Text 3. MANAGING PEOPLE

Date: 2015-10-07; view: 603.

Insert the necessary prepositions: at, by, in, for, of.

1. All this done ___workers.

2. It's important to achieve the goal ___organisation,

3. A manager should be knowlegebale ___the field of business running policy.

4. He shoul be perssistent in getting ___the root of the matter.

5. A manager developes methods ____planning.

Managing people requires a high level of knowledge of human behaviour and psychology. Of particular importance for a manager in managing people is the relationship between the manager and his/her subordinates. If a man­ager wants to be effective, he must try and develop the skills for managing people. Here are a few recommendations to this end.

To manage well you need to work in a climate of mutual trust and re­spect. The manager has to create an atmosphere of trust and mutual respect.

Keep calm when confronted with employees who oppose any new plan or suggestion.

To motivate performance use the Productivity Formula: "Talent times Relationship, plus Expectations, equals Productivity".

Make sure people's expectations of what they are to contribute to the business are clearly understood by all.

Project your positive personal attributes; be spontaneous, open and hon­est; show patience and a desire to attentively listen to and understand a person.

Be consistent and show people that they can entirely rely upon you.
Increase your positive feedback, guidance and constructive criticism.
Maintain a high level of input; actively teach what people need to know.

Use the One Minute Reprimand to get rid of the subordinate's behaviour you dislike. Be very specific about what the person did wrong; take 30-seconds (and no more) to say how you feel: disappointed? angry? frustrated? Keep the person's attention focused on what he/she did wrong and not on how you are going to treat him personally.

Clear goals are the basis for all good performance. Set goals in the begin­ning. Remember: goals must be attainable (achievable), and everyone has to know them.

Respect your subordinates and authorise them to think. Take pride in their talents and accomplishments. Recognise and celebrate their victories. En­courage people for their contribution (input) to the victory.

Think of innovation as a better way to get the work done. Banish un­necessary paper, rules and bureaucracy.

3. Form adverbs from adjectives, effective, attentive, positive, personal, honest, calm, clear.

Memorandum In managing people be guided by the following rules:

- create aclimate of trust and mutual respect,

- keep calm when confronted with subordinates who oppose your plans or suggestions,

- project your positive personal features: be spontaneous, open and honest,

- show patience and a desire to attentively listen to and understand a person,

- be consistent andshow people that they can rely upon you,

- set clear and achievable goals,

- respect your subordinates,

- encourage people for their good work,

- pay a great deal of attention to innovations,

- banish bureaucracy.

6.Read and translate the interview with a manager:

Interviewer: John, what do managers need in order to be good managers?

John: Well, I think good managers need to be good at four things, really.

First of all, they need to be good at observing – that's so they can understand the behaviour, the strengths and weaknesses of their staff. The second thing is, I suppose, that they need to be good at listening – so they can learn about their staff's problems. The next thing is, it's important for them to be good at asking questions – so that they can find out all the information they need to make the right decisions. And last of all, I think they have to be good at speaking so they can communicate their objectives clearly to all their staff.

Interviewer: John, what can you say about managing international teams? This can present many challenges. What qualities and skills should international managers have?

John: Well, if you manage international teams, then it's really important to spend enough time preparing yourself for managing these international teams. Learn as much as you can about their language, their culture and the local conditions. And you also need to spend a lot of time with the local people. Don't try to be an expert in the three first months or so. You should take time to observe and to learn and ask questions.