Management of organization. Учебное пособие. Английский.
🛑 👉🏻👉🏻👉🏻 ИНФОРМАЦИЯ ДОСТУПНА ЗДЕСЬ ЖМИТЕ 👈🏻👈🏻👈🏻
Вы можете узнать стоимость помощи в написании студенческой работы.
Помощь в написании работы, которую точно примут!
Похожие работы на - Management of organization
Скачать Скачать документ
Информация о работе Информация о работе
Скачать Скачать документ
Информация о работе Информация о работе
Скачать Скачать документ
Информация о работе Информация о работе
Скачать Скачать документ
Информация о работе Информация о работе
Скачать Скачать документ
Информация о работе Информация о работе
Скачать Скачать документ
Информация о работе Информация о работе
Скачать Скачать документ
Информация о работе Информация о работе
Нужна качественная работа без плагиата?
Не нашел материал для своей работы?
Поможем написать качественную работу Без плагиата!
Одеський
національний політехнічний університет
Методичні
вказівки до практичних занять з англійської мови за спеціальністю «Менеджмент» для студентів
ІІ курсу
Метою “Методичних вказiвок” є формування впродовж 72 годин аудиторних
занять у студентів (вхідний рівень володіння мовою – В1) вмiнь та навичок читання,
письма та говоріння за тематикою спеціальності «Менеджмент організацій» на ІІ курсі
навчання Інституту бізнесу, економіки та інформаційних технологій (вихідний рівень
володіння мовою – В2). За рахунок тренування і виконання читання текстів і комунікативних
завдань студенти зможуть досягти практичного володіння англійською мовою за фахом.
Практичне володіння іноземною мовою в рамках даного курсу припускає
наявність таких умінь в різних видах мовної комунікації, які дають можливість:
·
вільно читати
оригінальну літературу іноземною мовою у відповідній галузі знань;
·
оформляти
витягнуту з іноземних джерел інформацію у вигляді перекладу або резюме;
·
робити повідомлення
і доповіді іноземною мовою на теми, пов'язані з науковою роботою майбутнього фахівця;
Кожний урок складається з тексту й комплекса мовних вправ, які
розраховані на удосконалення навичок активізації словарного і граматичного мінімуму
професійного спрямування. “Методичні вказiвки” забезпечують підготовку до міжнародного
усного і письмового спілкування англійською мовою для спеціальних цілей, а саме
- оволодіння лексичними, граматичними і стилістичними навичками, а також умінням
розмовляти, читати, переписуватися, перекладати, конспектувати, згортати і розгортати
усну і письмову англомовну інформацію наукового функціонального стилю, що передбачено
вимогами Програми вивчення мов у нефілологічному ВУЗі.
Read the text: The Nature of Management
Management is an important area of study
from both the personal and the global perspective. Formally defined, management
is the process of working with and through others to achieve organizational objectives
in a changing environment. Central to this process is the effective and efficient
use of limited resources. Managerial ability is the demonstrated capacity to achieve
organizational objectives both effectively and efficiently.
The basic formula for managerial success
is S=A x M x O (managerial success = ability x motivation to manage x opportunity).
Managerial ability results when theory and practice are systematically integrated.
A small business is defined as an independently
owned and managed profit-seeking enterprise employing fewer than 100 persons. Small
business and public sector organizations afford managers some unique opportunities
and challenges. Research indicates that small busi ness managers have a different
managerial role profile than do managers in larger businesses. The axiom of the
small business generalist and the large business specialist appears to be valid.
"Lack of management expertise" was found by researchers to be the primary
cause of the high failure rate in small businesses. In spite of a good deal of evidence
to the contrary, public sector managers must cope with a negative image. Many people
assume that bureaucrats are incompetent and wasteful. Four major constraints public
sector managers must deal with are: legislated purposes (government agencies are told what to do
by law-making bodies), no compe tition, weak incentives, and organizational inflexibility
(large governmental bureaucracies have to be highly structured to provide standard
services to millions of clients nationwide, reams of procedures and regulations
can stifle innovation).
Slumping productivity growth in the United States took an upward
swing in 1983-84 largely due to a maturing work force, lower inflation and cheaper
energy, technological advancement, and increased labor-manage ment cooperation.
