Unit 7. WHAT IS MANAGEMENT?

Upon completing this unit you should be able to:

1. Define the concept of management and discuss why managers are needed.
2. List and describe basic functions of managers.
3. Describe several roles and responsibilities of managers.
4. Identify what is meant by top, middle, and first-line managers, and functional and
general managers, and describe how their work activities differ.
5. Describe the difference between effectiveness and efficiency in managerial activity.
6. Define the managerial skills concerning different management levels.

I used to think that running an organization was equivalent to conducting a symphony

orchestra. But I don't think that's quite it; it's more like jazz.
Warren Bennis, American scholar, organizational consultant and author
GETTING STARTED

1. Why do you think Warren Bennis compares managing an organization with jazz?
2. What characterizes a good manager? Rank the following qualities according to their
importance for a good manager.
a decisive: able to decide something quickly and with confidence;
b efficient: doing something well and thoroughly with no waste of time or energy;
c communicative, sociable, open and approachable;
d able to analyse things and think/act rationally and logically;
e able to encourage people, inspire and lead them;
f authoritative: able to give orders and expect people to obey them;
g competent: knowing your job perfectly, as well as the work of your subordinates;
h creative, having skills and ability to suggest something new;
i persuasive: able to convince people to do something by clearly explaining your
reasons;
j hardworking and ready to frequently work extra hours.
3. How could you define management? Is it an art or a science? Can you acquire
managerial skills in the process, can you be taught them, or must you be born with them?

Text A. MANAGEMENT. MANAGERIAL FUNCTIONS AND ROLES

Reading

Ex.1. Before reading, discuss what you think are typical functions and roles of a
manager.

Ex. 2. Skim the text to find out whether your understanding of managerial functions
and roles is supported by the classification given in the text.

(1) The most evident element of any organization is a goal or purpose. Organizations
will also have some programme or method for achieving their goals because without an
idea what they must do, no organization is likely to be effective. Finally, organizations will
all have leaders or managers responsible for helping their organizations achieve their goals
because without some manager the organization is likely to flounder like a ship without a
helm.
(2) Before discussing what management actually is, consider the following example
of the connection between good management and the effectiveness of an organization.

(3) Hyatt Hotels has been surveying all employees at its 106 hotels in North America
for 15 years. Although its questionnaire includes some 100 items, the answers to seven key
queries – one of which is “Tell us what you think of management” – make up the general
moral index, or GMI, that Hyatt’s top officers watch most closely. The company has just
finished developing a computer programme that compares employees’ attitudes in each
location with what guests say on those how-did-you-like-your-stay postcards in Hyatt’s
hotel rooms. Guess what: The hotels with the highest GMI scores also rack up the highest
ratings from customers – and, not coincidentally, the highest sales and gross operating
profits.
(Robert Kreitner, Management)

(4) Like many areas of study that involve people, management is difficult to define.
One popular definition is by the pioneer in the field of organisational theory and
organisational behaviour, Mary Parker Follet: Management is “the art of getting things
done through people.” This definition stresses that managers achieve their goals by
arranging for others to perform whatever tasks may be necessary – not by performing the
tasks themselves. But, of course, management is much more than telling employees what
to do. Management is a complex and dynamic mixture of systematic techniques and
common sense. In defining the management process, the focus is placed on managerial
functions, i.e. general administrative duties to be carried out in all productive
organizations, as well as on managerial roles, or specific categories of managerial
behaviour.
 Managerial functions
(5) Henri Fayol, a French industrialist and the father of the functional approach,
identified five managerial functions: planning, organizing, command, coordination, and
control. Over the years Fayol’s list of managerial functions has been updated and expanded
and now is organized around eight different managerial functions: planning, decision
making, organizing, staffing, communicating, motivating, leading and controlling.
(6) Planning is the primary managerial function. It means that managers set courses
of action in advance. They are usually based on some method, plan, or logic rather than on
a hunch. This give purpose and direction to the organization, as a whole, and individuals
involved.
(7) Decision making. There may be alternative courses of action, and making the
best decisions is a major management challenge.
(8) Organising includes considerations concerning the effective use of human
resources, such as the chain of command, division of labour and assignment of
responsibility. The strength of an organization lies in the manager’s ability to marshal
various resources to attain a goal. Obviously, the more integrated and coordinated the
organization is, the more effective it will be.
(9) Staffing consists of recruiting, training and developing people who can
contribute to the organized effort.
(10) Communicating. This function means that managers are responsible for
communicating to their employees the technical knowledge, instructions, rules, and
information needed to get the job done. Also, their function is to provide feedback and to
be responsive to it.
(11) Motivating employees to pursue collective objectives is an important aspect of
today’s management. This can be done by satisfying employees’ needs and meeting
expectations with meaningful work and due appreciation.
(12) Leading. Serving as role models and adapting their management style to the
demands of the situation make managers inspiring leaders.
 (13) Controlling. When comparing desired results with actual ones, managers may
see that some part of the organisation is on the wrong track and some corrective action is
needed. This is the controlling function.

