Complete the sentences with the appropriate forms of the phrasal verbs given in the box.



depend on      be suited for     push off slow down    rely on combine with get involved in

 

1. His decision … how soon he meets the committee.

2. The town … the seasonal tourist industry for jobs.

3. The car … as they passed the Customs.

4. He … being a CEO.

5. When rising prices … a lack of jobs, many people suffer.

6. The manager wants to … a new project.

7. No people like when somebody tries to … their work on them.

13. Study the meanings of the underlined compound words with the hand-element. Translate the sentences into Russian.

· hands-off=not involving or requiring direct control or intervention;

· hands-on=involving or offering active participation rather than theory; practical;

· hands-free=designed to be operated without using the hands.

 

1. This hands-off approach is the most frequent style of management practiced in the company.

2.  Most managers prefer hands-off work to the dictate of their bosses.

3.   Please plan to attend a hands-on seminar on computers next week.

4.  Hands-on training in the use of special equipment should not be neglected by future customs managers.

5. Devices that are typically used for hands-free communication use Bluetooth as its wireless technology.

6.   Drivers can use a hands-free phone.

Render the text in English and entitle it .

Существуют разные стили управления. Автократический (диктаторский) стиль приводит к утрате мотивации персоналом, лишенным права голоса.

Демократический подход к управлению предполагает совместную работу и делегирование некоторой ответственности коллективу, хотя иногда сотрудники считают, что на них просто перекладывают работу. Кроме того, это приводит к замедлению принятия решения, т.к. команда ожидает мнения руководителя, прежде чем перейти к следующему этапу работы.

Консультативный стиль управления опирается на обратную связь с персоналом, хотя сотрудники часто считают, что их мнение не учитывается. С другой стороны, данный стиль хорошо работает во время так называемого «мозгового штурма».

Еще одним стилем управления является подход, основанный на невмешательстве в действия команды, что способствует развитию инициативы и лидерских качеств у подчиненных, однако это может привести к конфликтам в том случае, если какой-то сотрудник возьмет на себя роль лидера и начнет диктовать другим, что им следует делать.

 

Role-playing

 

You are working for a company with a newly appointed CEO. His management style is totally different from that of his predecessor. Discuss with your colleague what the differences are and whether the CEO will bring good or bad changes to your organization.

 

Case-study/Project

 

Consider the cases described below. Discuss with you partner which of the four management tactics would work best in each case. Supply your opinion with sufficient argumentation.

Situation 1   The employees in your program appear to be having serious problems getting the job done. Their performance has been going downhill rapidly. They have not responded to your efforts to be friendly or to your expressions of concern for their welfare. 1. Reestablish the need for following program procedures and meeting the expectations for task accomplishment. 2. Be sure that staff members know you are available for discussion, but don’t pressure them. 3. Talk with your employees and then set performance goals. 4. Wait and see what happens.
Situation 2   During the past few months, the quality of work done by staff members has been increasing. Record keeping is accurate and up to date. You have been careful to make sure that the staff members are aware of your performance expectations. 1. Stay uninvolved. 2. Continue to emphasize the importance of completing tasks and meeting deadlines. 3. Be supportive and provide clear feedback. Continue to make sure that staff members are aware of performance expectations. 4. Make every effort to let staff members feel important and involved in the decision making process.
Situation 3   Performance and interpersonal relations among your staff have been good. You have normally left them alone. However, a new situation has developed, and it appears that staff members are unable to solve the problem themselves.   1. Bring the group together and work as a team to solve the problem. 2. Continue to leave them alone to work it out. 3. Act quickly and firmly to identify the problem and establish procedures to correct it. 4. Encourage the staff to work on the problem, letting them know you are available as a resource and for discussion if they need you.
Situation 4   You are considering a major change in your program. Your staff has a fine record of accomplishment and a strong commitment to excellence. They are supportive of the need for change and have been involved in the planning. 1. Continue to involve the staff in the planning, but direct the change. 2. Announce the changes and then implement them with close supervision. 3. Allow the group to be involved in developing the change, but don’t push the process. 4. Let the staff manage the change process.

