UNIT 1: MANAGEMENT STYLES

A. READING
The Big Three Management Styles
1. Directing style:
Managers using this style tell people what to do, how to do it and when to have it
completed, they assign roles and responsibilities, set stands and define expectations.
Communicating: The manager speaks, employees listen and react. Managers provide
detailed instructions so employees know exactly what to do. The ability to communicate
in a clear, concise and complete fashion is critical. The only feedback manager asks for
it, “Do you understand what needs to be done?"
Goal-setting: Your goal is to sell 15 cars per month. The manager establishes short-
term goals. When goals are specific and time bounded, employees are clear on what is
expected of them. Goals and deadlines often motivate people.
Decision-making: “I want you to stop what you are currently doing and help Sue set up
the room for the seminar". The manager makes most if not all decisions. When
problems arise the manager evaluates opinions, makes decisions and directs employees
as to what actions to take.
Monitoring performance and providing feedback: Managers establish specific
control points to monitor performance. “Get back to me at 11:a.m to brief me on what
you have accomplished”. Managers provide frequent feedback including specific
instructions on how to improve performance.
2. Discussing style:
Managers using this style take time to discuss relevant business issues. What happens in
a good discussion? People present ideas, ask questions, listen, provide feedback,
challenge certain assumptions and coach as needed. It's important to make sure ideas are
fully discussed and debated. Managers often perform the role facilitator, making sure
the discussion stays on track and everyone has a chance to contribute.
Communicating: Two-way communication is the norm. Let's go around the table and
give everyone a chance to discuss their ideas. Managers spend as much time asking
questions and listening as they do talking and sharing their ideas. The right question
focuses the discussion and draws out people's ideas.
Goals-setting: What do you think our sales target should be for the fourth quarter?
After adequate discussion, goals are then established. Utilizing a participatory style
generally helps to increase employees commitment to achieve their goals.
Decision-making: We have a problem with the amount of inventory we are currently
carrying. What action do you think we should take? Decisions are made collaboratively.
 Both manager and employee play an active role in defining problems, evaluating
options, and making decisions.
Monitoring performance and providing feedback: The manager and employee
monitor performance and discuss what actions need to be taken. This works best when
both parties are open and make adjustments.
3. Delegating style:
Managers using this style usually explain or get agreement on what has to be
accomplished and when it must be complete. The how-to-do-it part of the equation is
left up to the employee. Responsibility and authority are given to employee to get the
job done.
Communicating:
Regarding what has to be accomplished, communications may be one way: ‘I want you
to deliver a 15-minute presentation on our new 5 compensation program at Tuesday's
meeting. In other situation it may be two - way: “Let's discuss what needs to be
accomplished in the marketing brochure you are designing. Additional communication
takes place to review what has been accomplished and obstacles preventing progress.
Goal setting:
As stated above, specific goals may be established by the manager or may evolve after a
discussion between manager and employee. Failure in delegation can often be traced
back to a back to lack of understanding of the desired output or deliverable.
“ I thought you only wanted recommendation, not an implementation plan”
Decision making: Decisions as to how the task will be accomplished are left to the
employee. Employees have the power to take appropriate actions to achieve the desired
goals. Managers must avoid reverse delegation when employees try to give back
decisions that they should be making.
Monitoring performance and providing feedback: “I want a weekly update on plan
accomplishments". Managers decide how much monitoring is necessary. The amount of
monitoring depends on the priority of the task and the person doing it. Providing
feedback is responsibility of the employee. Keeping the manager informed, especially
when the plan is off track, is critical.
(Adapted from Logistics Management)
IV. TRANSLATION
Managers' Duty
1. Plan, develop and implement strategy for human resource management and
development including recruitment and selection policy/practices, discipline,
counselling, pay and conditions, training and development, succession planning, morale
 and motivation, company culture, performance appraisals, and quality management
issue;
2. Establish and maintain appropriate systems for measuring necessary aspects of HR
development;
3. Monitor, measure and report on HR issues, opportunities and development plans and
achievements;
4. Manage and develop direct reporting staff;
5. Manage and control departmental expenditure within agreed budgets;
6. Liaise with other functional/departmental managers so as to understand all necessary
aspects and needs of HR development, and to ensure they are fully informed of HR
objectives, purposes and achievements;
7. Maintain awareness and knowledge of contemporary development theory and
methods and provide suitable interpretation to directors, managers and staff within the
organisation;
8. Contribute to the evaluation and development of HR strategy and performance in co-
operation with the executive team;
9. Ensure activities meet with and integrate with organisational requirements for quality
management, health and safety, legal stipulations, environmental policies and general
duty of care;
10. Execute the responsibilities of a company director according to lawful and ethical
standards.

