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coordinate and supervise the activities of first-line managers. Titles at the middle-management level include division manager, department head, plant manager, and operations manager.

A first-line manager is a manager who 6) … of operating employees. First-line managers spend most of their time working with employees, answering questions, and solving day-to-day problems. Most first-line managers are 7) … who, owing to their hard work and potential, were promoted into management. Many of today's middle and top managers began their careers on this first management level. Common titles for first-line managers include office manager, supervisor, foreman and project manager.

Operating employees are not managers. They are qualified and non-qualified persons working for the organization. For their labour or services they get salaries or wages. They 8) … of the organization.

c) Read the text again and answer the questions that follow (1–5):

1.What are the levels of management?

2.What are the common titles associated with top management?

3.What are common titles associated with middle management?

4.What are the common titles associated with first-line management?

5.Who is at the bottom of the management level?

4 Suggest the Russian equivalents:

To get salaries for the labour or services; a three-story structure; to constitute a small group; to supervise the activities; to spend most of the time; to get wages; to solve day-to-day problems; titles for firstline managers; develop tactical plans; to represent the work force; an upper-level executive; to be promoted into management; to reach the ranks of top managers; qualified and non-qualified persons; to be handed down from the top level of the organization; to determine the firm's strategy and its major policies; to spend most of the time working with employees.

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5a) Explain the words in italics given in the text, make up sentences of your own. Use English-English dictionaries to help you.

b)Find synonyms for the words: performance; to resemble; task; to occur; day-to-day; non-qualified persons; supervise.

6Give the English equivalents:

Любую организацию можно представить в виде пирамиды; менеджер по проектам; начальник отдела; менеджер первого (низшего) звена; главный исполнительный директор; благодаря трудолюбию и потенциалу; член правления; вице-президент; рабочая сила организации; управляющий производством; руководитель подразделения; администратор; директор завода; требуется талант, удача и много лет усердной работы; руководитель низшего звена; мастер; работник-исполнитель; преобладание аутсорсинга; руководитель высшего звена.

7 Fill in the blanks and translate.

1.Each organization can be represented as a three-story structure or … .

2.There are three general levels of management: top managers, … managers and … managers.

3.A top manager … and … the overall functions of the organization.

4.Top managers also … the firm's strategy and define its major … .

5.A middle manager … the strategy and major policies handed down from the top level of the organization.

6.Middle managers … tactical plans, policies, and standard operating procedures.

7.They also coordinate and supervise the … of first-line managers.

8.A first-line manager is a manager who … and supervises the activities of operating employees.

9.First-line managers spend most of their time working withc … , answering questions, and … day-to-day problems.

10.Operating employees are … and non-qualified persons working for the organization, they represent the work force of the organization.

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8 Translate into English:

1.Существует три основных уровня управления: высший менеджмент, менеджмент среднего звена и менеджмент первого звена.

2.В структуре любой организации руководители высшего звена направляют и контролируют общую деятельность компании, определяя ее стратегию и основную политику.

3.Президент, вице-президент, главный исполнительный директор и члены совета правления являются высшими менеджерами организации.

4.Менеджер среднего звена реализует стратегию и основную политику фирмы, спускаемые с верхнего уровня организации.

5.Средними менеджерами организации являются руководитель подразделения, начальник отдела, директор завода и руководитель производства.

6.Менеджер первого звена следит за деятельностью неуправленческих служащих и координирует ее.

7.Менеджерами первого звена являются инспектор, мастер, руководитель отдела, руководитель проекта.

8.Менеджеры первого звена работают с неуправленческими работниками и решают повседневные проблемы.

9.Неуправленческие работники представляют основную рабочую силу организации.

9Make up the dialogue based on the text “Management Levels”.

10a)When reading the text match appropriate heading to the certain paragraph:

a)An administrative manager;

b)A financial manager;

c)A human resources manager;

d)An operations manager;

e)A marketing manager.

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Management Areas

An organizational structure can also be divided more or less horizontally into areas of management described below. Depending on its purpose and mission, an organization may include other areas as well – research and development, for example, or risk management.

_____________ is primarily responsible for the organization's financial resources. Accounting and investment are specialized areas within this management. Because financing affects the operation of the entire firm, many of the presidents of the largest companies are people who got their "basic training" as financial managers.

_____________ creates and manages the systems that convert resources into goods and services. Traditionally, it is equated with the production of goods. However, in recent years many of the techniques and procedures of operations management have been applied to the production of services and to a variety of nonbusiness activities. Like financial management, operations management has produced a good percentage of today's company presidents.

