Exercise 6. Match the English words with their Russian equivalents. Exercise 5. Make a few sentences using the following

Exercise 5. Make a few sentences using the following.

Exercise 4. Give the opposites to the following words. Use each of them in your own sentence.

Exercise 3. Give the synonyms to the following words. Make up your own sentences to show the shades in their meaning.

Exercise 2. Write down the questions for these answers.

Exercise 1. There are five categories of job specifications in the text. Find at least three professions for each category.

· Many organiza­tions do not specify the type of person they require.

· The Department of Em­ployment has given the special definitions of a job description.

· We can mention five categories of job specifications which exists in business.

· The five categories of job specifications do not cover the whole range of specification in occupation.

· There are many jobs which do not require any training or previous ex­perience.

· Jobs which do not require any training are manual labour or assembly work.

· Manual labour is boring and poorly paid.

· The tasks which are performed by machines require an operator.

· The ability to organize other people is a rare skill.

· Managers must be able to organize both human and nonhuman resources.

· These are techniques which require judgment as well as knowledge.

· Decision-making is an eve­ryday occurrence for everyone.

· Business is constantly changing.

To handle, to accomplish, goal, benefit, coerce, to achieve, to purchase, output, affect, to establish, to enhance, power.

Flexible, voluntary, to share, to adhere to, to enjoy, confidential, consensus, versus.

Feature, to require, instead, description, to involve, behaviour, occupation, ability, decision, to face, capacity, strategy.

1. to set up in business A. выйти из игры, уйти из делового мира

2. to be out of business B. туристический бизнес

3. to conduct, do, transact;

drum up business C. управление развлекательными программами

4. to do business with smb. D. бизнес угасает

5. to go into business E. торговля идет вяло

6. to go out of business F. торговля стоит на месте

7. big business G. бизнес, занимающийся рассылкой товаров почтой

8. small business H. торговля расширяется

9. mailorder business I. обанкротиться

10. show business J. оптовые продажи

11. travel business K. торговля идет оживленно

12. retail business L. торговля идет процветает

13. wholesale business M. бизнес возобновляется

14. to talk business N. начать торговое дело

15. business drops off O. розничные продажи

16. business picks up P. заняться бизнесом

17. business is brisk Q. малый бизнес

18. business is flourishing R. большой бизнес

19. business is thriving S. иметь с кем-л. дело

20. business is slack U. вести деловые разговоры, говорить о делах

21. business is at a standstill V. вести коммерческую деятельность

TEXT 4. PEOPLE IN ORGANIZATION

If there is any one characteristic of people which is universally valid and important, it is that they differ. To say that all persons are created equal is a statement of human rights under the law. It communicates noth­ing at all about human nature. As a matter of fact, people differ greatly in intelligence, aptitudes, physical strength, manual dexterity, knowledge, skill, interests, personality traits, motivation, and many other attributes which potentially influence behavior and productivity.

We are rational—but only to a point. We plan, set goals, think, rea­son, and live by creeds and values. But we also become frustrated and behave in ways that can be perceived as rational only by someone who understands all our deeply embedded, sometimes conflicting needs, as­pirations, and perceptions. In many situations our motivation is uncon­scious so that not even we understand our own actions.

The fact that one's environment strongly influences behavior is in­disputable. A number of prominent psychologists have assumed that human freedom is an illusion. Human choices are thought to be totally determined. This, of course, is an assumption. Many people do not sub­jectively perceive themselves in this way. It is significant that behavior and expectations are strongly influenced by what a person believes to be true. Individuals feel responsible for their actions. Also, people consciously believe that their choices are real, regardless of any awareness of philo­sophical arguments to the contrary. Organizations cannot function opti­mally without these pragmatic assumptions.

There are, of course, innumerable statements which one might make about human nature, but they would not all have a direct influence on how people should be dealt within the work environment. The late Douglas McGregor did an excellent job of conceptualizing some of the as­sumptions about human nature which are relevant to organizational be­havior. He labeled these, Theory X, the classical or traditional view, and Theory Y, a progressive view upon which he believed a new model for human relations in organizations could be developed.

Theory X. This theory holds that the average person inherently dislikes work, is innately lazy, irresponsible, self-centered, and security oriented, and consequently is indifferent to the needs of the organiza­tion. Because of these characteristics, the average person must be threat­ened, coerced, and controlled. In fact, most people prefer to be directed and controlled. They seek security above all, prefer to avoid responsibil­ity, and both want and need external control in the work situation. Be­cause people are basically cunning and immature, management should experience little difficulty in using a highly directive and manipulative style of supervision.

Theory Y. Experience has shown that Theory X assumptions result in a great deal of difficulty for management although they remain popular with some managers. McGregor's Theory Y makes the opposite assump­tions. People do not inherently dislike work and are not inherently lazy. Rather they have learned to dislike work, to be lazy, and to be irresponsi­ble because of the nature of their work and supervision. They have a high capacity for developing an intrinsic interest in their work, for committing themselves to organizational objectives, and for working productively with a minimum of external controls.

Two points should be made with reference to these theories. First, the Theory X characteristics are said to be inherent or innate. To be such, they would necessarily apply to everyone, which is obviously absurd. On the other hand, under Theory Y, people are said to have the potential or capacity for the responsible behavior and attitudes described. If any­one possesses these qualities, and a great many people do, then every­one has the potential for them. Second, McGregor speaks of assumptions about the average person, and one must ask, «Average on what dimen­sions?» Are we talking about intelligence? education? experience? Aver­age is a statistical concept. The average person is nonexistent, hypothet­ical construct. When we make assumptions about the average person, at best we are referring to most people, and in doing so must recognize that there are exceptions.

EXERCISES

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