Lecturer: Simona MITOCARU simona.mitocaru@uaic.

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Management; Meetings; Internal business communication agenda, minutes, memorandum

MANAGEMENT
TO MANAGE 1. to control, to be in charge of a business or organisation, a team of people, a project;

How many people do you manage?

We offer you a computer programme that helps you manage data effectively.

2. to use time, money, etc., in a sensible way

MANAGEABLE (adj.) possible to deal with or control

The debt has been reduced to a more manageable level.

MANAGEMENT
MANAGER A person who is in charge of running a business, a shop, a department, a project. MANAGERIAL (adj.) Connected with the work of a manager

He was appointed for his managerial skills.

MANAGING DIRECTOR (MD U.K.) The member of a companys Board of Directors who is responsible for running the business on a daily basis. DIRECTOR (COMPANY DIRECTOR) One of a group of people who are chosen by shareholders to run a company and decide its policies. DIRECTOR GENERAL (pl. directors general) The head of a large organisation, esp. a public organisation.

Expressions
to be appointed as
To become To be elected To be made To act as To serve as

A finance (a) director

A marketing A commercial A production A research A sales An acting

director

a director

To step down as To resign as

To retire as director

An assistant A deputy

director

MANAGEMENT
1. the act of running and controlling a business or similar

organisation;
effective/good/ solid/strong management

bad/ poor management

day-to-day/general/overall/routine management Management methods/practices/skills/styles/ techniques

2. the people who run and control the business or a

similar organisation;
The store is now under new management.

junior/senior/top management

MANAGEMENT
3. the act of running a particular part of a companys

activities; the people who do this.

In the conference room there is a meeting between senior

HR management and employees representatives.

4. the skill of dealing with controlling things or people. poor management of people/ a crisis in the company MANAGEMENT BOARD A group of senior executives that are responsible for

deciding on the way a company or an organisation is managed.

THE 4 MANAGEMENT FUNCTIONS

PLANNING Defining goals for future performance; Deciding on the tasks and resource use needed to attain them; ORGANISING Assigning tasks; Grouping tasks into departments; Allocating resources to departments; LEADING The use of influence to motivate the employees to achieve the organisational goals; Creating a shared culture and values; Communicating goals to employees; Motivating employees; CONTROLLING Monitoring the employees activities; Keeping the organisation on track towards its goals; Making corrections as needed.

MANAGEMENT SKILLS
CONCEPTUAL SKILLS Managers thinking, information, processing, planning. Strategic thinking Necessary especially for top managers (decision-making, resource allocation, innovation) HUMAN SKILLS The ability to work with people Relating to people, motivating, facilitating, coordinating. Necessary for the management which work with employees directly (first-line managers) TECHNICAL SKILLS Mastery of methods, techniques and equipment involved in specific functions Specialised knowledge Analytical ability Necessary especially for lower management levels

MASLOWS THEORY OF NEEDS

Frederick HERZBERGs MOTIVATIONAL & HYGIENE FACTORS

MOTIVATORS HYGIENE/MAINTENANCE FACTORS

- achievement - recognition - work - responsibility - advancement - personal growth

- status - security - relationship with subordinates, peers and supervisors - personal life - salary - work conditions

Douglas McGREGORs X / Y THEORY

THEORY X (AUTHORITARIAN MANAGEMENT STYLE) The average person dislikes work and will avoid it. Most people must be forced (CONTROLLED) to work towards organisational objectives. The average person prefers to be directed, to avoid responsibility and wants security above all else. THEORY Y (PARTICIPATIVE MANAGEMENT STYLE) Effort in work is as natural as work and play. People accept and even seek responsibility. People must be given authority to achieve organisational objectives. (EMPOWERMENT)

LEVELS OF MANAGEMENT
TOP (LEVEL) MANAGERS / SENIOR MANAGERS / EXECUTIVES At the top one or two levels in an organisation POSSIBLE TITLES: CEO (Chief Executive Officer), CFO (Chief Financial Officer), COO (Chief Operations ), CIO (Chief Information Officer), Chairperson of the Board, President, Vice-President. They make decisions that affect the entire company. They do not direct the day-t0-day activities of the company, they set goals for the organisation and direct the company to achieve them. They need managerial experience. Some CEOs are hired from top management positions in other companies (HEADHUNTING) They may be promoted from within and trained by COACHING and MENTORING.

LEVELS OF MANAGEMENT
MIDDLE (LEVEL) MANAGERS POSSIBLE POSITIONS: General Manager, Plant Manager, Regional Manager, Divisional Manager They are responsible for carrying out the goals set by top management. They set goals for their departments. They can motivate and assist first-line managers to achieve business objectives. They may also communicate upward, by offering suggestions and feedback to top managers. They may be promoted from first-line management or may have been hired from other organisations.

