A) Explain the words given in italics. Make up sentences of your own. Use English-English dictionaries to help you.

Date: 2015-10-07; view: 634.

Ask five questions to the text.

b) Find synonyms for the words:

Identify, flow, report, group, spend, support, complex, opinion.

7. Complete the following sentences according the text:

1. Effectiveness of a manager's activity depends on …………..

2. A conceptual skill is the ability of a manager to see ………..

3. A decision making skill is the ability of a manager to chose the best course of actions of ……..

4. An analytic skill is the ability to determine the most important problems and identify the causes of each problem before …....

5 An interpersonal skill is very important for ………

6 A technical skill is a specific competence to accomplish …….

7.The first-line managers have the closest connection with …….

8.Translate into English:

1 Психологическое мастерство определяется как способность менеджеров эффективно взаимодействовать с другими людьми.

2. Для хорошей психологической атмосферы такое мастерство имеет определяющее значение.

3. Способность менеджера видеть общую картину организации является одним из важных факторов эффективной работы как сотрудников, так и компании.

4. Концептуальное мастерство имеет очень большое значение для высших менеджеров, т.к. без него нельзя спланировать и разработать стратегии для организации в целом.

5. Административное мастерство - это способность менед­жера исполнять организационные правила для процесса производства.

6. Менеджеры проводят большую часть своего времени, общаясь с людьми.

7. Менеджеры должны постоянно делать доклады и предоставлять отчеты о своей работе.

8. Менеджеры, имеющие отношение к производственному процессу, должны владеть техническими умениями.

9. Менеджеры контролируют работу подчиненных.

9. Some phrases were taken out from the text, so insert them into the appropriate gaps. Read and translate the text:

a) not made;

b) different physiological potential;

c) learnable and teachable;

d) good managers;

e) natural endowments;

f) generally incorrect;

g) come close;

h) mature skills.

DEVELOPMENT OF MANAGERIAL SKILLS

Many people believe that, 1) ………. like some good ath­letes, are born, 2) …….. Yet research has indicated that this belief is 3) ………….. Even though it cannot be denied that people are born with 4) …………and that they are endowed with unequal amounts of intelligence. An athlete who is not equipped with natural physical advantages is not likely to run a hundred yards in record time. On the other hand, many individuals who are "natural athletes" have not 5) …………. to that goal either.

Most superior athletes are individuals with some natural en­dowment, who by practice, learning, effort, sacrifice, and experience have developed their natural endowment into 6) ……….. The same holds true for a good manager; by practice, learning, and ex­perience one develops 7) ……………. of intelligence and per­sonal characteristics into the mature skills of a good manager. The skills involved in managing are as 8) ………….as are the skills in playing tennis. But it takes time, effort and determina­tion for a supervisor to develop managerial skills.

10. Match the terms and their definitions:

11. Read Behavioral Management Interview Questions and comment upon them as if you've faced them in real life.

· If I were to interview the people who have reported to you in the past, how would they describe your management style?

· If I were to interview your reporting staff members, how would they describe your strengths and weaknesses as a manager and supervisor?

· Give an example, from your past work experiences, about a time when you had an underperforming employee reporting to you. How did you address the situation? Did the employee's performance improve? If not, what did you do next?

· Rate your management skills on a scale of 1 to 10 with 10 representing excellent management skills. Provide three examples from your past work experiences that demonstrate your selected number is accurate.

· Describe the work environment or culture and its management style in which you have experienced the most success.

· Tell me about a time when you had a reporting employee who performed very well. The employee exceeded goals and sought more responsibility. Describe how you handled this situation day-to-day and over time.

· Describe three components of your philosophy of management that demonstrate what you value and add, as an individual, to an organization's culture and work environment.

· What factors are crucial within an organization and must be present for you to work most effectively?

· Tell about a time when you reorganized a department or significantly changed employee work assignments. How did you approach the task? How did the affected employees respond to your actions?

· One of the jobs of a manager or supervisor is to manage performance and perform periodic performance reviews. Tell me how you have managed employee performance in the past. Describe the process you have used for performance feedback.

· When you have entered a new workplace in the past, as a manager or supervisor, describe how you have gone about meeting and developing relationships with your new coworkers, supervisors, and reporting staff.

· As a manager or supervisor, one of your jobs is to provide direction and leadership for a work unit. Describe how you have accomplished this in the past.

12. Puzzle out the crossword:

1 – решающий; 2 – приблизительно ; 3 – подчиненный; 4 – навык; 5 – процент; 6 – среда; 7 – определенный; 8 – поток; 9 – предписывать; 10 – сложный.

13. Analyze this table in English:

Таблица 1. Модели менеджмента

14. Render this text in English:

THE MYTHS OF WORKING LONGER HOURS:

WHAT IS REALLY HAPPENING IN EUROPE?

In Volkswagen, Mexico, management appears to have told Mexican workers that all German workers are now working 48 hours a week and that they should also do so in order to regain competitiveness. But is this really the case? Are workers in the German private sector now working massively 40 or even longer hours a week? An overview of recent company agreements allows for the presenting of a more balanced picture:

· At Siemens, the 40 hour week (with 5 unpaid extra hours) is limited to two mobile phone factories which employ 4000 workers. The rest of the 160,000 total work force of Siemens continues to work on a 35 hour basis. Also, the local Siemens agreement is limited in time so that the working time increase is valid for the next two years only.

· The Daimler–Chrysler agreement increased working time (without pay) for 6,000 workers, mainly in the services sector. For these workers, the working week will be gradually increased to 39 hours. However, for older workers (above 54 years), the working week has been reduced to 34.5 hours. Again, the remaining work force of Daimler Chrysler (160,000 workers) is sticking tothe 35 hour week.

· At Thomas Cook, the local collective agreement introduces 1.5 additional working hours, again limited for the next one or two years. The agreement also stipulates that workers will receive in 2006/2007 a lump sum of 1,000 euro as compensation, depending on the profit situation.

· The agreement concluded at General Motors (Opel Rüsselheim) did not resort to longer working hours at all. Confronted with chronic overcapacity, GM will cut some 10,000 jobs in Germany. Workers will be offered a severance payment as well as the possibility to join a ‘transfer company' where they can be re-trained for one year, while receiving 85% of the previous net wage. The ‘transfer company' itself is financed by Opel and the federal labour agency. Management does announce to look for reducing the house pay schedule to the wage levels agreed upon in the sectoral agreement in a negotiation round coming up beginning next year.

Most likely because employers' attempts to increase the working week do not really get off the ground, some governments try to lend a helping hand. In France for example, government has staged another attack on the 35 hour week it inherited from the previous administration. French government now wants to reduce compensation for overtime, increase the legal limit on annual overtime from 180 to 220 hours and to link overtime with ‘time savings accounts over the life cycle'. In the Netherlands, government has put the 40 hour week on the agenda of collective negotiations for the civil servants' sector.

MYTHS AND FACTS ABOUT WORKING LONGER HOURS IN EUROPE:

A NOTE FROM THE EUROPEAN TRADE UNION CONFEDERATION

etuc@etuc.org