2.

Manuf
act
uri
ngandSer
vices

Agr
icul
tur
alLabour
,byJul
esBr
eton(
TheGl
eaner
,1855)

Twohundr edy ear

sago, thevastmaj ori
tyoft hepopulati
onofvirt
uall
yeverycountr
y
l
ivedinthecount r
ysi
deandwor kedi nagr icult
ure.Today,inwhatmanypeoplecall
“t
headv ancedindustri
ali
zedcount ries”,only2-3%oft hepopulati
onearntheirl
ivi
ng
fr
om agricul
ture.Butsomepeopl eal r
eadyt alkabout“thepostindust
ri
alcountr
ies”,
becauseoft hegrowthofser vi
cei ndustries,andthedeclineofmanufactur
ing,
whichismov i
ngto“thedev el
opingcount ri
es”

I
smanufact
uri
ngindustr
yimport
ant?Isit
sdecl
inei
nthe“adv
anced”count
ries
i
nev
itabl
e?Wil
lser
vicesadequat
elyr
eplacei
t?Twoopini
onsaboutt
hisfol
l
ow.

Task2a.Readi
ng
Readthisextr
actfr
om anint
erv
iewwiththewell
-knownCanadi
aneconomi
st,
John
KennethGalbrai
th,
andanswerthequest
ions.

1 Whydopeopleworryaboutt
hedecli
neofmanufact
uri
ng?
2 Whichact
ivi
ti
esar
easi mport
antasthepr
oducti
onofgoods?
3 Shoul
dpeoplewor
ryaboutthi
sstat
eofaffai
rs?

4
Task2b. Vocabul
ary
Mat
cht
hewor
dsi
nCol
umnAwi
tht
hei
rmeani
ngi
nCol
umnB
A B

consumer 1.t
opayf
orser
vice

i
nst
it
uti
on 2.unabl
etocont
rol
one’
sfeel
i
ngsorbehav
iour

hi
re 3.t
hef
loorofent
rancet
oabui
l
dingorr
oom

nost
algi
a 4.car
ryi
ngout

v
elv
et 5.af
eel
i
ngofannoy
anceanddi
ssat
isf
act
ion

hy
ster
ical 6.caught

t
hreshol
d 7.onewhobuy
sandusesgoodsandser
vices

execut
ion 8.acl
othwi
thasof
tsur
faceononesi
de

f
rust
ati
on 9.afeel
i
ngofpl
easur
emi
xedwi
thsadnessaboutpas
ev
ents
gr
abbed
10.al
argeandi
mpor
tantor
gani
sat
ion

Task2c.Wr
it
ing
Summar
izeGal
brai
th’
sagr
ument
sinashor
tpar
agr
aphoff
ewert
han50wor
ds.

Task2d.Di
scussi
on
Doy
ouagr
eewi
tht
hesev
iew?

5
CHAPTER2.MANAGEMENT

1 Management–anar
torasci
ence?

Task1a.Di
scussi
on
1.Whatismanagement ?Isitanar torascience?Ani nst
inctorasetofski
l
ls
andtechniquest hatcanbet aught
2.Whtdoy out hinkmakesagoodmanager ?Whi chfourofthefol
lowing
qual
it
iesdoy out hinkar ethemosti mpor tant?
a.Bei ngdeci sive: abletomakequi ckdecisions
b.Bei ngefficient: doingthingsqui ckly,notleavingtasksunfi
nished,
havi
ng
atidydesk, andsoon
c. Beingfri
endl yandsoci able
d.Bei ngablet ocommuni catewi thpeopl e
e. Beinglogical, rati
onal andanal ytical
f. Beingablet omot i
vateandi nspireandl eadpeople
g.Bei ngauthor itative:ablet ogiveor ders

6
 h.Bei ngcompet ent:knowingone’sjobper f
ectly
,aswell
astheworkof
one’ssubordinates
i
. Bei ngpersuasive:abletoconvi
ncepeopl et odothi
ngs
j
. Hav i
nggoodi deas
k. Beinghighlyeducatedandknowi ngal otabouttheworl
d
l
. Bei ngpreparedtowor k50to60hour saweek
m.Want i
ngt omakeal otofmoney
Ar
et hereanyqual i
ti
est hatyouthi
nkshoul dbeaddedtothisl
ist
?
3.Whichoft hesequaliti
escanbeacqui red?Whi chmustyoubebornwit
h?

