Task 17. Imagine that you work in a company. Yesterday was a typical day of your manager.

A. Write what he/she did and what he/she didnt do yesterday:

1. She came to office at 8 oclock. 2. She____ faxes (to look through). 3. She___ the plan of work to be done in the first half of the day (to make up). 4. She ___ for the meeting and ___ the plan. (to prepare, to announce). 5. She ___ business lunch and ___ some problems with our customer (to have, to discuss). 6. It ___ her half an hour to communicate with our top manager (to take). 7. They ___ to meet (to agree). 8. He ___ a special training for managers (to organise). 9. He ___ a special exhibition of products (to visit). 10. He ___ his best client (to lose).


B. Your manager has just come back from a business trip. Ask him/her about:

where/to go; goal/to achieve; how long/to take; whom/to meet; how/to travel; how much money/to spend; success/to be; what kind/to use; what/to discuss; clients/to find.


C. Say, what he/she will do at this time:

tomorrow morning, tomorrow afternoon, in a month, next Monday afternoon, in a fortnight, next year, next month, next week, tomorrow evening, in a year.

Task 18. Complete the sentences with:

A. Past Simple of the following verbs: to win, to spend, to begin, to invite, to like, to award, to send, to sell, to pay, to teach.

1. Our competitor ___ the proposal of cooperation two weeks ago. 2. How did you learn to present a product? My boss ___ me. 3. We could not afford to keep our equipment, so we ___ it. 4. The competition was severe, but our company ___ it. 5. I ___ four hours preparing for presentation. 6. We ___ much money for training of our employees last year. 7. The Board of Directors ___ the best managers with special presents. 8. Our customers ___ the new design of our goods. 9. We ___ him to make a presentation. 10. This company ___ to work in the international market two years ago.


B. Future Simple of the following verbs: to give, to have, to come, to start, to launch, to be, to start, to get, to work, to visit.

1. Why dont you try this new method? It ___ better in this situation. 2. I have invited many clients and I am sure they ___. 3. You have done the job very well. I ___ you an extra free day. 4. The discussion ___ in a minute. 5. He is an experienced worker. I think, he ___ a good manager. 6. My sister is sure I ___ the job. I have all the required qualities and skills. 7. His business trip ___ next Monday. 8. In a fortnight we ___ a new line of clothes. 9. Our clients ___ a chance to drink a free cup of coffee. 10. They ___ all factories of this corporation.

Task 19. Put the verb into the correct form, affirmative or negative:

1. The presentation was not very interesting. I ___ it very much (enjoy). 2. My boss was very busy, so I ___ him (to disturb). 3. She ___ so tired that she ___ in the meeting (to be, to participate). 4. We ___ this exhibition for our customers (to organise). 5. They ___ all the demands and wishes of their clients (to satisfy). 6. This new gear was not expensive. It ___ less than we expected (to cost). 7. We ___ how to achieve the goals (to detail). 8. Strategic planning of our firm ___ the major goals of the organisation as well as the policies and strategies for obtaining and using resources to achieve those goals (to determine). 9. At that stage the company ___ which customers to serve, what products or services to sell and the geographic areas in which the firm will compete (to decide). 10. Our long-range goal ___ flexible and responsive to the market (to be).

Task 20. Translate the sentences into English using Simple Tenses:

1. ? 2. . 3. ³ . 4. . 5. . 6. ? 7. ³ 14 00. 8. ? 9. ³ , . 10. . 11. . 12. ³ . 13. . 14.  . 15. . 16. , . 17. . . 18. . . 19. . 20. . 21. . 22. . 23. 8 . 24. . 25. . 26. . 27. . 28. . 29. . 30. ?


Task 21. Skim Text 1 to pick up the major ideas of it. Note them down.

Task 22. Scan the text to find information on corporate hierarchy. Render this portion of the text in Ukrainian.

Task 23. Scan the text to find English equivalents of the following Ukrainian sentences:

1. .

2. (), , .

3. .

Task 24. Read the text to answer the following questions. Translate your answers into Ukrainian.

What are various definitions of management?

What are the main functions of management?

What is the difference between strategic, tactical and contingency planning?

