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

collaborate v сотрудничать morale n моральное состояние schedulingкалендарное планирование

verify v проверять, подтверждать, удостоверять imply v значить; подразумевать

Management by Objectives (MBO)1)управление на основе жесткого контроля выполнения; 2) совместное определение руководством и исполнителями круга должностных обязанностей последних, а также проверка исполнения этих обязанностей

policy n план действий, определяемый руководством организации; политика; направление established routine -установившаяся практикаenable v давать возможность, право (что-либо сделать)

Text B

OBJECTIVE SETTING

Part 1. Management by Objectives

An objective is the object or aim of an action. It implies an explicit direction for the action to take and a specific quality of work to be accomplished within a given period of time. Objectives reflect the desired outcomes for individuals, groups and organizations. They provide direction for decision-making and a criterion against which outcomes are measured.

An effective tool to help the manager obtain the skill of setting objectives is Management by Objectives (MBO), a collaborative process whereby the manager and each subordinate jointly determine objectives for that subordinate

MBO begins when the manager explains the goals for the department in a meeting. The subordinate takes the goals and proposes objectives for his or her particular job. The manager meets with the subordinate to approve and, if necessary, modify the individual objectives. Modification of the individual's objectives is accomplished through negotiation since the manager has resources to help the subordinate commit to the achievement of the objective. Thus, a set of verifiable objectives for each individual are jointly determined, prioritized, and formalized.

The manager and the subordinate meet periodically to review the latter's progress. Communication skill is the key factor in determining MBO's success or failure. The manager gives feedback and may authorize modifications to the objectives or their timetables as circumstances dictate. Finally, the employee's performance is measured against his or her objectives, and he or she is rewarded accordingly.

Each objective should include an action plan, which "operationally defines" the objective by expressing it in terms of specific actions or operations. An action plan can help the manager stay organized, coordinate his or her team's activities, and keep projects on schedule. The action plan states specifically what steps or tasks will be accomplished to achieve the objective. It includes a schedule with deadlines for significant actions, resources necessary to achieve the objective, and methods to measure the objective. Preparing action plans addresses potential problem areas, considers the cross-functional impact of the actions, and ultimately increases productivity.

Scheduling coordinates resources. It is important to schedule employees, as well as scarce or time-based resources, such as equipment delivery schedules. Also, schedules should include project dependencies, resource dependencies, and resource allocation.

 

Part 2. Decision Making

 

Managers constantly make decisions that affect the work of others. Day-to-day situations involving managerial decisions include employee morale, the allocation of effort, the materials used on the job, and the coordination of schedules and work areas. When solutions are accepted to everyone in the group, not just majority, decisions are made by consensus. Every member accepts the solution, even though some members may not be convinces that it is the best solution. The manager must recognize problems, make a decision, initiate an action, and evaluate the results. In order to make decisions that are consistent with the overall goals of the organization, managers and supervisors use guidelines set by top management. Thus, it is difficult for managers and supervisors to make good decisions without good planning.

An objective becomes a criterion by which decisions are made. A decision is a solution chosen from among alternatives. Decisions must be made when the manager is faced with a problem. Decision-making is the process of selecting an alternative course of action that will solve a problem. The first decision is whether or not to take corrective action. A simple solution might be to change the objective. Yet, the job of the manager is to achieve objectives. Thus, managers will attempt to solve most problems.

A problem exists whenever there is a difference between what actually happens and what the manager wants to have happen. Some of the problems faced by the manager may occur frequently. The solutions to these problems may be systematized by establishing policies that will provide a ready solution to them.

Exceptions to established routines or policies become the more difficult decisions that managers must make. When no previous policy exists, the manager must invent a solution. Sometimes managers rely on intuition, the process by which people subconsciously draw on prior experience. Problem solving (see “Texts for Supplementary Reading”) is the process of taking corrective action in order to meet objectives.

Thus, a manager has the responsibility for selecting the right goal and the appropriate means for achieving that goal. A manager needs to be able to select the right decision from among all alternatives, to solve problems if they occur and then to select the right method from many methods for implementing that decision.

 

Exercise 15. Comprehension. Say if the statements are true or false. Correct the false variant:

1. Objectives reflect the flow of inputs for individuals, groups and organizations.

2. MBO begins when the manager explains the goals for the department in a meeting.

3. Modification of the individual's objectives is made through authoritarian decision of top managers.

4. The manager and the subordinate meet after the objective has been achieved.

5. Sometimes the time it takes to achieve objectives may be unrealistic.

6. Managers constantly make decisions that affect the work of others.

1. It is difficult for managers to make good decisions with plans set by top management.
2. When the manager is faced with a problem, decisions must be made.

9. A problem never occurs if there is a difference between what actually happens and what the manager wants to have happen.