Still, there is much room for improvement if the United States is to match Japan's
record of productivity growth. It is important for managers to translate the productivity
problem into organizational terms. Organizational productivity is the ratio of total
input to total output, adjusted for inflation, for a specific period of time. Japan,
with the world's highest rate of productivity growth, is an inspiring example of
how to do more with less.
Exercise 1. Read and memorize using a dictionary:
objective, opportunity, challenge, valid, rate, productivity
growth, labor, input, output, incentive, purpose, ratio, competition, room, improvement,
advancement, inflexibility, evidence, failure
2) What is the primary cause of the high failure
rate in small businesses?
3) What are four major constraints public sector managers
must deal with?
4) What is organizational productivity?
Exercise 3. Match the left part with the right:
1. Small business and public sector organizations
a) afford managers some unique opportunities and challenges.
2. Management is the process of working with and through others
3. There is much room for improvement if the United States is
c) to achieve organizational objectives in a changing environment.
4. Many people assume that bureaucrats
d) to match Japan's record of productivity growth.
Exercise 4. Open brackets choosing the right words:
(Rising/slumping) productivity growth in the United States took
an upward swing in 1983-84 largely due to a maturing work force, lower inflation
and (cheaper/more expensive) energy, technological advancement, and increased labor-manage
ment cooperation.
Exercise 1. Describe management,
organizational productivity, managerial ability, small business using the suggested words and
expressions as in example:
to
achieve, objectives, process, with and through, environment, changing
Management is the process of working with
and through others to achieve organizational objectives in a changing environment.
Central to this process is the effective and efficient use of limited resources.
ratio,
output, inflation, period of time, total, input
capacity,
objectives, efficiently, to achieve, demonstrated
enterprise,
owned, profit-seeking, managed, employing, fewer, independently
Exercise 2. Ask questions to the given answers:
1) Question: ___________________________________________
?
Answer: Research indicates that small busi ness
managers have a different managerial role profile than do managers in larger businesses.
2) Question: ___________________________________________
?
Answer: It is important for managers to translate
the productivity problem into organizational terms.
3) Question: ___________________________________________
?
Answer: Small business and public sector organizations
afford managers some unique opportunities and challenges.
Exercise 1. Complete the sentences with the suggested
words:
a djusted, inspiring, of, rate, for, into
It is important _____ managers to translate the productivity problem____
organizational terms. Organizational productivity is the ratio ___ total input to
total output,______ for inflation, for a specific period of time. Japan, with the
world's highest ____ of productivity growth, is an ______example of how to do more
with less.
Exercise 2. Compose a story on one of
the topics (up to 100 words):
“Management is an important area of study”
Read the text: The evolution of management thought
Management thought has evolved in bits and pieces over the years.
Although the practice of management dates back to the earliest recorded history,
the systematic study of management is largely a product of the twentieth century.
An information explosion in management theory has created a management theory jungle.
Five conventional approaches to management are: (1) the universal process approach,
(2) the operational approach, (3) the behavioral approach, (4) the systems approach,
and (5) the contingency approach. A modern unconventional approach centers on Peters’
and Waterman's attributes of corporate excellence.
Henri Fayol's universal process approach
assumes that all organiza tions, regardless of purpose or size, require the same
management process. Furthermore, it assumes that this rational process can be reduced
to separate functions and principles of management. The universal process approach,
the oldest of the various approaches, is still popular today.
Dedicated to promoting production efficiency
and reducing waste, the operational approach has evolved from scientific management
to opera tions management. Frederick W. Taylor, the father of scientific manage
ment, and his followers revolutionized industrial management through the use of
standardization, time and motion study, selection and training, and pay incentives.
Largely a product of the post-World War II era, operations management has broadened
the scientific pursuit of efficiency to include all productive organizations. Operations
management specialists often rely on sophisticated models and quantitative techniques.
Management has turned to the human factor
in the human relations movement and organizational behavior. Emerging from such
factors as unionization, the Hawthorne studies, and the philosophy of industrial
humanism, the human relations movement began as a concerted effort to make employees'
needs a high management priority. Today, organizational behavior tries to identify
the multiple determinants of job performance.
