Focus on Management

Part 1

Английский язык в сфере менеджмента

Часть 1

Уровень B2

Учебник

ebooks@prospekt.org

Информация о книге

УДК 811.111(075.8)

ББК 81.2Англ-9

F71

Рецензенты:

Караулова Ю. А., кандидат юридических наук, заместитель декана факультета управления и политики, доцент кафедры английского языка № 6 МГИМО МИД России;

Ускова Т. В., кандидат филологических наук, доцент, доцент кафедры публичного и международно-правового обеспечения национальной безопасности факультета комплексной безопасности ТЭК РГУ нефти и газа имени И. М. Губкина.

Учебник предназначен в первую очередь для студентов старших курсов бакалавриата, обучающихся по направлению подготовки «Государственное и муниципальное управление», а также для широкого круга лиц, желающих улучшить свои языковые навыки. В основе учебника лежит компетентностный подход к изучению иностранного языка для уровней профессионального владения B2–C1.

Целью авторов является формирование, развитие и закрепление профессионально ориентированных иноязычных коммуникативных компетенций, необходимых выпускникам вузов. Особое внимание уделяется умению работы с аутентичными текстами, их переводу, реферированию, а также участию в дискуссиях, подготовке докладов к конференциям. При создании учебника была использована методика CLIL (Content and Language Integrated Learning). Каждая часть содержит четыре урока, состоящих из аутентичных текстов, вопросов и упражнений к ним, заданий для самостоятельной работы.

Соответствует требованиям федерального государственного образовательного стандарта высшего образования.

Текст публикуется в авторской редакции.

УДК 811.111(075.8)

ББК 81.2Англ-9

© Коллектив авторов, 2025

ПРЕДИСЛОВИЕ

Учебник «Английский язык в сфере менеджмента. Часть 1. Focus on Management. Part 1 — Уровень B2» создан коллективом авторов в качестве базового учебника по аспекту «Язык профессии — менеджмент» для студентов старших курсов бакалавриата Факультета управления и политики МГИМО МИД России, обучающихся по направлениям подготовки «Государственное и муниципальное управление», а также всех лиц, желающих развить иноязычные компетенции в области языка профессии.

Структура учебника охватывает наиболее актуальные темы, включенные в международную повестку в сфере управления: управленческие вызовы (вызовы в сфере технологий и искусственного интеллекта, экологические и политические вызовы), организация в XXI веке (типы организационных структур, их эволюция и адаптация к новым реалиям и вызовам), роль и обязанности управленца (основные обязанности, возлагаемые на управленцев), внутренняя коммуникация (вопросы эффективной коммуникации в организации на всех уровнях).

Учебник содержит аутентичные тексты — выдержки из аналитических статей последних лет ведущих авторов и авторитетных изданий в сфере управления, бизнеса и экономики. Учебные тексты сопровождаются не только переводом базовых терминов и лексических единиц на русский язык, но и комментариями к ним. Закреплению навыков информационно-аналитической работы и перевода способствуют предлагаемые к текстам упражнения, а также раздел с дополнительными материалами Further Practice и приложение Translation Tips, которое содержит теоретические выкладки и примеры моделей перевода. В данном учебнике используется методика CLIL (Content and Language Integrated Learning), которая позволяет объединить изучение иностранного языка и изучение дисциплины, в данном случае менеджмента.

Учебник соответствует государственному стандарту вузовского образования и учебным программам.

В соответствии со статьей 1274 «Свободное использование произведений в информационных, научных, учебных или культурных целях» части четвертой Гражданского кодекса Российской Федерации от 18 декабря 2006 г. № 230-ФЗ авторы учебника приводят в своей работе в качестве аутентичных материалов правомерно использованные произведения и отрывки из них в объеме, оправданном и обоснованном поставленными целями, задачами и методикой, с обязательным указанием имени автора, произведения которого используются, и источника заимствования.

COURSE INTRODUCTION

1. Read and translate the following interpretations of the concept of management below. Summarize each of them and find a definition of your own. Answer the questions below the text.

Given that “management” has been so widely studied and practiced for literally thousands of years, it is not surprising to find a wide array of possible definitions of the term. A number of definitions of “management” have focused on the specific tasks and activities that all managers, regardless of whether they are overseeing a business, a family or a social group, engage in, such as planning, organizing, directing, coordinating and controlling. One of the simplest, and often quoted, definitions of management was offered by Mary Parker Follett, who described it as “the art of getting things done through people”. The notion of “management through people” can also be found in the work of Weihrich and Koontz, who began with a basic definition of management as “the process of designing and maintaining an environment in which individuals, working together in groups, accomplish efficiently selected aims”. They then went on to expand this basic definition with the following observations:

• Managers carry out certain universally recognized basic managerial functions, including planning, organizing, staffing, leading and controlling.

