Task 26. Make up a plan of the text MANAGEMENT in writing.

Task 27. Write about the importance of management in 5-7 sentences.

Task 28. Reduce Text 1 to 150 words in writing, saving the main ideas of it.

Task 29. Skim the text MARY PARKER FOLLETT: MOTHER OF MODERN MANAGEMENT to subtitle each paragraph of it.

Task 30. Scan the text to find word combinations with the word cross-functional. Translate the sentences containing them.

Task 31. Scan the text to find the English equivalents to the following word combinations: , , , , .

Task 32. Read the text to answer the following questions. Translate your answers into Ukrainian.

What activities did M.P. Follett participate in, still in college?

Who is considered father of scientific management?

What is the essence of F. Taylors theory of management?

What did M.P. Follett believe in?

What does cross-functional authority mean?

How do M. Folletts ideas of management differ from those of F. Tailor?

Why were M.P. Folletts ideas ignored?



Mary Parker Follett graduated from Thayer College at Radcliff. Still at college, Follett taught political science at a nearby secondary school. She was a member of Boston high society and participated on committees that set minimum wages for women and children. The management academic of that time (the early 1900s) was Frederick Taylor, the father of scientific management. His books favoured command-style, hierarchical organisations. Employees were treated much like robots or computers; things to be manipulated and directed. Taylor did not consider participative management. Managers worked more like dictators.

Mary Parker Follett, alternatively, believed very strongly that the person doing the job was the person most likely to know how to do the job better. She believed that it was human nature to want to be self-managed. In addition, Follett believed in the concept of cross-functional rather that vertical authority. Her idea was for people in different departments to share information with one another for the benefit of all. Follett supposed that managers should be leaders rather than dictators. They were to provide a vision and assist focus all the resources of the firm on meeting that vision. Follett also considered that knowledge and experience, not titles and seniority, should decide who should lead.

Folletts ideas, written in the 1920s and 1930s, were way ahead of time. She was rather ignored while Frederick Taylor grew in importance. But times change and innovative ideas from the past unexpectedly take on new meaning. That is precisely what happened to Folletts writings. A new book titled Mary Parker Follett Prophet of Management: A Celebration of Writings from 1920s was made public by the Harvard Business School Press (1955).

London School of Economics Chairman Sir Peter Parker says that he is not sure who the father of management is, but he has no doubt who the mother is: Mary Parker Follett. Her ideas about empowerment, self-management, cross-functional cooperation and conflict resolution are now being implemented in leading firms all over the world.

Task 33. Translate the sentences into English:

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

Task 34. Think over and then write for half an hour on one of the following issues:

A.Do you think that knowing of at least some fundamentals of management and its functions and using them in everyday life is advantageous for everybody? Give your arguments and supply examples.

B.Do you personally think that management is a science or an art? Supply your arguments.

C.Have you personally used any of management functions in your everyday life? Describe the situations.


Task 35. Having acquainted with the material of the unit, how would you answer the questions?

Is management a science or an art?

Is getting management skills enough to become a successful manager?

Can we define management as getting things done through people?

How would you define the word manager without using the word management?

Task 36. Choose any of the dialogues offered below. Reproduce them with a partner. Change the roles. Single out the major ideas and be ready to report them to the group.

Dialogue 1.

A: Good morning, Mr. White. Would you be so kind as to answer some questions about management?
B: With great pleasure. What particular are you interested in?
A: What is the nature and purpose of management?
B: Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims.

Dialogue 2.

A: How is productivity defined?
B: Productivity can be defined as the output-input ratio within a time period with due consideration for quality. It can be improved by increasing outputs with the same inputs; by increasing inputs but maintaining the same outputs; or by increasing outputs and decreasing inputs to change the ratio favourably. And do you know what the difference between effectiveness and efficiency is?
A: Yes, Mr. White, I do. Productivity implies effectiveness and efficiency in individual and organisational performance. Effectiveness is the achievement of objectives and efficiency is the achievement of the ends with the least amount of resources. Managers cannot know whether they are productive unless they first know their goals and those of the organisation.

Dialogue 3.

A: I would like to ask you one question. Is management a science or an art?
B: Managing like all other practices is an art. It is know-how. It is doing things in the light of the realities of the situation. Yet managers can work better by using the organised knowledge about management. This knowledge constitutes a science. Thus, managing as practice is an art and the organised knowledge underlying the practice may be called a science.
A: There are four functions of management: planning, organising, directing and controlling. What does planning involve?
B: As far as I know, planning involves selecting missions and objectives and the actions to achieve them; it requires decision making, that is, choosing future courses of action from among alternatives.

Dialogue 4.

A: What does organising mean?
B: Organising is that part of managing that involves establishing an intentional structure of roles for people to fill in an organisation. Designing an effective organisation structure is not an easy managerial task.
A: And what about directing? As far as I understand, it is influencing people so that they will contribute to organisation and group goals.
B: Yes, you are right. All managers would agree that their most important problems arise from people, their desires and attitudes, their behaviour as individuals and in groups.

Dialogue 5.

A: I know that controlling is the fourth function of management and it is measuring and correcting individual and organisational performance to ensure that events confirm plans.
B: Certainly. It involves measuring performance against goals and plans, showing where deviations from standards exist and helping to correct them.
A: I know you are very busy, Mr. White. Thank you for conversation and help. I have got the answers to all my questions. Good bye.
B: Good bye. Good luck.

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