English for managers

7.In all organizations there are people carrying out the work of a manager although they do not have that title.

Во всех организациях есть люди, выполняющие работу менеджера, но не занимающие этой должности.

The following sentences deal with six measures that need to be taken to make teamworking successful. Complete them using the words from the box.

1. First of all, the team must have common goals which are challenging but achievable.

2. Then comes open communication, i.e. creating the environment when team members express their opinions freely.

3. Thirdly, all team members should be involved in the work and contribute to the progress.

4. Actually, debates and disagreements in the team should be encouraged. So, the fourth measure deals with conflict resolution.

5. The matter of leadership comes next. No wonder, a good leader is critical because he/she acts as a catalyst and a constant reminder of what the team needs to achieve.

6. Finally, team members need to measure their progress against the set goals.

Now, make a prйcis of the text.

Text 6. Motivation

Read the text and answer the questions.

1. What is Abraham Maslow famous for?

One of the best known theories of motivation was put forward by an American psychologist, Abraham Maslow.

2. What does Maslow present in his theory?

In his theory a hierarchy of needs.

3. When does a need stop being a motivation factor?

When a need had been met, it stopped being a motivating factor.

4. Why is Herzberg's theory called “two-factor”?

Herzberg called the other group of factors “hygiene” or “maintenance” factors.

5. What must managers pay great attention to according to F.Herzberg?

The managers mast pay great attention to job content.

The work of managers is to ensure that staff work efficiently in an organization. To achieve this, it is clear that managers must know what motivates people. By understanding the factors influencing motivation, they can create the conditions in which employees will perform to their maximum potential.

One of the best known theories of motivation was put forward by an American psychologist, Abraham Maslow, in a book entitled Motivation and Personality (1954). In his theory, he presented a hierarchy of needs. He identified certain basic human needs and classified them in an ascending order of importance. Basic needs were at the bottom of the hierarchy, higher needs at the top. His classification is as follows:

physiological needs

These are things required to sustain life like food, water, air, sleep etc. Until these needs are satisfied, Maslow believed, other needs will not motivate people.

security needs

They are the needs to be free from danger, physical pain and loss of a job. They include the need for clothing and shelter.

social needs

A human being needs to belong to a group, to be liked and loved, to feel accepted by others and to develop affiliations.

esteem needs

After people have satisfied their social needs, they want to have self-respect and to be esteemed by others. They have a need for power, status, respect and self-confidence.

self-actualization needs

These are the highest needs, according to Maslow. They are the desire to develop, to maximize potential and to achieve one's goals.

Maslow said that people satisfied their needs in a systematic way. When a need had been met, it stopped being a motivating factor.

Another theory of motivation, which has been very popular with managers, is Frederick Herzberg's “two-factor” theory. He concluded that at work there are certain factors which cause job satisfaction while others lead to dissatisfaction.

The group of factors bringing about satisfaction were called “motivators”. They include things like a challenging job, responsibility, advancement, recognition etc. These factors give rise to positive satisfaction. Herzberg called the other group of factors “hygiene” or “maintenance” factors. These include company policy and administration, salary and fringe benefits, job security, status and personal life. These factors are considered to be only “dissatisfiers”, not motivators. If they do not exist, they cause dissatisfaction. If they do exist in quality and quantity, they do not, however, give increased satisfaction.

Motivators	Hygiene factors
achievement	company policy and administration
challenging work	salary and fringe benefits
the work itself	quality of supervision
career prospects	relationship with colleagues
responsibility	job security
recognition	status
	personal life
	work conditions

It is worth noting that the hygiene factors refer to the context of the job - the conditions of work - while the motivators refer to job content. As one writer has aptly put it, they deal with the question “Why work here?” The motivators deal with the question “Why work harder?”

If Herzberg's theory is true, it means that managers must pay great attention to job content. They must find ways of making jobs more challenging and interesting.

Give the Russian equivalents from the box below:

motivate -побуждать (стимулировать); influence -влиять; put forward- выдвигать (предлагать); psychologist- психолог ; present a hierarchy of needs -представить иерархию потребностей; identify basic human needs -установить основные человеческие потребности; classify in an ascending order of importance -классифицировать в порядке возрастания значимости; at the bottom (top) of the hierarchy -внизу (вверху) иерархии; physiological needs -физиологические потребности; sustain life- поддерживать жизнь; satisfy -удовлетворять; security -безопасность; belong to- принадлежать к; develop affiliations -развивать (расширять) связи; esteem need- потребность в уважении; self-actualization needs -потребности в самореализации; maximize potential -максимально использовать потенциал; cause job satisfaction-вызывать удовлетворение работой; lead to dissatisfaction- приводить к неудовлетворенности; advancement -продвижение; recognition- признание; hygiene or maintenance factors -«гигиенические» или «поддерживающие» факторы; salary -оклад; fringe benefits -дополнительные льготы; refer to job content -относиться к содержанию работы.

Translate into English:

1. А.Маслоу, американский психолог, является автором наиболее известной теории мотивации.

A.Maslow, the American psychologist, is the author of the most known theory of motivation.

2. В теории Маслоу человеческие потребности расположены в порядке возрастания важности - от физиологических потребностей до самоактуализации.