_____________ is responsible for the exchange of products between the organization and its customers or clients. Specific areas within marketing are marketing research, advertising, promotion, sales, and distribution.

_____________ is in charge of the organization's human resources programs. He or she engages in human resources planning, design systems for hiring, training, and appraising the performance of employees, and ensures that the organization follows government regulations concerning employment practices.

_____________ (also called a general manager) is not associated with any specific functional area but provides overall administrative leadership. A hospital administrator is a good example of an administrative manager. He or she does not specialize in operations, finance, marketing, or human resources management but instead coordinates the activities of specialized managers in all these areas.

b)Read the text again and answer the questions that follow (1–5).

1.What are the most common areas of management?

2.What s a financial manager responsible for?

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3.What is an operations manager traditionally equated with and what are the changes in recent years?

4.What is a marketing manager responsible for?

5.What does an administrative manager coordinate?

c)Ask five questions to the text.

11a) Explain the words given in italics and make up sentences of your own. Use English-English dictionaries to help you.

b)Find synonyms for the words: recent years; goods; area; firm; basic training; to be responsible for; regulation; leadership; mission; procedure.

12Translate into English.

1.Самыми обычными сферами управления являются финансы, производственные операции, маркетинг, людские ресурсы и администрирование.

2.Заведующий финансами, прежде всего, отвечает за финансовые ресурсы организации.

3.Традиционно управляющий производства ассоциируется с изготовлением товаров.

4.Однако в последние годы управление производством относится к производству товаров и услуг.

5.Управляющий маркетингом (marketing manager) ответственен за обмен продукцией между организацией и ее постоянными покупателями (customers) или клиентами.

6.Управляющий людскими ресурсами занимается (charges in) наймом, обучением и оценкой деятельности работников. .

7.Административный руководитель осуществляет общее административное руководство и он не связан с какой-либо конкретной функциональной сферой.

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13 Match the terms and their definitions:

14 Render the text in English:

MANAGEMENT ROLES

In addition to the broad categories of management functions, managers in different levels of the hierarchy fill different managerial roles. These roles were categorized by researcher Henry Mintzberg, and they can be grouped into three major types: decisional, interpersonal, and informational.

Decisional roles require managers to plan strategy and utilize resources. There are four specific roles that are decisional. The entrepreneur role requires the manager to assign resources to develop innovative goods and services, or to expand a business. Most of these roles will be held by top-level managers, although middle managers may be given some ability to make such decisions. The disturbance handler corrects unanticipated problems facing the organization from the internal or external environment. Managers at all levels may take this role. For example, first-line managers may correct a problem halting the assembly line or a middle level manager may attempt to address the aftermath of a store robbery. Top managers are more likely to deal with major crises, such as requiring a recall of defective products. The third decisional role that of resource allocator, involves determining which work units will get which resources. Top managers

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are likely to make large, overall budget decisions, while middle managers may make more specific allocations. In some organizations, supervisory managers are responsible for determine allocation of salary raises to employees. Finally, the negotiator works with others, such as suppliers, distributors, or labor unions, to reach agreements regarding products and services. First-level managers may negotiate with employees on issues of salary increases or overtime hours, or they may work with other supervisory managers when needed resources must be shared. Middle managers also negotiate with other managers and are likely to work to secure preferred prices from suppliers and distributors. Top managers negotiate on larger issues, such as labor contracts, or even on mergers and acquisitions of other companies.

Interpersonal roles require managers to direct and supervise employees and the organization. The figure head is typically a top of middle manager. This manager may communicate future organizational goals or ethical guidelines to employees at company meetings. A leader acts as an example for other employees to follow, gives commands and directions to subordinates, makes decisions, and mobilizes employee support. Managers must be leaders at all levels of the organization; often lower-level managers look to top management for this leadership example. In the role of liaison, a manger must coordinate the work of others in different work units, establish alliances between others, and work to share resources. This role is particularly critical for middle managers, who must often compete with other managers for important resources, yet must maintain successful working relationships with them for long time periods.

Informational roles are those in which managers obtain and transmit information. These roles have changed dramatically as technology has improved. The monitor evaluates the performance of others and takes corrective action to improve that performance. Monitors also watch for changes in the environment and within the company that may affect individual and organizational performance. Monitoring occurs at all levels of management, although managers at higher levels of the organization are more likely to monitor external threats to the environment than are middle or first-line managers. The

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role of disseminator requires that managers inform employees of changes that affect them and the organization. They also communicate the company's vision and purpose.