Advocates of the systems approach recommend
that modern organiza tion, he viewed as open systems. Open systems depend on the
outside environment for survival, whereas closed systems do not. General systems
theory, an interdisciplinary field based on the assumption that everything is systematically
related, has identified a hierarchy of systems and has differentiated closed and
open system.
The contingency approach is an effort
to determine through research which managerial practices and techniques are appropriate
in specific situations. It is characterized by an open-system perspective, a practical
research orientation, and a multivariate approach to research.
Exercise 1. Read and memorize using a dictionary:
approach, survival, behavior, pursuit, determinant, priority,
quantitative techniques, waste, job performance, contingency, effort, environment
1) What are conventional approaches to
management?
2) What does the universal process approach
assume?
3) What has the operational approach evolved
from?
4) What do operations management specialists
often rely on?
Exercise 3. Match the left part with the right:
1.
Today, organizational
behavior tries
a) the oldest of the various approaches, is still popular today.
2.
Henri Fayol's universal
process approach assumes
b) the scientific pursuit of efficiency
to include all productive organizations.
c) to identify the multiple determinants
of job performance.
4. Operations management has broadened
d) that this rational process can be reduced
to separate functions and principles of management.
Exercise 4. Open brackets choosing the right words:
Dedicated to promoting production efficiency and (increasing/reducing)
waste, the operational approach has (evolved/resumed) from scientific management
to opera tions management.
Exercise
1. Describe universal process approach,
operational approach, behavioral approach, systems approach, contingency approach using the suggested words and
expressions as in example:
the same, rational, assumes, regardless, size, require
Henri
Fayol's universal process approach assumes that all organiza tions, regardless
of purpose or size, require the same management process. Furthermore, it assumes
that this rational process can be reduced to separate functions and principles
of management.
waste,
standardization, promoting, motion study, incentives, training
unionization,
human relations, priority, industrial humanism, employees' needs
open
systems, survival, related, closed system, environment, outside
perspective,
orientation, research, open-system, multivariate, specific situations, managerial
Exercise 2. Ask questions to the given answers:
1) Question: ___________________________________________
?
Answer: Although the practice of management
dates back to the earliest recorded history, the systematic study of management
is largely a product of the twentieth century.
2) Question: ___________________________________________
?
Answer: Management has turned to the
human factor in the human relations movement and organizational behavior.
3) Question: ___________________________________________
?
Answer: The contingency approach is an effort
to determine through research which managerial practices and techniques are appropriate
in specific situations.
Exercise
1. Complete the sentences with the
suggested words:
assumption; differentiated; outside; systems; is.
Open systems depend on the ______ environment for survival, whereas
closed systems do not. General systems theory, an interdisciplinary field based
on the _______ that everything ____ systematically related, has identified a hierarchy
of _____ and has ______ closed and open system.
Exercise 2 . Compose a story on one of the topics
(up to 100 words):
“Five conventional approaches to management”
“ The evolution of management
thought”
Read the text: Planning and decision making
Planning has been labeled the
primary management function because it sets the stage for all other aspects of management.
Recent research has uncovered the following trends in corporate planning: more planners
with actual management experience; greater teamwork, customizing, and flexibility;
and more translation of broad strategies into how-to-do-it plans. Along with many
other practical reasons for planning, two conceptual reasons for planning are limited
resources and an uncertain environment. To cope with environmental uncertainty,
organizations can respond as defenders, prospectors, analyzers, or reactors.
A properly written plan tells
what, when, and how something is to be accomplished. Clearly written organizational
mission statements tend to serve as a useful focal point for the planning process.
Strategic, intermediate, and operational plans are formulated by top, middle, and
lower-level management, respectively. Objectives have been called the single most important feature of the planning
process. Well-written objectives spell out in measurable terms what should be accomplished
and when it is to be accomplished. Good objectives help managers by serving as targets,
act ing as measuring sticks, encouraging commitment, and strengthening motivation.
Objective setting begins at the top of the organization and filters down, thus forming
a means-ends chain. Priorities affect resource allocation by assigning relative
importance to objectives. Plans are formu lated and executed as part of a
more encompassing planning/control cycle.
