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Part 1

ESP In-Depth: English for Management Studies

«МГИМО-Университет»

ВВЕДЕНИЕ

Учебник 'ESP in-Depth. English for Management Studies. Part 1' представляет собой составную часть УМК'English for Management Masters. Competence Approach',созданного в рамках инновационного проекта МГИМО по модернизации подготовки студентов по английскому языку специальности (уровень — магистр, специализация – международный бизнес и деловое администрирование, специальность №521500, «Менеджмент»).

Основной целью учебника является развитие и совершенствование переводческих компетенций, а также общих и языковых компетенций, приобретенных студентами в курсе бакалавриата в соответствии с квалификационными характеристиками, разработанными в рамках Болонского процесса и предъявляемыми к выпускникам магистерских программ. В основу учебника положен междисциплинарный подход, позволяющий увязать структуру курса с теоретическими знаниями, по-лученными в ходе изучения базовых дисциплин.

Важнейшей задачей курса также является обучение студентов целому ряду других языковых и речевых компетенций, что обусловлено потребностями будущей профессиональной деятельности, предполага-ющей как письменные, так и устные формы общения на английском языке. Наряду с переводческой деятельностью выпускники магистра-туры занимаются аналитической обработкой информационных потоков, освещающих опыт инновационной, управленческой и маркетинговой деятельности ведущих российских и иностранных компаний, что предполагает обладание научно-исследовательскими, информационно-аналитическими, правовыми, социокультурными и организационно-управленческими компетенциями. Перечень компе-тенций детально сформулирован в каждом уроке учебника. Учебник имеет прагматическую направленность и предполагает адаптивность к изменяющимся реалиям рынка труда. Приобретаемые языковые навыки используются для углубления профессиональных знаний, получаемых в курсах профилирующих дисциплин, что достигается посредством изучения научной литературы, чтением англоязычной периодики, работой с аудио- и видеоматериалами.

Модули и отдельные уроки включают следующие типовые виды работ:

§ опрос, позволяющий выявить наличие у студентов фоновых знаний по соответствующей проблематике;

§ обсуждение и выполнение заданий к текстам по профессиональной тематике;

§ письменный и устный перевод статей с английского языка на русский; реферирование текстов из русскоязычных источников на английском языке

§ выполнение лексических упражнений разного типа

§ публичное представление и обсуждение практических заданий (презентаций, докладов, аналитических записок).

В основу учебника положены следующие базовые методические принципы:

Личностно-ориентированный и рефлексивный подходы, которые предоставляют студентам некоторую академическую свободу в выборе заданий, исходя из их языковых потребностей и нацелены на мониторинг собственной учебной деятельности (рубрика REFLECTION SPOT и PORTFOLIO).

Принцип интеграции всех видов речевой деятельности в обу-чении иностранным языкам предполагает многократную повто-ряемость. В результате одни и те же компетенции развиваются и закрепляются на протяжении всего курса и в тесной связи с другими навыками и умениями.

Академическая автономия студентов предполагает их участие в выборе и обсуждении учебных материалов и готовит их к обучению в течение всей жизни, формируя способность адаптироваться к изме-няющимся условиям на рынке труда.

Аутентичность и актуальность учебных материалов, реальные задания (рубрика GET REAL), которые во многом имитируют будущую профессиональную деятельность, ролевые игры, case-studies, проблемный и проектный методы обучения и другие современные виды учебной деятельности также направлены на приобретение и совер-шенствование компетенций (рубрики HUNGRY MINDS, FOOD FOR THOUGHT, HAVE YOUR SAY, BUSINESS SKILLS и др.).

Принцип ‘открытости содержания образования' предполагает работу не только с учебником, но и тематическими аудио- и видео-материалами интернет-сайтов. Задания рубрики IT MATTERS рассчита-ны как на аудиторную, так и самостоятельную работу студентов.

Каждый урок учебника содержит тематический словарь, который активизируется как в языковых упражнениях (LANGUAGE FOCUS), так и в заданиях других рубрик. Наряду с текстами подобраны и разра-ботаны аудио- и видеоматериалы.

Учебник включает 8 уроков и рассчитан на 34 аудиторных часа и внеаудиторную работу студентов. Продолжением курса служат пособие “ESP– in Depth. English for Management Studies. Part 2” (Виноградова Н.Н.) (Английский для изучающих менеджмент. Часть 2).

