Match the words from the text with similar meanings. Reproduce them in the situations of your own.

1. inspire a. technique

2. fire b. terror

3. fear c. motivate

4. defeat d. employee

5. upset e. sack

6. subordinate f. failure

7. tactic g. hurt

Complete the sentences with the words below and translate the sentences into Russian.

1. The new _____ improved morale in the department.

2. The _____ praised his team upon reaching the Cup Final.

3. Our board of _____ meet every three months to discuss strategy.

4. The factory _____ went on strike because of low pay.

5. The share price went up when the new _____ was appointed.

6. I have to do the appraisals for the six _____ who report to me.

7. An aggressive management style led to an increase in _____ turnover.

8. Every _____ in the company gets health and safety training.

Follow-up

Share your opinion on the following questions.

- What fears make people work hard?

- Can fear motivate people as successfully as rewarding them?

TEXT 4

Before you read

Complete the tips for effective leadership below with the following verbs.

TIPS FOR EFFECTIVE LEADERSHIP

1. _____ any problems quickly.

2. _____ care to involve staff.

3. Always _____ clear instructions.

4. _____ unrealistic targets.

5. Do _____ sure your staff feel valued.

6. _____ talent among your staff.

7. _____ your temper.

8. _____ causing stress among workers.

9. _____ a positive working environment.

10. Lead meetings but _____ them.

Reading

1. What makes a good manager from your point of view? Are there any receipts to become a good leader? Read the article below and check your guesses.

WHAT MAKES A GOOD MANAGER? HERE ARE 10 TIPS.

By Bill Gates

There isn’t a magic formula for good management, of course, but if you’re a manager, perhaps, these tips will help you to be more effective.

1. Choose a field thoughtfully. Make it on your enjoy. It’s hard to be productive without genuine enthusiasm. This is true whether you are a manager or employee.

2. Hire carefully and be willing to fire. You need a strong team, because a mediocre team gives mediocre results, no matter how well managed it is.

One common mistake is holding onto somebody who doesn’t quite measure up. It’s easy to keep this person on the job because he’s not terrible at what he does. But a good manager will replace him to move him to a set of responsibilities where he can succeed unambiguously.

3. Create a productive environment. This is a particular challenge because it requires different approaches depending on the context.

Sometimes you maximize productivity by giving everybody his or her own office. Sometimes you achieve it by moving everybody into open space. Sometimes you use financial incentives to stimulate productivity. A combination of approaches is usually required.

One element that almost always increases productivity is providing an information system that empowers employees.

When I was building “Microsoft”, I set out to create an environment where software developers could thrive. I wanted a company where engineers liked to work. I wanted to create a culture that encouraged them to work together, share ideas and remain highly motivated. If I hadn’t been a software engineer myself, there’s no way I could have achieved my goal.

4. Define success. Make it clear to your employees what constitutes success and how they should measure their achievements..

Goals must be realistic. Project schedules, for example, must be set by the people who do the work. People will accept a “bottoms-up” deadline they helped set but they’ll be cynical about a schedule imposed from the top that doesn’t map to reality. Unachievable goals undermine an organization.

At my company, in addition to regular team meetings and one-to-one sessions between managers and employees, we use mass gatherings periodically and email conference to communicate what we expect from employees.

5. To be a good manager, you have to like people and to be good at communicating. This is hard to fake. If you don’t genuinely enjoy interacting with people, it’ll be hard to manage them well.

You must have a wide range of personal contacts within your organisation. You need relationships – not necessarily personal friendships – with a fair number of people, including your own employees. You must encourage these people to tell you what’s going on (good or bad) and give you feedback about what people are thinking about your company and your role in it.

6. Develop your people to do their jobs better than you can. Transfer your skills to them.

This is an exciting goal but it can be threatening to a manager who worries that he’s training his replacement. If you’re concerned, ask your boss “If I develop somebody who can do my job super well, does the company have some other challenge for me or not?”

Many smart managers like to see their employees increase their responsibilities because it frees the managers to tackle new or undone tasks.

7. Build morale. Make it clear there’s plenty of good will to go around and that it’s not just you as some hotshot manager who’s going to look good if things go well.

Give them a sense of the importance of what they’re working on – its importance to the company, its importance to customers.

When you achieve great results, everybody involved should share in the credit and feel good about it.

8. Take on projects yourself. You need to do more than communicate.

The last thing people want is a boss who just doles out stuff. From time to time prove you can be hands-on by taking on one of the less attractive tasks and using it as an example of how your employees should meet challenges.

9. Don’t make the same decisions twice. Spend the time and thought to make a solid decision the first time so that you don’t revisit the issue unnecessarily. If you’re too willing to reopen issues, it interferes not only with your execution but also with your motivation to make a decision in the first place.

People hate indecisive leadership so you have to make choices.

However that doesn’t mean you have to decide everything the moment it comes to your attention. Not that you can’t ever reconsider a decision.

10. Let people know whom to please. Maybe it’s you, maybe it’s your boss and maybe it’s somebody who works for you. You’re in trouble – and risking paralyses in your organisation – when employees start saying to themselves: “Am I supposed to be making this person happy or this other person happy? They seem to have different priorities”.

I don’t pretend there are the only 10 approaches a manager should keep in mind, or even that they’re the most important. There are lots of them. But these 10 ideas may help you manage well and I hope they do.

Follow-up

1. Imagine that you are specialists in the field of management. You are delivering a lecture to young managers. (For organizing your speech correctly see Appendix 1)

1. What rules are the most useful from your point of view? What should a cub-manager keep in mind to gain respect among his employees?

2. What are the characteristics of a true leader? Do you think you have the qualities of a good manager? Would you be authoritative or approachable?

TEXT 5

Before you read

Date: 2016-01-14; view: 3970