Text 1. MANAGEMENT

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 don’t achieve the organisation’s 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 organisation’s 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 leader’s 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. Менеджмент – це спосіб та манера спілкування з людьми (працівниками). 2. Менеджмент – це вміння і адміністративні навички організовувати ефективну роботу апарату (служб працівників). 3. Менеджмент – це наука та мистецтво управління. 4. Менеджмент – це органи управління, адміністративні одиниці, служби і підрозділи. 5. Менеджмент – це процес, метою якого є досягнення організаційних цілей за допомогою планування, керування, контролювання та організування людей та ресурсів організації. 6. До планування входить визначення бачення, цілей та завдань організації. 7. Організування – це створення структури організації, її кадрового забезпечення, умов та систем для досягнення цілей і завдань організації. 8. Керування – це спрямування та мотивування інших до ефективної роботи для виконання цілей та завдань організації.9. Уповноважити працівників – означає дозволити їм брати бульшу участь у прийнятті рішень. 10. Під час організування менеджер розробляє структуру, враховуючи всіх працівників, завдання та ресурси. 11. Зазвичай до ієрархії корпорації входить менеджмент вищої, середньої та нижньої ланок. 12. Стратегічне планування вирішує основні цілі організації, а також політику та стратегію отримання та використання ресурсів для досягнення цілей. 13. На цьому етапі корпорація вирішує, яким споживачам надавати послуги, яку продукцію та послуги продавати та визначає географічний регіон, в якому фірма буде конкурувати. 14. Стратегічна ціль повинна бути чутливою до ринку. 15. Стратегічне планування здійснюється вищим керівництвом фірми.

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