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Учебно-методическое пособие по развитию навыков профессионального общения. Ч. 1. MANAGEMENT (110,00 руб.)

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Первый авторРуденко Т П
ИздательствоОмский госуниверситет
Страниц56
ID49158
АннотацияСодержит аутентичные тексты с системой различных заданий и упражнений по теме, направленных на развитие навыков чтения и понимания оригинальной литературы, а также устного и письменного общения профессиональной направленности у студентов экономических специальностей.
ISBN----5-7779-0561-7
УДК802.0
ББК81.2Англ.я73
Руденко, Т.П. Учебно-методическое пособие по развитию навыков профессионального общения. Ч. 1. MANAGEMENT [Электронный ресурс] / Т.П. Руденко .— Омск : Омский госуниверситет, 2005 .— 56 с. — ISBN ----5-7779-0561-7 .— Режим доступа: https://rucont.ru/efd/49158

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УДК 802.0 ББК 81.2Англ.я73 Часть 1 MANAGEMENT Изд-во ОмГУ Учебно-методическое пособие по развитию навыков профессионального общения. <...> What do you think of when you see the term management? <...> Can you give a definition of the word “management” or explain this word? a) Who is responsible for getting things done (for management)? b) What aspects can influence the management (do you think that there are any links between the staff-people of the management and the staff-people in the office, between success and f.e. resources)? c) What do you think is the most important aspect, influencing management? <...> Do you take into account human factor? d) What kind of person should a manager be? <...> What are some of the duties and responsibilities of a manager? 4. <...> Have you ever worked under the supervision of a manager? <...> Read the text again, find the following information and compare with your thoughts. 1. <...> Now we need to define management in order to highlight the importance, relevance, and necessity of studying management. <...> Management is the process of working with and through others to achieve organizational objectives in a changing environment. <...> A recent study of 20 successful managers and 21 “derailed” managers underscores the importance of being able to work effectively with and through others. <...> In this study managers were considered to be “derailed” if they did not live up to what their pears and superiors originally expected of them. <...> In contrast to their successful colleagues, the “derailed” managers were found to have made these mistakes: 1) Insensitive to others, abrasive, intimidating, bullying style. 2) Cold, aloof, arrogant. 3) Betrayal of trust. 4) Overly ambitions: thinking of next job, playing politics. 5) Specific performance problems with the business. 6) Overmanaging: unable to delegate or build a team. 7) Unable to staff effectively. 8) Unable to think strategically. 9) Unable to adapt to boss with different style. 10) Overdependent on advocate or mentor. 5 6 2. <...> People – whether superiors, peers or subordinates – can literally make or break one’s career in management. <...> NOUNS management team manager function position staffing direction supervision phase VERBS fit <...>