Автор: Пользователь скрыл имя, 01 Апреля 2011 в 13:46, контрольная работа
During the life every person is more or less connected with various organizations; there is no organization without people, there no people which are not connected with an organization. Here we will speak about a business organization (a commercial enterprise), exercising the function of managing production, distribution and sale of goods and services for the buyers’ benefit and sellers’ profit. If a group of people wants to form of an organization, they should consider the following conditions: a) presence of at least two persons; b) presence of at least one general goal; c) presence of a team of members who have intention to work together in order to achieve this general goal.
Are there certain activities common to all managers? Can we define the task of a manager? There is a classic definition of the manager’s role. It says: “To manage means to forecast and plan, to organize, to command, to coordinate and to control.” This definition is still accepted by many people today, though some writer on management have somewhat modified this description. Instead of talking about command, they say a manager must motivate or direct and lead other workers.
In most companies, the activities of a manager depend on the level at which he/she is working.
Top managers such as the chairman and directors are more involved in long range planning, policy making and the relations of the company with the outside world. They make decisions on the future of the company, the sort of product lines it should develop, how it should face up to the competition, whether it should diversify etc. These strategic decisions are part of the planning function mentioned in classic definition.
Top managers: president, vice-president, chief executive officer (CEO) and members of the Board.
Middle management and supervisors are generally making the day-to-day decisions which help an organization to run efficiently and smoothly. They must respond to the pressures of the job which may mean dealing with an unhappy customer, chasing up supplies, meeting an urgent order or sorting out a technical problem. Managers at this level spend a great deal of time communicating, coordinating and making decisions affecting the daily operation of their organizations.
Middle management includes: division manager, department head, plant manager and operation manager.
Across the same levels in the organization we can find, a project manager, who is in charge of developing a certain project; a functional manager, who is charge of a major function, such as a department in the organization; a product manager, who is charge of a group of closely related products. General Managers are in charge of numerous functions within an organization or department.
First- line managers are those who coordinate and supervise the activity of operating employees. They spend most of their time working with employees, answering questions and solving day-today problems. Most first-line managers are former operating employees who were promoted into management. Common titles for first-line managers include: office manager, supervisor, foreman, and project manager.
In the opinion of Peter Drucker, a famous American writer on management, managers perform five basic operations.
Firstly, managers set objectives. They decide what these objectives should be and how the organization can achieve them. For this task, they need analytical ability.
Secondly, managers organize. They must decide how the resources of the company are to be used, how the work is to be classified and divided. Furthermore, they must select right people for the jobs to be done. For this, they not only need analytical ability but also understanding of human beings.
The third task is to motivate and communicate effectively. They must be able to get people to work as a team, and to be as productive as possible. To do this, they will be communicating effectively with all levels of the organization – their supervisors, colleagues and subordinates. To succeed in this task, managers need social skills.
The fourth activity is measurement. Having set targets and standards, managers have to measure the performance of the organization, and of its staff, in relation to those targets. Measuring requires analytical ability.
Finally, managers develop people, including themselves. They help to make people more productive, and to grow as human beings. They make them bigger and richer persons.
Successful people are not necessarily people who are liked or who get on well with others. They are people who command the respect of workers and who set high standards. Good managers need not be geniuses but must bring character to the job.
There are four major functions of managers: planning, organizing, leading and coordinating and controlling.
1) Planning includes identifying goals, objectives, methods, resources needed to carry out methods, responsibilities and dates for completion of tasks. Examples of planning are strategic planning, business planning, project planning, work force planning, promotions planning etc.
2) Organizing resources in order to achieve the goals in an optimal fashion. Examples are organizing new departments, human resources, office and file systems, re-organizing business, etc.
3) Leading includes setting direction for the organization, groups and individuals and influencing people to follow this direction.
4) Coordinating the organization’s systems, processes and structures to reach effectively and efficiently goals and objectives.
