Контрольная LEVELS OF MANAGEMENT
1. LEVELS OF MANAGEMENT
Each organization can be represented as a three-story structure or a pyramid. Each story corresponds to one of the three general levels of management: top managers, middle managers, and first-line managers. At the basic level of this pyramid there are operating employees.
TOP MANAGEMENT
MIDDLE MANAGEMENT
FIRST-LINE MANAGEMENT
OPERATING EMPLOYEES
A top manager is an upper-level executive who guides and controls the overall activities of the organization. Top managers constitute a small group. They are generally responsible for the organization's planning and developing its mission. They also determine the firm's strategy and its major policies. It takes years of hard work as well as talent and good luck, to reach the ranks of top managers. They are president, vice president, chief executive officer, and member of the Board.
A middle manager is, a manager who implements the strategy and major policies handed down from the top level of the organization. Middle managers develop tactical plans, policies, and standard operating procedures, and they 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 coordinates and supervises the activities 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 former operating employees 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 represent the work force of the organization.
2. AREAS OF MANAGEMENT
An organizational structure can also be divided more or less horizontally into areas of management. The most common areas are finance, operations, marketing, human resources, and administration. Depending on its purpose and mission, an organization may include other areas as well — research and development, for example, or risk management.
Finance – Operations – Marketing – Human resources – Administration – Other (for example, Research and Development)
A financial manager is primarily responsible for the organization's financial resources. Accounting and investment are specialized areas within financial 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.
An operations manager creates and manages the systems that convert resources into goods and services. Traditionally, operations management 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.
A marketing manager 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.
A human resources manager 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.
An administrative manager (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.
Translate into English.
1. Существует три основных уровня управления (менеджмента): высший менеджмент, менеджмент среднего звена и менеджмент первого звена.
2. Высшие менеджеры направляют и контролируют общую деятельность организации, они определяют стратегию и основную политику фирмы.
3. Высшими менеджерами организации являются (are) президент, вице-президент, главный исполнительный директор и члены совета директоров (правления).
4. Менеджер среднего звена реализует (осуществляет) стратегию и основную политику, спускаемые с верхнего уровня организации.
5. Средними менеджерами организации являются руководитель подразделения, начальник отдела, директор завода и директор 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.
10. Самыми обычными сферами управления являются финансы, производственные операции, маркетинг, людские ресурсы и администрирование.
11. Заведующий финансами (finance manager) прежде всего отвечает за финансовые ресурсы организации.
12. Традиционно директор производства (operations manager) ассоциируется (is equated) с производством товаров.
13. Однако в последние годы управление производством относится к производству товаров и услуг.
14. Управляющий маркетингом (marketing manager) ответственен за обмен продукцией между организацией и ее постоянными покупателями (customers) или клиентами.
Management Skills
Effectiveness of a manager's activity depends on certain important skills. These skills can be divided into seven different categories: conceptual, decision making, analytic, administrative, communicational, interpersonal and technical.
1. A conceptual skill is the ability of a manager to see the "general picture" of an organization. Managers must understand how their duties and the duties of other managers fit together to plan their activity in a proper way and get the required results. This skill is very important for top managers because it helps them plan "super goals" and develop proper strategies for the whole organization.
2. A decision making skill is the ability of a manager to choose the best course of actions of two or more alternatives. A manager must decide the following:
1) What objectives and goals must be reached?
2) What strategy must be implemented?
3) What resources must be used and how they must be distributed?
4) What kind of control is needed?
In short, managers are responsible for the most important decisions which are required to carry out any organizational activity.
3. An analytic skill is the ability to determine the most important problem of many other problems and identify the causes of each problem before implementing a proper action plan. This ability is especially important for top managers because they have to solve complex problems.
4. An administrative skill is the ability of a manager to keep to the organizational rules specified for the production process within a limited budget, and coordinate the flow of information and paper work in his group and in other groups.
5. A communicational skill is the ability of manager to share his ideas and opinions with other people both orally and in writing. This skill is a decisive factor of a manager's success. Some investigations show that top managers and middle managers spend approximately 80% (percent) of their work time in communicating with each other.
Thus, a communication skill enables managers to ho0 meetings, write clear letters and explanatory notes, make reports, etc.
6. An interpersonal skill (psychological skill) is the ability to deal effectively with other people both inside and outside the organization. It is the ability to understand the needs and motives of other people. This skill is very important for a good psychological atmosphere for successful activity in the common work in future. If the interpersonal relations are good, a manager will be successful in getting a support in the development and implementation of organizational plans.
7. A technical skill is a specific competence to accomplish a task. The lower is a manager's level in the organization, the closer is his/her connection with the production process. Thus first-line managers have the closest connection with the production process. They need high technical skills to provide technical guidance for the subordinates. Top managers don't need these skills as much as first-line managers but the knowledge of the technical sphere is useful for all the managers.
IV. Translate into English.
1. Мастерство человеческих отношений (психологическое мастерство) — это способность менеджеров эффективно взаимодействовать с другими людьми.
2. Это мастерство имеет большое значение для хорошей психологической атмосферы в организации.
3. Концептуальное мастерство — это способность менеджера представлять (see) «общую картину» организации.
4. Концептуальное мастерство имеет очень большое значение (very important) для высших менеджеров, потому что оно помогает им планировать и разрабатывать стратегии для организации в целом.
5. Административное мастерство — это способность менеджера исполнять организационные правила, (предписанные) для процесса производства.
6. Аналитическое мастерство особенно важно для высших менеджеров, потому что они должны решать сложные проблемы.
7. Менеджеры должны понимать, как их обязанности согласуются с обязанностями других менеджеров.
8. Менеджеры ответственны за наиболее важные решения, требуемые для выполнения любой организационной деятельности.
Контрольная среднего уровня сложности. Контрольная направлена на изучение и повторение лексики, которая касается менеджмента.
