The changing roles of managers

На русском языке.

II. Письменно своими словами изложите основное содержание текста

I. Прочитайте текст. Опираясь на информацию текста, найдите

Text B

XI. Задайте к тексту 5-6 вопросов разного типа, отражающих его

X. Переведите текст контрольной работы № 5 на русский язык

D) Managerial Functions

Лишний.

IX. Озаглавьте каждый параграф текста. Из предложенных 6 вариантов

Эффективно выполнять свою работу (5 -9 предложений).

Какими умениями должен обладать руководитель для того, чтобы

(a – f) выберите тот заголовок, который, по вашему мнению, наиболее

точно передает основное содержание параграфа; один из вариантов –

Параграф 1 _________________________________________________

Параграф 2 _________________________________________________

Параграф 3 _________________________________________________

Параграф 4 _________________________________________________

Параграф 5 _________________________________________________

a) Managerial Skills

b) Approaches to the Nature of Managerial Job

c) Managerial Activities and Tasks.

e) The Role of Computer Skills in Managerial Performance

f) Managerial Roles

основное содержание.

ЗАДАНИЯ К ТЕКСТУ

ответы на следующие вопросы:

1. What behavior practices should managers avoid nowadays?

a. _______________________________________________

b. _______________________________________________

c. _______________________________________________

2. What behavior practices do managers tend to keep to nowadays?

a. _______________________________________________

b. _______________________________________________

c. _______________________________________________

d. _______________________________________________

3. What are the major reasons of recent changes in managerial styles

throughout the world?

________________________________________________

III. Задайте к тексту 6 – 7 вопросов разного типа.

(1)An early definition of management, which is still widely accepted, is “the art of getting things done through other people”. One time it suggested the idea that all managers were bosses, and their job was to watch people over and tell them what to do to be sure they really did their work properly. Bosses tended to reprimand those who didn’t do things correctly, and generally acted stern and “bossy”.

(2) Nowadays managers are changing their approach to management. Managers of today are educated to lead, guide and coach employees rather than to boss them around. They emphasize teamwork and cooperation rather than discipline and order - giving. Managers in many high - tech and progressive firms are friendlier, dress more casually, and generally treat employees as partners but not as disobedient workers. Many managers today believe that they are part of a team. They enjoy new responsibility and flexibility coming with more open and casual management systems. There appeared the concept of “management by walking around” which encourages managers to get out of their offices periodically and circle among the employees and customers. They interact with workforce and customers to learn their needs, wants and suggestions. Some managers stick to making decisions basing on the support of other group members because the feeling of shared responsibility is satisfying to many people.

(3)The major reason of change is the need to respond better to customers to be able to produce and sell new products quickly. Some companies even instituted staff units whose mission is to anticipate and implement changes in its structure and technology. So, modern managers have to be able to effectively manage a change as it significantly affects the work and well –being of organizations.

(4) The changing roles of managers are explained by many reasons: global competition, acceleration of technological change, deregulation and threat of takeover.As a result the nature of management careers is changing. New machines and new processes have altered the way in which many products are manufactured.. Computers have made possible both high- speed data processing and the solution of complex production problems.

(5) Sometimes, internal processes operating inside the firm or organization demand changes in management styles. The changing roles within the organization can be traced to processes and people. Processes need new approaches to decision-making, communications and interpersonal relations roles. Very often managers have to change their roles because decisions are not being made, are made too late, or are of poor quality. Tasks are not undertaken or not completed. As a result, a customer order is not filled, an invoice is not filed, or a supplier is not paid. Low levels of morale and high levels of absenteeism and turnover are also symptoms of problems inside the organization that must be solved. These problems demand new organizational design, different managerial style, implementations of new methods and machines as well as new grouping of jobs in the department and different manager – subordinate relations. Practically, the new roles of managers result in changes in career patterns, wages, and promotion procedures, interpersonal relations and in generally higher prestige for those working in an organization.

(6 ) The changing in managerial roles is inseparable from the time those changes are undertakenat.For example, in the early 1980s an intensifying competition made managers restructure their organizations and find new ways to strengthen the competitiveness of their companies.The increasing government regulation in such areas as industrial pollution and employee safety required major changes in management practices in the 1990s.Globalization of business in 2000s raised the important question of how to effectively manage a multinational environment.

(7) Building a career in management today often means assuming more personal responsibility and professional risk in dealing with issues of entrepreneurship and globalization.For tomorrow graduates it means that managerial careers demand a new kind of person able in multiple ways to innovate, create, motivate and lead.

Примечаниe:

stick to (v) придерживаться

shared responsibility совместная, коллективная ответственность

institute (v ) учредить

takeover (n) зд. поглощение одной компании другой.

data processing обработка данных

absenteeism (n) невыход на работу, прогулы

turnover (n) текучесть кадров

Контрольная семестровая работа 6

Вариант 1

Дата добавления: 2014-12-27