LEVELS OF MANAGEMENT
FIRST (LEVEL)/LINE MANAGERS / SUPERVISORS POSSIBLE POSITIONS: Office Manager, Shift Supervisor, Department Manager, Foreperson, Crew leader, Store Manager They are responsible for the daily management of line workers (the employees who actually produce the product or offer the service). They are the managers that most employees interact with on a daily basis. In the past they were promoted from line positions (production or clerical jobs), now they need formal education and training.

LECTURE 2: Metaphors of culture; The Hofstede Model; The Trompenaars Model; The Hall Model; The Mole Model

What is CULTURE?
Gary Wederspahn:

Culture is the shared set of assumptions, values, and beliefs of a group of people by which they organize their common life.
Culture is the collective programming of the mind which distinguishes the members of one group from another.

Geert Hofstede:

What is culture for you?

Towns (houses, traffic)
Business (HIERARCHY: obedience/independence; STYLE:

formal/informal; COMMUNICATION: written/oral) Physical (BODY LANGUAGE: gestures, facial expression; APPEARANCE: dress, features) Politics (GOVERNMENT: centralisation, bureaucracy; DEMOCRACY)

What is culture for you?

Routines (meal times, work times/schedules)
Food and drink (acceptable/non-acceptable; times;

PLACE: restaurant/home; importance) Language (SPOKEN: volume, speed, formality, jargon, politeness, dialect; WRITTEN: length, formality) Social life (class; gender; tradition; hospitality; FAMILY LIFE: old people, children; greetings; emotion)

DISCUSSION TOPIC

An individual is a member of many different cultures.

Metaphors of Culture
ICEBERG ONION

Metaphors of Culture
If culture is like an iceberg, what is ABOVE THE WATER AT THE WATER LINE BELOW THE WATER?
If culture is like an onion, what are the different layers?

The CULTURE ICEBERG

The CULTURE ONION

The CULTURE ONION

Other layers:
GEOGRAPHICAL REGIONS (within a

country) SOCIAL CLASS DEPARTMENTS within a company WORK TEAMS

ONION LAYERS (inside outside)

Self Family Gender/age Social class/ethnic group Region/country Self Team/department Profession Organisation National culture

Universal human nature

International business

culture

The HOFSTEDE MODEL

1. THE POWER DISTANCE INDEX (PDI)
2. UNCERTAINTY AVOIDANCE INDEX (UAI)

3. INDIVIDUALISM/ COLLECTIVISM (IDV)

4. MASCULINITY / FEMININITY (MAS)

--------- 5. LONG-TERM ORIENTATION (LTO)

1. POWER DISTANCE
PDI measures how much a culture has respect for

authority.
In a HIGH POWER DISTANCE culture:

it is acceptable for a supervisor to display authority; superiors rarely give their subordinates important work; If something goes wrong, the subordinates are usually blamed for not doing their proper job/role; managers rarely interact or socialize with workers; class distinctions are emphasized.

1. POWER DISTANCE
In a LOW POWER DISTANCE culture:

Supervisors are expected to treat employees respectfully; Subordinates may do important work, thus having the opportunity to get promoted quickly; If something goes wrong, the superior/authority figure is usually blamed for having unrealistic expectations or being to strict; Managers socialize and interact with workers more often.

2. UNCERTAINTY AVOIDANCE
UAI measures a cultures preference for strict laws and

regulations over ambiguity and risk.

Protestant and Chinese cultures rank relatively low; Catholic, Buddhist

and Arabic countries tend to score high in uncertainty avoidance.

In LOW UNCERTAINTY AVOIDANCE cultures:

Risk is valued in business; Citizens are proud of their nation; Foreigners or minorities are encouraged to assimilate.

2. UNCERTAINTY AVOIDANCE
In HIGH UNCERTAINTY AVOIDANCE cultures:

Risk is avoided in business; Citizens are often critical of their nation; People tend to be more superstitious; Xenophobia is common and foreigners and minorities tend to be ostracized.

3. INDIVIDUALISM/COLLECTIVISM
INDIVIDUALISM promotes individual goals, initiative and achievement. results in a strong sense of competition. Each person is encouraged to stand out, be unique and express himself/herself. Individual rights are seen as the most important. Rules ensure independence, choices and freedom of speech. People are encouraged to do things on their own, to rely on themselves.

3. INDIVIDUALISM/COLLECTIVISM
COLLECTIVISM emphasizes family and work group goals. Each person is encouraged to conform to society, to do what is best for the group and to not openly express opinions or beliefs that go against it. Group, family or rights for the common good are seen as more important than the rights of individuals. Rules promote stability, order and obedience. Working with others and cooperating is the norm. Everyone is expected to rely on others for support.