In the theory of Maslow human needs are arranged in ascending order importance - from physiological needs to self-actualization.

3. По мнению Маслоу, пока физиологические потребности не удовлетворены, иные потребности не мотивируют людей.

According to Maslow while physiological needs are not satisfied, other needs do not motivate people.

4. После того как потребность удовлетворена, она перестает быть мотивирующим фактором.

After the need is satisfied, it ceases to be a motivating factor.

5. Ф.Герцберг установил, что на работе существуют две группы факторов, а именно: мотиваторы и гигиенические.

F.Gertsberg has established that on work there are two groups of factors, namely: motivators and hygienic.

6. Трудная работа, ответственность, продвижение, признание относятся к тем факторам, которые вызывают удовлетворение работой.

The tough job, responsibility, advancement, and recognition concern those factors which cause satisfaction work.

7. Если поддерживающих факторов нет в нужном количестве и качестве, это ведет к неудовлетворенности.

If supporting factors are not present in the necessary quantity and quality, it conducts to dissatisfaction.

8. Стоит заметить, что гигиенические факторы относятся к контексту работы, в то время как мотиваторы - к содержанию работы.

It is necessary to notice that hygienic factors concern a work context, while motivators - to the work maintenance.

Text 7. Starting Every Day with a Song

Read the text and answer the questions.

1. What is Asda?

<Asda> - name brand food supermarkets and convenience stores the same company.

2. What motivational tool is used in Asda?

Asda insists chanting, singing or hand-clapping is one of the best motivational tools around.

For staff and managers of Asda, each working day gets off to a raucous start. “Give me an A!” they cry, “Give me an S! Give me a D! Give me an A! What does it spell? Asda!” Customers of the supermarket chain may be alarmed to see and hear the company chant, but Asda insists chanting, singing or hand-clapping is one of the best motivational tools around.

Asda's spokeswoman says she believes the daily chant unites the workforce. Asda's chant was adapted for the UK from the version sung at Wal-Mart, its parent company. The song now accompanies all sales conferences, company events and even managerial meetings.

“The directors are just as happy to chant as the cashiers are and they have told us that it helps them get through the business of the day more efficiently and quickly. Chanting isn't compulsory though,” she adds, “and if people don't want to join in, they won't be penalized. As for the customers, they love to see us enjoying our work with a good shout and sometimes they even want to join in.”

By Virginia Matthews,

From the Financial Times

True or false:

1. The company chant at Asda is for staff only, not managers. (false)

2. The chant is made of the letters of the company's name.(true)

3. When Asda employees chant, the customers in the store are asked to participate.(false)

4. Asda believes that chanting motivates employees and makes them work better.(true)

Think and say:

1. Can you think of any other unusual ways of encouraging the employees?

2. How would you react if the top managers at your work suggested chanting?

Note

Asda - «Асда» (название фирменных продовольственных магазинов самообслуживания и универсамов [supermarket] одноименной компании) < сокр. oт As/sociated Da/iries

Now, listen to the conversation on the topic Motivation. Answer the questions.

1. What problem does Trafalgar Products face?

Trafalgar Products has a problem. Some of the production workers are taking too much time off work. Absenteeism, particularly among part-time workers, is too high.

2. Have the company managers made any suggestions to solve the problem? Which one would you choose if you were Managing Director?

The first: to interview staff who take too much time off, and check attendance records. The second: to send each person his or her attendance record, at the end of the year, we all got them at the same time, and we used to ask each other how many days off they had. If you'd had too many days off, people joked about it.

The third: if any of their employees had 100% attendance and punctuality record during the month, the names of the employees were put on pieces of paper. The pieces of paper were then put into a box. And a draw was held. The person whose name was picked out of the box got a prize.

Trafalgar Products, manufacturers of hi-fi equipment, has a problem in its Production Department. Some of the production workers are taking too much time off work. Absenteeism, particularly among part-time workers, is too high. And the number of man hours lost per employee is much higher at Trafalgar Products than at similar firms. Don McCaul, Managing Director, talks about the problem with three other executives: Sara Marshall, Personnel Manager, Kerry Webb, Production Manager and Frank Collins, Financial Director.

Section 1

McCaul: I must say, I'm worried about this problem. Absenteeism affects our productivity. And the quality of our products. We wouldn't need so many inspections if people spent more time on the job. Don't you agree, Frank?

Collins: Absolutely, Don. The trouble is, in my opinion, that we're not hard enough on staff who take too much time off. I mean, some of them take twenty or thirty days off each year. They seem to think it's their right to do it. We ought to come down on those people like a ton of bricks.

Marshall: That's all very well, Frank, but they are entitled to thirty days paid sick leave a year. It's in their employment contract.

Collins: Entitled? Does that mean to say they have to take it? Every year. That's taking advantage of the system, surely?

Marshall: All right, but…

McCaul: Look, Sara, Frank's got a point, we are too lenient with staff who take time off. We've got to take a tougher line with them. What do you say, Kerry?

Webb: Yes, I go along with that, Don. We must do something. Soon.

Section 2

Webb: I'd like to suggest something - I've been thinking about it for some time.

McCaul: Uh huh.

