Ex.5. Answer the questions

1.Why can we describe management as art? 2.Why is it science at the same time? 3.What are the four basic pillars of management? 4. What is the value of management? 5.What does management start with? 6.What questions should be answered while planning? 7.How can you make the plan happen? 8.Why can we compare directing people with conducting an orchestra? 9.What should be done if something doesn’t go according to the plan? 10.Can one improve management skills, do you think?

Ex.6. Give the main ideas of the text.

Ex.7. Study the functions of management at different levels.

Levels of management

Most organizations have three management levels: first-level, middle-level, and top-level managers. These managers are classified in a hierarchy of authority, and perform different tasks.

Top-level managers (board of directors, president, vice-president, CEOs, etc.)

They are responsible for controlling and overseeing the entire organization. They develop goals, strategic plans, company policies, and make decisions on the direction of the business. In addition, top-level managers play a significant role in the mobilization of outside resources and are accountable to the shareholders and stakeholders.

According to Lawrence S. Kleiman, the following skills are needed at the top managerial level: broadened understanding of how: competition, world economies, politics, and social trends effect organizational effectiveness.

Top management's role is:

· Lay down the objectives and broad policies of the enterprise.

· Issue necessary instructions for preparation of department budgets, procedures, schedules, etc.

· Prepare strategic plans and policies for the enterprise.

· Appoint middle level executives, i.e., departmental managers.

· Control and coordinate activities of all departments.

· Maintain contact with the outside world.

· Provide guidance and direction.

· Answer to shareholders for the performance of the enterprise.

Middle-level managers (general managers, branch managers and department managers). They are accountable to the top management for their department's function. They devote more time to organizational and directional functions. Their roles can be emphasized as executing organizational plans in conformance with the company's policies and the objectives of the top management, they define and discuss information and policies from top management to lower management, and most importantly they inspire and provide guidance to lower level managers towards better performance. Their functions include:

· Design and implement effective group and inter-group work and information systems.

· Define and monitor group-level performance indicators.

· Diagnose and resolve problems within and among work groups.

· Design and implement reward systems that support cooperative behavior.

First-level managers

Consist of supervisors, section leads, foremen, etc. They focus on controlling and directing. They usually have the responsibility of assigning employees tasks, guiding and supervising employees on day-to-day activities, ensuring quality and quantity production, making recommendations, suggestions, and up channeling employee problems, etc. First-level managers are role models for employees that provide:

· Basic supervision

· Motivation

· Career planning

· Performance feedback

Ex.8. Translate the questions into English and let your partner answer them.

Сколько уровней менеджмента существует в большинстве организаций? Какие должности относятся к топ-менеджменту? За что отвечают топ-менеджеры? Кому подотчетны топ-менеджеры? Какими умениями должны они обладать? Какова роль топ-менеджмента?

За что отвечают менеджеры среднего звена? Перед кем они отчитываются? Каким функциям они уделяют больше всего времени? Какова их роль в отношении менеджмента низшего звена? Какие конкретные функции они выполняют?

Какие должности относятся к низшему звену менеджмента? В чем их основная функция? Каковы обязанности менеджеров низшего звена? Какую роль они выполняют по отношению к рядовым сотрудникам?

Ex.9. Watch Video 6 (“How to Become a Manager”). Say if the statements are true or false.

1.The first thing for you to decide is if you can really become a manager.

2. Your employers should analyze your strengths and weaknesses.

3. You should discuss the issue with the top-manager of your company.

4. You should look at your current manager as a role-model.

5. You should ask your friends for advice.

6. You should ask your managers if they can provide tools and resources, training and development for you to become a manager.

7. The career advisor doesn’t think that having a mentor is very important for becoming a manager.

8.You should show the employers your abilities to research, assimilate and communicate.

9. Every organization has internal workshops to prepare managers.

10. Communication skills are of first-rate importance  in management.

Ex.10. Video 6 presents one of the ways to become a manager in an American company. Do you think her advice is applicable in Russia? What would you do in a different way? Discuss the ideas with your partner. Draw with your partner a path to management in Russia.

Ex.11. Role-play. A young promising employee comes to his current manager and tells him about his desire to start a career in management. The latter is ready to help him.

Ex.12. Discuss the questions.

 

Is a manager always a leader? Are there born leaders? Who do you call a leader? Make up a list of traits common to leaders. Are there any leaders in your group? Are you a leader?

 

Ex.13. Read the text about leadership.

Leadership

Leadership is "organizing a group of people to achieve a common goal". The leader may or may not have any formal authority.

 A leader is a person who has a vision, a drive and a commitment to achieve that vision, and the skills to make it happen. Leaders see a problem that needs to be fixed or a goal that needs to be achieved. It may be something that no one else sees or simply something that no one else wants to tackle. Whatever it is, it is the focus of the leader's attention.

 It is not enough to just have a vision. Lots of people see things that should be done, things that should be fixed, great step forward that could be taken. What makes leaders different is that they act. They take the steps to achieve their vision.

Leaders have the strength to move their vision forward despite all the obstacles, despite all the people saying it can't be done, it's too costly, we tried that before, or a dozen other excuses. The true leader perseveres and moves forward.

If you make the transition from manager to leader, you will achieve the success you truly want in your management career.