• Management applies to any kind of organization.

• Management principles apply to managers at all levels of the organization, not just executives and senior managers positioned at the top of the organizational hierarchy.

• The goal of all managers is the same: to create a “surplus”.

• Managers are concerned with improving productivity, which implies both effectiveness and efficiency.

Elements mentioned by Weihrich and Koontz in the explanations and observations above have figured prominently in other definitions of management. For example, Jones et al. referred to management as “the process of using an organization’s resources to achieve specific goals through the functions of planning, organizing, leading and controlling”. The importance of the managerial functions was also emphasized by Weihrich in his explanation of the “systems approach to organizational management” based on an “input-output” model in which “inputs” from an organization’s external environment (i.e., people, capital and technology) were transformed into “outputs” demanded by various organizational stakeholders in a transformation process based on and guided by managerial functions such as planning, organizing, staffing, leading and controlling.

Others infer that merely carrying out the functions typically associated with management is not sufficient and it is necessary to add certain other concepts such as “value creation”, “wealth creation”, “efficiency” and “productivity” to the equation. In fact, well-known management guru Peter Drucker proposed a definition of management that focused on “the process of administering and coordinating resources effectively, efficiently, and in an effort to achieve the goals of the organization”. In other words, the efforts of managers need to be “effective”, as demonstrated by the degree to which the goals of the organization are achieved, and they need to be “efficient”, which is measured by productivity (i.e., generating a given output by using the fewest inputs, including capital and human resources). In another one of his publications Drucker observed that with respect to economic and business activities “... management has failed if it fails to produce economic results. It has failed if it does not supply goods and services desired by the consumer at a price the consumer is willing to pay. It has failed if it does not improve or at least maintain the wealth producing capacity of the economic resources entrusted to it.” Therefore, in the business context, effective managers carry out a wide array of tasks and activities as they seek to combine capital, people, machines, equipment and technology to produce goods and services that create profits and wealth for the owners of the business.

https://www.researchgate.net/publication/373257779_Introduction_to_Management_Studies_Gutterman, Alan.

1. What are the five basic functions of management?

2. What does the “input-output” model imply?

3. Explain the difference between the terms Efficiency and Effectiveness.

Read and remember the definitions below:

efficiency noun /I'fIʃnsi/ [uncountable] — the quality of doing something well with no waste of time or money (e.g. improvements in efficiency at the factory)

cost-efficiency noun /ˌkɒst I'fIʃnsi/ (also cost-effectiveness) [uncountable] — the ability to give the best possible profit or benefits in comparison with the money that is spent

effectiveness noun /I'fektIvnəs/ [uncountable] — the fact of producing the result that is wanted or intended; the fact of producing a successful result (e.g. to check the effectiveness of the security system)

efficacy noun /'efIkəsi/ [uncountable] (formal) — the ability of something to produce the results that are wanted; synonym effectiveness (e.g. to evaluate the efficacy and safety of the treatment)

efficient adjective /I'fIʃnt/ — doing something in a good, careful and complete way with no waste of time, money or energy (e.g. a highly efficient worker, efficient service, efficient equipment, more efficient use of energy) efficient at/in something/doing something

effective adjective /I'fektIv/ — producing the result that is wanted or intended; producing a successful result (e.g. highly effective, an effective means/strategy/tool/method)

NB effective [only before noun] — in reality, although not officially intended (e.g. In spite of what they are told, parents have no effective choice of schools. He has now taken effective control of the country.)

https://www.oxfordlearnersdictionaries.com/definition/english/effectiveness

2. Fill in the gaps using the words from the box:

effectiveness (×4), effective, effectively (×3)
efficiency (×6), efficient (×5), efficiently
ineffectiveness (×2), inefficiency, ineffective (×2), inefficientefficiency and effectiveness, effective and efficient,
effectively and efficiently (×2) efficacy (×3)

1. By contrast, ____________________ managers (those who are perceived as being good at their jobs) spend relatively little time networking. Instead, they put their efforts into communicating and people managing.

2. A bureaucratized environment often leads to ____________________ and slow decision-making.

3. Sanctions are harmful to all countries; they are an ____________________ tool.

4. An equally important action conclusion is to remedy one’s bad habits — things one does or fails to do that inhibit ____________________ and performance.

5. Finally, a good many executives have found that the one way of organizing information ____________________ is simply to organize one’s being informed about the unusual.