Task1b.Readi
ng
Thistextsummar i
zesomeofPet erDrucker
’svi
ew onmanagement.Asy ouread
abouthi sdecri
pti
onoft heworkofmanager ,deci
dewhetherthefi
vedi f
fer
ent
funct
ionshement i
onsrequir
ethefourqual
it
iesy
ouselect
edinyourdi
scussi
on,or
other
sy oudidnotchoose.

WHATI
SMANAGEMENT?
PeterDr ucker , thewel l-knownAmer i
canbusi nesspr ofessorandconsul tant ,
suggest st hatt hewor kofamanagercanbedi videdi ntopl anni ng( setti
ng
object i
ves) ,or ganizing, integr ating( mot i
vatingandcommuni cat ing),measur i
ng,and
dev elopingpeopl e.
- Fi rstofal l
, manager s( especi al l
yseni ormanager ssuchascompanychai r
men-
andwomen-anddi rect ors)setobj ect i
ves, anddeci dehowt heirorgani zat i
oncan
achiev et hem.Thi s
involvesdev elopingst rategi es, plansandpr eciset act ics, andal l
ocat ing
resour cesofpeopl eandmoney .
- Secondl y, manager sor gani ze.Theyanal yseandcl assi fyt heact ivi
tiesoft he
organi zat i
onandt her elati
onsamongt hem.Theydi videt hewor kint o
manageabl eact ivi
tiesandt heni ntoi ndividual jobs.Theysel ectpeopl et o
managet heseuni t
sandper formt hej obs.
- Thi r
dly , manager spr act i
set hesoci al skil
lsofmot iv ationandcommuni cation.
Theyal sohav et ocommuni cat eobj ectivest ot hepeopl er esponsi blef or
attainingt hem.Theyhav et omaket hepeopl ewhoar er esponsi blef or
per f
or mi ngi ndividual jobsf or mt eams.Theymakedeci sionsaboutpayand
promot ion. Aswel lasor gani zingandsuper visingt hewor koft heirsubor dinates,
theyhav et owor kwi thpeopl einot herar easandf unct ions.
- Four thly ,manager shav et omeasur et heper for manceoft hei rstaff, tosee
whet hert heobj ectiv essetf ort heor gani zat i
onasawhol eandf oreach
individual memberofi tar ebei ngachi eved.
- Last l
y ,manager sdev eloppeopl e-bot hthei rsubor dinat esandt hemsel v es.
Obv iously ,obj ecti
v esoccasi onal lyhav et obemodi fi
edorchanged.I tisgener all
y
thej obofacompany 'st opmanager st oconsi dert heneedsoft hef uture, andt o
taker esponsi bilit
yf orinnov ation, wi thoutwhi chanyor gani zat ioncanonl yexpecta
l
imi tedlife.Topmanager sal sohav et omanageabusi ness' sr elationswi th
cost umer s, suppl iers,di stri
but or s,banker s,inv estor s,nei ghbour i
ngcommuni t
ies,
publ i
caut hor i
ties,andsoon, aswel lasdeal withanymaj orcr iseswhi char i
se.Top
manager sar eappoi ntedandsuper vi
sedandadv ised( anddi smi ssed)bya
company ' boar dofdi rect ors.
Althought het asksofamanagercanbeanal ysedandcl assi fi
edi nthisf ashi on,

7
managementi snotentir
elyscientif
ic.Itisahumanski ll
.Businessprofessor
s
obviouslybelievethatint
uitionand' insti
nct'ar
enotenough; therearemanagement
skil
lsthathav etobel earnt.Drucker, f
orexampl e,wrot
eov er20y earsagothat
'
Altogetherthisentir
ebooki sbasedont heproposit
ionthattheday softhe'
int
uit
ive'
managerar enumber ed',
meani ngthatt heywerecomi ngtoanend.Butsome
peoplear eclearl
ygoodatmanagement ,andothersarenot.Somepeopl ewil
lbe
unabletoputmanagementt echniquesi ntopracti
ce.Otherswillhavelotsof
technoque,butf ewgoodi deas.Out standingmanager sareratherrare.