Авторы

CONTENTS

UNIT 1. GREAT MANAGERS AND BIG IDEAS. 5

UNIT 2.THE NEW ORGANISATION.. 22

UNIT 3. KEEP THE CUSTOMER SATISFIED.. 38

UNIT 4. CASE STUDY – DELL.. 56

UNIT 5. QUALITY MANAGEMENT.. 71

UNIT 6. SIX SIGMA vs INNOVATION.. 83

UNIT 7. INNOVATION MANAGEMENT.. 101

UNIT 8. BRAND MANAGEMENT.. 126

UNIT 1. GREAT MANAGERS AND BIG IDEAS

Competencies: · developing the ability to understand the structure of the text · developing translation skills · developing subject-specific skills · grasping the gist of an extended text · developing team-work skills

READING AND SPEAKING (1)

· What great managers of the past century do you know?

· What are they famous for?

· What is their contribution to the art and science of management?

· What great management ideas can you name?

1. Put the jumbled paragraphs of the text in the correct chronological order.

The Big Ideas

a)

Quality. W. Edwards Deming hated American management style, and by the 1980s American managers came to love him for it. Deming, the traveling evangelist of quality, had been ignored by American corporations in the late 1940s when he tried to interest them in his statistical methods for process control. So in 1950 he took his tent show to Japan, where he railed against American evils like competition (cooperation was more constructive), production quotas (which sacrificed quality for quantity), and end-of-the-line inspections (which in effect plan for defects rather than design processes to prevent them). Having lost everything in the war, Japanese manufacturers proved receptive and soon were taking market share from American companies. When an American television program "discovered" Deming in 1980, business was finally ready to listen to it.

b)

Leadership. The most ingenious corporate structure means nothing unless someone leads it well. One of the earliest and most original thinkers on leadership issues was Mary Parker Follett, a New England social worker trained in political science who became an adviser to business leaders in the 1920s and 1930s. Follett preferred constructive conflict to compromise. She believed employees should have a voice in how things are done, but only if they share in the responsibility. And half a century before the business schools got around to it, she spoke of managers who lead with shared vision and common purpose. No wonder Peter Drucker has called her the "prophet of management."

c)

Scientific management. Frederick Winslow Taylor is the management thinker humanists still love to hate, although he's been dead since 1915. His system of scientific management, they say, dehumanizes workers and reduces management to a matter of measure ments. But ever since Taylor's methods of "working smarter" first made him famous at the turn of the century, our appetite for greater productivity has been insatiable.

Taylor first got out his stopwatch in 1881 in the hope that science could end a tug of war over piece rates. As a young foreman at Midvale Steel in Philadelphia, he was expected to cut rates when production was high, but he knew that workers would react by holding down production when rates fell. Seeking a Platonic ideal of steelmaking, Taylor carefully isolated and timed each step in the process. Along the way, he saw ways to improve the system — by rearranging the shop, modifying a tool, or eliminating a movement. He supplied instruction cards so that the machinist didn't need to think: Taylor had done the thinking for him. Taylor spent the next 30 years refining his principles of scientific management. When in 1910 Louis Brandeis publicized Taylor's ideas to expose the wasteful habits of the railroads, the efficiency era was born. "In the past the man was first," Taylor wrote. "In the future the system must be first."

d)

Modern Corporation. Turning a random assemblage of car companies into what has been America's largest corporation for the better part of seven decades is impressive, but it didn't earn Alfred Sloan Jr. a place on this list. What did was his design for General Motors — multiple divisions controlled and supported by a central core. That set the standard for the modern decentralized corporation.

e)

Management guru. If Peter Drucker's name comes up frequently in these pages, it might be because he has chronicled or anticipated almost every major management landmark, from GM at the close of the Sloan era (in Concept of the Corporation) to knowledge workers (a term he coined 40 years ago). The Practice of Management, first published in 1954, is still going strong. The original management guru (a word Drucker says people use only because "charlatan" is too long to fit in a headline), Drucker has done more to legitimize management as a profession than a business school full of theorists.

f)

Labor rights. Not all big ideas about managing have come from managers. No one has fought harder in this century than labor unions to make work safer and more fair. And no one better personifies the nobler side of labor's struggles than Walter Reuther. He negotiated the 1955 merger of the Congress of Industrial Organizations (which he led) with the American Federation of Labor and broadened labor's influence. In 34 years with the United Auto Workers, he championed the rights of workers to medical coverage, pensions, and unemployment benefits. The boss was still the boss, but the workers had found a voice.

