Ex.16.Translate the text from English into Russian and ask questions to the text.
PERSONAL COMPETENCIES FOR MANAGERIAL SUCCESS
Managerial competency is a skill that contributes to a high performance in a managerial job. The American Association to Advance Collegiate Schools of Business International (AACSB International) is urging business schools to assist practicing potential managers in developing the following personal competencies for managerial success:
v Leadership – ability to influence others to perform tasks;
v Self-objectivity – ability to evaluate oneself realistically;
v Analytical thinking – ability to interpret and explain patterns in information;
v Behavioral flexibility – ability to modify personal behavior to reach a goal;
v Oral communications – ability to express ideas clearly in oral presentations;
v Written communication – ability to express one’s ideas clearly in writing;
v Personal impact – ability to create a good impression and instill confidence;
v Resistance to stress – ability to perform under stressful conditions;
v Tolerance for uncertainty – ability to perform in ambiguous situations.
Today, managers in public, private, and nonprofit organizations deal with unexpected events on more frequent basis than in the past. According to Richard I. Daft, “the shift toward new ways of working, enabled by technology, puts additional demands on today’s managers. Many employees are always on the move, juggling laptops, mobile phones, and Blackberry’s to keep in electronic touch with customers, teammates, and managers who may have limited face-to-face contact. In the new world of work, managers need a new approach that relies less on command and control and more on coordination and communication. The field of management is undergoing a revolution that asks managers to do more with less, to engage whole employees, to see change rather than stability as the nature of things, and to inspire vision and cultural values that allow people to create a truly collaborative and productive workplace.”
An important challenge in the new workplace is “ to build a learning organization by creating an organizational climate that values experimentation and risk taking, applies current technology, tolerates mistakes and failure and rewards nontraditional thinking and sharing of knowledge. The role of managers is not to make decisions, but to create learning capability where everyone is free to experiment and learn to network and build collaborative relationships. Expect to manage with little command and control and to master skills such as communication, guiding others, and inspiration.”
(Richard L. Daft, Management, 2008)
Ex.17. Do you know the basic concepts? Answer the questions.
1. What is management?
2. How does the 1980 definition of management differ from the current definition?
3. What is the difference between management activities and technical activities?
4. How would you explain the process of delegation to a new manager?
5. What do you think are the most important characteristics of a good manager?
Ex.18. Translate and answer the business letter.
Forbes Plastic Ltd
7 Murrayburn Road, Glasgow G 14 2 RR, United Kingdom
21 January 2012
James O’Brate Our ref C4543
Purchasing Manager Your ref FH/55
Dear Mr O’Brate
Catalogue and price list
Thank you for your enquiry about our range of office storage products.
Please find enclosed our current catalogue and price list, which I am sure you will find of interest.
Our sales representative will be visiting customers in Spain next month and will be happy to meet you with samples of our products. I will contact you with more details in the near future.
If you require any further information, please do not hesitate to contact me.