5) Controlling includes constant monitoring and adjustment of systems, processes and structures accordingly. Examples include use of financial control, performance management processes, measures to avoid risks etc.
A role is one of several behaviours a manager displays as he/she functions in the organization.
There are ten kinds of roles managers play in their organizations:
Interpersonal roles: executive; leader; connective.
Information roles: receiver; disseminator; representative.
Decision making roles: entrepreneur; remover; negotiator.
Sometimes a manager has to “wear different hats” in interaction with various members of the organization. Below some of the role will be named:
1.Figurehead role. As a head of a unit, the manager must perform certain ceremonial duties. He may be requires to entertain visitors, attend a subordinate’s wedding or jubilee celebrations, or participate in a group luncheon.
2.Leadership role. Manager plays this role by working to improve employees’ performance, reducing conflicts, providing feedback on performance, and encouraging growth.
3.Liaison role. Managers interact with others besides superiors and subordinates; they work with peer level managers in other departments, staff specialists, other department employees and outside contacts.
4.Monitor role. The manager is constantly monitoring the environment to determine what is going on. He collects information both directly, by asking questions, and indirectly, through unsolicited information.
5.Spokesperson or Representative Role. The manager speaks for his/her work unit to people outside the work unit. One part of this role is to keep superiors well informed and a second aspect is to communicate outside the organization.
6.Entrepreneur Role. In this role the manager initiates activities that will allow and encourage the work unit to use the ideas or methods most advantageously.
7.Disturbance Handler Role. If some parts of the work environment, such as schedules, equipment, contracts, etc. get out of control, the manager must handle these crises as they develop.
8. Resource Allocator role. The manager is responsible for determining who in the work unit gets the resources, and how much each person gets. These resources include money, facilities, equipment, and access to the manager’s time.
9. Negotiator Role. Managers are required to spend a good portion of their time in this role. Negotiating may be required on contracts with suppliers or on reallocating resources inside the organization, and so on.
The hallmark of good supervision is effective delegation. Delegation is when supervisors give responsibility and authority to subordinates to complete a task, and let the subordinates to figure out how the task can be accomplished.. Effective delegation develops people who are ultimately more fulfilled and productive. Managers become more fulfilled and productive themselves as they learn to count on their staffs and are freed up to attend to more strategic issues.
Delegation is often very difficult for new supervisors, particularly if they have had to scramble to start the organization or start a major new product or service themselves. Many managers want to remain comfortable, making the same decisions they have always made. They don’t want to risk losing any of their power and stature (ironically, they do lose these if they don’t learn to delegate effectively). Often, they don’t want to risk giving authority to subordinates in case they fail and impair the organization.
However, there are basic approaches to delegation that, with practice, become the backbone of effective supervision and development.
Below the following general steps are listed to accomplish delegation:
1. Delegate the whole task to one person. This gives the person the responsibility and increases their motivation.
2. Select the right person. Assess the skills and capabilities of subordinates and assign the task to the most appropriate one.
3. Clearly specify your preferred results. Give information on what, when, who and where. You might leave the “how” to them. Write this information down.
4. Delegate responsibility and authority - assign the task, not the method to accomplish it. Let the subordinate complete the task in the manner they chose, as long as the results are what the supervisor specifies. Let the employee have strong input as to the completion date of the project.. Note that you may not even know how to complete the task yourself- this is often the case with higher levels of management.
5. As an employee completes the task and renders an account to you summarize, their impression of the project and the results you prefer.
6. Get ongoing non-instructive feedback about progress on the project.
This is a good reason to continue to get weekly, written status reports from all direct reports. These reports should cover what they did last week, plan to do next week and analyze potential issues. Regular employee meeting provides this ongoing feed back as well.
7. Maintain open lines communication. Don’t hover over the subordinate, but sense what they are doing and support their checking in with you along the way.
8. If you’re not satisfied with the progress, don’t take the project back. Continue to work with the employee and ensure they perceive the project as their responsibility.
9. Evaluate and reward performance. Evaluate results more than method. Address insufficient performance and reward successes.