g)

Reengineering.Michael Hammer and James Champy set the business world on fire in the early '90s, selling two million copies of their manifesto, Reengineering the Corporation and FORTUNE, we admit, helped to fan the flames. Now that reengineering is about as popular as Linda Tripp, it's fair to ask, what were we thinking? First, Hammer and Champy's vision was no mere cost-cutting tool but the first large-scale, systematic application of information technology to management. By re-imagining business processes, companies could put back together tasks that Taylor and Co. had pulled apart, building responsibility into jobs that used to pass the buck. Second, no one said reengineering would be easy. In fact, one critic has compared it to chemotherapy ― a radical treatment that destroys a lot along the way. Half-hearted attempts pretty much guaranteed failure. And there were plenty of failures, not to mention that companies used the idea to justify willy-nilly downsizing. As the authors later acknowledged, they hadn't paid enough attention to the people.

h)

Assembly line. Henry Ford gets his due elsewhere in this magazine, so why mention him here? Two words: mass production. In 1909, Ford produced almost 14,000 cars; just five years later the moving assembly line had increased output to over 230,000. Ford's moving assembly line upped Taylor's ante: Taylor tested the maximum a man could produce; Ford's assembly line had its own speed, and the workers had to adapt to it.

i)

Managing by the numbers. Add, subtract. That pretty much sums up 30 years of finance-driven management. The '60s brought the conglomerate era, when companies like ITT branched out into rental cars, hotels, and Wonder Bread bakeries. It was no drawback to be ignorant about these new businesses, the gods of finance proclaimed — with good data, you could manage anything. Bigger was better, and being on top of the FORTUNE 500 was best. But the conglomerate strategy did not stand the test of time. Harold Geneen, the king of the conglomerates, managed to hold ITT together until he stepped down as CEO in 1977. Disassembly followed. By the 1980s the momentum had reversed, so the equation 2 + 2 = 5 was now 5 – 2= 7. What fueled the frenzy of the Deal Decade were new fads in financing — leveraged buyouts and their new currency, junk bonds. By piling on debt, takeover artists aimed to force managers to eliminate waste and reawaken the entrepreneurial impulse in bloated businesses. Although investors saw gains, often such deals left companies strapped for capital to invest in the future or sent once stable businesses into bankruptcy.

j)

Knowledge management. If the Internet economy has taught us anything, it's that the physical world Frederick Taylor lived in determines less and less of what we value. A good idea, especially one that is well timed, has almost unprecedented worth. It follows, then, that the stuff between workers' ears, obviated by Taylor and barely tolerated by Ford, becomes treasure to today's managers. Now the challenge for managers is how to capture, harness, and develop that knowledge profitably.

k)

Brand management. It's tough out there in consumer-products land: so many products, so little supermarket shelf space. But those crowded shelves are a testament of sorts to the glory of brands. And all those brands, in their sometimes maddening variety, owe their vitality to an idea that surfaced at Procter & Gamble way back in 1931. The poor showing of Camay against the well-established Ivory soap led P&G manager (and future CEO) Neil McElroy to suggest that what Camay needed was an advocate. This "one man, one brand" system turned company men into entrepreneurs who went all out for their product, a system that left its mark on products the world over.

Fortune, November 22, 1999

Notes

2. Discuss the following questions.

1. What are the aims of the total quality management (TQM) and re-engineering?

2. What management concept is behind creating a conglomerate and a focused business?

3. What is Taylorism?

4. What does synergy mean in management?

5. What big ideas were developed in the car industry?

6. What is the contribution of Proctor & Gamble to the management theory and practice?

READING AND SPEAKING (2)

3. Scan the following article and say what conclusions were made in the study “Management Practice and Productivity.”

What witch doctors?

Maybe management theory is not hocus pocus after all

ONCE again, scepticism about management theory — at least as business schools teach it — is growing. In his latest book, “The Future of Management”, Gary Hamel notes that several top executives — including Sergey Brin and Larry Page (the “Google Guys”) and John Mackey of Whole Foods Market — did not go to business school. Donald Trump is a Wharton alumnus, but you would not guess it from his new bestseller, “Think Big and Kick Ass in Business and Life”, with its street-fighter's advice to always get even and never marry without a prenuptial agreement. Rakesh Khurana's new book about business schools, “From Higher Aims to Hired Hands”, charts how management science declined from a serious intellectual endeavour to a slapdash set of potted theories.

