Even if you accept that management skills are important to managers, you may wonder what the principles of management and organizational behavior have to do with you. Most of the work in the industrialized world takes place in organizations such as factories, hospitals, religious congregations, government agencies, and marketing departments. As a result, for most or all of your career, you will be part of an organization, influencing and being influenced by organizational behavior. If you become a public accountant, you will depend on the cooperation of your colleagues in the firm. If you become a salesperson, your success will depend in part on the support of the organization whose products you represent. And if you succeed in your job as accountant, salesperson, or whatever, you may be offered a position in management. Put bluntly technical knowledge or skills alone cannot help you advance. Understanding human behavior in organizationsthe "people" skillsare what can make the difference between success and failure.
The basic reason is that, in the words of writer and consultant Peter E Drucker, "The essence of management is not techniques and procedures.... Management... is a social function." Techniques for planning, organizing, leading, and controlling succeed only to the extent that they enable the manager to work with others to make their knowledge productive for the organization. Writes Drucker, "All [managers] have to bring peopleeach possessing different knowledgetogether for joint performance. All of them have to make human strengths productive in performance and human weaknesses irrelevant." In other words, the management functions must support this social role.
The vision of the manager's job as a social role has practical implications for the career of the manager or would-be manager. Today's cost- and value-conscious organizations expect first-line managers and operative employees to handle such traditional management tasks as scheduling work or controlling quality. In addition, advances in technology reduce the organization's reliance on managers as a conduit for passing information up and down the hierarchy. The result: The organization needs fewer managers. But even if organizations need fewer managers, they still need to be managed. The managers they will seek to keep are those who deliver valuewho understand people well enough to, in Drucker's words, make their strengths productive and their weaknesses irrelevant.
Management of Resources.
Managers must get work done with effectiveness and efficiency b managing their resources: physical, organizational, an d human capital. An organization's physical resources include technology equipment, geographic location, and so forth. Organizational resources include a formal reporting structure, planning systems, and relations among groups. Human capital resources are the organization's employeestheir training, skills, experience, judgment, intelligence, and so forth. To manage people effectively, managers can benefit from the study of organizational behavior (the actions and interactions of individuals and groups in organizations).
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NOTES
1. six-person real estate office ,
2. fall short ,
3. would-be manager
4. cost-and -value conscious organizations - , -
5. quantitative techniques
6. reps= representatives
7. the big wheel from head office
8. to make blue sky ()
9. to make a nuisance of oneself , ,
10. to make oneself redundant ,
ACTIVE VOCABULARY
1.to compete , , ; .
~ in a race /. ~ for scholarship . ~ on the market
competition , ; , ; , . - to enter a ~ .- to meet ~ - - to win a ~ - , . - spirit of ~ - - keen/severe/cut-throat ~ -, ,
competitor - ,
competitive , ; ; .- ~ examination -~price - ~ competitive advantage -
2. advantage , ; , .- to gain/to get/to have/to score/to win an~ over smb / -.-to take ~of smth -, .- to take ~ of an opportunity .-to advantage - , , .-this is to my ~
- to the best~ / /.-to take ~ of smb - , -.to advantage , , .-to ~ economic development
advantageous , ,
~ offer/position/business - //
3. to guide - , , ; , ; , ; , ,
- ~ the state .- to be ~ed by -
guide ; , , ; , , .-to take smb asa ~ - ,
-a Guide to a museum -
guidance , , .under the ~ of
4.to behave , ; (.)-~ like a man of sense
behaviour , , ; (, ).ill ~ - .to be on ones best ~ - ,
5. to define - , , . -~ a term/concept /.-~ oneposition / . -~ smbs duties / - .-~ a boundary
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definite , , ..-~period / ..-~ statement / .-~ /in~ article /
definitely , , c.
definition , , ; , , . by ~-
6. to recognize , ; , , ; , ; . ~ the danger/ one duty / .-~ devotion/loyalty ,
recognized , ~ scientist/authority /
recognition ; , ; , , , .to escape ~ - , . to win/to receive/to obtain ~ / .-in ~ of your services - .-beyond ~ -
recognizable /
7. basic , , ; , , . ~ principle/argument / ,
~ industry , . ~research . to be ~ to the theory .
basically ,
basis (pl. bases) , , ; , ;
~ and superstructure . n the ~ of . on this ~ - ,
8. relevant , ,
irrelevant , ,
relevancy/relevance ,
9. to imply - , ; ,
what do his words ~? - ?/ ? you seem to ~ that - , ,
implied ,
implication , ; , . historical ~ - . social ~ - / .far-reaching ~- . by ~ -
10. to dominate , , , , , ,
~ (over) people - . ~ ones emotions /. ~ smbs mind - -. /-.
dominance/cy , , ,
global ~ -
dominant , , . ~factor . ~idea
11. to anticipate - -, - , , , , ,
~ payment
~ smbs wishes -
~ a disaster
anticipation (n)
in ~ of smth -, -
12. to wander , ; ( , );
~ out of ones way
GRAMMAR EXERCISES