Webb: It might be a good idea to interview staff who take too much time off. We could check attendance records, say, for the last three years. If anyone was absent - on average - for more than twenty days a year, they would have to see someone in Personnel. And Sara could try to find out why they were taking so much time off. What do you think, Sara?

Marshall: Mm, it's not a bad idea, that. I might get some useful information from them. If I was sympathetic… and didn't appear to be judging them.

Collins: Ha! They'd probably say the job was boring. Or they had a sick aunt to look after. You'd never find out the real reason, I bet you.

McCaul: Maybe you're right, Frank. But at least they'd know we were keeping an eye on them. And that we value the work they do for us.

Collins: Perhaps.

Webb: I'd like to make one other suggestion, if I may.

McCaul: Go ahead, Kerry.

Webb: Well, at my last company, they used to send each person his or her attendance record, at the end of the year. It was a good idea… you see, we all got them at the same time, and we used to ask each other how many days off they had. If you'd had

too many days off, people joked about it. You know, told you to pull your socks up. Quite effective, really.

McCaul: I like that idea - attendance records. They wouldn't be too hard to prepare, would they, Sara?

Marshall: No, I don't think so. Not if I had that new assistant you've been promising me for months, Don!

McCaul: Ha,ha! That's one up to you, Sara.

Section 3

Collins: You know, I heard about a good scheme when I was in America. A way of reducing absenteeism, and encouraging people to get to work on time.

McCaul: Tell us about it, Frank.

Collins: OK then. I forget the name of the firm. Anyway, if any of their employees had 100% attendance and punctuality record during the month, the names of the employees were put on pieces of paper. The pieces of paper were then put into a box. And a draw was held. The person whose name was picked out of the box got a prize. Cash - a hundred or two hundred dollars, something like that.

McCaul: Was the scheme successful, do you know?

Collins: Oh yes. Attendance improved a great deal at the company. And not many people had sick leave, if they could help it.

Marshall: Ah, that's interesting, Frank. So if you had sick leave, your name wasn't entered in the draw.

Collins: That's right. You had to have perfect attendance. No absences at all. And you couldn't be late for work.

Webb: That doesn't seem very fair to me, Frank. In fact, it's rather unhuman, isn't it? I don't think our workers would be motivated by that sort of scheme. Anyway, the unions wouldn't buy it.

McCaul: I agree with you, Kerry. That sort of thing might work in America but it wouldn't go down well here.

Collins: I don't agree. Anyway, there would be no harm trying it. What have we got to lose? I don't think our workers would turn their noses up at the chance of earning some extra cash.

McCaul: You could be right but … I doubt it somehow.

Give the English equivalents from the box below:

напрячь силы -pull one's socks up; (не) быть слишком строгим с кем-л. -(not) be hard on staff; особенно -particularly; производитель высокоточного оборудования -manufacturer of hi-fi equipment; сокращать количество невыходов на работу -reduce absenteeism; отсутствовать на рабочем месте слишком много времени -take too much time off work; оплачиваемый больничный лист -paid sick leave; проверить записи учета посещаемости -check attendance records; вносить предложение -make a suggestion; следить за -keep an eye on smb; воспользоваться чем-л. -take advantage of smth; рабочий, занятый неполный рабочий день -part-time worker; иметь право на что-л. -be entitled to smth.; быть обеспокоенным чем-л.- be worried about; влиять на производительность -affect productivity; ценить -value; набрасываться (наваливаться) на -come down on smb; в среднем -on average; относиться снисходительно (терпимо) к -be lenient with; занять более жесткую позицию по отношению к -take a tougher line with smb; выяснить реальную причину -find out the real reason; проводить лотерею -hold a draw.

Complete the following sentences giving an outline of the conversation. Use the words and word combinations from the box above. Put them in the correct form.

1. Trafalgar Products, manufacturers of hi-fi equipment, face the problem of attendance, i.e. some of the production workers are taking too much time off work.

2. The company executives are sure that they will find out who take too much time off work.

3. Sara Marshall, Personnel Manager, says that workers are entitled to thirty days paid sick leave a year and they take advantage of the system.

4. Kerry Webb, Production Manager suggests that they should check attendance records and interview staff who take too much time off to find out the real reason for absenteeism.

5. Besides, he suggested to send each worker his or her attendance record at the end of the year.

6. Frank Collins, Financial Director, shares his ideas how to reduce absenteeism and encourage staff to get to work on time, i.e. to hold a draw among those employees who have 100% attendance and punctuality record during the month.

7. So, the executives conclude that they must take a tougher line with absentees.

Find the following words and sentences in the text. Translate them. What are their functions in the conversation? Don't forget to use them in your own speech.