Managerial roles
(14) In addition to the functional approach, there is another one, based on the key
roles managers play. Henry Mintzberg, a researcher, criticised the functional approach,
saying that functions “tell us little about what managers actually do. At best they indicate
some vague objectives managers have when they work”. From his firsthand observation of
top-level managers in the 1970s, Mintzberg defined ten roles he believes are common to all
managers. These roles are grouped into three major categories: interpersonal,
informational, and decisional roles.
(15) Interpersonal roles. Managers engage in a great deal of interpersonal contact
with people who report to them. They also interact with other managers. The three
interpersonal roles are those of figurehead, leader and liaison. As the figurehead having
formal authority and superior status, the manager performs certain ceremonial duties, such
as receiving visitors and signing documents. As the leader, he motivates subordinates to
get the job done properly. The role of liaison means a link in the horizontal and vertical
chain of communication.
(16) Informational roles. According to Minztberg, managers perform informational
roles of nerve centre, dissemination and spokesperson. Nerve centre means that the
manager receives all types of information. As the disseminator, he transmits selected
information to subordinates. As the spokesperson, he transmits selected information to
outsiders.
(17) Decisional roles involve formulating strategies and putting them into practice.
Typical decisional roles are those of entrepreneur, disturbance handler, resource allocator,
and negotiator. The role of the entrepreneur means designing and initiating changes within
the organization. As the disturbance handler, the manager takes corrective actions in non-
routine situations. The role of the resource allocator means taking decisions on who
should get what resources. And as the negotiator, the manager participates in negotiating
sessions with other parties to make sure that the organization’s interests are adequately
represented.
(18) Both the functional approach and the role approach are valuable. Managerial
functions are a useful categorization of a manager’s tasks, which require different
techniques, for example, planning and staffing. Understanding of the role approach injects
needed realism, emphasizing that the practice of management is less rational and
systematic than the functional approach implies.

Ex.3. Read the text again and check that you have understood the main points by
answering the following questions.
1. To put it in a general way, why do organizations need managers?
2. How is the survey held by Hyatt Hotel related to the issue of the importance of
management?
3. Does the definition by Mary Parker Follet mean that management is telling people what
to do rather than performing tasks by managers themselves?
4. What are the two approaches used as a basis for defining the management process?
5. Who was the first to identify managerial functions?
6. Into what categories, according to Henry Mintzberg, are managerial roles grouped?

Ex.4. Match functions specified below with Henry Fayol’s classification.

1. Hiring and training employees − staffing
2. Inspiring the staff by serving as a role model figurehead
3. Formulating courses of action to achieve specified results Nerve centre
4. Taking preventing or corrective actions to keep things on track the entrepreneur
5. Coordinating human and materials resources of the organization the negotiator
6. Providing incentives to encourage employees to work effectively the spokesperson
7. Supplying employeеs with information needed to get the job done and providing
feedback the disseminator
8. Identifying and choosing alternative courses of action the resource allocator
Ex.5. Relate the following roles of the manager to the three groups.
Interpersonal roles Informational roles Decisional roles
↓ ↓ ↓
disseminator
1. Distributing important information to employees − disseminator
2. Performing certain ceremonial duties, such as meeting visitors, signing documents, etc.
−
3. Responding to nonroutine situations, such as breach of contract, bankrupt customers, etc.
−
4. Communicating information on behalf of the company to individuals outside it −
5. Participating in talks and negotiations −
6. Motivating and encouraging employees to achieve the desired results −
7. Monitoring various sources in search of information that can be used to advantage −
8. Probing into and initiating changes within the company −
9. Making decisions concerning how and to whom the resources of the organizations are to
be distributed −
10. Dealing with people other than subordinates or superiors, such as suppliers or clients −

Vocabulary focus
Ex.6. Find words or phrases in the text which mean the following.
1 to struggle to get somewhere in water, mud, etc. (para.1) flounder
2 to investigate the opinions or behaviour of a group of people by asking them a
series of questions (para.3) Questionnaire
3 the way that you think and feel about smb/smth (para.3) attitudes
4 to collect smth, such as profits or losses in a business, or points in a competition
(para.3) rack up
5 to plan or organize smth in advance (para.4) arrange
6 combination of different things (para.4) mixture
7 a way of doing or thinking about smth such as a problem or a task (para.5)plan
 8 a feeling that smth is true even though you do not have any evidence to prove it
(para.6)logic
9 to gather together and organize the people, things, ideas, etc. that you need for a
particular purpose (para.8) Organising
10 to increase, improve or add to smth (para.9) develop
11 not having or giving enough information or details about smth (para.14) vague
12 to pass smth (like information) from one person to another (para.16) transmit
13 to add a particular quality to smth (para.18) inject
14 to give special importance to smth (para.19) emphasize

Ex.7. Use appropriate words from Ex.6 in the following sentences.

1. Several factors might …….. to the success of our new product at foreign markets.
2. They now have a database of information to back their attitudes about customers’
preferences.
3. I’d be very grateful if you could Organise for this work to be carried out on time.
4. The websites of the major stores Questionnaire to see how easy to use they were.
5. The government made ……… promises about tax cuts.
6. Above all, candidates must show the right ……… for the job.
7. The company decided to adopt a different ……… to organizing its advertising
campaigns.
8. We need to ……….. ideas how to roll out our new service next year.
9. The ……… of young and experienced managers has been working well for the
company all these years.
10. She ………. that their plan would mean sacrifices and hard work.
11. The sponsors refused to ……… any more capital into the project.

