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Ex.2. History of management theory
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БАШКИРСКИЙ ГОСУДАРСТВЕННЫЙ УНИВЕРСИТЕТ
СПЕЦКУРС
«СТРАТЕГИЧЕСКИЙ МЕНЕДЖМЕНТ»
УЧЕБНОЕ ПОСОБИЕ
ПО АНГЛИЙСКОМУ ЯЗЫКУ
УФА
РИЦ БашГУ 2011
Печатается по решению кафедры иностранных языков экономического факультета и послевузовского образования Башгосуниверситета от 12 ноября 2011 г., протокол № 3 (40).
Составитель: д.ф.н. Зайнуллина Л.М.
Учебное пособие предназначено для студентов 4 курса экономического факультета при изучении спецкурса Strategic Management. Пособие содержит тексты из различных профессиональных источников и упражнения, позволяющие студентам закрепить пройденный материал. В конце пособия приводится краткий терминологический словарь.
Unit 1. Management theory
Ex. 1. Defining management
Here are some definitions of management and the role of managers. Complete the sentences with words from the box
Assembling; controlling; financial 2; goals; human 2; information; innovation 2; leadership; leading; marketing; material 2; organization 2; organizing; planning 2; process 2; resources 2
1. Managers are responsible for the process of p…., o…, l… and c… the efforts of o… members and of using all organizational r… to achieve stated organizational g….
(Mescon, Albert and Kheourie, 1985)
2. Management is getting things done by other people.
(Mary Parker Follett, 1941)
3. Management is the process of optimizing h…, m… and f… contributions for the achievement of organizational goals.
(Pearce and Robinson, 1989)
4.A modern view of management, expressed by Sir Roland Smith is that management should be based on i…, m… and risk.
(Hannagan 1998)
5. All managers may be involved with the operational aspects of management but as they are promoted and develop, their role becomes increasingly one of p…, i… and l...
(Hannagan 1998)
6. Management is the … of a … and using r…- h…, f… and m…, and i…- in a goal-directed manner to accomplish tasks in an o….
(Black and Porter, 2000).
Text 1. Read the text and be ready for a comprehension checkup.
Strategic management is the art, science and craft of formulating, implementing and evaluating cross-functional decisions that will enable an organization to achieve its long-term objectives. It is the process of specifying the organization's mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. Strategic management seeks to coordinate and integrate the activities of the various functional areas of a business in order to achieve long-term organizational objectives. A balanced scorecard is often used to evaluate the overall performance of the business and its progress towards objectives.
Strategic management is the highest level of managerial activity. Strategies are typically planned, crafted or guided by the Chief Executive Officer, approved or authorized by the Board of Directors, and then implemented under the supervision of the organization's top management team or senior executives. Strategic management provides overall direction to the enterprise and is closely related to the field of Organization Studies. In the field of business administration it is useful to talk about " strategic alignment" between the organization and its environment or " strategic consistency". According to Arieu (2007), " there is strategic consistency when the actions of an organization are consistent with the expectations of management, and these in turn are with the market and the context."
Strategic management is an ongoing process that evaluates and controls the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, new competitors, a new economic environment, or a new social, financial, or political environment.
Strategic management techniques can be viewed as (a)bottom-up, (b)top-down, or (c)collaborative processes. In the bottom-up approach, employees submit proposals to their managers who, in turn, funnel the best ideas further up the organization. This is often accomplished by a capital budgeting process. Proposals are assessed using financial criteria such as return on investment or cost-benefit analysis. Cost underestimation and benefit overestimation are major sources of error. The proposals that are approved form the substance of a new strategy, all of which is done without a grand strategic design or a strategic architect. The top-down approach is the most common by far. In it, the CEO, possibly with the assistance of a strategic planning team, decides on the overall direction the company should take. Some organizations are starting to experiment with collaborative strategic planning techniques that recognize the emergent nature of strategic decisions.
Notes
alignment n – 1. arrangement n a straight line; 2. support given to sb by another
allocate v – to give sth for a particular purpose
bottom n – the lowest position in a company (top – the highest rank or position)
consistency n – the quality of always behaving in the same way or of having the same opinions, standard, etc.
implement v – to make sth that has been officially decided start to be used
funnel v - to move through a narrow space
scorecard n – a card on which the score can be officially recorded
Ex.2. History of management theory
Below is a list of management theories over the last five hundred years. In each pair decide which statement is true.
1. Machiavelli (The Prince 1513)
a. You have to be cleverer than your opponent, sometimes using force or trickery.
b. You have to devastate your opponents.
2. Marx and Engels (The Communist Manifesto 1848)
a. The Communist party will dominate the world.
b. The working class will rise up and take power from the bourgeoisie, creating a utopia of equality and brotherhood.
3. Taylorism (1911)
a. A scientific approach to management based on measuring time, performance and output and relating these to wages and salaries.
b. A system of management based on friendly co-operation between managers and workers.
4. Hawthorne studies (1924-32)
a. Studies showing that factories produce more if workers are put under increased pressure.
b. Studies showing the relationships between management and workers are very important in getting the best performance.
5. Elton Mayo (1930-s)
a. The idea that social needs and relationships are very important factors in the workplace.
b.The belief that workers should be able to control the work environment.
6. Maslow’s Hierachy of Needs (1942)
a. The idea that people have needs which motivate their performance. Once a need is met, it is no longer motivating.
b. The idea that workers and managers have the same needs and have to co-operate.
7. System approach (1950s and 60s)
a. Belief that organizations consist of many parts and management has to help each part to work both individually and as part of the whole organization.
b. Belief that a company is a single organization. Managing the single organization from the top brings success.
8. Contingency theory 1980s and after
a. Idea that organizations are all similar and have the same objective – profit.
b. Management must study every situation and design the best response.
Ex.3. Fill in the spaces with an appropriate preposition from the box.
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