 

(From: www.rpi.edu)


Self-assessment grid

Tick (✓) “Yes” or “No” answers in appropriate columns and lines to self-assess your knowledge and skills. Yes No

I know:

- the topical vocabulary “Management styles”;
- four main styles of management;
- the meanings of quantitative adjectives (a) few, many, much, more, less, least;
- the meanings of compound nouns with the element hand-.
I can:
- match words from the text with their definitions;
- use noun+noun word combinations;
- use the pattern I feel/don’t feel like+Ving;
- compare positive and negative features of different styles of management;
- use collective nouns staff, team in countable/uncountable meanings;
- form abstract nouns with the suffix –ship;
- use some phrasal verbs in appropriate contexts;
- render a Russian text in English;
- speak on different styles of management;
- consider different situations (cases) and choose the best style of managing them.
Total number of positive/negative answers:

Module 5

Pre-reading issues

 

1. What in your opinion are the real challenges in managing people?

2. Where do you see the actual contribution of HR management in achieving organizational goals?

3. Which individual characteristics will give you a competitive edge in the global business environment?

4. How do you think your future employment will be affected by the changing nature of work?

5. If you are looking for work or working, what do you expect from your employer? What do you think your employer expects from you in return?

Human resource management

There are three main organizational resources: human resources, financial resources and technological resources. Organizations not only have to match the organizational needs, but also the values of their employees. Today managers are not only responsible for getting the job done but also for finding the right people for the right job.

Managing people is not a straightforward thing. People are complex beings that have complex needs. Human resource management (HRM, or simply HR) is the management of an organization’s workforce, or human resources.HRM is a set of policies and procedures that govern the nature of work and regulate the relationship between the employee and the organization. The purpose of HRM is to ensure that the employees of an organization are used in such a way that the employers obtain the greatest possible benefit from their abilities and the employees obtain both material and psychological rewards from their work.

One of the most important distinctions between personnel management and HRM lies within their aims. Personnel management regards employees as cost and aims to minimize cost and increase productivity. HRM, however, sees employees as human resources and its main aim is to improve, develop and retain its resources.

The second distinction is their function. Personnel managers play a third-party role, seeking agreement between management and employees, where the emphasis is on managing a consensus. Personnel management follows a set of rules and regulations that state what to do when an employee has a problem. It deals with immediate concerns and has a more administrative function.

HRM has a long-term agenda. Its focus is on employee development which includes the management of managers. It is a strategic function where recruitment, selection, the welfare of employees, their training, development and retention are planned and the most effective ways of putting these ideas into practice are designed in alignment with the organization’s strategic goals.

Organizational flexibility is vital for survival in competitive markets and through the rapidly changing consumer trends. As a result there is a greater need for skilled workforce with multiple competences.

There are four main points that HR managers have to analyze in order to establish a healthy and effective strategic HR function:

- current state of the workforce;

- internal strengths and weaknesses;

- external opportunities and threats;

- the path (how do we know that we are on the right path).

Organizations gain competitive advantage by adapting faster to changes that occur in their environment. This requires long-term organizational flexibility and innovation which come from the people who work in that organization, i.e. its human resources.

(From: http://en.wikipedia.org; Human Resource Management)

Text comprehension

1. What three main organizational resources can you name?

2. What is human resource management?

3. Are HR managers responsible for finding the right people for the right job?

4. Is it easy or difficult to manage people? Why?

5. What is the purpose of HRM?

6. What are the main distinctions between personnel management and HRM?

7. Explain how you understand the phrase “the management of managers.”

8. Why is organizational flexibility vital?

9. What kind of workforce is needed today?

10. What four main points do HR managers have to analyze?

11. How can an organization gain competitive advantage?

 


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