Ex.8. The text contains a number of common verb-noun partnerships (e.g. achieve
goals). Match up these verbs and nouns to make common collocations. Make up
sentences with these collocations.
1survey 12interests
2carry out 6course of action
3make 9duties
4provide 5expectations
5meet 3decisions
6take 4feedback
7perform 8a goal
8set 2tasks
9attain 10needs
10satisfy 11information
11transmit 7actions
12represent 1employees

Ex.9. Fill in the gaps with correct prepositions. Refer to the text to find the required
prepositional phrases.
1. Firms have to be responsive for consumer demand.
2. The company racked up $200 million in losses in two years.
3. The Board did not want to announce inevitable redundancies in advance.
4. He was responsible for day-to-day management of the bank.
5. His research has contributed enormously to our understanding of the problem.
6. The management were obviously on the wrong track when they decided to merge with
the ailing company.
7. This attitude is common for almost all junior managers.
8. The young designer was engaged with creating a new corporate identity.
9. To make the project work, we had to interact with a number of government agencies.
10. His plan was so bold that we expected some problems with putting it in practice.
11. So far, I’ve participated in four international conferences on this topic.
12. When you complete translating the document, please report to Mr Black.

Ex.10. Complete the table with synonyms and opposites. Use appropriate words from
the table in the following sentences.
 Synonym Antonym
evident obvious vague
effective successful ineffective, unproductive
dynamic energetic, active static

general common specific

primary main secondary
strength power weakness
meaningful important, significant insignificant meaningless

criticize find fault (with) Praise approve

formal traditional informal

valuable worthwhile, useful worthless

rational logical irrational, unrealistic

1. Direct mail shots are ………; most finish in the wastepaper basket.
2. He feels that his talents are not fully ……….. in that company, so he is considering
looking for a new job.
3. The innovation proved to be quite ………. because people did not know how to use
it.
4. It’s difficult to set prices in such a ………. market, where situation changes so fast.
5. Quality of a product is of ………. importance, while its design plays a ………. role.
6. Given all estimations, it seems ………. to expect growth in the range of 2.5%.
7. We are expecting a positive outcome of the negotiations but no ……….
announcement of it has yet been made.
8. These goods are aimed at a ………. age group, that’s why they need quite different
approach to advertising.
9. SWOT analysis helps to determine ………. and ………. of the organization, that is
such internal factors as personnel, finance, manufacturing capabilities, and so on.
10. We had only a ………. idea how this project might work. We needed additional
marketing research.
Ex.11. Explain the meaning of the following words and phrases from the text.
1. To flounder like a ship without a helm (para.10).
2. How-do-you-like-your-stay postcards (para.3).
3. Managers set courses of action in advance (para.6).
4. Based on some method… rather than on a hunch (para.6).
5. Meeting employees’ expectations with due appreciation (para.11).
6. Some part of the organization is on the wrong track (para.16).
7. From his firsthand observation (para.14).
8. Corrective actions in non-routine situations (para.17).

Grammar focus

Ex.12. As or like? Study the examples from the text (a-f) and say which one includes
as or like in the sense that …
1 it describes the fact that somebody has a particular job or function
2 means “for example”
3 means “similar to”
4 is included in an expression which means “and also”

a … without some manager the organization is likely to flounder like a ship without a
helm.
b As the leader, he motivates subordinates to get the job done properly.
c Like many areas of study that involve people, management is difficult to define.
d Serving as role models and adapting their management style to the demands of the
situation make managers inspiring leaders.
e … the focus is placed on managerial functions …., as well as on managerial roles … .
f The manager performs certain ceremonial duties, such as receiving visitors and signing
documents.
There are some other meanings of as:
1. to say someone or something is that thing or performs that function:
Can I give you some advice as a friend?
2. before a subject + verb: They did as I had asked.
3. To mean “because”: As you were out, I left a message.
4. As a preposition after certain verbs: describe as, consider as, regard as:
The project was widely regarded as a success.
5. With adjectives and adverbs to make comparisons:
It’s not as profitable as our other businesses.
6. With the same… as: You work the same hours as me.

Ex.13. Use as or like in the following sentences.

1. …… you already know, we’re going to outsource all our computing work.
2. I, ……. you, think that it’s time to change our strategy.
3. Our company, ……. Artplast, is a privately owned business.
4. Can you see any difference? It looks just the same ……. the previous model.
5. They closed the subsidiary ……. it was no longer profitable.
6. I, …….. everyone else, was shocked with the news that they had gone bankrupt.
7. This company is often described ……. a showcase for good working practices in the
region.
8. Leave the papers …… they are.
9. Our company is ……. one big family. We love working together!
It was not as hard ……. we had been warned.

Ex.14. Read the text about management levels. Choose the best sentence from below
(A-F) to fill each of the gaps (1-8). There is an example at the beginning.

