Раздел II

Практические рекомендации

По работе со спецтекстом

Esp Analysis

Phase I – Pre-reading

Phase II – While-reading

Phase III – Post-reading

Phase I – Pre-reading
Source	the learner
Goals	to introduce the topic and arouse learners’ interest in it to motivate learners by giving them a realistic purpose for their reading
Activities	guessing predicting
	terms definition
Phase II – While-reading
Source	the text
Goals	to understand the purpose to understand the topic to understand the gist
Activities	skimming reading
Source	the text
Goals	to understand key facts
	to understand details
	to discuss special terms
Activities	to analyze the problem and its significance scanning reading
Phase III – Post-reading
Source	the learner
Goals	consolidating knowledge awareness of content structure awareness of specialist vocabulary
Activities	problem solving class discussion free transfer giving a presentation on the topic
Learners’ Perspective on the Problem

Skills Development

Reading and Speaking

Pre-reading task

1. Read the headline of the text and try to explain the meaning of these words “Management”, “Sociological Perspective” and “Functional Perspective”.

2. Complete the table “Things I know about the topic“ (the left part – “Before reading”).

Things I know about the topic
Before reading	After reading

3. Guess the topic and the gist of the text.

4. Think of the words and ideas you associate with “Management”, “Sociology”, and rank them in the order of importance.

5. Bring to light common elements of these two concepts: “Management” and “Sociology”.

6. Write down the words related to the topic.

7. Predict how the text begins (two sentences).

R eading

Figure 1. An Organizational Chart

Management The Sociological Perspective

F or many, the word management creates an image of a certain group of individuals in an organization. From this point of view, there are two kinds of organization members: managers and everybody else. The sociological perspective, thus, defines management as the group of organization members that occupies the social position responsible for making sure that an organization achieves its mission (its “reason for being”). As you might expect, these people are called managers. The second group of organization members – “everybody else” – consists of workers, employees, laborers, troops, support staff, and technical analysts – nonmanagers. An organizational chart, such as that shown in Figure 1, is a schematic drawing of the positions within an organization. It can be used to distinguish among these social positions. Notice that, in Figure 1, the management group spans several different levels and units (departments, sections, and divisions) in the organizational hierarchy (that is, its managerial levels of authority and responsibility).

O ther factors also distinguish managers from nonmanagers. Managers generally control more power, influence, rewards, status, and responsibility than do nonmanagers. The two groups also have different organizational roles to fill. Managers are often hired, fired, promoted and demoted according to whether their organization achieves its objectives: sells enough airline tickets, earns enough profits, serves enough hamburgers, and so on. Managers’ primary responsibilities are to design, to pursue, and to achieve organizational objectives by working with and through the nonmanagers. Nonmanagers are usually hired to perform specific technical tasks, such as operating machinery, maintaining clerical records, flipping hamburgers, teaching courses, or performing surgery. Their rewards usually are closely tied to how well they apply their technical skills.