UNIT 2: MANAGEMENT SKILLS

B. READING
Basic Management Skills A. This is one of the most important management skills.
Leadership comprises of the efficient organization of the resources in achieving a
company goal. Leadership involves the management of human resources with an
assessment of the strengths and weaknesses of each member of the team. It is about
leading the people and guiding them towards the accomplishment of a common goal.
Leadership includes a just allocation of work to the resources, planning of the
implementation of tasks assigned and helping the team with task completion. B. This is
another basic management skill that includes dealing with people, the most important
asset of an organization. Encouraging the team members to speak up, come up with ideas
and allowing them to make mistakes and learn from them can be described as a team
building skill. To build a team, one needs to foster the team spirit in all of the team
members. For the team to feel motivated to work, it is important for a manager to cater to
their expectations, recognize their strengths and understand where they lack. The building
of a team is about building the team spirit in members and maintaining it. The skill lies in
knowing the team and encouraging them to take initiative and enthusiastically participate
in every venture of the company. C. After having achieved the knowledge of a certain
domain and on having imbibed the technical skills and more importantly self-confidence
needed to be a manager, what one may lack are the soft skills, which are equally
important 26 in management. The soft skills encompass the communication and
presentation skills. A manager should be open to his/her team. A manager should be able
to accept constructive criticism. It is important for the manager to communicate his/her
plans to the team and accept the team members' inputs on the plan of action.
Communication is a two-way activity and for it to remain so, a manager needs to possess
listening skills. They help a manager understand his/her team members, invite their
participation and earn their regard. Good presentation skills help a manager impressively
communicate with the team. 'How you communicate?' is as important as 'what you
communicate?' So, the presentation skills definitely matter. D. Many a time, quick
decisions have to be made. In such cases it becomes necessary for a manager to grasp the
situation, think about what can be done and thoughtfully analyze the consequences of the
decision to be made. A problem-solving approach is also considered as one of the basic
management skills. To look at a situation analytically, one needs to bear a problem-
solving approach. One needs to reason every consequence and come up with the pros and
cons of the decision. A manager needs to be a quick thinker. For taking the right decision,
one cannot afford to panic. One has to keep his/her cool, be aware of the results of the
decisions and be prepared for them. A manager can get opportunities to celebrate a
business success. But it is equally probable that a manager is forced to handle the
consequences of a wrong decision. Hence while it is necessary to distinguish between the
'right' and the 'wrong', it is also necessary to be ready to accept the 'wrongs' and deal with
them. In short, management skills are about making the right decisions and getting them
executed by the right people. Thus, management skills are indeed all those things that
effective management professionals do!
(Adapted from the Internet)

IV. TRANSLATION
Management consists of the five processes, namely: planning, organizing, leading, co-
ordinating and controlling. Management is basically an organization activity, the
organization of work and resources, to achieve success. The successful organization of
work and resources requires careful 34 planning. Effective planning involves foresight of
the potential obstacles and readiness to fight them. It is important to head the team and
guide the team members on their way to success. While organizing and leading a group
of people, management plays a vital role in the achievement of co-ordination and the
exercise of control. Management is complex and critical and hence it is not right to
confine its description to some management processes. Believing in the vastness of this
subject, some prefer defining management as ‘all that managers do’. But what does a
manager do? A manager is responsible for the successful implementation of management
 skills. A good manager needs to adhere to the basic management principles and exhibit
the basic management skills in his/her personality.

