Методичка Усвят НД. Российской федерации гоу впо алтайский государственный университет международный институт экономики, менеджмента и информационных систем в экономик
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International management Global Careers Task 1. Before you read, discuss the following questions.
Task 2. Reading tasks.
a) A successful global manager needs many qualities. b) The qualities required to become a top manager differ from country to country. c) Many young managers are not interested in a global career. 2. Mark these statements T (true) or F (false) according to the information in the text. Find the part of the text that gives the correct information. a) International experience is essential if you want a global career. b) The demand for global managers is increasing. c) Young managers want to work internationally. b). Understanding details 1. Different qualities for career success are described for different cultures and nationalities. Match the qualities from the list below to the nationalities mentioned in the text. a) good communication skills b) technical creativity c) ability to network d) professional competence e) entrepreneurial skills f) knowing how to work within a hierarchical structure g) good interpersonal skills
Task 3. Read the text and translate it.
Ideally, it seems a global manager should have the stamina of an Olympic runner, the mental ability of an Einstein, the conversational skill of a professor of languages, the detachment of a judge, the tact of a diplomat and the perseverance of an Egyptian pyramid builder. And that is not all. If they are going to measure up to the demands of living and working in a foreign country they should also have a feeling for the culture; their moral judgment should not be too rigid; they should be able to merge with the local environment; and they should show no signs of prejudice. Thomas Aitken According to Colby Chandler, the former Chief Executive of Eastman Kodak Company, “these days there is not a discussion or a decision that does not have an international dimension. We would have to be blind not to see how critically important international experience is”. International companies compete with each other for global executives to manage their operations around the world. Yet what it takes to reach the top of a company differs from one country to the next. For example, whereas Swiss and German companies respect technical creativity and competence, British and French companies often view managers with such qualities as “mere technicians”. Likewise, American companies value entrepreneurs highly, while their British and French counterparts often view entrepreneurial behaviour as highly disruptive. Similarly, whereas only just half of Dutch managers see skills in interpersonal relations and communication as critical to career success, almost 90 per cent of their British colleagues do so. Global management expert, Andre Laurent, describes German, British and French managers’ attitude to management careers as follows: German managers, more than others, believe that creativity is essential for career success. In their mind successful managers must have the right individual characteristics. German managers have a rational outlook; they view the organization as a co-ordinated network of individuals who make appropriate decisions based on their professional competence and knowledge. British managers hold a more interpersonal and subjective view of the organizational world. According to them, the ability to create the right image and to get notices for what they do is essential for career success. British managers view organizations primarily as a network of relationships between individuals who get things done by influencing each other through communicating and negotiating. French managers look at organizations as an authority network where the power to organize and control others comes from their position in the hierarchy. French managers focus on the organization as a pyramid of differentiated kevels of power. They perceive the ability to manage power relationships effectively and to “work the system” as critical to their career success. As companies integrate their operations globally these different national approaches can send conflicting messages to success-oriented managers. Subsidiaries in different countries operate differently and reward different behaviours based on their unique cultural perspectives. The challenge for today’s global companies is to recognize local differences while at the same time creating globally integrated career paths for their future senior executives. There is no doubt the new global environment demands more, not fewer, globally competent managers. Global experience, rather than sidetracking a manager’s career, is rapidly becoming the only route to the top. But in spite of the increasing demand for global managers, there is a potentially diminishing interest in global assignments, especially among young managers. A big question for the future is whether global organizations will remain able to attract sufficient numbers of young managers willing to work internationally.
Task 1. Read and translate the text. Mr. Eldridge had still not made up his mind whom to support: Smallcrown or Modern Phones. Modern Phones had already sent all the relevant information on their project but nothing definite had been heard from Smallcrown. So Eldridge decided to phone Williams with a view of finding out what Smallcrown’ plans were. Eldridge told Williams that he could extend Smallcrown’s deadline only by two weeks and that he wanted to get the decision of the Board of Directors by that time. After Williams had finished talking to Mr. Eldridge, he rang up Robert Davis and told him to be ready with the report by the date of the coming Board meeting where it would be put on the agenda. While working on the report Davis asked to give him the exact production figures for the BSM-3 project. After he had got them he was shocked because Smallcrown’s specialists maintained that the production capacity of their firm would have to be increased by 25% if they were to go ahead with this project. Davis’s next step was to call up Dr. Adams but she was unable to supply any extra information at least none could seriously influence the final decision of the Board of Directors. Therefore when Davis submitted his report to Willams, the latter said that he very much doubted that the Board would agree to back the project on the evidence given in the report. In Willams’s opinion the production figures and the sales forecasts were far from optimistic. Yet he allowed Davis to arrange the demonstration of the BSM-3 for the Board. The meeting of the Board took place in ten days and Davis invited to explain and defend his report. At first Davis’s proposal to revive the BSM -3 project was greeted with a