TEXT B. MANAGEMENT LEVELS

 Although the term “manager” has been used in the previous text in a very broad
meaning and implies (E) anybody who is responsible for subordinates and other
organizational resources , managers may have quite different tasks and responsibilities.
They may be classified by their level in the organization:
 first-line, middle and top managers;
and by the activities for which they are responsible:
 functional and general managers.
First-level managers are also called first-line managers or supervisors. These managers
have job titles such as: Office manager, Shift supervisor, Department manager, Foreperson,
Crew leader, Store manager. First-line managers are responsible for the daily management
of line workers— (B) the employees who actually produce the product or offer the service.
There are first-line managers in every work unit in the organization. Despite the fact that
first-level managers typically do not set goals for the organization, they have a very strong
influence on the company. (H) These are the managers that most employees interact with
on a daily basis, and if the managers perform poorly, employees may also perform poorly,
may lack motivation, or may leave the company.
.
Middle-level managers, or middle managers, are those in the levels below top
managers. Middle managers' job titles include: General manager, Plant manager, Regional
manager, and Divisional manager. Middle-level managers are responsible for carrying out
the goals set by top management. They do so by setting goals for their departments and
other business units. Middle managers can motivate and assist first-line managers to
achieve business objectives. Middle managers may also communicate upward, by offering
suggestions and feedback to top managers. Because middle managers are more involved in
the day-to-day workings of a company, (G) they may provide valuable information to top
managers to help improve the organization's bottom line. Jobs in middle management vary
widely in terms of responsibility and salary. Depending on the size of the company and the
number of middle-level managers in the firm, middle managers may supervise only a small
group of employees, or they may manage very large groups, such as an entire business
location. Middle managers may be employees (A) who were promoted from first-level
manager positions within the organization, or they may have been hired from outside the
firm.. Some middle managers may have aspirations to hold positions in top management in
the future.
Top-level managers, or top managers, are also called senior management or executives.
These individuals are at the top one or two levels in an organization, and hold titles such
as: Chief Executive Officer (CEO), Chief Financial Officer (CFO), Chief Operational
Officer (COO), Chief Information Officer (CIO), Chairperson of the Board, President,
Vice president, Corporate head. Often, a set of these managers will constitute the top
management team, which is composed of the CEO, the COO, and other department heads.
Top-level managers make decisions affecting the entirety of the firm. (I) Top managers do
not direct the day-to-day activities of the firm. rather, they set goals for the organization
and direct the company to achieve them. Top managers are ultimately responsible for the
performance of the organization, and often, these managers have very visible jobs. Top
managers in most organizations have a great deal of managerial experience and (C) have
moved up through the ranks of management within the company or in another firm.
An exception to this is a top manager who is also an entrepreneur; such an individual
may start a small company and manage it until it grows enough to support several levels of
management. (F) Many top managers possess an advanced degree, such as a Masters in
Business Administration but such a degree is not required. Some CEOs are hired in from
other top management positions in other companies. Conversely, they may be promoted
from within and groomed for top management with management development activities,
coaching, and mentoring. They may be tagged for promotion through succession planning,
which identifies high potential managers.
Apart from their rank in the organization, managers can also be classified as
functional or general managers. The functional manager is responsible for only one
organizational activity, such as production, marketing, sales, or finance. The general
manager, (D) on the other hand, oversees a complex unit, such as a company, a subsidiary,
or an independent operating division General managers are responsible for all activities of
that unit – its production, marketing, sales, and finance. A small company may have only
one general manager – its president or executive vice president, while a large organization
may have several general managers, each one heading a relatively independent division.

0-E
A who were promoted from first-level manager positions within the organization, or they
may have been hired from outside the firm.
B the employees who actually produce the product or offer the service.
C have moved up through the ranks of management within the company or in another
firm.
D on the other hand, oversees a complex unit, such as a company, a subsidiary, or an
independent operating division.
E anybody who is responsible for subordinates and other organizational resources
F Many top managers possess an advanced degree, such as a Masters in Business
Administration,
G they may provide valuable information to top managers to help improve the
organization's bottom line.
H These are the managers that most employees interact with on a daily basis, and if the
managers perform poorly, employees may also perform poorly, may lack motivation, or
may leave the company.
I Top managers do not direct the day-to-day activities of the firm;

Ex.15. Decide if the points below refer to first-line management (a), middle
management (b) or top management (c).
1. It prepares strategic plans and policies for the enterprise.
2. They are responsible for coordinating the activities within the division or department.
3. It sends important reports and other important data to top level management.
4. They are responsible for providing training to the workers.
5. The top management is also responsible towards the shareholders for the performance
of the enterprise.
6. They communicate workers problems, suggestions, and recommendatory appeals etc
to the higher level and higher level goals and objectives to the workers.
7. They are responsible for coordinating the activities within the division or department.
8. It controls & coordinates the activities of all the departments.
9. They arrange necessary materials, machines, tools etc for getting the things done.
10. They execute the plans of the organization in accordance with the policies and
directives of the top management.

Ex.16. Combine two parts logically to make complete sentences.

