprehension
- •1.4.1 Answer the questions using the active vocabulary and Unit 1 Glossary.
- •1.4.2 Mark these statements t(true) or f(false) according to the information in the Text and Unit 1 Glossary. If they are false say why.
- •1.5 Language practice
- •1.5.1 Match the English terms in the left-hand cplumn with the definition in the right-hand column.
- •1.5.2 Complete the following texts using the suitable words or phrases from the box.
- •The Formal Organisation
- •Line Departments
- •Line and Staff Organisation
- •1.5.3 Complete the text. Replace the Russian words and phrases by the English equivalents. Matrix Organisation
- •1.5.4 Text for discussion.
- •Delegation
- •1.6 Render the passage in English using the English equivalents of the italicised phrases given in Russian. Express the main idea of the passage in one sentence. Конфликты
1.4 Comprehension
1.4.1 Answer the questions using the active vocabulary and Unit 1 Glossary.
1. What is the objective of a private business?
2. What is an organisational structure?
3. How is management best seen?
4. What basic management functions were set out by Fayol?
5. What do you know about Henri Fayol?
6. What does planning involve?
7. What does organising involve?
8. What does directing involve?
9. What does controlling involve?
10. Which three basic management levels can be identified?
11. How does the time horizon for planning change from the top level to the supervisory level?
12. Whose prerogative is to draw long-term, medium-term and short-term plans?
13. How does the organising function at the middle management level differ from those of supervisory level and senior management level?
14. Whose task is to develop horizontal relationships?
15. Whose prerogative is to choose the organisational structure?
16. Why do you think senior managers have a small span of control in performing their directing function?
17. What is the basic element in directing at all levels of management?
18. Can we say that the basic idea of controlling is measuring results against plans, budgets, quality standards and shedules? Why?
19. Which skills are particularly important to supervisors?
20. Which skills are particularly important to all managers?
21. Which skills are particularly important to senior managers?
22. What are the main features of an organisational structure?
23. What managers are directly responsible to the Chief Executive in a typical manufacturing firm?
24. What is Chief Accountant responsible for?
25. What is the chain of command for the marketing manager?
26. What is the chain of command for the production manager?
27. How is the division of labour principle implemented in the organisational chart of a typical manufacturing firm as shown in Fig. 2?
1.4.2 Mark these statements t(true) or f(false) according to the information in the Text and Unit 1 Glossary. If they are false say why.
1. There are five basic management functions.
2. Organization is the visual representation of how a firm intends authority, responsibility and information to flow within its formal organizational structure.
3. Organising is the process of creating and maintaining a plan.
4. Planning is the psychological process of thinking about the activities required to create a desired goal on some scale.
5. A hierarchy can link entities either directly or indirectly, and either vertically or horizontally.
6. A formal structure is much more relaxed, with very few levels of management.
7. Management is often included as a factor of production along with machines, masterials, and money.
8. Management can be referred to as directors and managers who have the power and responsibility to make decisions to manage an enterprise. 9. Motivation can be characterised by intensity of desire or need, incentive or reward value of the goal, and expectations of the individual.
10. Commercial director has the same chain of command as the Production girector.
11. Conceptual skills embody the ability to use the tools and techniques of a particular profession.
12. Creating situations where subordinates are motivated to achieve organisational goals is the directing function of supervisory management.
13. Application of motivation and discipline to overcome resistance is the directing function of supervisory management.
14. Development of detailed operational plans and procedures to attain organisational goals is the planning function of senior management.
15. Market research officer is an example of a staff department.
16. Production manager is the manager of a line department.
17. Personnel manager operates a line department.
18. Directing involves ensuring that the employees are motivated to perform tasks.
19. Management is a unifying resource, bringing together resources in order to achieve the objectives of the organization.
20. Human skills are not important to supervisory managers.
21. Conceptual skills are particularly important amongst middle level managers.
22. A formal organisation structure shows a recognisable chain of command, it also has many levels of management.
23. Henri Fayol was a French mining engineer and director of mines who developed a general theory of business administration.