mixture of surprise and skepticism but when Davis demonstrated the model of the new radiophone the Board were very much impressed and so by the end of the meeting there was quite a different atmosphere in the Boardroom. Mr. John Williams – a Chairman and Managing Director of Smallcrown Mr.Eldridge – Director of the bank Mr.Davis – a Marketing Manager of Smallcrown Vocabulary Notes on the Text relevant information – относящаяся к делу информация with a view of … – с целью, с намерением to extend the deadline – отодвинуть крайний срок production figures – производственные данные production capacity – производственная мощность to go ahead with something – продолжать делать что-либо on the evidence given in the report – с учетом данных доклада sales forecasts – прогнозы сбыта to arrange a demonstration – организовать показ Task 2. Translate the following words and learn their pronunciation. Agenda, capacity, mixture, skepticism, atmosphere, relevant, definite, forecasts, deadline, ahead, minutes Task 3. Find in the text words and expressions close in meaning to the following. Data, precise, to prolong, to exhibit, with the purpose of, additional, to be very much surprised, to go on doing something, to be of the opinion, to support Task 4. Explain the meaning of the following terms and expressions in English Sales forecasts, to arrange a demonstration, production figures, to go ahead with something, production capacity, minutes, deadline Task 5. Give English equivalents of the following Russian words and phrases а) крайний срок, смесь удивления и скептицизма, прогнозы сбыта, относящаяся к делу информация, производственные данные, повестка дня, дополнительная информация б) увеличить на 25%, внести в повестку дня, быть под впечатлением от чего-либо, представить доклад, возобновить проект, встретить что-либо с удивлением, сомневаться (в успехе). Task 6. Complete the following sentences using the appropriate words from the boxes below:
For Additional Reading Visiting Customers Task 1. Read and translate the text. I. In view of inevitably delayed delivery dates, it was very important to get in touch with all Smallcrown’s customers. The Sales and the Marketing Managers agreed that the sales force should approach customers individually and follow this up with an explanatory letter. Davis emphasized that they should reassure the customers that Small crown could still deliver the goods. They settled that Whitney himself would visit as many customers as possible after sending out an explanatory letter. Later that week Whitney together with one of his salesmen visited Boyd Hardware. Whitney supposed that Boyd Hardware’s case would be easy to handle but after the meeting with the chief of the company expecting a large order of hardware components by the end of the month, he was not so sure. During the meeting Whitney didn’t waste time making excuses or explaining Smallcrown’s problems. He just came straight to the point and questioned whether Boyd Hardware had sufficient stocks to give Smallcrown the chance to re-schedule its deliveries. By checking the stock levels it was established that Boyd Hardware had enough components to last for several months, so it would be possible to re-schedule deliveries without disrupting Boyd Hardware’s production. Yet in spite of this the company chief pointed out that he didn’t like the idea of being overdependent on Smallcrown for supplies. He pointed out that it would have been almost impossible to find alternative supplies at short notice if the fire had been bad enough to halt production for several months. He added also that he had got a number of attractive offers from some of Smallcrown’s competitors, though he hoped there would not be any necessity to make use of them. While Whitney was busy making tours of domestic customers, Davis was preparing to set off for the Continent. II. The first overseas customer that Davis visited was Rik Bekker in Antwerp. The news that Smallcrown was unable to deliver goods on time put Bekker in a difficult position. It was only a short time ago that he persuaded the reluctant Board of Directors to order components from a British firm. To admit now that the components would not be delivered on time would make things very unpleasant both for him and for Smallcrown. Davis noticed that Bekker’s order was extremely large and asked him if he really needed two thousand components per month right through the winter. Bekker admitted that there might be some seasonal variation in his schedules but just at that time they needed the goods urgently. So Davis failed to change Bekker’s mind on this point. From Antwerp Davis flew on to Bremen where he met Klaus Schneider, Smallcrown’s agent in Germany. During the course of their conversation Davis brought up the question of the BSM-3 project and was surprised to see that Schneider was extremely interested in it. Schneider even asked if Smallcrown would be willing to sell him the patents in Germany. He said that there was now market for this device although there had not been five years ago when the BSM-3 project was suspended. Next day Davis visited Dr.Scheeper, Smallcrown’s largest customer in Germany. Once again he had to explain how the fire had affected Smallcrown’s delivery schedules and apologize for the inevitable delays. Dr.Scheeper pointed one order for a consignment of 3500 components that he needed for his model BN33 and that could not be delayed. Although Davis knew hat it would be a problem to meet this order, he promised to do his best. Then Davis brought up the question of Dr.Scheeper’s previous orders and found out that Dr.Scheeper’s company no longer needed them as they had developed a cheaper model and were going to use components of other types. So Davis asked Dr.Scheeper to arrange an immediate delivery of the ordered components to Antwerp since their customers there needed exactly those components. Vocabulary Notes on the Text in view of inevitably delayed delivery dates – принимая во внимание неизбежную отсрочку в датах поставок sales forces – торговый персонал to approach customers – вести переговоры с заказчиками to handle the case – уладить дело to waste time making excuses – тратить время на извинения to come straight to the point – сразу перейти к делу stocks – запас, резерв на складе to re-schedule deliveries – пересмотреть график поставок stock levels – количество товарного резерва at short notice – за короткий срок to halt production – останавливать производство to make tour of somebody – наносить визиты, посетить a consignment – партия товара to meet an order – удовлетворить (выполнить) заказ to do one’s best – сделать все, что в чьих-либо силах Task 2. Find in the text words and expressions close in meaning to the following A client, enough, on the spot, unavoidable, to start for, to make an order, to arrange, to settle an affair, to visit clients