Пойгина Л.Б., Туринова Л.А. - English for Masters. Management Part 1 (1175658)
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МОСКОВСКИЙ ГОСУДАРСТВЕННЫЙ УНИВЕРСИТЕТ им. М.В. ЛОМОНОСОВАЭКОНОМИЧЕСКИЙ ФАКУЛЬТЕТЛ.Б. ПОЙГИНА, Л.А. ТУРИНОВАThe Core of Management.Marketing — ManagementPart 1МоскваТеис2011 ББК65ПойгинаЛ.Б., ТуриноваЛ.А. The Core of Management. Marketing –Management. Part 1. - M.: ЭкономическийфакультетМГУ. ТЕИС, изд.
2-е,расширенное и дополненное, 2010 — 62 с.ISBN 5-7218-0610-9© Экономический факультет МГУ, 2011© ТЕИС, 2011Лицензия ИД № 04386 от 26.03.2001 гПодписано в печать 13.03 2002 г. Формат 60x88/8Печать офсетная Печ. л. 7,0. Тираж 1000 экз. Зак. 6557ООО «ТЕИС»115407, Москва, Судостроительная ул., 59Отпечатано с оригинал-макета в филиалеГосударственного ордена Ок тябрьской Революции,Ордена Трудового Красного Знамени Московскогопредприятия «Первая Образцовая типография»Министерства Российской Федерации по делам печати, теле-радиовещанияи средств массовых коммуникаций113114, Москва. Шлюзовая наб., 10 Text 11.
Pre-reading exerciseSkim through Text 1 and identify which paragraph deal with the following subjects:a) Management is still partially an art;b) Management is really an art;c) The emphasis of twentieth-century management thought;d) Managers deal not just with individuals but with groups;e) Management is becoming a science;f) Management could become a true science;g) The incredibly complicated world of the organization.Management: A Science or an Art?1. The emphasis of twentieth-century managementthought has been on makingmanagement a science. At every step toward this goal there has been a continuingdebate over whether this is, in fact, possible.2. Management scholar Luther Gulick states that management is becoming a science becauseit has systematically studied phenomena that have been organized into various theoriesand it "seeks to systematically understand why and how men work together systematicallyto accomplish objectives and to make these cooperative systems more useful to mankind."3.
On the other hand many experts contend that management is really an art, something thatcan only be learned by experience and performed well by those with a talent for it. Somepracticing managers, including a number who are very successful, feel that scientifictheories of management belong to the ivory towers of academia, not the real, everydayworld of organizations.4.
The basis of science is the ability to measure objectively the phenomena being studied.The difficulty of doing this has haunted management, since it first became a discipline.Some aspects of organizations can be quantified, measured, and analyzed precisely. Forexample, it is not too difficult to determine the most efficient procedure for performing amechanical task.
The scientific management writers analyzed mechanical tasks with greatsuccess; this led some to believe management could become a true science.5. The optimism was short-lived. Practicing managers discovered that while you coulddesign a job for maximum efficiency, you could not always get somebody to performinthat way.
People, it was discovered, are not as simple as machines. One cannot stick ameter in a person's mind to objectively measure his or her response to a proposed methodof work. Moreover. managers deal not just with individuals but with group. There are somany possible social factors operating in a large group that it is difficult even to identifythem, let alone to measure precisely their strength and importance.6.
The same is true of the myriad factor in the external environment that affect anorganization and compound potential interactions to the point where it is often impossibleto identify clear-cut relationships. Therefore, in our opinion, management is still at leastpartially an art. Management should learn from experience and accordingly modifypractices suggested by theory. I this does not mean, however, that management theory isuseless. Rather, the manager must recognize the limitations of theory and research and usethem appropriately.7. Management theories and research findings should not be considered as absolute truthsbut as tools to help us understand the incredibly complicated world of the organization.Used correctly, theories and research help the manager predict what probably will happen,thereby helping the manager make decisions more effectively and avoid needless errors.(from Luther Gulick "Management is a Science, " Academy of Management Journal )3 2.