UNIT 3: RECRUITMENT
I. READING COMPREHENSION
Social Networking Hits The Workplace
Career-minded people know that having a wide circle of friends can be a good thing
in the job market. Now employers are benefiting from the address books of their
employees by rewarding those who talent-spot for the company. Almost half of UK
employers offer staff an incentive to get friends and associates to make job
applications, according to the Chartered Institute of Personnel and development in the
UK.
Also on the increase are programmes which encourage former employees to feed
back recruitment leads and consider rejoining the company in the future.
Growing enthusiasm for social networking has made ‘personal introduction’ popular.
‘The market is very aware of the power of word of mouth,’ says Richard Spragg,
Communications Manager at EPC-global. ‘It is driven by businesses waking up to
communities such as My Space and Friends Reunited.’
Employers measurably benefit from referral programmes; they can cut recruitment
budgets. According to one group HR director, in the UK, 20 per cent of recruits come
through employee referrals, which represent a 50-per-cent cost saving, while in India
about half come through referrals, and the savings are closer to 75 per cent.
Keeping costs down isn’t the only attraction of referral and ex-employee hiring
schemes. Just as important are the benefits that flow from appointing someone 37
who is known to share the values of the culture they are joining. ‘The learning curve
for becoming effective is much shorter,’ says Richard Jordan, Head of Employer
Brand at Ernst & Young in London.
One concern, however, is that referral programmes restrict the flow of new ideas into
organizations, because existing staff are likely to recommend people who think like
they do. As the popularity of referral programmes which offer a reward has risen, so
has the size of the reward. A case in point is professional services firms, where
bonuses can range from £2,000 for the appointment of a secretary to £10,000 for a
partner. However, another concern is that extravagant bonuses may tempt staff to
recommend names inappropriately. Some feel that friendship can colour someone’s
view of a prospective mate’s capabilities. When a respected employee recommends a
friend, employers may be tempted to assume that the candidate will make an equally
good colleague. Referral programmes are useful, but certain rules are necessary. Rule
one is that referred candidates should be assessed on the same basis and by the same
methods as external applicants. Another safety measure is to hide the source, where
possible, through which referrals have entered the selection pipeline.
Recommendations are valuable only if they provide candidates with the required
skills. Recruiters must also plan for how to deal with appointments that go wrong. To
 limit their financial exposure, some employers pay bonuses only after a referred
candidate has completed a probationary period.
One employer invites staff, particularly those in areas of skills shortages, to enroll as
‘talent scouts’. They then receive an online magazine that highlights recruitment
priorities and offers tips on how to network. They learn how to spot and approach
talented people in order to increase the talent pool. In some people’s view, though,
not paying the recruitment bonus until after a probationary period is a clear case of
management avoiding responsibility.
(Adapted from Staff Development: A Practical Guide)

IV. TRANSLATION
Recruitment is the process of finding and attracting job candidates who are qualified
to fill job vacancies. Job descriptions and job specifications are important in the
recruiting process because they specify the nature of the job and the qualifications
required of candidates. Recruitment, or the search process, can occur in a variety of
settings, both inside and outside the organization. Both internal and external
recruitment have certain advantages and disadvantages. Most vacant positions in
organizations are filled through internal recruitment. Internal recruitment involves
identifying potential internal candidates and encouraging them to apply for and be
willing to accept organizational jobs that are vacant. It is more efficient to move
workers within the organization than to start from scratch with new employees.
Allowing workers to change jobs with the organization, rather than recruiting only
from outside, saves time and money and boots morale.
UNIT 4: LABOR PROTECTION