6. Historical approaches to management have seen these activities as a series of tasks and the role of managers as maximizing the ___________________ delivery of these separate tasks — through planning, controlling, coordinating, and so on.

7. With increasingly sophisticated consumers demanding high quality and ____________________ service rather than just low-priced standardized goods, the challenge to all organizations, in the public and private sectors, is to compete on the basis of quality, design, personalized service, and ____________________ of delivery.

8. Although we are the leaders, it is becoming more difficult to remain responsive and react quickly enough. Our product development process has to become more ____________________.

9. That may be because we have encouraged leaders to think that ______________ ______ is evidenced by fast decisions.

10. Hierarchies have indeed been flattened in many organizations. That is, overall, a positive development, both in terms of individual job satisfaction and in terms of ____________________ for the customer.

11. A primary measure of leadership ____________________ will be the degree of an organization’s success in anticipating and coping with complex challenges.

12. It is not just about getting good managers but about establishing the context in which they can be good managers and providing them with the skills, tools, and so on to manage ____________________.

13. It is fashionable at the moment to encourage people to take more risks but the twenty-first-century challenge will be to manage risk ____________________.

14. One little machine, a word-processor, considerably cut down the entire process and made life ____________________ for everyone. But the process of automation did not end there.

15. Whether an organization uses a more traditional approach to establishing objectives or has its own approach, managers must define objectives before they can ____________________ complete other planning activities.

16. Some bureaucratic mechanisms are necessary in highly innovative organizations to ensure that resources are used ____________________.

17. ____________________ is getting the most output from the least amount of inputs in order to minimize resource costs. ____________________ is often referred to as “doing things right”.

18. ____________________ is completing activities so that organizational goals are attained and is often described as “doing the right things”

19. Guidelines devised by Taylor and others to improve production ____________________ are still used in today’s organizations. However, current management practice is not restricted to scientific management practices alone.

20. The cost ____________________ of production depends nowadays on the integration of intelligent automation technology solutions.

21. Many businesses are continuing to prioritize perimeter security without realizing it is largely ____________________ against sophisticated cyberattacks.

22. The use of new energy ____________________ technologies without state support is impossible.

23. Clinicians and policymakers often distinguish between the ___________________ and the effectiveness of an intervention. ____________________ trials (explanatory trials) determine whether an intervention produces the expected result under ideal circumstances. Effectiveness trials (pragmatic trials) measure the degree of beneficial effect under “real world” settings.

24. The switch to a highly ____________________ renewable energy economy will require large-scale investments.

25. The concept of eco-____________________, as adopted by businesses, refers to the strategies implemented to maximize the efficiency of production processes while minimizing the negative impact on the environment.

26. Many criticized the government’s _______________ in addressing climate change.

27. We take customer complaints very seriously and resolve them as quickly and ____________________ as possible.

28. The ____________________ use of energy and other resources is a major obstacle to achieving sustainable economic growth of the national economy.

29. The law was changed by reason of its ____________________ in curbing crime.

30. Already in 1954 the concept “political ____________________” has been proposed as a variable that should strongly determine whether people will participate in the political processes (Campbell, Gurin, & Miller, 1954).

3. Read and translate the text below. Be ready to discuss the main aspects and stages of development of modern management.

A number of the basic elements of modern management began to take root during the Industrial Revolution, which is generally thought to have taken place during the period beginning around 1750 and ending in 1870. New technologies combined with changes in social, political and legal conditions to create an economic infrastructure that relied on the power of machines rather than humans and animals. Large industrial organizations arose and work became highly specialized. In Great Britain, often thought to be the birthplace of the Industrial Revolution, laws were implemented to recognize and protect private and intellectual property, taxes were reduced to relatively modest levels in relation to other parts of Europe, the powers of the King were limited and government policies toward matters of commerce were relatively “hands off”. The central bank, the Bank of England, actively promoted economic development through the issuance of currency and the creation of stable national monetary system.

In general, citizens were given more freedom to engage in entrepreneurial risk-taking and pursue the creation of wealth through commercial activities. An important development during the 18th century was the evolution of the joint stock company, previously used only for state-controlled activities, into what eventually became the modern corporation. The drive to harvest the vast natural resources believed to exist in the colonies created an urgent need for capital which was satisfied by the sale of stocks in private companies. Orderly exchange of these stocks was facilitated by the expansion of exchanges throughout Europe beyond commodities and currencies to include stocks in commercial ventures. During the mid-19th century new laws were passed to limit the liability of investors and require that managers of companies provide a public accounting of profits and losses and how funds raised through stock offerings were actually invested.

