Lexical Exercises

Ex.5. Give the Russian equivalents for the following from the text:

Set objectives and achieve them; measure the performance of the staff; perform functions; managers of departments; supervisors of sections; a senior manager; analyze and classify the activities; social skills of motivation and communication; be unable to put management techniques into practice; management competences.

Ex.7. Make a word pair (there is an extra word that you don’t have to use). Then use your word pairs to complete the sentences below.

continuous defects

quality improvements

mystery practice

zero control

spot performance

best shoppers

checks

1. To test customer service in our stores we send in … .

2. We look around the industry for examples of … and then copy them.

3. I believe that … is all about checking that products match the specs.

4. We can’t afford any mistakes. Our target is to have … .

5. We make frequent … throughout the manufacturing process.

6. We regularly upgrade our products because we believe in … .

Ex.8. Choose the best word to fill each gap from the words given below.

Our company makes engine parts for high performance cars. We believe in (1) … quality management. The (2) … of each part are given to one-hundredth of a millimetre. At every stage we check that our products (3) … to the specs. We try to get it right (4) … time because, if there is a defect, (5) … is very expensive. We are always looking for ways to improve quality and so our motto is (6) … , which comes from Japanese.

1 A all B full C total

2 A dimensions B pieces C components

3 A work B conform C exact

4 A one B first C last

5 A reworking B repairing C recalling

6 A aikido B bonsai C kaizen

Ex.9. Complete each sentence by writing in the gap a word formed from the verb given in brackets ( ).

1. I like people in this company to use their … (initiate).

2. We believe in … (delegate) so we let people control their own work.

3. … (empower) means letting people make their own decisions.

4. We discuss things and even argue but then we reach a … (consent).

5. I’m going on a course to develop my … (lead) skills.

Ex.10. Use the word combinations given in brackets to complete the sentences (deal with crises, allocate resources, set objectives, make decisions, supervise subordinates, perform tasks, measure performance).

1. Top managers have to be prepared to ___ ___ ___ if they occur and then to ___ quick ___.

2. Managers ___ the ___ of their staff to see whether they are reaching their targets.

3. Managers ___ the work of their ___ and try to develop their abilities.

4. Some people ___ ___ better on their own while others work better in teams.

5. Managers have to find the best way to ___ all the human, physical and capital ___ available to them.

6. After an organization has ___ ___, it has to make sure it achieves them.

Grammar Exercises

Ex.11. Translate from Russian into English

1. Не огорчайся, никто не сделал бы этого лучше.

2. Лучше бы тебе закончить работу сегодня, а не откладывать на следующее воскресенье.

3. Она не видит нас, иначе она бы поздоровалась.

4. Если ты не перестанешь кричать, мы так и не узнаем, что произошло.

5. Если бы не ветер, день был бы чудесный.

6. На твоем месте я бы не стал беспокоить начальство по пустякам.

7. Если она узнает об этом, она обидится.

8. Ты можешь просто привести свою подругу на вечеринку. Никто не станет возражать.

9. Очевидно, она прекрасно проводила время, иначе она заметила бы, что произошло.

10. Если бы не дождь, ты бы не застал нас дома.

11. Я просто выучил текст наизусть, иначе я бы все перепутал.

12. Если бы ты не был таким рассеянным, ты не попал бы в аварию.

13. Если вы оставите свое сообщение, я перезвоню вам позже.

Ex.12. Report these statements using indirect speech. Make all the necessary changes as shown in the examples.

Example 1: “I like sweets.” Ann said. – Ann said she liked sweets.

Example 2: “I met Sam yesterday.” George told us. – George told us he had met Sam the day before.

1. “I have a headache.” Mrs Leigh said.

2. “Nelly doesn’t understand the home assignment.” Sam said.

3. “College students study hard.” Professor Pyke told us.

4. “He has a brother and two sisters.” Douglas said.

5. “I’ve written the exercises.” Ann told me.

6. “Jim repaired his car yesterday.” She told us.

7. “Olga visited her relatives last week.” Stan said.

8. “We have five courses.” The students told us.

9. My father speaks German and Italian.” Connie said.

10. “I’m enrolling as a freshman.” Oliver told me.

11. “I have asked Nancy for dinner.” Mrs Parker told me.

12. “I’ve bought a ham sandwich for you.” Mary said.

13. “Henry didn’t go to class this morning.” Barbara said.

14. “Professor Reed spoke about the French impressionists last Thursday.” Jane said.

15. “Mr Brown is working at his lecture.” Mr Brown’s wife told us.

16. “Sheila hasn’t heard from her brother for a long time.” Bill told us.

Ex.13. In the following sentences, insert substitute nouns (one or ones) wherever it is possible to do so. In some it is required; in some it is optional; and in some it is not allowed at all.