1. What is the difference between what is meant by the “administration” and “management”?
2. What points does a hierarchy of objectives of managerial objectives include?
3. Why is it important for any company to identify the economic on its management objectives?
4. What is the difference between the organizational objectives and company policy?
5. What are the key points of strategic management?
6. What is strategic management focused on?
7. Why is it vital for any company to have its strategic vision?
8. What are major steps of the effective strategic management?
10. Can you name the difference between strategic and operational management?
11. What are strategic competences?
12. Why are managers considered to be a driving force in business environment?
13. What are the activities common to all managers?
14. What are the responsibilities of top managers? Name their titles?
15. What are the responsibilities of middle managers and supervisors?
Name their titles.
16. What are the responsibilities of first-line managers? Name their job positions.
17. Name five basic operations performed by managers.
18. Describe four major functions of managers.
19. What kind of roles does a manager play in company activity?
20. What duties does a “figurehead” role imply?
21. How do you understand a “leadership” role?
22. What is meant under “monitor” role?
23. How do you understand “disturbance handler” and “liaison” roles?
24. What is the essence of delegating authority?
25. What are general steps helping to accomplish delegation?
1. get things done добиться выполнения чего-либо
2. definition C, n определение
3. enterprise n предприятие
4. predetermined goals заранее определенные цели
5. subservient adj. подчиненный, зависимый
6. essence C, n сущность, существо вопроса
7. sufficient adj. достаточный
8. sustainable adj. устойчивый, жизнеспособный
9. time schedule график работ, расписание
10.upgrade v повысить статус, качество; модернизировать
11.enabling Part.I дающий возможность, облекающий правом
12.daring n смелость, отвага, мужество
Syn: courage, boldness
13. imaginative adj. одаренный богатым воображением; воображаемый
14. genius гений
15. prediction C, n предсказание
Syn: forecast
16. reckless adj. безответственный; необдуманный
17. forecast прогноз
18. foreman мастер, бригадир, прораб, начальник цеха
19. set objectives определять цели, задачи
20. succeed (in) v добиться цели, результатов, преуспеть
21. measurement C, n система мер, измерение
22.target C, n цель, задача, план
23. human beings люди, человеческие существа
24. get (on… with ) v ладить с кем-либо
25.command the respect вызывать уважение
26. figurehead номинальный глава
27. liaison C, n контакт, связь, посредник
28. unsolicited information предоставленная добровольно информация
29. spokesperson C, n представитель, оратор
30. disturbance handler разрешающий проблемы
31. hallmark C, n признак, клеймо
Syn: symbol
32. scramble v протискиваться, пробираться с трудом
33. stature C, n рост, высота, телосложение
Syn.: height, build
34. impair v ослаблять, снижать, портить, уменьшать
Syn.: decrease, deteriorate
35. backbone n главная опора, основа, суть
36. assign v поручать, распределять, назначать на ….
Leadership is needed at all levels in organization. It is likely, however, that the leadership qualities required by a supervisor or manager are not the same as those required by the chief executive of a company. It is, therefore, difficult to define leadership satisfactory.
A typical definition is that the leader “provides direction and influences others to achieve common goals”. A chief executive must indeed give ‘direction’ but he must do much more than that. He has to create a ‘sense of excitement’ in the organization and convince staff that he knows where the business is going. In addition he must be a focus for their aspiration. As Peter Drucker, an American writer, says, “Leadership is the lifting of a man’s vision to higher sights, the raising of a man’s performance to a higher standard, the building of a man’s personality beyond its normal limitations.
When psychologists and other researchers first studied leadership, they tried to find out if leaders had special personal qualities or skills. The results of their research were disappointing. It became clear that there was not a set of qualities distinguishing leaders from non-leaders. Some studies had suggested, for example, that leaders were more intelligent, more self-confident, had better judgment etc. than other people. But, it was pointed out, that many people with these traits do not become leaders. And many leaders do not have such traits!