II. READING COMPREHENSION

Employee Safety Programme

A safe hygienic work environment is the basic and common requirement of every
employee irrespective of his position or status in the organization. And it is the moral
as well as legal responsibility of every employer to provide a workplace to its
employees which is not hazardous to their physical or mental health. Ergonomics
which study work methods can help the organizations in protecting their employees
against the dangers of accidents and industrial diseases. Very minor accidents may
create major industrial disputes. Therefore, designing and operations of man, machine
environment scientifically will ensure mental and physical rest to the human beings.
Scientific management, therefore, is a necessity for the organization as it will
strengthen industrial relations and will enhance job satisfaction.
Employees’ safety and industrial accidents
No industrial organization can take the subject of employee safety in a casual manner
because frequent industrial accidents will result in decreased production and
monetary loss due to adoption of compensatory measures imposed by law. All
industrial accidents can hardly be ascribed to chance factor though such a possibility
cannot be ruled out completely in every accident. Sometimes it is situational factor or
there are individual factors which are responsible for accidents. An industrial accident
may be an event which takes place foresight or expectation and results in some
personal injury or 59 damages to property. Accident is defined as “an occurrence in
an industrial establishment causing bodily injury to a person which makes him unfit
to resume his duties in the next 48 hours”. To be considered as an accident it must
take place in the course of employment in an industrial establishment.
Causes of industrial accidents
Nature and causes of accidents broadly vary from organization to organization.
Basically industrial accidents will arise either due to technical faults or due to human
follies or errors. Therefore, the causes of accidents may be attributed to work related
causes and worker related causes.
• Work-related causes: Unsafe working conditions are the prime causes for any
industrial accidents and these include all engineering deficiencies. These mainly
include improper lighting, inadequate safety devices, polluted work place, poor
machine guarding, and unsafe and careless housekeeping. These factors will create
psychological and physical problems for the worker and will invite industrial
accident.
• Worker-related causes: These are human factors responsible for accidents due to
their unsafe acts. Lack of adequate skills or knowledge in handling the machine,
disturbed mental condition, neglecting safety device and instruction, using unsafe
machine, working at unsafe speed are some of the causes due to which workers
become victims of industrial accidents.
Machinery for preventing industrial accidents
Employees’ pressure for higher production, efficiency and profits can result in unsafe
working conditions and work behavior. Accidents do not always take place by
 chance. Obviously the first step for the accident prevention machinery is to isolate
such situational factors which may lead to accidents. In addition, the organizations
should have strong voluntary machinery for the prevention of accidents and should
follow strictly the guidelines issued by Government.
(Adapted from Cambridge English for Job-hunting)

IV. TRANSLATION

Labour Protection
Employers have a duty to take the measures that are necessary to care for the health
and safety of their employees at work. A workplace must have a labour protection
action programme, and any planning and development measures for the workplace
must respect the aims of this programme. The employer and employees must jointly
promote health and safety at work. The employer must identify hazards arising from
the work, working conditions and the working environment, and the employees must
be given adequate information about hazard factors, familiarised with the work, and
guided in preventing problems.
The employer must appoint a head of labour protection for every workplace. The
employees and clerical staff are represented by a labour protection delegate, and two
deputy delegates must also be elected at any workplace of ten or more employees. A
labour protection commission will be elected if no fewer than 20 employees work
regularly at a workplace. The labour protection process seeks to ensure in all ways
that work at the workplace is safe and healthy.

