Exercise 3. Translate the following text into Russian in written form

Exercise 2. Translate the following text into Russian in written form.

Exercise 1. Answer the questions.

1. The function of management is becoming more complex. Why?

2. What must management possess nowadays?

3. Management encompasses both science and art. In what can we
see it?

People working for a company are referred as its workforce, employ­ees, staff, or personnel and are on its payroll.

In some context, especially more conservative ones, employees and workforce refer to those working on the shopfloor of a factory actually making things. Similarly, staff is sometimes used to refer only to managers and office-based workers. This traditional division is also found in the expressions white-collar and blue-collar.

Another traditional division is that between management and labor.

Personnel departments are usually involved in finding new staff and recruiting them, hiring them, or taking them on, in a process of recruit­ment. Someone recruited is a recruit, or in American English only, a hire.

They are also involved when people are made to leave the organization, or fired. These responsibilities are referred to, relatively informally, as hiring and firing. If you leave the job voluntarily, you quit.

Middle-managers are now most often mentioned in the context of re-engineering, delaying, downsizing, or rightsizing: all these expressions describe the recent trend for companies to reduce the numbers of people they employ, often by getting rid of layers of managers from the middle of hierarchy.

An organization that has undergone this process is lean and its hierarchy is flat.

Classification of Organization Cultures

(Adapted from Prof.C.Handy)

1. Power Cultures
In these cultures self-reliant and highly competitive self-develop­ment provides the basis of relations. A manager's success is related to their charisma and influence, rather than to their knowledge and experience. The style of the chief executive is the model for other managers. In organizations of this type managers need to be tough-minded and aggressive.

2. Role Cultures

In these cultures a manager's role is completely related to then-place within a cenralized system. Their success depends on how well they adhere to rules, procedures, and precedents. Individualism and aggression are not valued in these cultures. Employees in these organi­zations should not exceed the limits of their roles.

3. Task Cultures

In organizations of this type they value everything that makes it possible ‘to get the work done'. The main concern in these organizations is successful completion of their projects. A manager's success to their knowledge and experience required to achieve on to meet the requirements of their role.

4. Individual Cultures

In organizations of this type freedom of expression is valued the most. Effectiveness of any activity in these organizations is rated by how much the activity satisfies the staff, rather than by how well it con­forms to business plans. Independence, creativity, and experiment are also valued in these organizations.

Exercise 4.. Translate the following sentences.

1. They reserved the right to make managerial decision.

2. What you need is advice from your bank manager.

3. I wish you could manage the time to come and to talk to us.

4. Private banks are being nationalized, and are to be managed with work­ers' participation.

5. They are part of my management team.

6. The baby can be greatly influenced by the parents' management.

7. She has been working as the manageress of a bookshop.

8. It is perfectly manageable task to tackle systematically.

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