Л В Власенко - Англійська мова метод вказівки до самостійної роботи студ IV курсу - страница 1

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МІНІСТЕРСТВО ОСВІТИ І НАУКИ УКРАЇНИ НАЦІОНАЛЬНИЙ УНІВЕРСИТЕТ ХАРЧОВИХ ТЕХНОЛОГІЙ

АНГЛІЙСЬКА МОВА

МЕТОДИЧНІ ВКАЗІВКИ до самостійної роботи студентів IV курсу спеціальності 6.050200 "Менеджмент організацій" напряму "Менеджмент" денної форми навчання (частина 2)

СХВАЛЕНО на засіданні кафедри іноземних мов Протокол №

від

КИЇВ НУХТ 2008

Англійська мова: Метод. вказівки до сам ост. роботи студ. IV курсу спец. 6.050200 "Менеджмент організацій" напряму підготовки "Менеджмент" ден. форми навчання (частина 2)/ Уклад. Л.В. Власенко, Н.О.Божок. - К.: НУХТ, 2008. - 70с.

Рецензент     Г.А. Чередниченко

Укладачі Л.В.Власенко Н.О.Божок

Відповідальний за випуск     Л.Ю. Шапран, доц..

ВСТУП

Дані методичні вказівки призначені для самостійної роботи студентів IV курсу факультету Економіки і менеджменту спеціальності 6.050200 "Менеджмент організації"

Мета даних методичних вказівок вдосконалення володіння професійною термінологією, переклад та реферування текстів за фахом. Матеріал методичних вказівок орієнтований на активні і інтенсивні методи навчання іноземним мовам.

Методичні вказівки складаються з 11 розділів, кожен з яких містить текст, лексичні вправи та завдання, які спрямовані на опрацювання даної теми.

UNIT 1

Management and Leadership

Exercise 1.

Active vocabulary. Learn the words and phrases given below. Accomplish goal - виконувати завдання Subordinate - підлеглий Cue - сигнал, ключ Aimlessly - не мати сенсу Resent - обурюватися Dignity - гордість, високе звання

Laissez faire - економічна доктрина, при якій вмішання держави в економіку повинно бути мінімальним Foster - стимулювати

Exercise 2. Read and translate the text.

Management and Leadership A manager is a person who is able to get things through others. How he or she accomplishes goals depends on a situation. There is no such thing as leadership traits that are effective in all situations, nor are the leadership styles that always work best. Leadership depends on followership, and followership depends on the traits and circumstances of the follower. In general, though, one could say that good leaders tend to be flexible, able to identify with the goals and rules of followers, good communicators, sensitive to the needs of others, and decisive when the situation demands it.

But every manager has to remember the following rules of leadership so as to become an "effective executive". The 12 Golden Rules of Leadership

1. Set a good example. Your subordinates will take their cue from you. If you work habits are good, theirs are likely to be too.

2. Give your people a set of objectives and a sense of direction. Good people seldom like to work aimlessly from day to day. They want to know not only what they are doing but why.

3. Keep your people informed of new developments at the company and how they will affect them. Let people know where they stand with you. Let your close assistants in your plans at an early stage. Let people know as early as possible of any changes that will affect them. Let them know of changes that won't affect them but about which they may be worrying.

4. Ask your people for advice. Let them know that they have a say in your decisions whenever possible. Make them feel a problem is their problem, too. Encourage individual thinking.

5. Let your people know that you support them. There is no greater morale killer than a boss who resents a subordinate's ambition.

6. Don't give orders. Suggest, direct, and request.

7. Emphasize skills, not rules. Judge results, not methods. Give a person a job and let him or her do it. Let an employee improve his or her own job methods.

8. Give credit where credit is due. Appreciation for a job well done is the most appreciated of "fringe benefits".

9. Praise in public. This is where it will do the most good.

10. Criticize constructively. Concentrate on correction, not blame. Allow a person to retain his or her dignity. Suggest specific steps to prevent recurrence of the mistake. Forgive and encourage desired results.

11. Criticize in private.

12. Make it known that you welcome new ideas. No idea is too small for hearing or too wild for consideration. Make it easy for them to communicate their ideas to you. Follow through on their ideas.

The 7 Sins of Leadership

On the other hand, these items can cancel any constructive image you might try to establish.

1. Trying to be liked rather than respected. Don't - accept favours from your subordinates. Don't do special favours trying to be liked. Don't be soft about discipline. Have a sense of humour. Don't give up.