UNIT 5: BONUSES

III. READING COMPREHENSION

Bonuses: How To Be Fair
Bonuses can be a great motivation tool, even for employees of the smallest business.
They can also be a waste of money. How they are planned and administered makes
the difference. Properly administered bonuses can reinforce behavior that will lead
your company to success by rewarding people for making a specific contribution to
the organization. Bonuses doled out improperly will lead to disgruntled employees
who expect a bonus, but who may not be happy with what they receive.
Set Goals
To reap the most out of bonuses, tie them to clearly-set goals. A good time to set
these goals is at the beginning of the year. These goals should be concrete, attainable,
and critical to the growth of your business. The steps below will help you set good
bonus goals:
• Set goals with Employees
Employees are often the best source for information about what job specific goals
will contribute to overall increased productivity, responsiveness, or other business
goal. Involving employees in goalsetting will also do away with resentment that can
come from the imposition of goals from senior management.
• Reevaluate goals frequently
Do this, at a minimum, halfway through the year to insure that goals still make sense
and that employees are on track. Big companies tend to have concrete goals but
smaller companies let this information slide.
• Make goals specific and measurable
Don't set goals such as "Do a better job," because a general goal does not instruct an
employee in what steps to take. An example of a constructive goal is "Increase
response time to customer calls by one-third" or "Cut customer complaints by 50%."
• Set goals that tie employees into the success of your company
Don't automatically assume that bonuses should be tied to increased sales or even
profitability. For example, it may be most important in a given year for your business
to cut costs or raise visibility. Tie bonuses into that critical goal rather than one that is
traditional.
• Make sure employee goals are attainable
Most people tend to set goals that are too high and this leads to employee frustration
and demotivation over time, which kills off the value of setting goals.
Other Reasons to Give Bonuses
If you didn't set goals with your employees last January, that doesn't mean that you
can't pay bonuses this year. There are a number of reasons that you might want to
consider paying year-end bonuses to your workers. According to Ted A. Hagg of
Ableman Management Services, a New York City-based financial and management
consulting service for individuals and small businesses, you can still make an
educated decision at year-end by asking yourself the following questions:
 Can I afford to give bonuses?
It is legitimate not to be able to give bonuses every year. If you did not make a
profit, for example, bonuses are inappropriate.
 Do I want to retain the workers I have?
Bonuses are a tool for attracting and keeping good employees. If you are
concerned about losing someone to the competition you should factor that into
your decision.
How Much to Pay
There are no hard and fast rules except that you should make bonuses equitable
among peer groups and always have performance justification for bonuses.
Employees will discuss bonuses, and paying inequitably will generate strife or
potentially lawsuits.
When you deliver bonuses, be sure you explain the reasons for them. These reasons
should be non-subjective, measurable, and performance-oriented. When you deliver
bonuses, make it clear that a bonus is an extra that may not always be available. As
nicely as possible, drive home the fact that you are rewarding them for this year's
accomplishments and that bonuses are available based on the company's performance
this year only.
Bonus Nuances
The end of year is not the only time bonuses can be given out. Some business owners
believe that whether you give bonuses or not, you should also provide periodic
rewards for jobs well done. Accountants often give them at the end of tax season,
other entrepreneurs give them at the end of a large job or busy season to demonstrate
appreciation for employees' devotion and hard work.
Even a bonus as small as $50 can mean a lot to someone because it demonstrates that
you acknowledge their hard work. If you don't have a lot of extra money to spare, a
small bonus or a bonus in the form of time-off can work.
 Some people believe that giving all bonuses at the end of the year is not a good idea.
According to David H. Bangs, end-of-year bonuses can create a mine-is bigger-than
yours syndrome in your company. Bangs recommends providing bonuses for goals
attained at the time of the achievement.
When you are doling out bonuses during the year or at the end of the year, don't
forget the behind-the-scenes people who have made the big orders, the successful
client presentations, and the travel, possible. Clerical staff is instrumental in making
all other functions of the company operate smoothly. Reward them for it.
(Adapted from Express Series, English for Human Resources)

IV. TRANSLATION
Dissatisfaction over Benefits Packages
New research has revealed that many employees don’t appreciate their benefits or
know their value in money terms, despite the fact that 90% of employers believe such
benefits are essential to both attract and keep staff.
At a time of strong competition in the recruitment market, it’s essential that money is
spent on relevant benefits and that they are appreciated by the staff. There is a move
towards more flexible benefits where employees can choose their package, the report
stated. A number of initiatives are currently being piloted by companies.
One such company recently decided to introduce a new benefits package in stages
and then issued all staff with an employee benefits statement, so they could see
exactly what they are getting. Now they are running focus groups on the scheme,
before introducing fully flexible benefits. These focus groups allow staff and
employers to examine the full extent of the benefits being offered, and to find out
which benefits have the most value to each individual.