What is organising?

What can you learn from the text about directing?

What is empowerment as an aspect of directing?

What does controlling mean?

What are the steps of controlling?


Management is the people part of business. Although managers are also in charge of managing finance, information and various processes, their main responsibility is the people who work for them. Managers are the people who run the organisation. Management is the art of getting things done through people. Today that means that managers work with employees rather than just direct them. The new managerial style is more informal and people are more likely to work in teams. Management is attractive to people, because it symbolises authority, money and prestige. There are various definitions of management as the process used to achieve organisational goals with the help of planning, organising, directing, controlling people and organisational resources: 1) management means to delegate, empower and allow the decision-making process to go through the organisation from top to bottom and bottom to top; 2) management is carrying out of the vision; 3) management means managing or being managed; 4) management is people engaged in management.

Management has four functions and is considered as a process of planning, organising, motivating and controlling, which are required for formation and achievement of organisational goals and objectives.

Planning is the first management function. It contains setting the organisational vision, goals and objectives. The trend today is to have planning groups, to help monitor the environment, to find business opportunities and to observe challenges. Managers construct a vision for their company. Vision is larger clarification of why the company exists and where it is heading to.

Goals are the broad, long-term accomplishments an organisation desires to attain. Thus, goal setting is often a team process, because goals should be agreed upon by workers and managers.

Objectives are detailed short-term statements specifying how to achieve the goals. Planning is a constant process. It answers three main issues of business: What is the situation now? Where do we want to go? How can we get there from here?

Strategic (long-range) planning defines the major goals of the organisation as well as the policies and strategies for obtaining and using resources to achieve those goals. At this stage the corporation decides which customers to serve, what products or services to sell and the geographic region in which the firm will compete. The long-range goal should be flexible and responsive to the market. Strategic planning is done by the top management of the firm.

Tactical (short-range) planning is the process of developing complete, short-term strategies about what is to be done, who is to do it and how it is to be done. Tactical planning is usually done by managers or teams of managers at lower levels of the organisation.

Contingency planning is the process of getting ready alternative courses of action that may be used if the primary plans dont achieve the organisations objectives. Because of rapid pace of economic and competitive changes there is a requirement in alternatives.

Organising is the second management function, which means designing the organisation structure, staffing and creating conditions and systems with the intention of completing organisations goals and objectives. Today the idea is to design the firm so that everyone is working to satisfy the customer at profit. When organising, a manager develops an organisation structure that takes into account all workers, tasks and resources. Usually the corporate hierarchy includes top, middle and first-line managers. Top management includes the chief executive, his deputies, the board of directors and managers in charge of the divisions or departments. Top management responsibilities are structuring, controlling and rewarding to ensure that people perform the leaders vision. Middle management consists of managers to whom top management delegates the day-to-day running of the organisation. Middle managers execute tasks of tactical planning and controlling. Supervisory (first-line) managers give specific jobs to workers and evaluate their daily performance.

Directing is the third management function for guiding and motivating others to work successfully for accomplishing organisation goals and objectives. The trend is to give employees as much freedom as possible to become self-managed and self-motivated. Often that means working in teams. Some up-to-date managers perform all of these tasks with the full cooperation and participation of workers. Directing involves giving assignments, explaining routines, clarifying policies and supplying feedback on performance. Empowering employees means allowing them to take part more fully in decision-making. Empowerment is a term that means giving employees the authority and responsibility to respond promptly to customer requests. Managers set up teams, which will work together. They are less that of boss and more that of coach, assistant, counsellor and team member.

Controlling is the fourth management function, which aim is testing the organisation progress toward goals and objectives and then taking corrective action. It consists of 5 steps: 1) setting clear performance standards; 2) monitoring plans and standards; 3) comparing results against plans and standards; 4) communicating results and deviations to the employees involved; 5) taking corrective action when needed. One means to make control systems work is the establishment of clear procedures of monitoring performance.


Task 25. Translate the sentences into English:

1. (). 2. ( ). 3. . 4. , , . 5. , , , . 6. , . 7. , , . 8. .9. . 10. ϳ , , . 11. , . 12. , . 13. , , , . 14. . 15. .

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