Managers at each level disseminate information to those below them, and much information of this nature trickles from the top down. Finally, a spokesperson communicates with the external environment, from advertising the company's goods and services, to informing the community about the direction of the organization. The spokesperson for major announcements, such as a change in strategic direction, is likely to be a top manager. But, other, more routine information may be provided by a manager at any level of a company. For example, a middle manager may give a press release to a local newspaper, or a supervisor manager may give a presentation at a community meeting.

15 Render this text in English:

УПРАВЛЕНЧЕСКИЕ ФУНКЦИИ: ОПРЕДЕЛЕНИЕ УПРАВЛЕНИЯ

Обычно в организации можно определить, на каком уровне находится один руководитель по сравнению с другими. Это осуществляется через название должности. Однако, название должности не является надежным указателем истинного уровня данного руководителя в системе. Это замечание особенно справедливо, когда мы сравниваем положение руководителей в разных организациях. Простой пример: капитан в армии – это младший офицерский состав, а во флоте – старший. В некоторых компаниях продавцов называют региональными, или территориальными руководителями сбыта, хотя они никем, кроме себя, не руководят.

Вне зависимости от того, сколько существует уровней управления, руководителей традиционно делят на три категории. Социолог Талкотт Парсонс рассматривает эти три категории с точки зрения функции, выполняемой руководителем в организации. Согласно определению Парсонса, лица на техническом уровне, в основном, занимаются ежедневными операциями и действиями, необходимыми для обеспечения эффективной работы без срывов

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в производстве продукции или оказании услуг. Лица, находящиеся на управленческом уровне, в основном, заняты управлением и координацией внутри организации, они согласовывают разнообразные формы деятельности и усилия различных подразделений организации. Руководители на институциональном уровне заняты, в основном, разработкой долгосрочных (перспективных) планов, формулированием целей, адаптацией организации к различного рода переменам, управлением отношениями между организацией и внешней средой, а также обществом, в котором существует и функционирует данная организация.

http://www.bibliotekar.ru

16 Listening

LINE-MANAGER

a)Listen to the programme and decide which subjects are mentioned.

a.her experience of bosses

b.staff attitudes towards her

c.staff discipline issues

d.discussing staff development

e.staff pay negotiations

f.the variety of the job

g.balancing work and home responsibilities

b) Listen again and fill in the missing words you have studied in the Unit 2.

Presenter: Welcome back to the second part of our programme ‘How do you manage?’ I have with me Jenny Buxton, who works in Ipswich. Welcome Jenny.

Manager: Hi.

Presenter: You work for a wellknown firm of retailers, but it’s not the products I wanted to talk to you about today, it’s the people 1) … . You’ve been responsible for a staff of 15 for a year or so now. Tell me how you got there.

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Manager: Well, I did the standard round of applications from university and this is my second employer. I enjoy the 2) … of retailing, but as far as managing staff, that‘s more recent and so it's quite a new area for me with a whole new set of challenges.

Presenter: You pride yourself on being good with people. You’ve got quite a sociable, outgoing personality. I imagine you’d be a good person to work under.

Manager: Well, that’s what I like to think. But managing people isn’t all about sitting down with a cup of tea and talking over issues. Being in a position of responsibility 3) … you can be the bringer of bad news 4) … good. You have to 5) … a thick skin…to be unpopular, not to be liked for a decision you make.

Presenter: And I guess that can be 6) … at first.

Manager: Yes, but the thing you learn, if you stick at it long enough, is that people will still respect you even if they don't like what you had to say on a particular subject, or the way you acted.

Presenter: Are there other aspects of 7) … managing that you find difficult?

Manager: One of the hardest, most awkward things is the issue of disciplinary action. The company should have a system in place for dealing with this kind of area and you have to make sure the system is understood and agreed by everyone. But ultimately, if you’ve taken the employee through all the 8) … and he or she still doesn't shape up, some hard decisions have got to be made.

Presenter: We seem to be focussing a lot on the negative side here. What about some of the positive things?

Manager: Oh, the chance to help people reflect on things, how they are developing with the 9) … I like seeing people develop, change and perhaps go off on a completely new path, something that may never have occurred to them if you hadn't pointed them in that direction.

Presenter: I imagine it can be quite satisfying.

Manager: Yes. And then there’s the sheer variety. You plan your work, you have to get yourself 10) … , But ultimately no two days are ever the same. There is always a new challenge, and I like that more than anything.

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