All of this seems in keeping with the sceptical title of a book about management theorists written a decade ago by two journalists at The Economist (one now its editor-in-chief) called “The Witch Doctors”.

A new study begs to differ, arguing that firms implementing sound management practice have higher labour productivity, sales growth and return on capital. “Improved management practice is one of the most effective ways for a firm to outperform its peers,” concludes the study, “Management Practice and Productivity: Why They Matter”. That this is at all controversial shows how far management theory has fallen from its peak early in the 20th century, when it seemed that the science of running firms would be as rigorous as, say, applied physics.

To prove their case, the study's authors, including Nick Bloom of Stanford University and John Van Reenen of the London School of Economics, have interviewed managers at some 4,000 companies in America, Europe and Asia. (This advances an earlier study of 700 firms in America, Britain, France and Germany.)

Using the interviews, the authors rated management practices on a scale of one to five (with one being worst and five best) across 18 categories within three broad areas: shop-floor operations, performance management and talent management. There seems to be no magic bullet: a firm's average score across all 18 dimensions was the best guide to whether it would outperform its peers.

Many of the detailed findings are more surprising. In every part of the world, the spread between the best and worst run firms is wide. American firms tend to be best run, with an average score of 3.3, and Indian firms are the worst, with an average score of 2.62. But the best 20% of firms in India performed better than the average American firm, and the best 10% of Indian firms outscored 75% of American firms.

In every country surveyed, businesses owned by multinationals tend to be better run than their locally owned peers. Multinational firms in India scored better than any other businesses except American multinationals operating in America. When a local firm is acquired by a multinational, the quality of its management tends to rise.

Multinationals have an edge, the authors argue, because they “have been forced to take a systematic approach to management. Only by having strong, effective management practices in place have they been able to replicate the same standards of performance across different regions, cultures and markets.”

Another driver of better management practice is competition, which has the strongest effects on the worst managed companies. In many countries, weak competition allows too many underperforming, poorly managed firms to survive. When firms with a score of 2 or less are excluded, the average score across the board rises from 2.62 to 2.88 in India and from 2.64 to 2.91 in Greece, compared with a small rise from 3 to 3.09 in more competitive Britain and from 3.3 to 3.33 in super competitive America.

One other notable finding: firms with dispersed ownership scored best and performed best, whilst those owned and run by their founders or members of the founder's family performed relatively poorly. Worst of all were family-owned firms run by the founder's eldest son, with an average management score of 2.53, further proof of the wisdom of Warren Buffett's opposition to the hereditary principle, which he calls the “lucky sperm club”, and describes as akin to “choosing the 2020 Olympic team by picking the eldest sons of the gold-medal winners in the 2000 Olympics.”

Economist.com, Nov 13^th, 2007

Note

The Witch Doctors — the book by John Micklethwait and Adrian Wooldridge, the Economist editors (the former became editor-in-chief in 2006).

4. Answer the following questions.

1. Why is scepticism to management theory growing?

2. In what way is the new study different?

3. What methods did the authors use?

4. What areas of management did the survey cover?

5. Which companies were better run in every country?

6. What other factors tend to improve management practices?

7. Is the form of ownership important for corporate performance?

8. What is Warren Buffett's attitude to hereditary principle? Do you agree with him?

5. Explain the following.

1. a Wharton alumnus

2. to get even

3. a serious intellectual endeavour

4. a slapdash set of potted theories

5. all of this seems in keeping with

6. to prove one's case

7. there seems to be no magic bullet

8. shop-floor operations

9. performance management

10. dispersed ownership

11. underperforming firms

12. to replicate the same standards of performance

IT MATTERS

6. Find information in the Internet about a) Donald Trump, b) John Mackey of Whole Foods Market; c) Sergey Brin and Larry Page; d) some other famous entrepreneur. Make mini-presentations about those famous people and their businesses (Portfolio entry).

TRANSLATION

7. Translate the text “The Big Ideas” orally.

8. Translate the text “What Witch Doctors?” in writing.

9. Translate the following sentences into Russian.

1. Propping up weaker companies hurts the strong ones, since they then have to cope with subsidized competitors.

2. Tapping into the knowledge base of GE is a negotiating tool or benefit of doing business, not an end in itself. Bringing customers to GE's research and development centers or famed training facilities in Crotonville, for example, is meant to improve productivity, not provide free field trips.