*
Pet
erDr
ucker
:AnI
ntr
oduct
oryVi
ewofManagement

Task1c.Vocabul
ary
Compl
etet
hef
oll
owi
ngsent
enceswi
tht
hesewor
ds.

achi
eved boar
dofdi
rector
s communi
cate i
nnovat
ions
manageable per
formance r
esources set
ti
ng
super
vise

1.Managerhav et odecidehowbestt oal l

ocatethehuman, phy si
calandcapital
..
..
..
..
...
..
..
..
..
..
..
.avail
abletothem.
2.Manager–l ogicall
y–hav et omakesur et hatthejobsandt asksgiv
entot heir
subordi
natesar e.
..
..
..
..
..
..
..
..
..
3.Thereisnopoi ntin..
..
..
..
..
..
..
..
...
.obj
ectivesifyoudon’t..
..
..
..
...
.them t
oyourst aff
.
4.Manager shavet ocheckwhet herobjecti
vesandt arget
sar ebeing..
..
..
..
..
..
..
...
..
..
..
.
5.Manager shavet ocheckwhet herobjecti
vesandt arget
sar ebeing..
..
..
..
..
..
..
.
6.Atopmanagerwhoseper formanceisunsat i
sfact
orycanbedi smissedbyt he
company ’
s..
..
..
...
..
..
..
.
7.Topmanager sar eresponsiblefort
he. .
...
..
..
..
..
.thatwil
lal
lowacompanyt o
adapttoachangi ngwor l
d.

Task1d.Vocabul
ary
Thetextcontai
nsanumberofcommonver
b-nounpar
tner
shi e.
ps( g.achi
eve
obj
ceti
ves,dealwi
thcr
ises,
andsoon)

Mat
chupt
hesev
erbsandnounst
omakecommoncol
l
ocat
ions.
al
l
ocat
e Deci
si
ons

communi
cat
e I
nfor
mat
ion

dev
elop Jobs

make Obj
ect
ives

measur
e Peopl
e

mot
ivat
e Per
for
mance

per
for
m Resour
ces

set St
rat
egi
es

8
super
vise Subor
dinat
es

1e Wr
it
ing

Ther
eseem t
ober
eal
-l
if
emanager
sjustasbadasMr
.Far
visi
nthecar
toonon
page6
Thesear
e(appar
ent
ly)genui
nememosci
rcul
atedbymanager
sinAmer
ican
compani
es.

Nowi magi
nethaty
ouareast
upi
dmanager(no–ofcourseitwi
l
lneverr
eall
y
happentoyou!
)andwr
it
ethemostr
idi
cul
ousmemot hatyoucanthi
nkoftoall
companystaff
.

MEMO

FROM :
TO : Al
lEmpl
oyess
SUBJECT:

2 Meet
ings
“
onecaneit
herwor
kormeet.Onecannotdobot
hatt
hesamet
ime”
(
Pet
erDrucker
:AnI
ntr
oduct
ionVi
ewofManagement)

9
Whatdoy
out
hinkPet
erDr
uckermeansbyt
hiscomment
?

I
nyourexper
ience–atwor
k,ordoi
nggr
ouppr
oject
satcol
l
ege–i
sthi
str
ue?

Howmuchoft
hewor
kingweekdoy
out
hinkmanager
sshoul
dspendi
nmeet
ings?

Task2a.Readi
ng

Readthecomput
erj
ournal
i
stRobertX.Cri
ngely
’sdecr
ipt
ionofthemanagement
st
yleatI
BM.Isheposi
ti
veornegat
iveaboutIBM’sworki
ngcult
ure?

Task2b.Compr
ehensi
on

Expl
aininyourownwor
dsexact
lywhatRober
tCr
ingel
ymeansi
nthef
oll
owi
ng
sent
ences.

1.EveryI
BM employee’sambiti
onisapparent
lytobecomeamanager
2.I
BM makesmanagementt hecompany ’
ssinglebi
ggestbusi
ness
3.I
BM executiv
esmanaget hedesignandwr i
ti
ngofsoftware
4.I
BM productsoft
enar en’
tver
ycompetit
ive
5.Thesafetyneti
ssobi gatIBM t
hati
tishardtomakeabaddeci si
on
6.Thiswil
lbethesourceofthecompany ’
sulti
matedownfall
.

Task2c.Vov
abul
ary
Fi
ndwor
dsi
nthet
extt
hatmeant
hesameast
hewor
dsorexpr
essi
onsbel
ow.

1.seemi
ngl
y 6.knowl
edgeandski
l
l

2.comput
erpr
ogr
ams 7.l
evel
sorst
rat
a

3.wor
k,t
imeandener
gy 8.t
omakecer
tai
nthatsomet
hing
i
str
ue
4.comput
ers(
andot
hermachi
nes)
9.cor
rect
edorsl
i
ght
ychanged
5.y
oungwor
ker
sst
il
ll
ear
ningt
hei
r
j
obs 10.col
l
apseorf
ail
ure

10