Scanning exerciseScan the text to find information on three aspects:a) The scientific management writers' point of view;b) Management theories and research findings;c) The discovery of the practicing managers.3. Vocabulary Study exerciseGlossarythe emphasis of management thoughtto make management a sciencea continuing debateto study phenomena systematicallyto accomplish objectivesto make cooperative systems more useful to mankindto learn by experienceto perform with a talent for itpracticing managersscientific theories of managementivory towers of academiathe ability to measure objectivelyto become a disciplineto perform a mechanical taskto analyze mechanical tasksto become a true scienceto be simple as machinesto deal with individualssocial factorsmyriad factorsexternal environmentto affect an organizationcompound potential interactionsto identify clear-cut relationshipto be partially an artto learn from experienceto modify practices suggested by theorymanagement theories and research findingsto recognize the limitations of theory and researchto consider as absolute truthsto understand the incredibly complicated world of the organizationto make decisions more effectivelyto avoid needless errorsa) give the Russian equivalents for the following collocations:short-lived optimism; to stick a meter in a person's mind; to measure someone's response; aproposed method of work; the basis of science; useless management theory; to work togethersystematically; to measure objectively the phenomena being studied; to modify practicessuggested by theory; to make cooperative systems more useful to mankind.4 b) find in Text 1 English equivalents for the following:возможность объективно измерить изучаемые явления; сложное взаимодействие средыи организации; избегать ненужных ошибок; являться искусством хотя бы частично;систематически изучать явления, сгруппированные в различные теории; сделатьсистемы сотрудничества более полезными для человечества; учиться на опыте;модифицировать последующую практику с учетом выводов теории; точно и неуклонновыполнять всё предписанное; рассматривать не как абсолютную истину, а какинструменты, помогающие; рационально спроектировать работу для наиболееэффективного её выполнения; оформиться в самостоятельную дисциплину; описатьколичественно; измерить и точно проанализировать некоторые аспекты организации;признать ограниченность теории и научных исследований.4.
Discussing exercisea) Answer the question posed in the title of Text 1 and give your reasoning. Provide theexamples to substantiate it.b) Agree or disagree with the statement: "Management should learn from experience andaccordingly modify practices suggested by theory".c) Make a list of advantages and disadvantages of management being a science.5.
Summarizing exercisea) Summarize the main points of Text 1.b) Write the plan of the Text 1 in the form of statements.c) Develop your plan into a summary.6. Précis Writing exercisea)b)c)d)Underline the key words and topic sentence in each paragraph of Text 1.Analyze how each paragraph is connected with the previous one.Find the least important sentences and eliminate them.Write a precis of Text I, using the author's style, his point of view, and delete theunnecessary detailed explanation.Text 21. Pre-reading exercise.Skim through Text 2 and identify how many logical parts there are in it.
Enumerate them.Formulate the topic of each logical part.Managing for SuccessThe desire to be successful is one most people share. But to decide whether successhas been achieved or what we must do to create success, we must first define what success is.If asked which organizations are successful, most people would mention the familiar businessgiants. But if we think about our definition, we see that size and profitability are not alwayscriteria for an organization's success. An organization exists for a purpose: to attain itsobjectives. If becoming enormous is not one of its objectives, a small business might, in itsown way, be considered as successful as a giant.
For example, the McDonald brothers soldthe rights to their name and system to Ray Kroclargely because they did not want to make the5 personal sacrifice required for large-scale expansion. Having gotten what they wanted in lifealong with a few million dollars, the McDonalds can hardly be considered failures, eventhough the current McDonald's Corporation sales are several thousand times greater.Therefore, an organization is successful if it accomplishes its objectives.Survival. Some organizations deliberately plan to disband after accomplishing aspecified set of objectives. An example of this is a government commission created for aspecialized task, such as the Warren Commission, which investigated President Kennedy's,assassination.
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