Business

English
Supporting Lecturer :
Dr. Henny Suharyati, M.Si.
Names of group members :
2 B Class

—Almira Fitri Rusmala Santoso

021122042

—Salwa Kaltsum
021122044

—Kyla Maulina
021122045
Management
1 A. Discussion
1.) What is management? Is it an art or a science? An instinct or a set of skills and
techniques that can be taught?

Management is a science and art, why so named because the two are
inseparable. Management as a science, because it has been studied for a long time,
and has been organized into a theory. This is because in it describes the management
of symptoms, these symtoms are then examined using the scientific method is
formulated in the form of principles embodies in the form of a theory.
Moderate management as an art, here the view what in the work necessary to
achieve a goal together with others, well, how to instruct the others to cooperate, By
the very nature of human activity in general is managing (set) to set up an art needed
here, how others need to work towards a common goal.
2.) What do you think makes a good manager? Which four of the following
qualities do you think are the most important?

a. Being decisive: able to make quick decisions

b. Being efficient: doing things quickly, not leaving tasks unfinished, having a tidy
desk, and so on
c. Being friendly and sociable
d. Being able to communicate with people
e. Being logical, rational and analytical
f. Being able to motivate and inspire and lead people
g. Being authoritative: able to give orders
h. Being competent: knowing one’s job perfectly, as well as the work of one’s
subordinates
i. Being persuasive: able to convince people to do things
j. Having good ideas
k. Being highly educated and knowing a lot about the world
l. Being prepared to work 50 to 60 hours a week
m. Wanting to make a lot of money
 Are there any qualities that you think should be added to this list?

Yess, able to set a good example

and
corrective to achieve goals.

3.) Which of these qualities can be acquired? Which must you be born with?

c. Being friendly and sociable

g. Being authoritative: able to give orders
1 B. Reading

Decide whether the five different functions he mentions require the four
qualities you selected in your discussion, or others you did not choose.

Drucker’s first point (setting objectives and developing strategles)

prasumbly qualities: having good ideas, being competent, being logical, rational,
analytical and being decisive.

The second point (organizing) presumably also requires : being competent,

being logical, rational, analytical and being persuasive.

The third point (motivation and communication) embraces: being able to

motivate and inspire and lead people, being able to communicate with people
and being persuasive and probably being friendly and sociable.
And the fourth point (measuring performance) probably
requires: being competent and being logical, rational and
analytical.

The fifth point (developing people) might requires: being

competent, being able to motivate and inspire and lead
people, being able to communicate with people and being
persuasive.
1 C. Vocabulary

1. Manager have to decide how best to allocate the human, physical and capital resources available to
them.
2. Manager – logically – have to make sure that the jobs and tasks given to their subordinates
are manageable.
3. There is no point in setting objectives if you don’t communicate them to your staff.
4. Managers have to supervise their subordinates, and to measure, and try to improve, their
performance.
5. Managers have to check whether objectives and targets are being achieved.
6. A top manager whose performance is unsatisfactory can be dismissed by the company’ board of
directors.
7. Top managers are responsible for the innovation that will allow a company to adapt to a changing
world.
1 D. Vocabulary
Match up these verbs and nouns to make common collocations.

01 02 03
Allocate Communicate Develop
Resources Information Strategies

04 05
Make Measure
Decisions Performance
 06 07
Motivate Perform
people Jobs

08 09
Set Superviser
Objectives Subordinates
1 E. Writing
Now imagine that you are a stupid manager (no – of course it will never
really happen to you!) and write the most ridiculous memo that you can
think of to all company staff.

Memo
From : Me as Manager
To : All Employess
Subject : Meeting cancellation

Notified all staff at noon the meeting would be canceled because I

was sleepy.
2. Meetings
What do you think Peter Drucker means by this comment?
In your experience – at work, or doing group projects at college – is this true?
How much of the working week do you think managers should spend in meetings?

Drucker obviously believes that work is largely something that is done individually and that meetings
are not work, but mereley preparation for it, or consolidation after it.

2 A. Reading
Read the computer journalist Robert X. Cringely’s decription of the management style at IBM. Is he
positive or negative about IBM’s working culture?

Robert Cringely’s history of the personal computer industry is very informative, in places very
critical, and also very funny. In this extract, he is extremely negative about IBM, saying that they put much
too much effort into management and worrying about the possibility of making bad decisions, and not
enough into producing good, competitively-priced product.
2 B. Comprehension
Explain in your own words exactly what Robert Cringely means in the following
sentences.

1.) Every IBM employee’s ambition is apparently to became a manager

It seems as if the people who work for IBM are more interested in being
regarded as a manager than as a computer designer or technician.

2.) IBM makes management the company’s single biggest business.

IBM’s corporate culture seems to place more emphasis on management than
on developing and selling the company’s products.

3.) IBM executives manage the design and writing of software.

IBM’s managers don’t actually do the work of designing and writing software
themselves but organize and supervise the people who do it.
4. IBM products often aren’t very competitive

IBM products are rarely as good or as cheap as similar products made by their competitor.

5. The safety net is so big at IBM that it is hard to make a bad decision.

There is an extensive hierarchy and a system of checks and control which ensures that bad
decisions are generally avolded (but good decisions also take a very long time to make).

6. This will be the source of the company’s ultimate downfall.

The slowness of IBM’s decisions-making process (and the consequent lack of

competitiveness of their products) will eventually destroy the company.
 2C. Vocabulary

1. seemingly = Apperenty
2. computer programs = Software
3. work, time and energy = Effort
4. computers (and other machines) = Hardware
5. young workers still learning their jobs =Trainees
6. Knowledge and skill = Expertise
7. levels or strata = Layers
8. to make certain that something is true = Verify
9. corrected or slighty changed = Amended
10. collapse or failure = Down Fall
Thank
You