I agree with you. ( Я согласен с вами.)	Ah, that's interesting. ( О, это интересно.)
I don't agree. (Я не согласен.)	Look, Sara, Frank's got a point, we are too lenient with staff who take time off. ( Смотрите, Сара, у Франка есть точка, мы слишком снисходительны с сотрудниками, которые выкраивают время.)
Don't you agree? (Вы согласны?)	I'd like to suggest something - I've been thinking about it for some time.( Я хотел бы предложить что-то - я думал об этом в течение некоторого времени.)
Maybe you're right. (Возможно Вы правы.)	I'd like to make one other suggestion, if I may. (Я хотел бы сделать одно другое предложение, если я могу.)
You could be right but…( Возможно вы правы, но…)	Go ahead. ( Идем дальше.)
What do you think, Sara? (Что Вы думаете, Сара?)	In my opinion, that we're not hard enough on staff who take too much time off. ( По моему мнению, что мы не достаточно тверды в сотрудниках, которые занимают слишком много свободного времени.)
What do you say, Kerry? (Что Вы говорите, Керри?)	In fact, it's rather unhuman, isn't it? ( Фактически, это является довольно нечеловеческим, не так ли?)
It's not a bad idea. (Это не плохая идея.)	The trouble is, in my opinion, that we're not hard enough on staff who take too much time off. (Проблема - по моему мнению, что мы не достаточно тверды в сотрудниках, которые занимают слишком много свободного времени.)
I like that idea. (Мне нравится эта идея.)	Perhaps (Возможно)
It might be a good idea to interview staff who take too much time off. ( Это могла бы быть хорошая идея взять интервью у сотрудников, которые занимают слишком много свободного времени.)

Now, speak about motivation theories and motivational techniques applied in various companies.

Text 7. Performance Appraisal

Read the text and answer the questions.

1. What is a performance appraisal?

Performance appraisal involves filling out a form or writing a report on the person concerned. It is a judgment on how well a person is doing his/her work.

2. How often is it carried out?

The appraisals are usually carried out once a year.

3. What is the attitude of both managers and staff to appraisals? Give the reasons. Many managers see appraisals as the most unpleasant because the manager is expected to criticize the subordinate and to give guidance at the same time. Many people are naturally suspicious of appraisals. They think managers are trying to find out their weaknesses, so they are on the defensive.

Most organizations have some form of performance appraisal of their employees. The appraisals are usually carried out once a year. The manager makes an evaluation of the performance of the subordinate. This involves filling out a form or writing a report on the person concerned. After this, there is a meeting at which the two parties discuss the appraisal. A performance appraisal is, then, a judgement on how well a person is doing his/her work.

Why do organizations carry out appraisals? Appraisals help organizations to reward staff properly. They are useful when decisions have to be made about salary increases and bonuses. In addition, they are needed when managers are considering transferring or promoting staff. In these situations, they provide up-to-date information about an individual's performance, skills and career objectives.

An important purpose of appraisals is to give the subordinate feedback on how he/she is performing. The manager can talk to the subordinate about the strengths and weaknesses of his/her performance. He/she can also discuss how the subordinate can learn to work more effectively.

At appraisal interviews, subordinates can talk not only about their future, but also seek guidance from the manager. The interview may help them to think more realistically about their goals. Besides doing this, it gives the subordinate the opportunity to ask the manager for further training.

There are many methods of evaluating a person's performance at work. A traditional method has been to give a “rating”. The subordinate's evaluation is based on traits - qualities - that he/she shows in his/her work. Subordinates are judged on such things as knowledge of the job, reliability, initiative and sense of responsibility. The manager rates the subordinate by marking a letter or figure on a scale. For example, the rating could be A-E, where A indicates outstanding and E unsatisfactory. This type of rating sometimes includes performance factors such as quality of work, productivity and attendance.

However, the most popular form of appraisal, in Britain and the United States, is Management by Objectives. This appraisal is based on a person's performance, and how well he/she is achieving his/her goals. The manager and the subordinate agree on a certain number of objectives, which should be achieved in a given period of time. The focus is on the results, not personality traits.

Another appraisal method is worth mentioning too. This is the Critical Incident Method. With this system, the manager keeps a record of good and unsatisfactory examples (incidents) of a person's work. These are kept in a file and reviewed with the manager when the interview takes place. An advantage of the system is that the manager has to think about the subordinate's performance throughout the year. Furthermore, specific examples of the person's work can be looked at and discussed at the appraisal interview.

In spite of the need for performance appraisals, people do not like them. Many managers see appraisals as the most unpleasant duty and those who are appraised rarely have a good word to say for the system used by their organization. One problem is that the manager is expected to criticize the subordinate and to give guidance at the same time. However, it is not easy for a manager to combine those roles. Many people are naturally suspicious of appraisals. They think managers are trying to find out their weaknesses, so they are on the defensive. Moreover, managers are often unwilling to say that a subordinate's performance has been “outstanding” or “bad”. So, the individual is described as being “just above the average”. This means that high fliers in the organization do not get a good enough evaluation while the work of poor performers may be overvalued. Finally, many managers do not like to criticize, in writing, a subordinate with whom they are working closely, day-by-day.

Despite that, appraisal can be a valuable process. At the interview, the manager should act as a guide to the subordinate, not as a judge. The purpose of the interview should be to discuss how the individual can “grow” in the organization, and make an effective contribution.