MASCULINITY / FEMININITY
MAS describes the degree to which masculine values (i.e.,

competitiveness and the acquisition of wealth) are valued over feminine values (i.e., relationship building and quality of life). In MASCULINE CULTURES:
priorities are achievement, wealth, expansion and war; womens liberation = women begin to participate in male-

dominated areas; a low number of women represented in politics and business; professionals often LIVE TO WORK (long work hours and little use of holiday time )

MASCULINITY / FEMININITY
In FEMININE CULTURES: priorities are relationships, nurturance, environmental protection and quality of life; a high number of women in politics; arts and healing are more important than manufacturing and business; professionals WORK TO LIVE (short work hours and high use of holiday time)

LONG-TERM/ SHORT-TERM ORIENTATION

LTO measures the degree to which the members of a

national culture will postpone gratification to achieve long-term goals.

APPLICATION

1. EMPLOYEE RELATIONSHIPS 2. MONOCHRONIC / POLYCHRONIC CULTURE 3. GENDER 4. TITLES 5. BODY LANGUAGE 6. PUNCTUALITY 7. HIERARCHY 8. LEADERSHIP 9. HUMOUR 10. TIME 11. DIRECTNESS/INDIRECTNESS OF COMMUNICATION

 If a meeting is supposed to start at 9

oclock, then I think it should start at 9 oclock.

 Managers and unions? Its them and us.

Youll never get the two sides to really work together.

 Everyone calls each other by their first

names and I can walk into the office of anyone in the company.

 If I told a joke at the start of a

presentation, people would think I was not serious about my job.

 I dont like people I dont know to stand

too close to me.

 Just because someone has a doctorate,

they dont have to insist that everyone calls them Doctor.

 I think its right for the boss to have

another pay rise. After all, he takes the risks and makes the difficult decisions.

 I like to say exactly what I think and I

expect other people to do the same.

 I tried to help one of the girls in the

office into her coat and she got really angry!

 I tried to call this guy in Norway at 3

oclock on Friday afternoon and everyone in the office had gone home!

 I like to do one thing at a time. I cant

stand people who start taking phone calls in the middle of meetings.

DICTIONARY (www.m-w.com)
XENOPHOBIA: fear and hatred of strangers or

of anything that is strange or foreign.

DICTIONARY (www.m-w.com)
OSTRACIZE:

to exclude from a group by common consent.

DICTIONARY (www.m-w.com)
NURTURANCE: affectionate care and attention.

Trompenaars and HampdenTurners Dimensions of Culture

UNIVERSALISM vs. PARTICULARISM
COMMUNITARIANISM vs. INDIVIDUALISM NEUTRALITY vs. AFFECTIVITY

DIFFUSE vs. SPECIFIC CULTURES

ACHIEVEMENT vs. ASCRIPTION HUMAN TIME RELATIONSHIP (SEQUENTIAL vs.

SYNCHRONIC TIME) HUMAN NATURE RELATIONSHIP (INNER DIRECTED vs. OUTER-DIRECTED)

Halls Model
HIGH-CONTEXT CULTURE vs. LOW-CONTEXT CULTURE
MONOCHRONIC vs. POLYCHRONIC CULTURE

HIGH-CONTEXT VS. LOW-CONTEXT CULTURES

Tend to prefer indirect

verbal interaction are generally more proficient in reading nonverbal cues Rely more on context and feeling Avoid saying NO Communicate in ambiguous messages, understand visual messages readily. E.G. Japan, China, Muslim countries

Tend to prefer direct verbal

interaction; Value individualism; Rely on logic; Says NO directly; Communicate in contexted messages, provide details, give authority to written information. E.G. North America, Western Europe (German, Scandinavian, English)

MONOCHRONIC VS. POLYCHRONIC

Interpersonal relations are Schedule is subordinated

subordinated to schedule; Schedule co-ordinates activity; appointment time is rigid; Breaks and personal time are sacred; Time is inflexible and intangible; Work time is separated from personal time.

to interpersonal relations; Interpersonal relations coordinate activity; appointment time is flexible; Time is flexible and fluid; Work time is not clearly separable from personal time.

The Mole Map

Focuses on two aspects of corporate culture: organisation

and leadership.
ORGANISATION is a way to plan human activity. There are

different attitudes to organisation:

SYSTEMATIC where planning and task completion in a defined (monochronic) sequence is prioritised. ORGANIC which is characterised by the idea of a business as a social organisation, made up of human beings. Like polychronic cultures, organic organisations are more people-centred.

 LEADERSHIP is similar to Hofstedes idea of individualism

vs. collectivism.

At one end is the belief that leadership should be carried out by the best and most capable INDIVIDUALS, and that these leaders should have power over their followers (high power distance). At the GROUP end there is the belief that everyone in the organisation has a right to give their opinions. Leaders are allowed to lead as long as they follow the wishes of the majority of people they represent. This democratic leadership corresponds to collectivism and low power distance.