3. That the products which the business units select to sell globally, will continue to be tailored to local markets only adds to the complexity. Internal "disruption" is already affecting sales.

4. Whatever detailed rules the SEC agrees are almost certain to be challenged by the lawyers, who are not a group lacking in legal representation.

5. Gone are the days when Vivendi Universal's top executives hobnobbed with pop stars and gave interviews to Rolling Stone. What Jean-Marie Messier once trumpeted as the core of his ill-starred vision of a global media and communications empire has become a faint echo after his departure as chief executive and almost two years of aggressive restructuring that has rescued the French conglomerate from the brink of collapse.

6. As Microsoft focuses increasingly on developing an image as an innovator — the company is trying to fend off not only antitrust threats but also the competitive challenge to Windows from the rise of open-source software like Linux — it has adjusted its advertising strategy in recent years. While Microsoft in the past had predominantly used product-specific advertising, the company is now spending about one-quarter of its ad budget on a brand-building campaign that seeks to give Microsoft a more human face.

LANGUAGE FOCUS

10. Suggest the Russian for the following.

a moving assembly line, to roll off the assembly line, to end a tug of war over smth; to expose wasteful habits and inefficiencies; leadership issues; the leader's vision; multiple divisions controlled from the central core; to get one's due; to dodge price controls; sprawling empires of HR departments; bloated businesses; bloated (swollen) budget; to branch out into hotels and bakeries; to impose import quotas; to dodge oil production quotas; to build responsibility into jobs; a landmark deal; to lead with shared vision and common purpose; the momentum has reversed; to fuel the frenzy; to be a testament to the glory of brands; finance-driven management; to step down as CEO; to outscore ; shop-floor operations; performance management; to rate management practices

11. Translate the following into English.

управление качеством; устанавливать обязательные для членов нефтяного картеля квоты на добычу; сосредоточить внимание на основных направлениях деятельности; устранить все дефекты в автомобиле на конечной стадии производства; подливать масла в огонь; управление торговой маркой; обоснованное сокращение размеров компании; переосмысление и реорганизация всего процесса; крупномасштабное сокращение издержек; разросшиеся отделы; обсуждать показатели работы компании; уйти с поста главного исполнительного директора; использовать систему поставок «точно в срок»; иметь преимущество; недостаточно хорошо работающие фирмы; обгонять по показателям аналогичные фирмы

12. Define the adjectives shown in the chart and give possible combinations with the nouns in the box.

diamond, politician, businessmen, appetite, mind, leather, population, ambition, attempt, toy, signature, person, solution, desire, tool, pleasure, companies, money, speech

13. Give the English for the following using the words of the unit.

1. Кто бы мог подумать, что новая теория в области управления разожжет страсти в деловом мире и заставит многих переосмыслить все основы бизнеса.

2. Нельзя было ожидать, что новые веяния в менеджменте заставят управленцев заняться сокращением издержек и устранением потерь.

3. Вскоре после окончания войны президент Франции Шарль де Голль (Charles de Gaulles) распорядился о создании собственной компьютерной фирмы «Буль» (Bull), призванной стать гордостью национальной индустрии и бросить вызов доминирующему положению американской компании Ай-Би-Эм (IBM).

4. Многие конгломераты начинают избавляться от неприбыльных предприятий и уделять внимание основному виду деятельности, в которой компания добилась преимущества в конкурентоспособности на мировом рынке.

5. Использование заемных средств при выкупе компаний расширяет финансовые возможности компании в таких операциях и позволяет захватывать объекты поглощений, которые оказались бы ей не по зубам, если бы она опиралась на собственный капитал.

6. Что касается стратегии, то компания «Джи-И Кэпитал» (GE Capital) пошла в Европе тем же путем, который обеспечил ей успех в США: захват недостаточно хорошо работающих предприятий в области лизинга, страхования или потребительского кредита. В случае необходимости компания назначала новое руководство и внедряла более эффективную технологию и методы работы. Она объединяла компании одного профиля для достижения эффекта масштаба, ставя нелегкие задачи перед менеджерами этих компаний.

14. Solve the following crossword puzzle.