Grammar: Present and Past time
Учебник: Paul Emmerson “Business Grammar Builder”, Macmillan, 2007
(стр.28-29,32-33)
Устная тема “Management styles”
Vocabulary 2
to inspire
to delegate
subordinates
to use authority
to supervise
to witness
to lose one’s temper
indispensible
to fire/to sack
emotional kick
neurotic
fragile egos
to make a comeback
defeat
to strangle
apparently
harassment
an economic upswing
scarce
to shape up
to take a chance
to take a point
to met a deadline
to meet a need
to meet expectations
to meet costs
to make a judgment
to set a precedent
to set an objective
to set an example
Leadership. Management styles. Styles of corporate leadership.
Four styles of corporate leadership.
What does it take to be a good chairman? CCG, the London-based headhunters, has attempted to find out. It interviewed 48 chairs – 28 of whom were from the 100 biggest UK companies listed on the London Stock Exchange – 12 chief executives. It then sent questionnaires to more than 400 main board members of 151 large Stock Exchange-listed UK companies and analyzed replies from 117 individuals, including 36 of those interviewed.
Four distinct, preferred styles of corporate leadership emerged:
Facilitators are hands-off, working with and through a chief executive. They have warm and open personal relationships with all board members. Their style is trusting, supportive, sensitive, aware and purposeful. There is a balance between deliberately standing back to see the wider perspective and involvement with people, issues and vision. This style was the most popular, favoured by 32 per cent of respondents.
Thinkers work through a chief executive but have no doubt about their own power and are likely to get their own way on the big issues. They can be a formidable combination with a chief executive, provided both agree on fundamentals. Although they are trusted, relationships will be more distant and based on respect, with a recognition of private agendas. Penetrating understanding of the issued and the people is likely to be accompanied by strongly held (but not always disclosed) views. Favoured by 25 per cent.
Drivers are likely to dominate by force of personality. There is variety in the importance, closeness and style of their relationships, which are not always consistent but are not difficult to read. There is less emphasis on sophisticated analysis, or on the communication of a vision, and more on strategy, action and results. They require total loyalty and commitment, both to themselves and the company. They are unquestionably the boss; anyone carrying the title of chief executive will be at best a number two or a chief operating officer. Favoured by 23 per cent of respondents, though not much liked by chief executives.
Integrators are talented at winning both hearts and minds, and intellectually brilliant, with a flair for communication and relationships. Their style is open, trusting, empathic and empowering. They have strong strategic and analytical skills and are able to see the big picture. They are immersed in the business. They are more interested in strategy than operations and would work best sharing leadership with a chief executive who complements their qualities. Preferred by 20 per cent of respondents, but most popular among non-executive directors.
Corporate culture and management styles
Finding the right cultural «fit» is vital to a successful career move. If you join a company with a corporate culture that you find uncomfortable, you could find yourself demotivated and dissatisfied. The trouble is that organizational culture is hard to assess – especially from only a brief job interview. You would do much better to adopt a more structured approach. One such approach was developed by McKinsey, the consulting group. This established a «7 Sigma» model from analyzing organizations based on their «shared values» which influence the other «6 Sigma»: strategy, structure, systems, style, staff and skills.
First comes strategy: ask to see the company’s mission statement or vision. It can be illuminating, setting out the long-term vision of organization. It may mention underpinning beliefs and values. However, mission statements are often written by senior management and are frequently aspirational. The reality may be quite different. Ask to what extent the organization feels that it achieves its mission statement.
The size and structure of a company can also be informative. Large organizations with many divisions in different regions will have a number of sub-cultures, especially if they are global organizations. It is important to visit the department where the job will be based and to meet potential colleagues. An interview at head office may suggest a very different culture to the eventual place of work. Ask to see the organization and department chart. A steep hierarchy or highly centralized structure is often bureaucratic and inflexible. People who value autonomy may be stifled.
Style is visible from such features as logos, physical layout, the way people dress (up or down) and management style. You can get a good feel for the place by walking around. Is the atmosphere informal, lively and active or calm, hushed, traditional? Try to discover the management style of the head of department or chief executive, as their style is likely to be mirrored by others. Most managers will lean towards either a concern for task or concern for people. Which do you prefer? Staff are your best source of information about the corporate culture. If you have the opportunity to talk informally, ask what they most like or dislike about the company.
Skills can be tricky to assess. Often the company will over-sell itself, so probe the real strengths and weaknesses and discover what skills are most valued. Honest answers to these will be useful guides to the organization’s values and what behaviour is rewarded. You can then assess how well this matches your own skills and values.
Corporate cultures do not change overnight, so it is worth trying to find a culture that will suit you from the outset. If you join a company that encourages and reward behaviour you do not personally value, it could be a career move you live to regret.
|
Fixed objectives |
Flexible working |
Objectives |
People specify the objectives at the start of a project. |
It is important to build a close relationship first. The partners can develop their objectives as they get to know each other. |
Communication style |
It is usual to explain everything in detail, write everything down and refer to the objectives often. |
It isn’t necessary to give detailed explanations because the partners understand each other: people are less specific and more flexible. |
МОДУЛЬ 3
Тема ”Recruitment, qualification and pay” (стр. 33-40)
Учебник: Tonya Trappe, Graham Tullis “ Intelligent Business”, coursebook with audio CD, Longman, 2007
Grammar: ( стр.)
Учебник: Paul Emmerson “Business Grammar Builder”, Macmillan, 2007
Устная тема:“ Recruitment, pay and benefits”