Ex. 1. Read the international words and guess their meaning. Mind the stress:

'function	'structure	pro'cedure
'method	'motivating	re'sult
'cycle	'centre	stra'tegic
'problem	'action	ma'terial
'standard	spe'cific	i'dentify
'group	co'ordinating	ˌdupli'cation

Ex. 2. Memorise the following pairs of derivatives:

V → N	N → Adj	Adj → Adv
perform – performance	manager – managerial	partial – partially
equip – equipment	strategy – strategic	continuous – continuously
duplicate – duplication	result – resulting	typical – typically
describe – description
employ – employee

Ex. 3. Transform as in the models:

Model A: to understand the process → understanding of the process

to describe the actions, to coordinate efforts, to duplicate efforts, to omit some activity.

Model B: output of production → production output

effort of management, process of planning, quality of product, performance of employee.

Ex. 4. Match English and Russian equivalents:

1. to take advantage of	a. пошаговое описание
2. to perform functions	b. точно определять действия
3. to solve problems	c. концентрироваться на
4. to carry out a plan	d. воспользоваться
5. a step-by-step description	e. в правильной последовательности
6. to centre on	f. решать проблемы
7. to specify the actions	g. выполнять функции
8. to set up the structure and rules	h. выполнять план
9. in proper sequence	i. устанавливать структуру и правила

Ex. 5. Choose the right word:

1. The functions can be seen as a process continuously repeated in a ___.

a) circle b) cycle c) period

2. The managerial functions ___ and ___ one another.

a) overlay and effect b) overlap and effect c) overlap and affect

2. Controlling compares actual results of operations with ___ ___

a) performance goals b) strategic goals c) operating goals

2. The control function gives way to the ___ function.

a) evaluating b) organising c) planning

Ex. 6. Insert the right preposition/adverb:

1. Managers make plans to solve the problems and to take advantage ___ the opportunities presented ___ their companies. 2. The results of one effort influence___ the results of others. 3. It insures that various parts of a total effort will take place ___ the right time and ___ proper sequence. 4. Managers typically perform four key functions ___ their businesses. 5. People are recruited to carry ___ the plans.

Ex. 7. Complete the sentences:

1. Managers typically perform …

2. Managers make plans to …

3. Organising determines what …

4. Coordination attempts to …

5. The evaluation of results leads …

Ex. 8. Mark the sentences that are true:

1. Evaluations of how well the organisation is working toward its goals do not affect plans for future operations. 2. New plans are being made only after the previous ones have been carried out. 3. The resulting plans for attaining the overall, long-term goals of a company are called strategic plans. 4. Coordinating is the process of guiding and motivating people in the organisation.

Ex. 9. Answer the questions to the text:

1. What are the key functions of management?

2. What is a plan?

3. What is the difference between strategic and operating plans?

4. What does the function of organising involve?

5. What element links controlling to planning?

Topic 3. INTERNAL STRUCTURE OF BUSINESS ORGANISATION

Task: read the text, get ready to render its content in English:

prescribe	[prıs'kraıb]	предписывать, назначать
framework	['freımwƏ:k]	структура, рамки
arrange	[Ə'reınʤ]	располагать
routine	[ru:'ti:n]	установленный, обычный
vary	['vеƏrı]	разниться
authority	[ɔ:'θɔrıtı]	власть
chain of command	[ʧeın Əv kƏ'mα:nd]	система менеджмента, при которой права и ответственность делегируется от высших к низшим уровням руководства
delegate authority	['delıɡeıt]	наделять полномочиями
devote	[dı'vƏut]	посвящать, уделять
exceptional	[ık'sepʃƏnl]	исключительный
line-and-staff		линейный и масштабный о руководящем персонале)
distinct	[dıs'tıŋkt]	отчетливый, ясный
advantage	[Əd'vα:ntıʤ]	преимущество
simplicity	[sım'plısıtı]	простота
handle	['hændl]	управлять, контролировать
provide	[prƏ'vaıd]	обеспечивать
expert guidance	['ekspƏ:t 'gaıd(Ə)ns]	руководство специалиста
cause	[kɔ:z]	быть причиной, вызывать
loss	[lɔs]	потеря, убыток

In the organising process, management sets up the structure and rules that control the way the company's resources will interact to reach objectives. The resulting internal structure is the organisation: this structure prescribes the tasks and activities to be carried out, the relationship between these activities, and the role each individual in the company will play in meeting planned objectives. The organisation forms the framework within which all other activities take place.

Organisational relationships within a business may be formal and informal. Formal organisations are arranged according to rational principles. They describe exactly the jobs to be done, define each employee's responsibilities, rights and powers. The purpose of the formal organisation is to control the routine activities and decisions that keep the company running.

The informal organisation develops from the social likes and dislikes of employees. Much of the communication in a business takes place within this informal organisation, as workers tell each other things they have heard and done. Personal friendships and conflicts are another force in the informal organisation.

Organisations can also vary in the extent to which authority is distributed down the chain of command to middle and lower levels of management. A centralised organisation is one in which almost all of the authority is concentrated in a few positions at the top. In a company with centralised organisation, nearly all important operating decisions will be made by top management. A decentralised organisation delegates much more authority to the managers who are closer to actual operations. First-level supervisors and department heads have maximum responsibility and authority to make decisions concerning their work. Top management devotes its attention to general company goals and policies and to monitoring and handling exceptional conditions that arise.

In the long history of business management, three major kinds of internal structures have evolved: line, line-and-staff, and functional.

An internal business structure in which every employee is a member of a direct chain of command from the top executives down through the levels of management is called a line organisation. The line organisation has a distinct advantage in its simplicity; every employee can understand the organisation and knows where he or she stands. Line organisation affords clear and distinct distribution of authority and allows every employee to answer directly to only one supervisor.

As the complexity and size of a company increase, managers usually find it necessary to modify the line organisation by adding staff specialists to handle certain specific duties. This is called line-and-staff organisation. The staff specialists perform technical services and provide expert guidance to line managers.

An alternative way to organise a business is to assign managers the responsibility for all activities and decisions in certain defined functional areas of operations. This is called functional organisation. This structure, for example, might have five managers supervising the workers in a manufacturing plant. The personnel manager would directly handle all personnel matters. The production manager would concentrate exclusively on production and would not be expected to make any personnel decisions. The main advantage of functional organisation is that it allows managers to specialise in one particular area of operations. However, the fact that each worker has more than one supervisor is a great disadvantage. This can cause conflicting commands and loss of discipline.