Give the Russian equivalents from the box below:

carry out performance appraisal -проводить оценку деятельности; make an evaluation of -дать оценку; fill out a form -заполнить бланк; write a report on- написать отчет; judgment on -мнение (суждение) о; reward staff properly- вознаграждать персонал должным образом; bonus -премия; transfer staff- переводить персонал с одной работы на другую; provide up-to-date information- обеспечивать новейшей информацией; purpose -цель; seek guidance -обращаться за (просить) советом; give a “rating” -выставить оценку (рейтинг); trait- характерная черта (особенность); reliability -надежность; initiative- инициатива; rate the subordinate -оценить подчиненного; mark a letter or figure on a scale- отметить букву или цифру на шкале; be based on -основываться; be worth mentioning -заслуживать упоминания; keep a record of good and unsatisfactory examples (incidents) -вести учет положительных и отрицательных случаев (инцидентов); review -рассматривать (пересматривать); in spite of (despite)- несмотря на; have a good word -хорошо отзываться; give guidance -дать совет (рекомендации); be suspicious of -относиться с подозрением; be on the defensive- обороняться (защищаться); be unwilling -несклонный, нерасположенный; high flier -честолюбец; overvalue -переоценивать; valuable -ценный (полезный); act as a guide, not as a judge -выступать в качестве советчика (наставника), а не судьи.

Identify passive structures in the following sentences and translate them into Russian.

1. The appraisals are usually carried out once a year.

Оценка деятельности обычно выполняется раз в год.

2. The subordinate's evaluation is based on traits - qualities - that he/she shows in his/her work.

Оценка подчиненного основана на особенных качествах - что он/она показывает в его/ее работе.

3. Subordinates are judged on such things as knowledge of the job, reliability, initiative and sense of responsibility.

Подчиненные оцениваются по их знанию работы, надежности, инициативы и ответственности.

4. The manager and the subordinate agree on a certain number of objectives, which should be achieved in a given period of time.

Менеджер и подчиненный договариваются об определенных целях, которые должны быть достигнуты в установленный срок.

5. Good and unsatisfactory examples (incidents) of a person's work are kept in a file and reviewed with the manager when the interview takes place.

Положительные и отрицательные случаи (инциденты) работы персонала сохраняются и рассматриваются, когда беседуют с менеджером.

6. Those who are appraised rarely have a good word to say for the system used by their organization.

У тех, кто оценивается редко, хорошее мнение о системе их организации.

7. The manager is expected to criticize the subordinate and to give guidance at the same time.

Менеджер должен одновременно критиковать и давать советы подчиненному.

Note down the main aims of carrying out appraisals.

- Appraisals help organizations to reward staff properly. They are useful when deciding about salary increases and bonuses.

- They are needed when managers are considering transferring or promoting staff.

-Note down three methods of evaluating an employee's performance considered in the text. Comment on each of them.

For Additional Information.

В Британии растет число работодателей, осознающих, что одними указаниями людей на достижения не подвигнуть. Хорошая оценка работы персонала, может быть, даже связанная с системой оплаты по показателям, поощряющая особо хороших сотрудников, может резко улучшить их стимулирование. Вот что говорит Нора Стайн, сотрудница лондонской фирмы консультантов по менеджменту.

Во времена экономического спада руководство фирм вполне естественно прибегает к «пожарной» тактике: всегда есть соблазн сокращать и урезать.

Но есть и другой путь, который освоили многие успешные бизнесы Британии. Эти компании не забывают о долгосрочных перспективах, поэтому стараются изыскивать лучшие способы использования имеющихся ресурсов. А для многих из них, особенно в растущей сфере обслуживания, ресурсы - это прежде всего люди. «В рецессию, когда приходится максимально урезать расходы, но так, чтобы не нанести ущерба бизнесу, единственный способ увеличить производительность - это добиться большего от людей, но так, чтобы они не считали себя угнетенными и не озлоблялись. А ключ к этому - хорошая система оценки деятельности сотрудников», - говорит управляющий одной крупной сервисной фирмы.

Системы оплаты по показателям, введенные впопыхах или основанные на расплывчатых критериях, могут привести к катастрофическим последствиям - и дорого, и приводит к расколу. Но вот если подкрепить оплату по показателям здоровой программой оценки деятельности сотрудников, это может породить у людей стремление к достижениям. Помимо этого, хорошая программа поможет набрать и удержать именно тех людей, которые нужны компании.

Оптимальным вариантом является заключение «соглашения» или «контракта» о результативности работы. Это краткий документ, составленный работником и согласованный с начальником, описывающий предполагаемый вклад данного сотрудника в общий план. Это программа, к которой можно обращаться в течение года, если нужно, менять, и она служит основой суждения по оценке деятельности.

В таком подходе много преимуществ. Он трансформирует оценочный процесс в диалог. Самое важное то, что такая программа создает победителей: если план реалистичен, большинство служащих «выполнят условия контракта», а компания от этого выиграет.

Рассмотрим внедрение данной системы оценки деятельности на примере британских филиалов банка «Барклиз». Банк воспользовался услугами фирмы консультантов по менеджменту, которая должна была определить критерии «хорошей работы» и разработать программу, которую менеджеры сочли бы справедливой. В итоге была отработана система, которая резко отличалась от прежней. Были составлены «контракты по показателям», и в каждом отражались ключевые моменты работы менеджера. Старая пятибалльная система была отвергнута, на ее место пришла трехбалльная - «выполнен», «перевыполнен» и «не выполнен». Контракт следует согласовывать, а не навязывать. Совместное обсуждение помогает людям понять, что от них ожидает банк, и как можно достичь поставленных целей, выдвигая разумные идеи.