Management by objectives (MBO)
is an approach to planning and controlling that is based on measurable and participatively
set objectives. MBO basically consists of four steps: (1) set objectives participatively,
(2) develop action plans, (3) periodically reevaluate objectives and plans and monitor
performance, and (4) conduct annual performance appraisals. Objective setting
in MBO flows from top to bottom. MBO has both strengths and limitations and requires
a supportive climate favorable to change, participation, and the sharing of authority.
Break-even analysis, or cost-volume-profit
analysis, can be carried out algebraically or graphically. Either way, it helps
planners gauge the potential impact of price changes and profit objectives on sales
volume. A major limitation of break-even analysis is that specialized accounting
knowledge is required to identify relevant fixed and variable costs.
Exercise 1. Read and memorize using a dictionary:
objective, target, measuring sticks, resource allocation, trend,
teamwork, conceptual reasons, environmental, defender, respectively, priority,
appraisal, gauge, profit
1) Why has planning been labeled the primary management
function?
2) What are two conceptual reasons for planning?
3) Who formulates intermediate plans?
4) What is management by objectives based
on?
Exercise 3. Match the left part with the right:
1.
A properly written plan tells what, when, and how
b) organizations can respond as defenders.
c)
something is to be accomplished.
4.
To cope with environmental uncertainty,
d)
the single most important feature of the planning process.
Exercise 4. Open brackets choosing the right words:
Good objectives (hamper/help) managers by serving as targets,
act ing as measuring sticks, (encouraging/discouraging) commitment, and strengthening
motivation.
Exercise 1. Describe p lanning, objectives, MBO, cost-volume-profit analysis using the suggested words and
expressions as in example:
experience, recent, teamwork, how-to-do-it plans, stage,
flexibility, corporate
Planning has been labeled the primary management function because
it sets the stage for all other aspects of management. Recent researches has uncovered
the following trends in corporate planning: more planners with actual management
experience; greater teamwork, customizing, and flexibility; and more translation
of broad strategies into how-to-do-it plans
measurable, accomplish, when, terms, targets, commitment, spell
out, motivation
objective, set, measurable, approach, controlling, planning,
based
gauge, sales, carried out, planners, impact, volume, price,
objectives
Exercise 2. Ask questions to the given answers:
1) Question: ___________________________________________
?
Answer: Two conceptual reasons for planning are
limited resources and an uncertain environment.
2) Question: ___________________________________________
?
Answer: Priorities affect resource allocation
by assigning relative importance to objectives.
3) Question: ___________________________________________
?
Answer: Good objectives help managers by serving
as targets, act ing as measuring sticks, encouraging commitment, and strengthening
motivation.
Exercise 1. Complete the sentences with the suggested
words:
a ssigning, executed, top, to, more.
Objective setting begins at
the _____of the organization and filters down, thus forming a means-ends chain.
Priorities affect resource allocation by ______relative importance _____ objectives.
Plans are formu lated and ______as part of a ______encompassing planning/control
cycle.
Exercise 2. Compose a story on one of
the topics (up to 100 words):
“Objectives and the planning process”
Organizing is an important managerial function that translates strategy into a systematic
structure of authority
relationships and task responsibilities. Contingency organization design has grown
in popularity as environmental complexity has increased. Organization charts are
helpful visual aids for organizers. Representing the organization’s structural skeleton,
organization charts delineate vertical hierarchy and horizontal specialization.
The idea behind contingency
design is to structure the organization to fit situational demands. Consequently,
contingency advocates contend that there is no one best organizational setup for
all situations. Diagnosing the degree of environmental uncertainty is an important
first step in contingency design. Field studies have validated the assumption that
organiza tion structure should vary according to the situation. Burns and Stalker
discovered that mechanistic (rigid) organizations are effective when the environment
is relatively stable and that organic (flexible) organizations are best when unstable
conditions prevail. Lawrence and Lorsch found that differentiation (division of
labor) and integration (cooperation among specialists) increased in successful organizations
as environmental complexity increased.
There are four basic departmentalization
formats, each with its own combination of advantages and disadvantages. Functional
departmentalization is the most common approach. The others are product-service,
geographic location, and customer departmentalization. In actual practice, these
pure types of departmentalization usually are combined.