However, the defining events of the Industrial Revolution were the technical and engineering achievements that transformed the way that work was done throughout Europe and, eventually, the entire world. In 1765, James Watt improved on the prior work of others to develop the first workable steam engine that provided a reliable source of power for use in a wide range of industrial activities. Perhaps just as important was Watt’s partnership with Boulton, which not only focused on manufacturing of steam engines but also on continuous research and development activities to solve technical problems and, quite significantly, disseminate information and solutions to other firms. The sharing of information and widespread collaboration was a radical change in the way commercial activities were carried out and accelerated the rate of the technological advances. The introduction of the steam engine freed manufacturers from the need to be close to sources of water power and allowed them to set up operations almost anywhere. Improvements in rail and steamship services supported transport of raw materials and finished goods. The Industrial Revolution even sowed the seeds of the later Computer Revolution with the invention of the first mechanical calculator, predecessor to the modern computer, by Babbage in 1822.

The 21st century began with celebration of a “New Economy” in which many of the traditional tools upon which management studies had been based with no longer be valid and managers would be challenged to cope with a variety of issues arising out of rapid and sweeping changes in society and the economy. While it may not be wise or necessary to throw out all of the “old”, it is certainly important to pay attention to the several important factors identified and discussed by scholars and researchers such as Lewis et al.: continuous advances in information technology; the rise of the Internet; increasing globalization; increasing diversity in the workplace and the marketplace; growing recognition of the importance of intellectual capital including, but not limited to, intellectual property; and more focused attention on ethical behavior by firms and their managers. Each of these factors has had, and will continue to have, a significant influence on core managerial activities, notably each of the elements of organizational design. In addition, of course, management must remain focused on creating value for customers in an efficient manner and on developing and implementing strategies to attract necessary inputs such as capital, technology and human resources.

The maturation of the Internet and evolution of information technology has had a dramatic impact on management tools, strategies and challenges. After an initial period of colossal failures, including the so-called “Internet bust” * at the beginning of the new century, the success rate of e-businesses finally began to rise as companies realized how they could develop business tools and strategies that had traditionally been practiced in the pre-Internet world: operational efficiencies, cost containment and control and intelligently designed strategic alliances. Concurrently, “brick-and-mortar” companies began to figure how they could use the Internet to compliment, rather than replace, their existing businesses, which meant that consumers began to have real choices about where and how they could purchase products and services and how they could communicate with their preferred vendors. Improvements in information technology facilitate rapid dissemination of information within organizations and efficient broadcast of information to the marketplace.

Information technology also supports strong supply chain relationships which, in turn, allow companies to reduce costs and improve service and product availability. Finally, there is no doubt that the Internet has changed the competitive landscape for businesses of all sizes: consumers can get more information about products, services and vendors and can “comparison shop” quickly and efficiently; consumers can share information about their experiences with products, services and vendors through social networking and, finally, competition can now arise from anywhere in the world where a person or firm can set up a website and ship products efficiently by taking advantage of improvements in logistics and transportation.

Businesses and their managers have had to come to grips with the fact that they need to think “globally” when making decisions about organizational strategy and design. The importance of globalization has increased with advances in information technology and transportation and firms of all sizes can now easily reach to customers and business partners around the world. Larger companies in particular have decided to move major parts of their operations to foreign countries to take advantage of cost advantages, gain access to talent and technology and have more direct contact with consumers in large emerging markets. Interestingly, manufacturing is just one of the activities going on in foreign countries and companies have increasingly looked to foreign scientists and engineers to carry out sophisticated research and development projects. Finally, globalization means that countries all around the world are developing their own indigenous management practices that leverage their specific resources and core competencies and help to create powerful local firms that quickly capture domestic market share and make it difficult for foreign companies to enter and gain access to growing middle classes with disposable income.

Communication and organizational culture are two key concerns for managers of all businesses and the challenges in both of these areas have increased as the workplace and consumer marketplace have each become more diverse. Immigration and shifts in societal ideas about the roles of women have transformed the labor force to a dynamic and complex mix of men, women, Caucasians, Hispanics, Africans, Asians and others with diverse racial, national and ethnic backgrounds. As a result, issues have arisen in achieving the consensus necessary to set and pursue common goals and objectives and creating and maintaining a strong organizational culture is a much more difficult task for managers. The response has been an increase in diversity training within organizations to provide everyone with a better understanding of the perspectives of others with different backgrounds. Workplace diversity matches changes in the marketplace and companies must take into account the specific preferences of each of the groups mentioned