UNIT 6: COLLECTIVE BARGAINING

IV. READING COMPREHENSION

Management and Union Power in Collective Bargaining
Union Bargaining Power
The bargaining power of the union may be exercised by striking, picketing, or
boycotting the employer’s products or services. A strike is the refusal of a group of
employees to perform their jobs. Unions usually seek strike authorization from their
members to use as a bargaining ploy to gain concessions that will make a strike
unnecessary. A strike vote by the members does not mean they actually want or
expect to go out on strike. Rather, it is intended as a vote of confidence to strengthen
the position of their leaders at the bargaining table.
Of critical importance to the union is the extent, if any, to which the employers will
be able to continue operating through the use of supervisory and non-striking
personnel and employees hired to replace the strikers. In organizations with high
levels of technology and automation, and consequently fewer employees, continuing
service with supervisors and managers is more likely. Among the highly automated
telephone companies, most services can be maintained by supervisors during a strike.
According to one authority, “Because of technological change, striking in many
industries no longer has the effect of curtailing the employer’s operations
significantly.” Consequently, the greater the ability of the employers to continue
operating, the less the union’s chances of gaining its demands through a strike.
When a union goes on strike, it pickets the employers by placing people at business
entrances to advertise the dispute and to discourage others from entering the
premises. Because unions often refuse to cross another union’s picket line, the pickets
may serve to prevent trucks and railcars from entering the business to deliver and pick
up goods. For example, a Teamster truck driver may refuse to deliver produce to a
food store whose employees are out on strike with the United Food & Commercial
Workers Union.
Another economic weapon of the union is the boycott, which is a refusal to patronize
the employers. For example, production employees on strike against a hand tool
manufacturer might picket a retail store that sells the tools made by the struck
employer. Unions will also use handbills, radio announcements, and newspaper ads to
discourage the purchase of the employer’s product or service.
Management Bargaining Power
When negotiations become deadlocked, the employer’s bargaining power largely
rests on being able to continue operations in the face of a strike or to shut down
operations entirely.
Should employees strike the organization, employers have the legal right to hire
replacement workers. With this right, employers acquire a bargaining weapon equal
in force to the union’s right to strike. As one observer noted, “The availability of a
worker replacement strategy improves management’s ability to battle a union head-on
in the way that unions have battled employers for decades.” Should replacement
workers be hired, striking employees have re-employment rights for one year,
beginning when they indicate a desire to return to work, should an opening arise.
Another prevalent bargaining strategy is for the employers to continue operations by
using managers and supervisors to staff employee jobs. For example, during August
2000, nearly thousand managers left their offices to serve as operators, technicians,
and customer service representatives during a strike between Verizon and the
Communication Workers of America. As noted previously, technological advances
enhance the employer’s ability to operate during a strike.
In extreme situations, the employer may elect to lock out its employees. The lockout
is a bargaining strategy by which the employer denies employees the opportunity to
work by closing its operations. Besides being used in bargaining impasses, lockouts
may be used by employers to combat union slowdowns, damage to their property, or
violence within the organization that may occur in connection with a labour dispute.
Employers may still be reluctant to resort to a lockout, however, because of their
concern that denying work to regular employees might hurt the organization’s image.
(Adapted from How to lead work teams: Faciliation skills)

IV. TRANSLATION
Resolving Bargaining Deadlocks
 Unions and employers in all types of industries have used mediation and arbitration to
help resolve their bargaining deadlocks. Mediation is a voluntary process that relies
on the communication and persuasive skills of a mediator to help the parties resolve
their differences.
Unlike a mediator, an arbitrator assumes the role of a decision maker and determines
what the settlement between the two parties should be. In other words, arbitrators
write a final contract that the parties must accept. Compared with mediation,
arbitration is not often used to settle private sector bargaining disputes. In the public
sector, where strikes are largely prohibited, the use of interest arbitration is a common
method to resolve bargaining deadlocks. Generally, one or both parties are reluctant
to give a third party the power to make the settlement for them. Consequently, a
mediator typically is used to break a deadlock and assist the parties in reaching an
agreement. An arbitrator generally is called upon to resolve disputes arising in
connection with the administration of the agreement, called rights arbitration or
grievance arbitration, which will be discussed shortly.