1 Middle managers are responsible a reorganization, which may include
for implementing G downsizing, delayering and
outsourcing*.
2 Top managers do considerably b with many more first-level managers,
more planning, organizing, and fewer middle managers, and the
controlling than do managers at any fewest managers at the top level.
other level H
3 Top management translates the c such as the chief financial officer, the
policy (formulated by the board-of- chief operating officer, and the chief
directors) into J strategy officer.
4 Middle management may be d how production and service occur in
reduced in organizations as a result the organization in order to direct and
of A evaluate line employees.
5 In most organizations, the number e (such as accounting, marketing,
of managers at each level is such production) or business units, or who
that the hierarchy resembles a serve as project managers in flat
pyramid, B organizations.
6 Functional managers have ongoing f other than ensuring that goals and
responsibilities, and are not usually objectives are aligned with the
 directly affiliated with project organization's overall strategy and
teams, C vision.
7 Getting the best out of staff, often in g the top management's policies and

circumstances where time and plans and typically have two

resources are limited, I management levels below them.
8 The executive management h but they do much less leading, most
typically consists of the heads of the of which is done by first-line
firm's product and/or geographic managers.
units and of functional executives E
9 Middle managers head specific i is a demanding task for all managers.
departments F
10 First-level managers may engage in j goals, objectives, and strategies, and
the actual operations of the projects a shared-vision of the future.
organization and they need to have
an understanding of D

*
downsizing - the act of reducing the number of employees within a company in order to
decrease costs and increase efficiency;
delayering - reducing the size of a business hierarchy, which creates a flatter (less layered)
organizational structure;
outsourcing - contracting with organizations outside your country for work that could
otherwise be done by employees within your company.

Language focus.

Look at two sentences from the text and say whether the highlighted words are used
to add new information, to compare ideas or to express contrast.
Although the term “manager” has been used in a very broad meaning and implies anybody
who is responsible for subordinates, managers may have quite different tasks and
responsibilities.
Despite the fact that first-level managers typically do not set goals for the organization,
they have a very strong influence on the company.

Ex.17. Join the sentence halves below. Underline the expressions of contrast. Which of
them:
A) start a new sentence and refer to the sentence before?
B) are followed by a noun phrase or an –ing form?
C) join two sentences, each with its subject and verb?

1. In spite of the present recession, a he wasn’t promoted.

2. Although the company had reduced b the Internet is able to target more
their advertising budget, special audiencies.
3. Despite the fact that he had worked c they managed to increase sales.
very hard,
4. Last year their sales fell. d they couldn’t improve their
company’s image.
5. Even though we have slightly raised e the long-term economic outlook is
the price for our products, encouraging.
6. While TV advertising reaches mass f However, their market share remained
audiencies, unaffected.
7. Despite their employing a g demand for them is growing.
consultancy,

Ex.18. Join the pair of sentences using an expression of contrast. Use each expression
once.
1. John enjoys his job. He would like more responsibility.
2. I worked overtime last night. I didn’t finish my report.
3. Ann works long hours. She still finds time for her friends and her hobbies.
4. Michael has never been to Ukraine. He is fluent in Ukrainian.
 5. Pollution is rising in large cities. People still prefer to drive to work in their cars.
6. We had planned everything for our new project very carefully. A lot of things went
wrong.
7. The traffic was very bad. I still managed to get to the meeting in time.

Ex.19. Read the following text and decide which answer (A, B, C or D) best fits
each gap. There is an example (0) at the beginning.

TEXT C. EFFECTIVENESS AND EFFICIENCY

The words efficiency and effectiveness are often considered synonyms, along with
terms like competency, productivity, and proficiency. However, in more formal
management discussions, the words efficiency and effectiveness take on very different
meanings. As Peter Drucker, one of the most respectful writers on management, puts it,
efficiency means “doing things right,” and effectiveness means “doing the right thing.”
Effectiveness can be explained in terms of what is achieved. It is about whether
targets are met or not. Performing effectively means that the right work is being
completed. Managers are responsible for making sure that this happens. If a team is
working really hard but not carrying what is needed, then they are not effective.
Effectiveness is measured by setting out clear objectives before work starts and then
evaluating whether they have been met or not.
Efficiency can be measured in relation to the inputs required to generate the outputs.
It is about the way in which work is completed. It is part of a manager’s job to help
improve efficiency. For example, if the same work can be completed using less inputs or
resources, then efficiency has improved.
Measuring efficiency means that the process followed to complete the work must be
defined and then each part of the process studied to see what resources are required. This
becomes the starting point or benchmark for measurement.
Future work is then measured against it to see if it has taken more or less resource.
Process changes are also measured to see if they are more or less efficient. It is also useful
to measure one team’s efficiency against another and then (8) adopt the most efficient
methods as best practice– always assuming that effectiveness is maintained.
A manager's responsibilities require performance that is both efficient and effective,
but although efficiency is important, effectiveness is critical. For Drucker, effectiveness is
the key to the success of an organization. The manager's need to make the most of
opportunities, says Drucker, implies that effectiveness rather than efficiency is essential to
business. The pertinent question is not how to do things right, but how to find the right
things to do, and to concentrate resources and efforts on them.

