- •In fact, an organization is the unity, which operates successfully, if it is managed efficiently.
- •Text 2. Forms, types and styles of business organizations.
- •Types of Partnership:
- •Text 3. Organization structure
- •In business, the organization structure means the relationship between positions and people, who hold these positions; it shows who reports to whom.
- •Organization as the management object
- •Organization as the close system:
- •Organization as the open system
- •Text 4. Board of directors and ceo
- •3. Acquire sufficient resources for the organization’s operation
- •Major responsibilities of Board of Directors:
- •Typical Major functions of Chief Executive Officer of a Corporation
- •Answer the questions to the texts
- •Vocabulary to Unit 1
- •Unit 2. Corporate vision, mission, and image. Text 1. Company’s vision
- •Text 2. Company’s Mission
- •It is known that slogan represents words that sell.
- •Text 3. Objectives
- •Text 4. Strategic priorities
- •Strategy – mos - Tactics
- •Text 5. Spin of Success
- •Answer the questions to Unit 2
- •Vocabulary to Unit 2
- •1. Avoid V избегать, остерегаться, уклоняться. Syn: escape, evade.
- •2. Common purpose общая цель
- •3. Bridge n мост
- •Unit 3.Organization environment, resources and business activity Text 1. Types of environment
- •Text 2. Company resources and activities.
- •Production
- •Answer the questions to Unit 3
- •Text 1. Vital role of planning in company management
- •Text 2. Types of analyses used in planning activity.
- •Text 3. Typical Phases in Planning
- •1. Reference Overall Singular Purpose (“Mission”)
- •Text 5. Executives’ support in planning implementation
- •Answer the questions to Unit 4
- •Vocabulary to Unit 4
- •Unit 5. On Management and Managers. Text 1. What is management?
- •It is sufficient to say that the objectives represent what a company has to achieve and policy is how to go about achieving them.
- •Text 2 Strategic management versus operational management
- •Text 3. The managers’ job.
- •Text 4. Major functions of Managers.
- •Text 5. The role of a manager in company’s activity
- •Text 6. Delegating Authority
- •Answer the questions to Unit 5
- •Vocabulary to Unit 5
- •Unit 6. Leadership Text 1. General characteristic
- •Text 2. Leadership styles.
- •Text 3. Effective Leadership
- •Why are values important?
- •It all starts with leadership
- •Creating common understanding
- •Enabling and encouraging people to live by values
- •Most critical aspect – walking the talk
- •Answer the questions:
- •Unit 7. Business Culture and Business Ethic. Text 1. What is culture?
- •Building Trust across Cultural Boundaries.
- •Factors, which influence the organizational culture:
- •Text 3. Business ethics
- •Text 4. Business ethics and corporate culture nowadays.
- •Visible Manifestations of Culture
- •Invisible Manifestations of Culture
- •Questions to Unit 7
- •Vocabulary to Unit 7
- •Unit 8. Socio-psychological climate within and outside
- •Text 1. Ensuring socio-psychological climate in business.
- •Get a mentor or a coach
- •Learn to delegate
- •Recognize what’s important from what’s urgent
- •Recognize accomplishments
- •Text 3 .Dealing with Difficult Employees
- •How Can a Manager Deal with Difficult Employees
- •Text 4 . The 20 Bad Habits. Challenges in Interpersonal Behaviour.
- •Questions to Unit 8
- •Vocabulary to Unit 8
- •Unit 9. Managing Conflict Text 1. Why do conflicts arise in organization?
- •Text 2. Conflict Situations.
- •3. Differences in perceptions and values
- •Questions to Unit 9
- •Vocabulary to Unit 9
- •Unit 10. Cross-cultural Differences Text 1. Doing business across cultures. General ideas.
- •Text 2. Cross-cultural management.
- •Text 3. Culture clashes.
- •Text 4. Cross- Cultural Management that Makes a Difference
- •How should a company coming to a new culture cope with cultural issues?
- •Text 5. Cross-cultural management in Russia.
- •Text 6. Some Results of Poor Cross Cultural Awareness
- •Questions to Unit 10:
- •Vocabulary to Unit10
Unit 5. On Management and Managers. Text 1. What is management?
Nowadays the English word “management” is well known all over the world. It means “управление” in the Russian language. The definition of management is the central point of discussion today. It is undoubtedly that there is the difference between what is meant by “management” and by administration. Harold Koonz, the theorist of management, gives the following definition: “Managing is the art of getting things done through and with people in formally organized groups”. E.F.L Brech offers another definition: “Management is a social process entailing responsibility for the effective and economical planning and regulation of the operation of the enterprise”.
Some authors view management as a skill whereas the other theorists state that it is an art. What is not a doubt is the fact that management is both: the skill and the art of directing human activities by the achievement of predetermined goals. It deals with the process of making decisions.
As for “administration”, it is not easy to define and made clear the distinction between that and management. “Administration” is used in the field of narrower activity of regulation day-to-day operations of any organizational section. It is also used to describe the various top functions in public service; it is the part of management and it is rarely taken to be involved in decision policy-making. Finally, it should be noted that “management” and “administration” are in close interrelation.
A structure of management
Owners (shareholders)
Directors
Chief Executive officer
Senior executive officers ( general and top functional managers)
Middle management (departmental managers)
The purpose of management follows from the main objective of business activity: that is the profit maximization. The desire for money obliges entrepreneurs look for new management techniques or use the better from the old ones to protect their business interest.
But it isn’t the sole management objective; the other objectives are subservient to this. There is a number of interested parties to formulate the objectives: not only managers and stock holders but also: consumers, suppliers, employees etc. Therefore, management must unite the interests of all these groups. So, management objectives can be seen to be socio-economic. The organizational policy is shaped out of the combination of objectives and social factors. It is true to say that top managers develop the policy and objectives, according to the accepted firm’s philosophy, so, the agreeing and policy formulating are the important responsibilities of any objectives executives.
It is sufficient to say that the objectives represent what a company has to achieve and policy is how to go about achieving them.
In a traditional company there are policy committees: the finance committee, the marketing committee, the personnel committee, the production committee and so on. They coordinate all the efforts for successful policy-making process. In the modern rapid technological development and change, any organization must have specific and clear goals to be profitable and successful.
According to Peter Drucker, success is the result of doing the right thing, whereas the effectiveness is caused by doing things right. Taking into account that management concept, a team of executives ensures the complete way of running business.
It is commonly stated that the theorists consider management in many aspects:
MANAGEMENT:
AS FUNCTIONS (ACTIVITIES);
AS PROCESS;
AS MANAGEMENT ORGAN;
AS CATEGORY OF PEOPLE;
AS SCIENCE AND ART
Experience shows that the main management components are as follows:
Organizational structure, HRM, Finance, Business plan, Marketing economy, Logistics.