2. Failing to ask subordinates for their advice and help.

3. Failing to develop a sense of responsibility in subordinates. Allow freedom of expression. Give each person a chance to learn his superior's job. When you give responsibility, give authority too. Hold subordinates accountable for results.

4. Emphasizing rules rather than skill.

5. Failing to keep criticism constructive. When something goes wrong, do you tend assume who's at fault? Do you do your best to get all the facts first? Do you control your temper? Do you praise before you criticize? Do you listen to the other side of the story?

6 . Not paying attention to employee gripes and complaints. Make it easy for them to come to you. Get rid of red tape. Explain the grievance machinery. Help a person voice his or her complaint. Always grant a hearing. Practice patient. Ask a complainant what he or she wants you to do. Don't render a hasty or biased judgment. Get all the facts. Let the complainant know what your decision is. Double-check your results. Be concerned.

7. Failing to keep people informed. In fact, any one manager may use a variety of leadership styles depending on which he is dealing with and the situation. A manager may be autocratic but friendly with a new trainee; democratic with an experienced employee who has many good ideas that can only be fostered by a manager who is a good listener and flexible; and laissez faire with a trusted, long-term supervisor who

probably knows more about operations than the manager does. To summarize:

In general, managers have certain traits such as judgment, liveliness, and sociability that differentiate them from nonmanagers, but those traits differ in different managerial situations.

• Different styles of leadership can be used effectively, ranging from autocratic to laissez faire; which style is more effective depends on the people and the situation.

• A truly successful manager has the ability to use a managerial style most appropriate to the situation and the employee involved.

Exercise 3.

Match terms on the right (1-5) with their definitions on the left.

1. manager - a person who leads a group of people, especially the head of a company;

2. leadership - a person working in the area of business mentioned;

3. management - a person who is in charge of running a business;

4. people - the act of running and controlling a business;

5. person - men and women who work in a particular type of job.

Exercise 4.

The definitions (in BLOCK CAPITAL LETTERS) in these sentences have got mixed up. Put them in the right place.

1. When one company joins another to form a larger single company, the new     company     is     the     result     of     a     BOTTOM LINE.

2. When one company buys a majority of the shares of another, and so gains      control,      it      has      carries      out REDEPLOYMENT.

3. When the shares of this second company are bought quietly, without publicity, and usually in the shortest possible time, the first company has carried out a MANAGEMENT BUYOUT. _

4. The REDUNDANCIES will try to negotiate good conditions for their members in the new company. _

5. When a company is deciding whether to take over or to merge with another it will examine the accounts very carefully, paying particular attention to the EARLY RETIREMENT, which shows whether or not the company is profitable, and by how much. _

6. Knowledge that a takeover is likely usually sends TRADE UNIONS up.

7. Sometimes, in an attempt to avoid a takeover, senior staff will attempt a DAWN RAID.__

8. There is usually a number of SHARE PRICE after a merger or takeover.

9. As many staff as possible will undergo MERGER and be kept on in the new company.__

10. Members of staff who do not wish to remain and work in the new company may take the option of TAKEOVER, perhaps with a reduced pension.

Exercise 5.

Learn the following words and word-combinations; use them in the sentences of your own.

Company - товариство, компанія Associated company- дочірнє товариство Bogus company- фіктивна компанія Branch company- філія Bubble company- шахрайське підприємство Consulting company- дорадча компанія

Holding company- холдинг

Insurance company- страхова компанія

Joint stock company- акціонерна компанія

Limited liability company- акціонерна компанія з обмеженою відповідальністю

Parent company- компанія-засновник

Subsidiary company- дочірня компанія

Trading company- торговий дім, торгова компанія

Unlimited company- товариство з необмеженою відповідальністю

Wild cat company- компанія, що займається аферами.

Exercise 6.

Match the following words and phrases to the definitions.

1. cartel a) to have a slight advantage over

your competitor(s);

2. deregulation b) a market with only one supplier

and therefore no competition;

3. monopoly c) to charge a lower price than your

competitor(s);

4. price fixing d) removing government rules and

controls from an industry to increase competition; 5.   to be ahead of e) to gain complete control of a

market;

6. to corner the market f) to be in a better position than your

rival(s);

7. to have an edge over g) a group of manufacturers who

combine to stop competition and increase profits; 8. undercutting h) unfair arrangement to keep prices

high.

Read the questionnaire and for each question write a number from 1-5 to show how often you would act in this way. (1=never; 2=rarely; 3=sometimes; 4=often; 5=always).