Design variables available
to organizers are span of control (the number of people who report directly to a
manager), decentralization, line and staff, and matrix. As organizers have come
to realize that situational factors dictate how many people a manager can directly
supervise, the notion of ideal span of control has become obsolete. Decentralization,
the delegation of decision authority to lower-level managers, has been praised as
being democratic and criticized for reducing top management’s control. Strategic
business foster a high degree of decentralization. Line and staff organization helps
balance specialization and unity of command. Functional authority serves to make
staff organization more organic by giving staff specialists temporary and limited
line authority. Matrix organizations are highly organic because they combine vertical
and horizontal lines of authority to achieve coordinated control over complex projects.
Delegation of authority, although
generally resisted for a variety of reasons, is crucial to decentralization. Effective
delegation permit managers to tackle higher-priority duties while helping train
and develop lower-level managers. Although delegation varies in degree, it never
means abdicating primary responsibility.
Exercise
1. Read
and memorize using a dictionary:
environmental complexity, contingency, relationships, responsibilities,
advantage, differentiation, temporary, staff, rigid, flexible, authority, stable
1) Why is organizing an important managerial function?
2) What is the idea behind contingency design?
3) What did Burns and Stalker discover?
4) What are design variables available to
organizers?
Exercise
3. Match
the left part with the right:
1.
Decentralization, the delegation of decision authority to lower-level managers,
has been praised
a)
as environmental complexity has increased.
2.
Contingency organization design has grown in popularity
b)
by giving staff specialists temporary and limited line authority
3.
Functional authority serves to make staff organization more organic
c)
each with its own combination of advantages and disadvantages.
4.
There are four basic departmentalization formats,
d)
as being democratic and criticized for reducing top management’s control.
Exercise
4. Open brackets choosing
the right words:
As organizers have come to (deny/realize) that situational factors
dictate how many people a manager can directly supervise, the notion of ideal span
of control has (become/combined) obsolete.
Exercise 1. Describe o rganization
charts ; contingency
design , decentralization, matrix organization, line and staff organization
using the suggested words as in example:
helpful,
structural, horizontal, hierarchy, visual, skeleton, structural, delineate
Organization
charts are helpful visual aids for organizers. Representing the organization’s
structural skeleton, organization charts delineate vertical hierarchy and horizontal
specialization.
demands,
situations, uncertainty, to fit, setup, situational, all, environmental
democratic,
reducing, authority, delegation, praised, lower-level managers, control
organic, achieve, authority, horizontal,
coordinated, combine, vertical, projects, because
balance, command, functional,
temporary, line, by giving, unity, staff, serves
Exercise
2. Ask questions to
the given answers:
Answer: There are four basic departmentalization
formats, each with its own combination of advantages and disadvantages.
Answer: Strategic business foster a high degree
of decentralization.
Answer: Diagnosing the degree of environmental
uncertainty is an important first step in contingency design.
Exercise 1. Complete the sentences with the suggested words: step,
advocates, uncertainty,
The idea behind contingency design is to structure the organization
to _____ situational demands. Consequently, contingency ______ contend that there
is no one best organizational setup for all situations. Diagnosing the degree of
environmental ______ is an important first _____ in contingency design. Field studies
have validated the assumption that organiza tion structure _______ vary according
to the situation.
Exercise 2 . Compose a story on one of the topics
(up to 100 words):
“ Organizing is an
important managerial function”
“Basic departmentalization formats”
“ Design variables available to organizers”
Read the text: Strategic management
Strategic management sets the stage for
virtually all managerial activity. Managers at all levels need to think strategically
and be familiar with the strategic management process for three reasons: farsightedness
is encour aged, the rationale behind top-level decisions becomes more apparent,
and strategy formulation and implementation are more decentralized today. Strategic
management is defined as the ongoing process of ensuring a competitively superior
fit between the organization and its ever-changing environment. Strategic management
effectively merges strategic planning, implementation, and control.
Strategic thinking, the ability to look
ahead and spot key organization/ environment interdependencies, is necessary for
successful strategic man agreement and planning. Three tools that can help managers
think strate gically are synergy (the 2 +2 =5 effect), product life cycles that
trace the life of a product through its introduction, growth, maturity, and decline
stages and Porter's three generic strategies. Porter's three strategies are overall
cost leadership, differentiation, and focus.