0 A various B different C variable D changing

0–B
1 A respectful B respective C respected D reasonable
2 A in words B in the terms C in expressions D in terms
3 A Executing B Making C Doing D Performing
4 A delivering B transporting C carrying D sending
5 A objects B reasons C objectives D ideas
6 A to construct B to generate C to inspire D to invent
7 A benchmark B index C level D rate
8 A admit B receive C adapt D adopt
9 A of B to C for D about
10 A pertinent B fitting C becoming D decent

Ex. 20. Read the following sentences from Text C and say what the italicized phrasal
verbs mean.
However, in more formal management discussions, the words efficiency and effectiveness
take on very different meanings.
A employ B begin to have a C decide to do D agree to be
particular quality, smth responsible for
appearance, etc. smth

Effectiveness is measured by setting out clear goals before work starts and then evaluating
whether they have been met or not.
A arrange or B begin to do C leave a place D present ideas,
display smth smth and begin a fact, etc.
journey

Study other meanings of phrasal verbs with take and set and use some of them in the
appropriate form in the following sentences.

take away = remove

take back = withdraw a statement or comment
take down = write down
take in = 1) deceive; 2) understand
take off = start being successful
take over = take control of smth
take smb/smth for = mistake smb/smth for smb/smth else
take up = 1) begin a hobby, sport, etc; 2) occupy space

set about = begin

set aside = save for a specific purpose
set back = hinder
set smb back = cost smb a lot of money
set down = establish rules, laws, etc. about how smth must be done
set in = begin (of a period, usually bad)
set up = start a business

1. We’d better take some preventive measure now before hard times …. .
2. After the facts had been revealed, the company’s spokesperson had … the company’s
earlier speculations about its competitor.
3. A fire in the factory … production … by several months.
4. He decided … a small advertising agency with the money he inherited.
5. In compliance with the government’s latest resolution, €500,000 … in a “reserve
account”.
6. Who … when the managing director resigns? - I think Mr Black is the most eligible
person.
7. The instructions were so confusing that nobody could … what to do first.
8. Banking regulators could … similar rules for sales practices by banks.
9. Congratulations! I hear your business really … .
10. The company rescue … the taxpayers an estimated $110 billion.

Ex.21. Read the following explanation of the difference between effectiveness and
efficiency. Give your own examples.
 Efficiency is a measure of speed and cost. For example: Efficiency says "Getting
someone in here right away is more important than getting the right person later."
Effectiveness is a measure of quality. Effectiveness says the opposite: "Hiring the right
person is more important than hiring someone right away."

Ex.22. Read the text and organise paragraphs in an orderly way so that the text
becomes consecutive and logically completed. The beginning is given as an example.

TEXT D. MANAGERIAL SKILLS

(A) Conceptual skill is the mental ability to coordinate and integrate all of the
organisation’s interests and activities. It involves the manager’s ability to see the
organization as a whole and to understand how its parts depend on each other, and how a
change in any given part can affect the whole organization. A manager needs enough
conceptual skill to recognize how the various factors in a given situation are interrelated so
that the actions he or she takes will be in the best interests of the organization.
(B) Katz suggests that although all three of these skills are essential to effective
management, their relative importance to a specific manager depends on his or her rank in
the organization. Technical skill is most important at the lower levels of management. It
becomes less important as we move up the chain of command. The foreman in a
manufacturing plant, for example, is likely to need more technical skill than the company
president, because he or she will have to deal with the day-to-day manufacturing problems
that arise. Similarly, while human skill is important at every level of the organization, it is
probably most important at the lowest level, where the greatest number of manager-
subordinate interactions are likely to take place.
(C) According to Robert L. Katz, an educator and businessman, there are three basic
types of skills: technical, human and conceptual. These skills, as he says, are needed by all
managers.
(D) On the other hand, the importance of conceptual skill increases as we rise in the
ranks of management. The higher the manager is in the hierarchy, the more he or she will
be involved in the broad, long-term decisions that affect large parts of the organization.
For top management, which is responsible for the entire organization, conceptual skill is
probably the most important skill of all.
(E) Technical skill is the ability to use the tools, procedures, or techniques of a
specialized field. A surgeon, an engineer, or an accountant − all have technical skills in
their respective areas. The manager needs enough technical skill “to accomplish the
mechanics of the particular job” he or she is responsible for.
(F) Human skill is the ability to work with, understand, and motivate other people,
either as individuals or as groups. The manager needs enough of this human relations skill
to be able to participate effectively his or her group and lead it.

1–C
2–
3–
4–
5–
6–
Ex. 23. Say whether these statements are true or false. Correct the false statements.
1. The manager does not need any mechanical skills because his main function is to
manage people rather than to operate relevant equipment.
2. Conceptual skill is the ability to understand concepts of the task to be performed.
3. The importance of the three skills depends on the manager’s rank in the organization.
4. Human skill is the most important at the highest level where most manager-subordinate
interactions take place.
5. Top management needs conceptual skills most of all three.

Ex.24. Translate the following sentences.