Examples: I have a blue car, and Mary has a red one. He is taking two courses, but his roommate is taking three xxx. After this movie is over, can we stay to see the other one?

1. After polishing these chairs, could you please polish those ___ in the library?

2. Nancy’s dress was very pretty, but I rather preferred Mary’s ___.

3. The little boy had three pets, and his sister had two ___.

4. I’m taking five courses, and I enjoy every ___.

5. I’ve already had a piece of cake. Do have another ___.

6. This is a good book, but I think I prefer the other ___.

7. He used to have very few suits but now he has several ___.

8. I need a lot of tennis balls. Can you let me have a few ___?

9. Do you prefer big cars or small ___?

10. Would you like this tie, or do you prefer this ___?

Speaking Practice

Ex.14. Discuss the following questions

1. Which of the following qualities of a good manager are the most important?

· Being decisive: able to make quick decisions

· Being efficient: doing things quickly, not leaving tasks unfinished, having a tidy desk etc.

· Having good ideas

· Being prepared to work 50 to 60 hours a week

· Wanting to make a lot of money

· Being able to communicate with people

· Being logical, rational and analytical

· Being friendly and sociable

· Being able to motivate and inspire and lead people

· Being authoritative: able to give orders

· Being highly educated and knowing a lot about the world

· Being persuasive: able to convince people to do things

· Being competent: knowing one’s job perfectly? As well as the work of one’s subordinates

2. Which of these qualities can be acquired? Which must be born with?

3. What skills and abilities have you got which can help you to be a good manager?

4. Would you be able to set objectives, motivate and coordinate the staff?

5. Would you be able to manage a department store?

Ex.15. A) Complete and role-play the dialogue.

The controller’s office in a large corporation on a Monday morning. Mike, director of economic planning, has just submitted a report to his immediate supervisor, the controller, Peter.

Peter: Sit down, Mike, while I look this over.

Mike: This is the first chance I’ve had to sit down in a week.

Peter: This is fine, Mike, just what we need. But why couldn’t it have been ready for the treasurer on Thursday, as we had agreed?

Mike: George became ill on Tuesday, that new employee’s husband decided to accept a job in another town. That makes three good employees I’ve lost lately. By the time I had a look at the first draft, it was already late and the draft was absolutely incomprehensible. Nick could have worked on it with me, but he has been scheduled for months to go on vacation, and all his plans were made and I couldn’t ask him to delay leaving. So, hard as we tried, it was just impossible to finish it by Thursday. As it was, I finished it up on Saturday and Sunday. I’ve worked like a dog on this project, I slaved over this report, and all I get are questions about why it wasn’t ready sooner. There is very little appreciation around here for what goes into a report like that. You can ask Phil; I was here until 6 o’clock Saturday working on that damn thing.

Peter: I know you work hard, Mike. I have never suggested that you don’t. This report is excellent. It’s just what I wanted, but you shouldn’t have done it. We have had this assignment for two weeks. We discussed it again ten days ago at my initiative. You never at any time during that period said it wouldn’t be ready – until you came in here Thursday morning asking me to phone the treasurer for an extension.

Mike: He didn’t really need it until tomorrow, anyhow. The board meeting isn’t until then.

Peter: But he asked us to have it ready by Thursday, and we had plenty of time to do it. Why can’t we schedule jobs and be sure they come out on time?

Mike: (Repeats his previous explanation for the delay, putting added emphasis on his own hard work and on the amount of overtime he had devoted to the report, for which he received no extra compensation).

Peter: Mike, I don’t want you to work overtime. I don’t want you to work harder. I want you to organize your department so that jobs come out when they are scheduled.

Mike: I don’t know what you want. I work harder than anyone around here. (Again repeats explanation for the report’s delay, with some elaboration and additions.)

Peter: Let’s go to lunch and talk some more about this.

Mike: I can’t go out for lunch. I don’t have time. My desk is piled high with papers. You don’t have any idea how much work goes through my office. I’ve got to get back to work. Those people in investment go home right on the dot of five o’clock...

Peter: (Finishes the dialogue by giving some reasons for the situation).

B) Answer the questions:

1. What might be some of the reasons that someone is involved more heavily in technical activities than he/she should be given his/her managerial level?

2. Why, for example, might someone in a midlevel management position be functioning at a low-level management position?

3. A typical list of reasons might include:

· small size of the unit

· technical nature of the tasks

· perceived nee of the manager to stay current in the technical field

· subordinates not working to capacity

· comfort with the familiar

· expectations of the boss

· resource constraints

Imagine that you are in a midlevel management position as Mike. Which of these things are actually under your control? What can you do to change them?

Date: 2015-01-12; view: 3633