UNIT 7: TEAM-BUILDING - A KEY TO SUCCESS

I. READING COMPREHENSION
None Of Us Is As Smart As All Of Us
A good team player has the key to success. Being the smartest, being the brightest,
being the hardest; all of these attributes that worked so well in business in years gone
by, now will not push you up the ladder quickly. How good a team player you are and
how well you share your knowledge with your colleagues is the all-important factor
in growing your career today. If you can build a company culture that does not worry
about who gets the credit for something, think about what you could achieve! To
survive in the big bad tough working environment of today you don’t need to have
your own people competing with each other. It is the commercial “enemy” against
whom all their energy should be focused.
It’s not always easy to be a good team member and compromise your own views for
the good of the whole, but it works for the betterment of the company. You have to
believe in the workings and power of the team and recognize where your own
strengths and contribution fit in. You have to be honest, both with yourself and with
your team members. You will have conflict within the team and as long as this is
controlled then it can be a very healthy element for both the team and the
development of the business. Research into high-performing teams shows that each
member cares for the development of his team mates. This appreciation of each
other’s learning and development is key to the success of a team and the commitment
of each member to the other.
Over 70% of a manager’s time is spent in some form of group activity, often in
meetings with others; relatively little time is spent in the supervising of single
individuals or on one-to-one discussions, thus the need for team building. Indeed, the
success of individual managers depends on how well that manager’s team or teams
improve in quality and productivity on a continuous basis. In reality, group
productivity is more important than individual task accomplishment. The most
effective teams are able to solve complex problems more easily than one person can,
for many capable minds are brought to bear on an issue. However, all teams must be
managed well by a capable facilitator who understands that every team is unique,
dynamic and ever-changing. Moreover, teams have behaviour patterns, just as
individual do and, just as children develop into adults, teams have developmental
stages, being more productive and efficient at one stage than another.
It is also extremely desirable for team members to have the following attitudes; “I
know what I have to do and the team’s goals are clear”, “I am willing to share some
responsibility for leadership”, “I am an active participant”, “I feel appreciated and
supported by others”, “Other team members listen when I speak and I respect the
opinions of others”, “Communication is open, new ideas are encouraged and we are
having fun working together”.
Teams soon develop a clear problem-solving approach that can be applied time and
again as long as their leader initially creates a common purpose and vision, pointing
the team in the right direction.
Cross-cultural issues can assail and impact the working of teams, but it is well to
remember that, despite culture, most team members have similar objectives in life -
 objectives that relate to happiness and health, to success and recognition, to love and
being well-accepted by others. The clever team leader recognizes and plays upon
these similarities while moulding the cultural differences to benefit the team.
(Adapted from Internet)

IV. TRANSLATION
Organizations have traditionally rewarded people for strong qualities such as rational
thinking, ambition, and competitiveness. These qualities are important, but their
overemphasis has left many organizational leaders out of touch with their softer,
caring, creative capabilities, unable to make emotional connections with others and
afraid to risk showing any sign of weakness. In other words, leaders can develop their
capacity for the positive emotions of love and caring.
Love as motivation is the force within that enables people to feel alive, connected,
energized, and “in love” with life and work. Western cultures place great emphasis on
the mind and the rational approach. However, it is the heart rather than the mind that
powers people forward. Motivation is reduced, perhaps to the point of procrastination.
There’s a growing interest in helping people feel a genuine passion for their work.
People who are engaged rather than alienated from their work are typically more
satisfied, productive, and successful.