1. Каждая организация имеет определенную цель, программу для достижения этой
цели и руководителей, ответственных за этот процесс.
2. Управленческие функции – это общие административные обязанности, а
управленческие роли – это специфические категории поведения управленцев.
3. Процесс управления состоит из следующих взаимосвязанных функций:
планирование, принятие решений, организация, подбор персонала,
коммуникация, мотивация, лидерство и контроль.
4. В зависимости от характера объектов управления различают менеджеров низового
звена, менеджеров среднего звена и менеджеров высшего звена.
5. Хотя менеджеры низового звена не участвуют в постановке генеральных задач для
всей организации, они имеют очень большое значение для организации работы по
выполнению этих задач.
6. Функциональные менеджеры несут ответственность за отдельные элементы
деятельности организации, такие как управление персоналом, исследованиями,
маркетингом или производством.
7. Эффективность управления измеряется относительно того, что достигнуто и
какими средствами.
8. Основные типы управленческих навыков – механические, человеческие и
концептуальные – в соответствующей степени необходимы управленцам любого
уровня.
9. Чем выше уровень менеджера в иерархии организации, тем активнее его участие в
формулировании общей политики и, соответственно, тем выше для него
необходимость концептуальных навыков.

Ex.25. Write a brief summary of the following text (100-150 words). Before writing,
refer to the recommendations given on page …

Управлінські поради та основні ідеї Пітера Друкера

Жодна організація не може зберігати застиглу форму. Навколишній світ

постійно змінюється, і якщо компанія не прагне крокувати з ним в ногу, то
незабаром вона залишиться поза ним. Так що дуже важливо, щоб керівник завжди
знаходився перед технологією, яка змінюється. Якщо метою керівника є
максимальна віддача, це допомагає підняти рівень усіх, хто з ним працює і
загальною метою у всій організації стає удосконалювання. Люди завжди здатні
перешикуватися під високі вимоги і стандарти.
Про авторитет і повагу
 Не надто часто беруть до уваги той факт, що авторитет, яким володіє
начальник, реально визначається тим, наскільки його поважають підлеглі. Важливо,
щоб людина мала тільки одного начальника, якому б вона звітувала і до якого б
відчувала щиросердечну повагу. Важко почувати повагу і готовність коритися, якщо
багато керівників. У таких умовах не може існувати ефективна дисципліна, і
керівник не може мати авторитет.
Про кваліфікацію персоналу
Коли компанія, стурбована низьким рівнем прибутку, починає конкретні кроки
з метою урізати витрати, вона, як правило, скорочує штат співробітників. В
результаті цього необдуманого кроку може відбутися швидке збільшення прибутків.
Але, позбувшись від кваліфікованого персоналу, на навчання якого вимагаються
роки, і одержавши короткочасний прибуток, така організація надалі може понести
великі втрати.
Цю обставина нерідко випускають з уваги, оскільки вартість людських
ресурсів не фігурує в традиційному фінансовому балансі, як, наприклад, вартість
матеріального майна. Сучасні керівники завжди повинні пам’ятати, що
довгострокові інвестиції коштів не лише сприяють підвищенню результативності
організації, але й збільшують її реальний фінансовий актив.
Про необхідність контролю
Контроль завжди необхідний! Незалежно від того, чи делегує керівник свої
повноваження підлеглим чи ні, він не може просто розслабитися і про все забути.
Відповідальність менеджера перед власним начальством не зменшиться ні на йоту,
якщо він передасть частину своїх повноважень підлеглим. Коли менеджер передає
відповідальність і повноваження своєму помічнику, він повинен бути впевненим у
тому, що той працює відмінно.
Керівники часто не зважуються передати свої повноваження, оскільки побоюються,
що люди нароблять помилок, які буде важко виправити. Це свідчить про відсутність
належного контролю і поганої організації праці.
Про стилі управління
 Стиль менеджменту необхідно розробляти окремо для кожної галузі індустрії.
Наприклад, метод спільної участі в управлінні буде добре працювати на
виробництвах, що знаходяться на передньому краї сучасних технологій.
Якщо узяти фірму, що робить полімери, харчову компанію і компанію, що
займається пакуванням, то з’ясується, що в полімерній фірмі має місце широкий
розподіл відповідальності при прийнятті важливих рішень, харчова компанія — за
помірну передачу повноважень, а пакувальна компанія працює з досить сильно
централізованою системою контролю. Не тільки кожна компанія повинна мати свій
власний, придатний тільки їй, стиль управління, але також і кожний керівник, що
працює в цій організації.

Пітер Фердинанд Друкер (нім. Peter Ferdinand

Drucker) (1909-2005) — американський вчений
австрійського походження, економіст, публіцист,
педагог та один із найвпливовіших теоретиків
менеджменту XX століття.

Management.com.ua

Ex.26. Read the following extract and reproduce it in English. Discuss the main idea
of the text: whether the role of a manager is increasing or, vice versa, decreasing
today. Support your point of view with examples.