What is your management style?

1. If my team had to make a decision, I would encourage everyone to participate and I would try to implement their ideas and suggestions.

2. If I had to teach people new tasks and procedures, I would enjoy it.

3. If I was in charge of an important project, I would closely monitor the schedule to make sure it was completed in time.

4. If I was faced with a very challenging task, I would really enjoy it.

5. If I found a good idea in a book on training, leadership, and psychology, I would try to put it into action.

6. If I had to correct an employee's mistake, I would mind upsetting them.

7. If I had to manage a complex task through to completion, I would supervise every detail.

8. If I was in charge of a complex task or project, I would enjoy explaining the details to my employees.

9. If I had to complete a complex project, I would naturally break it up into small manageable tasks.

10. I would achieve my goals, even if it meant upsetting some people.

11. If I was in charge of a project, I would concentrate on building a great team.

12. I would enjoy analyzing problems, if I was put in charge of a very complex project.

13. It would be easy for me to give employees advice on how to improve their performance or behavior.

14. If I had to carry out several complicated tasks at the same time, it would be possible for me.

Exercise 8.

Miyuki Kimura is introducing herself at a training session. Read the text below, and then write questions for the answers.

Hello everybody. I'm Miyuki Kimura and I'm an analyst for a Swiss securities company in Tokyo. I've been working there for three years. I was born in Yokohama in 1962 and I travel to work by train. It takes one and a half hours. In my spare time I play golf and tennis.

I left my last company because it was difficult for a woman to be promoted. The thing that interests me most in my current job is the opportunity to work with some of the top analysts in Japan. My colleagues say I'm a good team member.

1. What's your name? Miyuki Kimura.

2.__I'm an analysts for a Swiss securities

company.

3.

For three years.

4.

In Yokohama.

5.___

By train.

6.

One and a half hours.

7.

Golf and tennis.

8.

Because it was difficult for a woman to be

promoted.

9.

The opportunity to work with some of the best

analysts in Japan.

10.

I'm a good team member.

Exercise 9.

Rewrite the following sentences, using the -ing form of the verb in italics and the preposition in brackets.

1. He left the office. He did not speak to his boss. (without)

2. She left university. Then she got a job with Microsoft. (after)

3. We won't offer them a discount. We'll give them better credit terms. (instead of)

4. We managed to expand. We didn't increase our debts. (without)

5. He worked in industry for many years. Then he joined the government. (before)

6. The company made 700 workers redundant. That is how it became more profitable. (by)

Exercise 10.

Choose a word from box A and one from box B to complete the sentences. A B

surprisingly

well

qualified viable

badly totally

 

quickly good

commercially

terribly

designed illegal

1. He has a PhD and an MBA so he's_.

2. The results at the end of the year were_; certainly much better

than we had thought.

3. The bank decided that the project was not_, so they refused to

given them a loan.

4. Insider dealing is_. If they catch you, you could go to prison.

5. The engine on the XR86 was very_, and the car soon gained a

reputation for unreliability.

6. He spoke_, so I couldn't really understand what he was saying.

Exercise 11.

Say what advice you would give in these situations.

1. Your accountants have made a number of mistakes, and you have to pay the task authorities a large fine.

I would ask them__and I would tell them_.

2. The 16-year-old daughter of a friend comes to you to ask for advice about what career she should take up.

I would encourage her_and I would advice_.

Unit 2

Management and Managers

Exercise 1.

Active vocabulary. Learn the words and phrases given below. Engage - наймати, бути зобов'язаним Work agenda - робоча програма Unrelenting pace - темп, що не зменшується Disturbance handler - порушення рівноваги Tentative goal - попередня ціль Dimension - вимір, розмір Sophisticate - фальсифікувати

Exercise 2. Read and translate the text:

MANAGEMENT AND LEADERSHIP

A manager is a person who is able to get things done through others.

How he or she accomplishes goals depends on a situation. There is no such thing as leadership traits that are effective in all situations, nor are the

leadership styles that always work best. Leadership depends on followership,

and followership depends on the traits and circumstances of the follower. In

general, though, one could say that good leaders tend to be flexible, able to

identify with the goals and rules of followers, good communicators, sensitive or the needs of others, and decisive when the situation demands it.

But every manager has to remember the following rules of leadership so as to become an "effective executive".

THE 12 GOLDEN RULES OF LEADERSHIP

1. SET A GOOD EXAMPLE. Your subordinates will take their cue

from you. If your work habits are good, theirs are likely to be too.

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