Task 3. Give English equivalents of the following words and phrases a) дата поставок, пересмотреть график поставок, сезонные отклонения от графика поставок, запас товаров на складе, проверить количество товарного запаса, остановить производство, сорвать производственный процесс, зарубежные/отечественные заказчики, вести переговоры с заказчиками, выполнить заказ, заказ на партию чего-либо, предыдущий заказ b) уладить дело, сразу перейти к делу, отправиться куда-либо, сделать вывод, поставить кого-либо в трудное положение, сделать все возможное, слишком зависеть от кого-либо To get more information about global management try to do the following tasks: Task 1. The characteristics of management often vary according to national culture, which can determine how managers are trained, how they lead people and how they approach their jobs. Below you will find five brief portraits of managers in five different countries. Using your knowledge of the United States, the United Kingdom, France, Germany and Sweden, decide which country each of these portraits correspond to. 1. Managers from this country: - go through an elitist educational system; - have a strong sense of hierarchy and power; - often have impersonal relationships at work; - analyze problems in great detail before taking decisions; - consider speaking skills to be particularly important; - move easily between state and private sectors. 2. Managers from this country: - receive a general education; - delegate authority; - take a practical approach to management; - have a relatively formal relationships at work; - encourage their employees to work individually; - believe it is important to continue education and training at work. 3. Managers from this country: - consider professional and technical skills to be very important; - have a strong sense of authority; - respect the different positions in the hierarchy of their companies; - clearly define how jobs should be done; - are very loyal to their companies and expect their subordinates to obey them; - are often older than in other countries.
- consider social qualities to be as important as education; - encourage their employees to take an interest in their work; - pay close attention to the quality of working life; - do not use as much authority as in other countries; - appreciate low-level decision-making; - are often women. 5. Managers from this country: - generally attend business schools; - communicate easily and informally at work; - admire the qualities of a leader; - expect everyone to work hard. Individual performance is measured and initiative is rewarded; - have competitive and sometimes aggressive attitudes towards work; - often accept innovation and change. What are the advantages and disadvantages of each approach to management and which one you would find the most attractive? Do any of these profiles correspond to management practices in your country? Management Task 2. Study the following information about management and say a) what the word “management” means; b) what the four functions of management are. Management is the art or practice of managing a business, money, products, and all the people employed by a company. In other words, management is a set of activities directed at an organization’s human, financial, physical and information resources with the aim of achieving organizational goals in an efficient and effective manner. In this case, “efficient” means “using resources wisely and without unnecessary waste” while “effective” means “doing the right things”. The chart below shows the four main functions of management. Planning and decision making Determining the organization’s goals and deciding how best to achieve them, delegating responsibilities to subordinates. Organizing Determining how best to group activities and resources. Making all employees work together. Leading Motivating members of the organization to work in the best interests of the organization. Controlling Monitoring and correcting ongoing activities, receiving reports from subordinates, helping subordinates handle exceptions. The golden rule of successful management can be summed up in the following words: “The system works well as long as we don’t have any exceptions”. Successful management is getting things done through “others”, that is through the manager’s immediate subordinates. The word “management” is also used to denote the people who are in charge of a company or an organization. Although large organizations typically have a number of levels of management, the most common view considers three basic levels: top, middle and first line managers. More about Management Task 3. Read and translate this text to get additional information. Some people learn everything without the help of a teacher; others learn nothing even when carefully taught. Most of us, however, fall in the category where we can learn if we are taught. The better we are taught, the better we learn. A skill can definitely be taught. A skill is something that can be observed, analyzed, explained, practiced, criticized and practiced again. Management is the kind of skill that can be taught, learned and must be practiced. Management is not an academic subject to be absorbed passively. Even when managers have received degrees in their field, most of their learning gets done on the job. In this way learning to manager is a bit like learning to ride a bicycle. Management is a kind of house-keeping. But it is also home-making in that it involves dealing with people. Management means getting things done and no one not even the single entrepreneur can do it alone. The successful manager knows how to get the right people to do the right jobs. He/she knows how to delegate authority: how to make people feel good about the responsibility they are taking and the creativity they engage in. All of us need a sense of self-fulfillment and the successful manager will know how to give such a sense to the people who work with him/her. All management involves three elements: planning, execution and control. Every enterprise must be carefully planned before the first step is taken. That, of course, does not mean that plans cannot be changed mid-stream. The successful manager should be flexible enough to let his/her original design go and switch gears when he/she feels it necessary to do so. Execution means that plans are realistic enough to be carried out and to see them to their fruition. Control is the sense of keeping one’s hands on the reins of things – seeing that the project doesn’t get too far out of touch with the possible, keeping people on track, keeping lines of communication open. Managers never work alone. They listen to others and they pay attention. The best way, of course, to know who the best manager is, is to look at the final result of the project – the proof of the pudding is in the eating – bon appetit! |