Market research Key vocabulary for Marketing

The Marketing Mix

MARKET(ING) RESEARCH
Marketing managers need to collect specific information

about markets, and may commission market research companies to carry out these studies. Here are some terms that may appear when dealing with market(ing) research.

MARKET RESEARCH: KEY TERMS

A sample is a small part of the population, which is taken to

represent the whole. A questionnaire is a set of questions used in a survey to find out about peoples opinions, behaviour and practices. Market research is often carried out through a focus group. A focus group is a number of people who take part in a carefully managed discussion, in order to provide data about attitudes and responses to products and services. Original data like this is called primary data, while information collected from periodicals, government publications, online databases and other sources is known as secondary data. Therefore, the main methods of research are field/ primary research and desk/desktop / secondary research, or quantitative and qualitative research. The results of the market research are known as findings, presented at the end of the research task.

MARKET RESEARCH: KEY TERMS

A sample is a small part of the population, which is taken to

represent the whole. A questionnaire is a set of questions used in a survey to find out about peoples opinions, behaviour and practices. Market research is often carried out through a focus group. A focus group is a number of people who take part in a carefully managed discussion, in order to provide data about attitudes and responses to products and services. Original data like this is called primary data, while information collected from periodicals, government publications, online databases and other sources is known as secondary data. Therefore, the main methods of research are field/ primary research and desk/desktop / secondary research, or quantitative and qualitative research. The results of the market research are known as findings, presented at the end of the research task.

MARKET RESEARCH: THE PROCESS

STEPS: 1. Identify the problem or the opportunity and the research objectives 2. Decide on the research methods (field, secondary, qualitative, quantitative, focus group, survey, etc.) 3. Decide on the research instrument (questionnaire) 4. Choose contact methods (mail, telephone, Internet, personal interview) 5. Collect data 6. Analyse /mine data 7. Present findings

MARKET RESEARCH: Designing a questionnaire

It is important to choose questions carefully, to consider

the form, the wording and the sequence. Closed questions are designed to limit the number of types of answers that are given. Open questions allow the respondent to give opinions and reasons more freely.

EXAMPLES
Questions designed to obtain a single answer: Do you buy your own magazines?

YES NOBODY FRIENDS PARENTS RELATIVES OTHER (please specify)

NO

Who do you live with?

EXAMPLES
A scaled question Offers statements with which the respondent can show the amount of agreement or disagreement, or that rates the importance of something, e.g. from poor to excellent. Teenage magazines are expensive. Select the response that is closest to your opinion: STRONGLY AGREE AGREE NEITHER AGREE NOR DISAGREE DISAGREE STRONGLY DISAGREE

EXAMPLES
A prioritising question Asks the respondents to rank certain points according to their personal preferences. Place the following in order of importance to you. PHOTOS OF MUSIC STARS LETTERS PAGE COSMETICS ADVICE TRUE STORIES PROBLEM PAGE MAIN FEATURE ADVERTISEMENTS

EXAMPLES
An open question

asks the respondent to write freely on the subject, allowing for any opinions to be given that were not picked up earlier:
What is your opinion of this magazine? Complete this sentence: What I like about this magazine

is

KEY TERMS IN MARKETING

ADVERTISING: any paid form of non-personal presentation and promotion

of ideas, goods, or services by an identified sponsor. MARKETING: the process of planning and executing the conception, pricing, promotion and distribution of ideas, goods, and services to create exchanges that satisfy individual and organizational goals. PROMOTION: the process of communicating with, and influencing, customers to buy a companys products. It involves creating a clear identity and image for a product and bringing the products benefits to the customers notice. PUBLICITY: involves attracting the publics attention but not necessarily selling anything specific. It is free of charge. PUBLIC RELATIONS: the deliberate, planned and sustained effort to establish and maintain mutual understanding between an organization and its public. Its main function is to build up a good image and reputation for the organization.

KEY TERMS IN MARKETING

BRAND:

a company or product name, term, sign, symbol, design or combination of these that identifies the offerings of one company and differentiates them from those of competitors. DIFFERENTIATION: the act of designing a set of meaningful differences to distinguish a companys offering something in return. END USERS: final customers who buy a product. PROSPECT: a party from whom a marketer is seeking a response whether it is attention, a purchase, a vote, etc.

KEY TERMS IN MARKETING

NEED: a basic human requirement, i.e. food, air, water,

clothing, shelter, as well as recreation, education and entertainment.

WANT: a desire that occurs when a need is directed to

specific objects that might satisfy that need: e.g., a hamburger is a want that might satisfy the need for food.
DEMANDS arise when people both want a specific

product and are willing and able to pay for it.