Тоні Ф., головниi керуючiй великої групи компаній у сфері розваг, часто
скаржиться: «Гарні фахівці, будучи призначеними на керівні позиції, не мають ні
найменшого поняття про керівництво людьми, тому не справляються з новою роллю.
Ми відправляємо їх на тренінги по розвитку лідерських якостей. Із цих тренінгів
вони виносять тільки почуття значимості своєї керівної ролі, замість того щоб
зрозуміти суть щоденних завдань, що коштують перед менеджером. Ніхто вже
більше не розуміє, що значить бути гарним керівником».
Можливо, Тоні й прав. Ніхто вже більше не розуміє, що значить бути гарним
керівником. І не намагається зрозуміти. Відповідно до прийнятих стереотипів,
менеджери більше не грають важливої ролі в компанії. В умовах сучасного бізнесу
вони тільки сповільнюють швидкість розвитку компанії й зменшують її гнучкість.
Сучасні динамічні компанії більше не можуть собі дозволити містити армію
менеджерів, що перекладають папери, що наглядають за ходом роботи й схвалюють
її результат. Компаніям потрібні самокеровані, самозабезпечувані й
самомотивируемые робітники команди. Не дивно, що менеджери є першими
супротивниками подібних трансформацій.
Стереотипи вводять нас в оману. Ніхто не сперечається з тим, що тиск у
сучасному діловому світі постійно підсилюється, а темп змін неухильно набирає
обороти. При цьому компаніям потрібні тверді лідери й працівники, відповідальні за
свої дії. Але все це не применшує ролі менеджера. Навпаки, у наш неспокійний час
менеджери важливі як ніколи колись.
Чому? Тому що перед менеджерами коштує особливе завдання, що не здатні
вирішити ні харизматичні лідери, ні самокеровані команди. Вона полягає в тім, щоб,
заглянувши у внутрішній мир кожного працівника, розкрити його унікальні
здатності й направити їх на досягнення комерційного успіху. Найкраще менеджер
упорається із цим завданням, якщо буде працювати з кожним підлеглим окремо:
задавати йому питання, вислухувати й розуміти.
Помножена в тисячу разів така робота стає рушійною силою компанії. В епоху
більших змін саме вона робить компанію сильної - сильної настільки, щоб зуміти не
відхилитися від обраного курсу й щоб мати можливість безболісно цей курс змінити.
Менеджер - це свого роду каталізатор. Він необхідний для того, щоб
прискорити реакцію між двома речовинами й одержати необхідний результат. Він
прискорює реакцію між здатностями працівника й цілями компанії, а також між
здатностями працівника й потребами клієнтів компанії.
 При нинішній тенденції до спрощення організаційних структур в обов'язку
менеджерів входять також й інші завдання: вони повинні бути експертами у своїй
області, яскравими індивідуальностями й іноді лідерами. Це важливі завдання, і
кращі менеджери вирішують їхніми різними способами, причому іноді успішно, а
іноді не дуже. Але коли мова йде про обов'язки менеджера, успешнее всього кращі
менеджери справляються саме з роллю «каталізатора».

Ex.27. How good will your management skills be? Imagine that you manage a team
and answer the following questions. Then compare your answers with those of other
students. Give arguments for your viewpoint.
1. When I have a problem, I try to solve it myself before asking my boss what to do.
2. I make decisions following careful analysis, rather than relying on gut instinct.
3. I let my team members figure out for themselves how best to work together.
4. Technical skills are the most important skills that I need to be an effective manager.
5. When putting together a team, I consider the skills I need - and then I seek people
who best fit my criteria.
6. When my team makes a significant mistake, I update my boss on what has
happened, and then I think of it as an important lesson learned.
7. If I'm putting a team together, I select people with similar personalities, ages, time
with the company, and other characteristics.
8. I think that the statement "If you want a job done well, do it yourself" is true.
9. I wait before disciplining a team member, so that people have a chance to correct
their behaviors for themselves.
10. When I delegate work, I give it to whoever has the most time available.

Ex.28. Role play. Hold a round table to discuss advantages and disadvantages of
different types of organizations. The topic of the round table is “Hierarchical or flat
organizations? More or fewer managers?” You need a moderator to open and follow
the discussion, two or three presenters (brief presentations are to be prepared
beforehand) and other participants.

You may need the following useful language.

Moderator: Good morning, everybody. We have gathered here to discuss… and have
invited professionals from several firms with different organizational structures. You are
welcome to share your opinions after we have listened to all presenters.
Let me introduce the first speaker, Mr/Ms … .
Now, let me give the floor to Mr/Ms… .
(At the end): Today we have discussed important problems of … The talk has been
informative and interesting. Thank you for your attention and participation.

Presenter: Good morning. My name is …. . I work for … . I have been asked to share my
ideas on … .

Stating an opinion: In my opinion... The way I see it... If you want my opinion.... As far as
I'm concerned... If you ask me...

Agreeing: I couldn't agree with you more. That's so true. That's for sure.
Tell me about it! You're absolutely right. Absolutely. That's exactly how I feel. No doubt
about it. I suppose so./I guess so. You have a point there. I was just going to say that.

Disagreeing: I don't think so. I'm afraid I disagree. I totally disagree. I'd say the exact
opposite. Not necessarily. That's not always true. That's not always the case. No, I'm not so
sure about that.

Ex.29. Make up a list of tips for becoming a successful manager. Compare your
suggestions with those offered by other students.

Review questions
1. In light of what you have read in this chapter, define the role managers play in an
organization.
2. What is considered to be the primary managerial function?
3. What other functions do managers perform in an organization?
4. How does the role approach to the management definition differ from the functional
approach?
5. What tasks do managers carry out in accordance with the levels in the organizational
structure?
6. What is the difference in responsibilities of general and functional managers?
7. How are effectiveness and efficiency of the managerial activity measured? Are they
one and the same? If not, which is more important for the company’s success?
8. What skills are needed by managers of all levels? Are they needed to the same
extent? How do they change as the manager’s rank changes?