- •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 8. Socio-psychological climate within and outside
a company.
Text 1. Ensuring socio-psychological climate in business.
It is the vital task of executives to create a company morale , they should “lend an ear” to each staff member, use “carrot and stick” motivation, otherwise staff will be unable to operate profitable, and that, in turn, will influence company existence in the whole. Top managers should pay great attention to the organizational conflict management, which can change the whole face of any firm. The conflict management must provide step by step measures to capture the “right” staff morale as the important task of in-company communication.
There are different ways companies can reduce their employees’ burnout and ensure the social and psychological climate (SPC) within a company:
- to allow employees to talk freely to one another, and motivate them;
- to reduce personal conflicts at work any time;
- to talk openly to employees and keep the promises;
- to recognize and reward employees for their accomplishments and contribution;
- to treat all employees on principle of equal competitive condition;
- to mind a source of dislike and don’t put pressure on staff to take your decision;
- to be able to build an effective team of professionals and coordinate their work;
- to create training programs;
- to succeed with crisis action approach;
To hire the experienced personnel, respect them equally and do not care which sex they are.
This is a good advice and it helps any company to form the trustful internal relations; due to it professional executives should set the true tone in up-to-date business. But the point is – they first should know “how to manage their personal stress”.
People, according to their nature, education, experience, habits, life style, vary widely; and that can open the door to misunderstanding. When individual identity needs and ethics are ignored they can move to self-centered, uncaring, non-cooperative behaviour; and on the contrary, if the intellectual and identity needs are in agreement, ethical decisions are easily to make, and individuals stand on their principles. Otherwise, they become egoistical, self-centered, interested only in their own well-being; they resist any change in their organization, and that is to be taken into account.
By managing people, it is important to distinguish between the attitude and behaviour: the way we view things is called “attitude”, the way we do things is known as “behaviour”. To achieve its objectives, a firm should have its code of discipline drawn up and agreed with all employees and written into their service contracts. The shortest way to achieve and maintain a good staff discipline is to ensure a high morale that is the important task of any company.
Text 2. Managing Yourself
The experience of a first-time supervisor or manager is often one of the most trying in their career. They rarely have adequate training for the new management role - they were promoted because of their technical expertise, not because of their managerial expertise. They suddenly have a wide range of policies and other regulations to apply to their subordinates. Work is never “done”. They must represent upper management to their subordinates, and their subordinates to upper management. They’re stuck in the middle. They can feel very alone.
Guidelines to Manage Yourself
Everyone in management has gone through the transition from individual contributor to manager. Each person finds their own way to “survive”. The following guidelines will help you keep your perspective and your health.
Monitor your work hours
The first visible, undeniable sign that things are out of hand is that you’re working too many hours. Note how many hours you are working per week. Set a limit and stick to that limit. Ask your peers or boss for help.
Recognize your own signs of stress
Different people show their stress in different ways. Some people have “blow ups”. Some people get very forgetful. Some people lose concentration. For many people, they excel at their jobs, but their home life falls apart. Know your signs of stress. Tell someone else what they are. Ask them to check in with you every two weeks to see how you are doing. Every two weeks, write down how you are doing—if only for a minute. Stick in it a file.