Exercise 13. Say it in English.

1. Управление – это процесс планирования, организации, руководства и контроля для того, чтобы достичь цели организации с помощью людей, работающих в ней.

2. Управление касается как коммерческих, так и некоммерческих организаций.

3. Менеджеры наделены полномочиями и ответственностью предпринимать шаги, которые способствуют осуществлению целей организации.

4. Менеджеры могут достичь хороших результатов, если создадут в коллективе благоприятный психологический климат.

5. Руководители высшего звена отвечают за планирование и организацию всей работы в целом.

6. Каждая организация вырабатывает свои требования к полномочиям руководителей низшего звена.

7. Oперационные руководители осуществляют непосредственное руководство ресурсами.

8. Руководители занимаются широким спектром проблем, но одной из важнейших задач является создание благоприятной внутренней среды.

9. Среда, которую создает руководство, имеет большoе значение для достижения общих целей с наименьшими затратами времени, денег и ресурсов.

10. Организация – это группа людей, работающих вместе для достижения общей цели.

11. Руководители должны стремиться достичь желаемых целей доступными средствами.

12. Управление влияет на поведение людей и способствует эффективному исполнению их обязанностей.

13. Менеджер должен уметь использовать практические преимущества опыта и квалификации работающих людей, чтобы более эффективно решать поставленные задачи.

 

Exercise 14. Read and translate text B making use of the vocabulary.

double-entry book-keepingсистема бухучета по методу двойной записи wares n товар	internal-combustion engine двигатель внутреннего сгорания discharge v увольнять
dependent n подчиненный	handicraft a кустарный
recalcitrant a непокорный	demote v понижать в должности
fad n причуда; воображаемое средство легкого решения проблемы quasiпочти, полу-	pioneer v прокладывать путь peddle v торговать вразнос
trace v прослеживать	perceivedсознательный
compel v заставлять, вынуждать fossil a ископаемый solidify v упрочиться	usage1) употребление; 2) обыкновение, обычай; 3) обращение

Text B

HISTORICAL DEVELOPMENT

There are difficulties in tracing the history of management. Some believe it cannot have a pre-modern history. Others, however, see management-like activities in the pre-modern past. Some writers trace the development of management thought back to Sumerian traders and ancient Egyptian pyramid builders. Slave-owners through the centuries faced the problems of exploiting/motivating a dependent but sometimes recalcitrant workforce, but many pre-industrial enterprises, given their small scale, did not feel compelled to face the issues of management systematically. But innovations such as the spread of Arabic numerals (5th to 15th centuries) and the codification of double-entry book-keeping (1494) provided tools for management assessment, planning and control.

The Industrial Revolution began in the eighteenth century and transformed the job of manager from owner-manager to professional, salaried manager. Prior to industrialization, the United States was predominantly an agricultural society. The production of manufactured goods was still in the handicraft stage and consisted of household manufacturing, small shops, and local mills. The inventions, machines, and processes of the Industrial Revolution (such as, the use of fossil fuels as sources of energy, the railroad, the improvement of steel and aluminum metallurgical processes, the development of electricity, and the discovery of the internal-combustion engine.) transformed business and management With the industrial innovations in factory-produced goods, transportation, and distribution, big business came into being. New ideas and techniques were required for managing these large-scale corporate enterprises.

Two large-scale institutions, the church and the military, served as examples of control for these new managers. Many of the management terms and techniques used today have their basis in ecclesiastical and military authority (for example, superior, subordinate, strategy, and mission). Military commanders need only give orders, and then discharge, penalize, and demote those who do not carry them out and reward those who do.

Some argue that modern management as a discipline began as an off-shoot of economics in the 19^th century. Classical economists such as Adam Smith and John Stuart Mill provided a theoretical background to resource allocation, production and pricing issues. About the same time, some innovators developed technical production elements such as standardization, quality control procedures, cost accounting, interchangeability of parts, and work planning. Many of these aspects of management existed in the US slave economy. There, 4 million people were, as the contemporary usages had it, "managed" in profitable quasi-mass production.

By about 1900 we find managers trying to place their theories on a way they thought was a thoroughly scientific basis. In 1911 the first college management textbook was written by J. Duncan. In 1912 Yoichi Ueno introduced Taylorism (see “Commentary on the texts”) to Japan and was the first management consultant to create the "Japanese-management style". His son then pioneered Japanese quality assurance.

As the general recognition of managers as a class solidified during the 20th century and gave perceived practitioners of management a certain amount of prestige, so the way opened for popularized systems of management ideas to peddle their wares. In this context many management fads may have had more to do with pop psychology than with scientific management theory.

Towards the end of the 20th century, business management came to consist of six separate branches, namely:

- Human resource management;

- Operations management or production management;

- Strategic management;

- Marketing management;

- Financial management;

- Information technology management responsible for Management Information Systems.

In the 21st century we find it increasingly difficult to subdivide management into functional categories in this way. More and more processes simultaneously involve several categories. Instead, we tend to think in terms of the various processes, tasks, and objects subject to management.

There are also branches related to nonprofits and government such as public administration, public management, and educational management. Further, management programs related to civil society organizations have also spawned programs in nonprofit management and social entrepreneurship.