The strategic management process consists
of four major steps: (1) formulation of grand strategy, (2) formulation of strategic
plans, (3) implementation of strategic plans, and (4) strategic control. Ongoing
evaluation after each of these steps and corrective action based on feedback help keep the strategic management
process on track. Strategists formulate the organization’s grand strategy by conducting
a situational analysis and identifying the driving forces. Results-oriented strategic
plans that specify what, when, and how are then formulated and translated downward
into more specific and shorter-term intermediate and operational plans. Problems
encountered along the way should be detected by the strategic control or by ongoing
evaluation and subjected to corrective action.
Event outcome, event timing, and time
series forecasts help strategic planners anticipate and prepare for future environmental
circumstances. Event outcome forecasts are used when strategists want to predict
the outcome of a highly probable future event. Event timing forecasts predict when,
if ever, a given event will occur. Time series forecasts seek to determine future
values in a sequence of values recorded at fixed intervals. Popular forecasting
techniques among today’s managers are informed judgment, surveys, and trend analysis.
Exercise 1. Read and memorize using a dictionary:
farsightedness,
rationale, implementation, synergy, growth, maturity, decline stages, leadership,
feedback, forecasting, merge, ongoing process, differentiation
1)
Why should managers at all levels need to think strategically and
be familiar with the strategic management process?
4)
What is
ongoing evaluation based on?
Exercise 3. Match the left part with the right:
a) are translated downward into more specific operational plans
2. Results-oriented strategic plans
b) is necessary for successful strategic man agement and planning.
3. Strategic management effectively
4. Strategy formulation and implementation
d) merges strategic planning, implementation, and control.
Exercise 4. Open brackets choosing the right words:
Problems (predicted/encountered) along the way should be detected
by the strategic control or by ongoing evaluation and (subjected/implemented) to
corrective action.
Exercise 1. Describe strategic management, strategic thinking, result-oriented
strategic plans, time series forecasts, event timing forecasts
using the suggested words and expressions as in
example:
ensuring,
ongoing, environment, competitively, fit, ever-changing, implementation
Strategic
management is defined as the ongoing process of ensuring a competitively superior
fit between the organization and its ever-changing environment. Strategic management
effectively merges strategic planning, implementation, and control.
interdependencies,
planning, ability, synergy, cy
Похожие работы на - Management of organization Учебное пособие. Английский.
Сочинение На Тему Что Такое Смысл Жизни
Дипломная работа: Анализ банковского маркетинга на примере Московского филиала АКБ "Татфондбанк"
Дипломная работа: Анализ результатов финансовой деятельности ОАО "ТАГМЕТ"
Петерсон 1 Класс Контрольные Работы Скачать
Дипломная работа по теме Формы и способы защиты имущественных прав граждан и организаций
Гдз Самостоятельные И Контрольные Работы 6 Класс
Реферат по теме Школа и религия
Отчет Практика Автоматизация Производства
Реферат: Деньги сущность, значение в хозяйственной деятельности
Критерии Оценки Сочинения
Контрольная работа по теме Классификация методов психодиагностики, их достоинства и недостатки
Титульный Лист Реферата Чгу Им Ульянова
Курсовая работа по теме Правовое регулирование правоохранительных органов в Российской Федерации
Реферат На Тему Потребительский Кредит В Республике Беларусь
Дипломная работа по теме Деятельность компании ООО 'Технополис'
Рефераты Древний Египет
Контрольная работа по теме Промышленная политика: проблемы и перспективы модернизации
Реферат по теме Волшебная сила растяжки
Дипломная работа по теме Архаизмы и историзмы в творческой культуре И.А. Бунина
Дипломная работа по теме Многофункциональный программно-аппаратный стенд в составе локальной сети кафедры для проведения практических занятий по направлению 'Сетевые технологии'
Реферат: Функции государства и формы их реализации
Реферат: Психологія неповнолітніх
Похожие работы на - Разработка состава и технологии получения мази, содержащей биокомплекс кобальта с фуразолидоном