9. Find in the text the words which describe or mean the following.

• a person who watches and directs (work, workers, an organization);

• workman in authority over others;

• organization with grades of authority from lowest to highest;

• head of some government departments;

• (in some universities) person with authority to maintain discipline, head of a department of studies.

10. Read the text and formulate definitions of:

• first-line manager;

• middle manager;

• top manager.

11. Answer the questions on the text.

1. What are the types of managers? Do they have the same title in different departments?

2. What titles do first-line managers have?

3. What is the principal task of a first-line manager?

4. Where do middle managers function?

5. What is the activity of middle managers related to?

6. What do middle managers spend more than half their time on?

7. What titles do top managers have?

8. What is the most important part of top managers’ work?

12. Agree or disagree to the following. Correct wrong statements.

1. Usually there are two types of managers: top managers and low-level managers.

2. The most important task of a first-line manager is to see that specific work assignments are carried out in time.

3. It is reported that more than two thirds of the activities of first-line manager consists of solving problems.

4. A middle manager is a person who reports directly to a top manager.

5. Much of the activity of middle managers is related to employee job performance.

6. Middle managers spend most of their time giving and seeking information.

7. The only title of a top manager is the president.

8. Top managers spend most of their time planning the overall course of action.

13. Arrange the sentences according to the text.

1. Their task is to see that specific work assignments are carried out in time.

2. They spend most of their time planning the overall course of action.

3. There are three types of managers, but they all have different titles in different spheres.

4. Top managers are the chief policy-making people.

5. First-line managers supervise employees and resources at the lowest level of the organization.

6. Middle managers report directly to a top manager.

7. Two-thirds of their activities consist of talking and looking.

8. They coordinate organizational activities.

9. They spend more than half their time giving and seeking information.

10. Much of the activity of middle managers is related to organizing and controlling resources.

14. Formulate the theme of each paragraph and make up a plan of the text.

15. Say what you have learnt about the types of managers.

1. Read and translate the text “Management Skills.” Text c. Management Skills

Success at the lower levels of management does not require the same combination of managerial skills as does success at the upper levels. Robert Katz has identified three different kinds of managerial skills: technical, human, and conceptual. The requisite degree of each kind of skill varies, depending on the manager’s level in the management hierarchy.

Technical skill is the ability to use the techniques, procedures, and tools of a specific field. This skill is particularly important at the lower levels of the organization where the manager needs to know how the work is done. Only in this way can the manager direct subordinates effectively and assist them when they have problems. Many times, in fact, lower-level managers are given their positions because of their ability to do technical work well. Management reasons that if these workers know how to do the job, they will also do well in supervising the work of others. After all, at this level of the hierarchy, the main concern of the manager is to get the work out.

Human skill is the ability to communicate, motivate, and lead individuals and groups. An understanding of human relations and organizational behavior is most important to managers in the middle ranks of the management hierarchy. Because these managers are concerned with directing lower-level supervisors and other middle managers, their jobs are more human than technical in nature. The ability to persuade, negotiate with, and coordinate the activities of others is the key to their success.

Conceptual skill is the ability to plan, to coordinate, and integrate all the organization’s interests and activities. It is most important at the upper levels of the organization where long-range forecasting and planning are the principle activities. To chart the organization’s course, the top manager must be able to balance the demands of the organization’s various departments and units with the demands of the external environment. Some other characteristics of the top manager include:

1. The capacity to abstract, to conceptualize, to organize, and to integrate different ideas into a coherent frame of reference.

2. Tolerance for ambiguity – the ability to withstand confusion until things become clear.

3. Intelligence – the capacity not only to abstract but also to be practical.

4. Judgment – the ability to know when to act.

As the manager progresses up the hierarchy, the importance of technical skill decreases while the importance first of human skill and then of conceptual skill increases.