Note

Barclays Bank - крупнейший из британских банков, основан в 1896г.

Из журнала «Англия»

Now, speak on the topic “Performance appraisal” on the basis of the given information.

Text 8. Leadership

Read the text and answer the questions.

1. Why is it difficult to define leadership?

Leadership is needed at all levels in an organization. However, the leadership qualities required by a supervisor or manager are not the same as those required by the chief executive of a company. It is, therefore, difficult to define leadership satisfactorily.

2. Why was the approach to leadership called “trait”?

Because when psychologists and other researchers first studied leadership, they tried to find out if leaders had special personal qualities or skills. They asked the question: Were there specific traits which made leaders different from other people?

3. Why had the trait approach to leadership become discredited?

The trait approach to leadership had become discredited. It is generally agreed now that you cannot say a person is a leader because he/she possesses a special combination of traits. All you can say is that some qualities, like above-average intelligence and decisiveness.

4. What is F.Fiedler's contribution to leadership?

Fred Fiedlerhas carried out research into effective leadership in a number of organizations - businesses, government agencies and voluntary associations.

5. What scale did F.Fiedler offer for measuring a person's leadership style?

He asked leaders to think of all the people they had worked with. From this group, the leaders had to choose the person with whom they could work least well. The leader then had to rate this person - the least-preferred co-worker (LPC) - on a number of scales, as in the chart below.

Leadership is needed at all levels in an organization. However, the leadership qualities required by a supervisor or manager are not the same as those required by the chief executive of a company. It is, therefore, difficult to define leadership satisfactorily.

A typical definition is that the leader “provides direction and influences others to achieve common goals”. Peter Drucker, the American writer, says, “Leadership is the lifting of a man's vision to higher sights, the raising of a man's performance to a higher standard, the building of a man's personality beyond its normal limitations”.

When psychologists and other researchers first studied leadership, they tried to find out if leaders had special personal qualities or skills. They asked the question: Were there specific traits which made leaders different from other people? The results of their research were disappointing. In time, it became clear that there was not a set of qualities distinguishing leaders from non-leaders. Some studies had suggested, for example, that leaders were more intelligent, more self-confident, had better judgement etc. than other people. But, it was pointed out, many people with these traits did not become leaders. And many leaders did not have such traits!

In 1974, a researcher, Ralph Stogdill, reviewed a large number of projects on leadership. In Chart 1, you can see the personal qualities which were considered important for success as a leader.

Characteristics of a leader	Number of Studies
Fluency of speech	28
Ascendance, dominance	42
Knowledge	23
Emotional balance, control	25
Originality, creativity	20
Self confidence	45
Achievement drive, desire to excel	28
Drive for responsibility	29
Task orientation (interest in work)	19
Sociability, interpersonal skills	49
Participation in social exchange	29
Source: R.Stogdill. Handbook of Leadership. Macmillan, 1974

However, as early as the 1950s, the trait approach to leadership had become discredited. It is generally agreed now that you cannot say a person is a leader because he/she possesses a special combination of traits. All you can say is that some qualities, like above-average intelligence and decisiveness, are often associated with leaders.

An important analysis of leadership has been made by Fred Fiedler, Professor of Psychology and Management at the University of Washington. For over twenty years, he has carried out research into effective leadership in a number of organizations - businesses, government agencies and voluntary associations. Fiedler observed how leaders behaved, and he has identified two basic leadership styles.

Task-motivated leaders “tell people what to do and how to do it”. Such leaders get their satisfaction from completing the task and knowing they have done it well. They run “a tight ship”, give clear orders and expect clear directives from their superiors. This does not mean that they show no concern for other people. But their priority is getting the job done.

Relationship-motivated leaders are more people-oriented. They get their satisfaction from having a good relationship with other workers. They want to be admired and liked by their subordinates. Such leaders will share responsibility with group members by encouraging subordinates to participate in decisions and make suggestions.

One of Fiedler's most original ideas was to offer a method for measuring a person's leadership style. In a questionnaire, he asked leaders to think of all the people they had worked with. From this group, the leaders had to choose the person with whom they could work least well. The leader then had to rate this person - the least-preferred co-worker (LPC) - on a number of scales, as in the chart below.

A person who described his LPC favourably tended to be “human relations -oriented and considerate of the feelings of his men”. He was a relationship-motivated leader. On the other hand, someone who described his LPC unfavourably, giving him/her a low LPC rating, tended to be “managing, task-controlling, and less concerned with the human relations aspects of the job”. This person was a task-motivated leader.

Throughout his work, Fred Fiedler emphasized that both styles of leadership could be effective in appropriate situations. There was no best style for all situations. Effective leadership depended on matching the leader to the task and the situation.

