Методичні вказівки до практичних занять з англійської мови за спеціальністю Менеджмент для студентів II курсу - файл n1.rtf

Методичні вказівки до практичних занять з англійської мови за спеціальністю Менеджмент для студентів II курсу
Скачать все файлы (102.3 kb.)

Доступные файлы (1):
n1.rtf2477kb.17.03.2011 21:34скачать

n1.rtf

  1   2   3
Одеський національний політехнічний університет

Менеджмент

Методичні вказівки до практичних занять з англійської мови за спеціальністю «Менеджмент» для студентів ІІ курсу

Передмова
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:

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.

Lesson 1 THE READING MODULE
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.
I. Reading Exercises:

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


Exercise 2. Answer the questions:

1) What does management study?

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

b) are incompetent and wasteful.

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.
THE SPEAKING MODULE
II. Speaking Exercises:

Exercise 1. Describe management, organizational productivity, managerial ability, small business using the suggested words and expressions as in example:


management

to achieve, objectives, process, with and through, environment, changing

example:

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.




organizational productivity

ratio, output, inflation, period of time, total, input




managerial ability

capacity, objectives, efficiently, to achieve, demonstrated




small business

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.

THE WRITING MODULE

III. Writing exercises:

Exercise 1. Complete the sentences with the suggested words:

adjusted, 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”

“Small business management”

“Public sector management”
Lesson 2. THE READING MODULE
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.

I. Reading Exercises:

Exercise 1. Read and memorize using a dictionary:


approach, survival, behavior, pursuit, determinant, priority, quantitative techniques, waste, job performance, contingency, effort, environment


Exercise 2. Answer the questions:

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.

3. The universal process approach,

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.

THE SPEAKING MODULE

II. Speaking Exercises:

Exercise 1. Describe universal process approach, operational approach, behavioral approach, systems approach, contingency approach using the suggested words and expressions as in example:


universal process approach

the same, rational, assumes, regardless, size, require

example:

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.

operational approach

waste, standardization, promoting, motion study, incentives, training

behavioral approach

unionization, human relations, priority, industrial humanism, employees' needs

systems approach

open systems, survival, related, closed system, environment, outside

contingency approach

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.

THE WRITING MODULE

III. Writing exercises:

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”
Lesson 3 THE READING MODULE
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.

I. Reading Exercises:

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


Exercise 2. Answer the questions:

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

a) flows from top to bottom.

2. Objective setting in MBO

b) organizations can respond as defenders.

3. Objectives have been called

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.

The speaking module
II. Speaking Exercises:

Exercise 1. Describe planning, objectives, MBO, cost-volume-profit analysis using the suggested words and expressions as in example:


planning

experience, recent, teamwork, how-to-do-it plans, stage, flexibility, corporate

example:

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




objectives

measurable, accomplish, when, terms, targets, commitment, spell out, motivation




MBO

objective, set, measurable, approach, controlling, planning, based




cost-volume-profit analysis

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.

THE WRITING MODULE

III. Writing exercises:

Exercise 1. Complete the sentences with the suggested words:

assigning, 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):

“Management by objectives”

“Trends in corporate planning”

“Objectives and the planning process”
Lesson 4. THE READING MODULE
Read the text: Organizing

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.

I. Reading Exercises:
Exercise 1. Read and memorize using a dictionary:

environmental complexity, contingency, relationships, responsibilities, advantage, differentiation, temporary, staff, rigid, flexible, authority, stable


Exercise 2. Answer the questions:

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.

The speaking module

II. Speaking Exercises:

Exercise 1. Describe organization charts; contingency design, decentralization, matrix organization, line and staff organization using the suggested words as in example:

organization charts

helpful, structural, horizontal, hierarchy, visual, skeleton, structural, delineate

example:

Organization charts are helpful visual aids for organizers. Representing the organization’s structural skeleton, organization charts delineate vertical hierarchy and horizontal specialization.




contingency design

demands, situations, uncertainty, to fit, setup, situational, all, environmental




decentralization

democratic, reducing, authority, delegation, praised, lower-level managers, control




matrix organization

organic, achieve, authority, horizontal, coordinated, combine, vertical, projects, because




line and staff organization

balance, command, functional, temporary, line, by giving, unity, staff, serves


Exercise 2. Ask questions to the given answers:

1) Question:

Answer: There are four basic departmentalization formats, each with its own combination of advantages and disadvantages.

2) Question:

Answer: Strategic business foster a high degree of decentralization.

3) Question:

Answer: Diagnosing the degree of environmental uncertainty is an important first step in contingency design.

The writing module

III. Writing exercises:

Exercise 1. Complete the sentences with the suggested words: step, advocates, uncertainty,

fit, should

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”

Lesson 5 The reading module
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.

I. Reading Exercises:

Exercise 1. Read and memorize using a dictionary:


farsightedness, rationale, implementation, synergy, growth, maturity, decline stages, leadership, feedback, forecasting, merge, ongoing process, differentiation


Exercise 2. Answer the questions:

  1. Why should managers at all levels need to think strategically and be familiar with the strategic management process?

2) What is strategic thinking?

3) What tools can help managers?

  1. What is ongoing evaluation based on?


Exercise 3. Match the left part with the right:

1. Strategic thinking

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


c) are more decentralized today.

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.

The speaking module

II. Speaking Exercises:

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:

strategic management

ensuring, ongoing, environment, competitively, fit, ever-changing, implementation

example:

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

interdependencies, planning, ability, synergy, cycles, tools, environment, look ahead




result-oriented strategic plans

downward, when, operational, translated, what, shorter-terms, how, intermediate




time series forecasts

values, intervals, determine, sequence, fixed, seek, future, at




event timing forecasts

occur, event, given, predict, if ever, will


Exercise 2. Ask questions to the given answers:

1) Question:

Answer: Strategic management effectively merges strategic planning, implementation, and control.

2) Question:

Answer: Popular forecasting techniques among today’s managers are informed judgment, surveys, and trend analysis.

3) Question:

Answer: Event outcome, event timing, and time series forecasts help strategic planners anticipate and prepare for future environmental circumstances.

The writig module

III. Writing exercises:

Exercise 1. Complete the sentence with the suggested words:

trace, that, through, decline, strate gically

Three tools ____ can help managers think ______ are synergy, product life cycles that _____ the life of a product _____ its introduction, growth, maturity, and ______ stages and Porter's three generic strategies.

Exercise 2. Compose a story on one of the topics (up to 100 words):

“ Strategic thinking”

“Major steps of strategic management”

“Forecasts in management”

  1   2   3
Учебный текст
© perviydoc.ru
При копировании укажите ссылку.
обратиться к администрации