Possible solutions to exercise 13.

 

Situation Analysis
Strengths	Weaknesses	Opportunities	Threats
- What financing is available? - Do we have a superior reputation? - How skilled is our workforce?	- Are our technologies obsolete? - Are our facilities outdated?	- What are the emerging technologies? - Is there a possibility of growth of existing market?	- What substitute products exist on the market? - Is there a shortage of resources we get outside? - What are the new regulations?

UNIT III.

Possible solutions to exercise 12.

When you are handed a key assignment, here are some critical questions to ask yourself to determine if you can do it:

- Is this more work than I can handle? The boss may delegate more work than you can handle. Prepare an action plan using your most pessimistic estimates of the time involved in each step of the project. If your deadline is unrealistic, let your boss know right away that you’ll need more time. Point out the conflicts in your work schedule and ask your boss to prioritize your assignments.

- Do I understand the assignment? If the boss hasn’t made it clear what is really wanted, the chances of making a mistake are very high. Ask questions until you are clear about your boss’s expectations. Don’t worry about seeming stupid. Use self-disclosure and say, “This may seem like a stupid question, but…”. Ask he boss to write the objectives down. Set up a schedule for regular check-ins with the boss.

 

-Does the assignment require coordination with other individuals or departments with whom I do not yet have a good working relationship? Do I have access to the equipment, technology, and personnel I’ll need?Make sure you get the authority to accomplish the job, or the assignment will seem impossible. If you’ll need money, computer time, temporary help, or access to confidential records, ask your boss to be specific about how far you should go and how much you should spend. Call suppliers, outside contractors, and professional contracts you’ll be using now. Figure out how to negotiate with – or bypass – anyone that would have a reason to sabotage your work on this project.

 

UNIT V.

Possible solutions to exercise 13.

In discipline discussions with an employee, the supervisor points out the unsatisfactory behavior, explains the need for and purpose of the rule or practice that is being violated, and expresses confidence in the employee's willingness and ability to make the necessary changes in behavior.

During a discipline discussion the supervisor should be objective in reviewing the situation and give the employee specific examples of the behavior that is causing the problem. The employee should be allowed an opportunity to present his or her own case. The supervisor needs to make sure the employee has a clear understanding of the consequences of his or her behavior.

Discipline Discussion

1. Explain specifically what you have observed and why the behavior cannot continue.

2. Request and listen actively to the employee's reasons for the behavior.

3. Ask the employee for ideas on changing the problem behavior and offer your help.

4. Come to an agreement on specific action steps to be taken by each party.

5. Schedule a follow up meeting to check whether the problem has been resolved.

6. Document the meeting, noting date, content action steps agreed upon, and timetables for implementing them.

If, after two or three discussions, the employee's behavior has not changed, he or she should be asked to decide if he or she wants to quit or return to the job and abide by the organizational rules and standards.

UNIT VI.

Exercise 21. Keys to the questionnaire:

a=4 a=0 a=4 a=2 a=4

b=2 b=2 b=2 b=4 b=0

c=0 c=4 c=0 c=0 c=2

a=0 a=2 a=0 a=2 a=2

b=4 b=4 b=2 b=4 b=0

c=2 c=0 c=4 c=0 c=4

BIBLIOGRAPHY

 

1. Crowther, John. Business Roles. [текст] – Cambridge: Cambridge University Press, 1997
2. Godfrey, Golzen.Working for Yourself. [текст] – 11^th ed.- London: Cogan Page Ltd, 1989.- 318 c.
3. Harrison, Tony. The Product Manager’s Handbook. [текст] – London: Cogan Page Ltd, 1989. – 200 c.
4. Hollett, Vicki. Business Objectives. [текст]– new ed. – Oxford: Oxford University Press, 1998.- 224c.
5. Jones, Ken. A Sourcebook of Management Simulations. [текст] – London: Cogan Page Ltd, 1989. - 128 c.
6. Mui,Chunka. Downes, Larry. Digital Strategies for Market Dominance. [текст] - Harvard Business School Press, 1998.
7. Newstrom, John W. Organizational Behavior: Human Behavior at Work. [текст] - 10th ed. - McGraw Hill, Inc., 1996.- 368 c.
8. Волкова, И.Н. Справочник менеджера. Терминология. [текст] – М.: МИА «Апейрон» ВНИИКИ, 1991. – 110 с.
9. Воробьева, С.Ф. Английский язык для эффективного менеджмента / Guidelenis for Better Management Skills. [текст] – Мю: Издательство института общего среднего образования РАО, 2001. – 256с. – (English).
10. Иванова, К.А. Англо-русский словарь по рекламе и паблик рилейшнз (с толкованиями).– СПб.: Политехника, 1998. – 272 с.
11. Мартынов, В.В. Англо-русский толковый словарь внешнеэкономических терминов. – 2-е изд., доп. – М.: Финансы и статистика, 1994. – 208 с.
12. Сыпченко, В.А., Копыленко, М.Л. Англо-русский справочник бизнесмена / Businessman’s guide / English-Russian. [текст] – Киев: Украинский производственно-коммерческий центр «Олимп», 1992 –190 с.

13. http://www.public.iastate.edu/scmfaq.html

14. http://www.careersonline.com.au/easyway/res/skill.html

15. http://www.club-mgmt.com/sports/locker.html

16. http://www.ergoweb.com/Pub/Info/Std/fjw.html

17. http://www.altavista.com

1. http://www.apsc.gov.au/about/organisation.html

 

 

CONTENTS

ПРЕДИСЛОВИЕ INTRODUCTION PART ONE. GUIDELINES FOR BETTER MANAGEMENT SKILLS UNITI. INTRODUCTION TO MANAGEMENT Text A Definition of Management Text B Historical Development   UNIT II. MANAGERIAL FUNCTIONS: PLANNING Text A Planning Process Text B Forecasting Employment Needs UNITIII. MANAGERIAL FUNCTIONS: ORGANIZING Text A Organizing Process Text B Power and Authority   UNIT IV. MANAGERIAL FUNCTIONS: LEADING Text A Leading Text B The Leadership Challenge   UNITV. MANAGERIALFUNCTIONS: CONTROLLING Text A Controlling Process Text B Objective Setting UNIT VI. MANAGERIAL ROLES AND SKILLS Text A Managerial Roles Text B Managerial Skills PART TWO. TEXTS FOR SUPPLEMENTARY READING UNIT I. History of Management UNIT II. Operating Guidelines UNIT III. Organization Design UNIT IV. Trait Theories UNIT V. Problem Solving and Decision Making UNIT VI. The Communication Process COMMENTARY ON THE TEXTS COMMENTARY ON THE EXERCISES BIBLIOGRAPHY

Учебное издание

 

 

Зверева Надежда Михайловна

 

 

GENERAL MANAGEMENT

 

 

Учебное пособие

 

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