Give the English equivalents from the box below: подход к определению лидера (руководителя), основанный на наличии у него характерных черт -the trait approach to leadership; набор качеств, отличающих лидеров от нелидеров -a set of qualities distinguishing leaders from non-leaders; обладать определенным набором черт -possess a special combination of traits; решительность -decisiveness; стремление брать на себя ответственность -drive for responsibility; желание отличиться (превзойти)- desire to excel; самоуверенность -self confidence; беглость речи -fluency of speech; общительность -sociability; доминирование (власть) -dominance; вести себя (поступать) -behave; лидеры, мотивируемые выполнением задания -task-motivated leaders; стиль руководства, ориентированный на выполнение задания- task-oriented leadership style; получать удовлетворение -get satisfaction from; выполнить задачу -complete the task; приоритет- priority; давать четкие указания- give clear orders; ждать четких указаний от начальства -expect clear directives from the superiors; лидеры, мотивируемые отношениями -relationship-motivated leaders; стиль руководства, ориентированный на людей -people-oriented leadership style; иметь хорошие взаимоотношения -have a good relationship with; поощрять (побуждать) подчиненных -encourage subordinates; принимать участие -participate; предложить метод оценки (определения) стиля руководства -offer a method for measuring a person's leadership style; вопросник (анкета) -questionnaire; наименее предпочтительный сотрудник -the least-preferred co-worker; иметь наибольшие затруднения при выполнении работы -have the most difficulty in getting a job done; дать оценку наименее предпочтительному сотруднику по шкале -rate the LPC; охарактеризовать кого-л. (не)благосклонно -describe smb. (un)favourably; иметь тенденцию (склонность) -tend to.

Identify adjectives and adverbs in the comparative and superlative degrees in the following sentences. Translate them into Russian.

1. Some studies had suggested, for example, that leaders were more intelligent, more self-confident, had better judgment etc. than other people.

Более умны, более самоуверенны, более рассудительны.

2. Relationship-motivated leaders are more people-oriented.

Более ориентированы на людей.

3. One of Fiedler's most original ideas was to offer a method for measuring a person's leadership style.

Самые оригинальные идеи.

4. From all the people they had worked with, the leaders had to choose the person with whom they could work least well.

Наименее хорошо.

5. A leader who described his least-preferred co-worker unfavourably, giving him/her a low rating, tended to be “managing, task-controlling, and less concerned with the human relations aspects of the job”.

Наименее предпочтеный коллега, менее заинтересованный.

6. Throughout his work, Fred Fiedler emphasized that there was no best style of leadership for all situations.

Не лучшего стиля руководства.

Classify the word combinations from the box above into four columns. Which of them can be used to describe the trait approach to leadership, task-oriented and people-oriented leadership styles, LPC scale? Some of them can be used more than once.

the trait approach to leadership	task-oriented leadership style	people-oriented leadership style	least-preferred co-worker scale
possess a special combination of traits	complete the task	sociability	rate the LPC
questionnaire	priority	behave	describe smb. (un)favourably
tend to	give clear orders	participate
desire to excel	dominance	encourage subordinates
		have a good relationship with

Now, speak about leadership using the pre-text questions as a plan and word combinations from the table.

Text 9. Leadership qualities:

a) focus on Douglas Ivester, CEO of Coca-Cola

Read the text and answer the question:

Which fact from the text proves Ivester's drive best of all?

Ivester stepped in smoothly to run Coca-Cola as Chief Executive Officer following the death of champion wealth creator Roberto Goizueta, who had recognized Ivester's drive, commenting that he was the hardest-working man he had ever met.

Both of Ivester's parents were factory workers from a tiny mill town in Georgia. His parents were children of the depression, he recalls, “strong savers, very strong religious values,” and had very high expectations for their only son.

If you want to know how driven Ivester is, know that many years ago he set himself the goal of becoming the CEO and chairman of Coca-Cola. Then he put on paper the dates by which he intended to do that. By comparison with Goizueta, Ivester is an accountant by training, an introvert by nature. He worked systematically to obtain the breadth needed to be a modern chief executive - spending three years' worth of Saturdays, six hours at a time, being tutored in marketing. He is a straight arrow, constantly encouraging his executives to “do the right thing”, yet he is fascinated with Las Vegas, which he visits once a year, gambling and people-watching a lot.

He is big on discipline, which to him means: be where you are supposed to be. Hierarchy is out - it slows everything down; he communicates freely with people at all levels. At Coke, business planning is no longer an annual ritual but a continual discussion - sometimes via voice-mail - among top executives. Technology is not just nice; it's crucial. Huge volumes of information don't frighten Ivester; he insists that they are necessary for `real-time' decision-making.

From Fortune Magazine

Here is a list of Ivester's personal qualities and leadership skills which have helped Coca-Cola be a successful company. Translate them into Russian.

Ivester's background (came from the workers' family with very strong religious values and very high expectations for their only son);

Ивестер из семьи рабочих с очень религиозными взглядами и гордящихся их единственным сыном;

Ivester's drive (set himself the goal of becoming the CEO and chairman of Coca-Cola, put on paper the dates by which he intended to do that);

Ивестер поставил себе цель стать генеральным директором компании Coca-Cola, и записал дату, когда намеревался это сделать;

being an accountant by training and an introvert by nature, worked systematically to obtain the breadth needed to be a modern chief executive;

будучи бухгалтер по образованию и интровертом по своей природе, постоянно работал, чтобы получить навыки, должные современному руководителю;

spent three years' worth of Saturdays, six hours at a time, being tutored in marketing; в течении трех лет, каждую субботу шесть часов, обучался маркетингу;

the hardest-working man one has ever met;

трудолюбивый человек, единственный когда-либо встречался;

a straight arrow, constantly encouraging his executives to “do the right thing”; честно, неизменно призывал руководителей “делать правильные вещи”;

rejects hierarchy, communicates freely with people at all levels;

не признавать иерархии, свободно общаться с людьми любого уровня;

big on discipline, which to him means: be where you are supposed to be;

большая дисциплина, по его мнению: быть там, где вы должны быть;

at Coke, business planning is no longer an annual ritual but a continual discussion among top executives;

в кока-коле бизнес-планирование уже не ежегодный ритуал, но постоянные обсуждения среди высших должностных лиц;

technology is crucial: it provides huge volumes of information necessary for `real-time' decision-making;

решающая технология: она обеспечивает огромные объемы информации, необходимой для принятия решений 'в реальном времени'.

b) focus on Wayne Calloway, CEO of PepsiCo

Read the text and answer the question:

What kind of leader is Wayne Calloway?

Calloway says Pepsi's success results from his three Ps: “people, people, people.” He spends 40% of his time on people issues.

Calloway describes his approach to leadership within PepsiCo in these words: ”If you take care of your people, you'll take care of your stockholders.”

PepsiCo Chief Executive Officer Wayne Calloway describes his leadership style in this fashion: “We take eagles and teach them to fly in formation.” PepsiCo's managers are highly regarded for their results-oriented management. Calloway says Pepsi's success results from his three Ps: “people, people, people.” Calloway spends 40% of his time on people issues. He knows most of his 550 top managers, and he spends up to two months a year reviewing each of them. Calloway describes his approach to leadership within PepsiCo in these words: ”If you take care of your people, you'll take care of your stockholders.” Maybe that is why his managers once gave Calloway a bronze eagle with the inscription, “We're proud to fly in your formation.”

Make up a list of principles which Wayne Calloway follows in his leadership practice.

Now, comment on the leadership qualities and skills on the basis of the given information.

Text 10. The Management of Time

Read the text and answer the questions:

1. Why is it difficult for the manager to be effective?

The problem is that there are so many pressures on managers, reducing their efficiency.

2. How can the manager cut out unproductive activities?

Effective managers learn how to manage their time. They cut out unproductive activities. The best way to do this is to record how he uses time.

3. What is logging?

Manager must to log the tasks he performs.

In any business, it is important that managers should be effective. They must be able to achieve their objectives. For most executives, being effective is easier said than done. The problem is that there are so many pressures on managers, reducing their efficiency. For one thing, their work is fragmented. Most days, they are doing a number of tasks, some fairly trivial, others highly important. They find that they do not have enough time to devote to the really important jobs. Besides, sometimes they are under such pressure that they forget which jobs are important.

The manager also faces another difficulty. He finds that other people take up a lot of his time, so that he has little time of his own. The manager must constantly respond to the demands that others make on his time.

Things do not get better as he climbs higher in the organization. In fact, they get worse.

Because of the nature of the manager's work, it is not easy for him to be effective. He will have difficulty distinguishing between important and less important tasks.

Effective managers learn how to manage their time. They cut out unproductive activities. They never forget that time cannot be replaced.

Before being able to control his time, the manager must find out how he is actually using it. He must know where it goes. The best way to do this is to record how he uses time. The usual method is to log the tasks he performs. Either he or his secretary keeps an exact record of how he spends his working day, or week. The manager should not rely on memory when logging time. One way of logging is to note down all the activities and indicate how long they took. This logging of time should be done once or twice a year. It shows the executive how he actually spends his time at work - not how he thinks he spends it.

Comment on the following statements:

1. For most executives, being effective is easier said than done.

They must be able to achieve their objectives.

2. The manager's work is fragmented.

He must distingue between important and less important tasks.

3. Other people take up a lot of manager's time.

The manager must constantly respond to the demands that others make on his time.

4. The best way to find out how a manager is actually using his time is to log the tasks he performs.

It is to note down all the activities and indicate how long they took. Logging shows how he actually spends his time at work.

Making better use of time is becoming an increasingly essential feature of our life. Time-management consultants are giving tips on how to take control over our daily routine and to help organize our life. Read some examples of time-saving tactics, rank them from 1 to 6 as the most helpful.

Create a `to do' list. Every evening jot down the top 20 tasks to be done the next day, and review the list several times throughout the day. The best way to accomplish what's on the list is to give each task a specific time slot.

Do it now. Many people waste too much time preparing to do something that they often have no time left to do it. Just dive in and you'll be surprised at how fast you get things done.

The 80/20 Rule. Stay focused on priorities and allow more time (80%) for the most important things.

Know when to say `No'. Try to stay firm to save more time for yourself, turning down an invitation, missing an event, or telling someone they can't come visit.

Off-Peak perks. Avoid long lines, traffic and other time-wasters by living off-peak.

Use technology.

How do you manage your time? Which of the given time-saving techniques do you use or would you like to use in your everyday practice? Share your ideas.

Text 11.

Read the text about the different styles that men and women have in the workplace.

Men and women do things differently. There are, of course, exceptions to every generalization, including this one.

Cristina Stuart is a managing director of Speakeasy Training, a consultancy that runs courses for men and women working together. Here she describes a few key differences between the sexes in the workplace.

...