slide tiếng anh chuyên ngành kinh tế business leader u9-managing people

Amanda asked Philip if he was delegating the less important decisions.3.. He also said that he was making more time to listen to their suggestions.. Amanda said that it was good and that

MANAGING

PEOPLE

1

Manage schedule

resource budget conflict risks time assets stress yourself

2

“Management is nothing

more than motivating other people”

3

5

7

F T

F T

8

G E A B D F 9

to about for about with to

on

11

B Answer these questions about the first part of the article: (p

81)

1. Building credibility with key

people is a way for young managers of showing

everyone that they are capable of doing their job.

2. Young managers should first

recognise their weaknesses, and then look for a mentor

to get support and advice.

13

 a

clique

 a coalition  to crack

 over-confident  to over-deliver

 motivating

15

told

told

said

told said

17

2 Amanda asked Philip if he was delegating the less important decisions.

3 Philip said (that) he thought so He also said that he was making more time to listen to their suggestions.

4 Amanda said (that) it was good and that

responding to their ideas was really important.

5 Philip asked Amanda if the department was

investing enough in training.

6 Amanda said (that) it was and this year’s

budget was bigger than last year’s

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2. Jason phoned about the management

training course He said he wanted to

confirm his place on the course and he asked who was leading it.

3. Carol rang about next Friday’s meeting

She asked how many people would be at the meeting and what time it would

finish.

wanted to know how much you (had)

spent on the Tokyo trip She said she

needed to fill in the expenses claim by

Friday.

20

1 Alexandra invites Rachel to have dinner at a restaurant with colleagues

2 Rachel refuses politely.

 What do people here like

doing in their spare time?  What about you, Sven, what do you

usually do after work? In the evenings?

 How about you, Marta?

Sven showed Marta round Stockholm and

took her for a meal.

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4 6 5 3 224

Case study:

The way we do

Case study:

The way we do

profitability by keeping customers happy

unrealistic dates

=> customers complain

Do not promise early delivery - company should always stick to dates

Sales reports and

confirmation of

orders

Not good at writing- late, incomplete reports and no written

confirmation of orders

Good at writing - detailed reports, on time and written confirmation of orders

28

Muller Peterson

Payment

system Happy with low basic salary,

high commissions

Would like higher basic salary and bonus for team Information

about

customers

Don’t share it – very

Inexpensive gifts only

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Case study:

The way we do

Case study:

The way we do

32

PRACTICE BOOK – UNIT 9

BUSINESS READING 1

1 True or false?

a) Timpson's repairs watches and

jewellery

b) There are several family shareholders

c) Employees can use holiday homes

owned by the company

d) Mr Timpson believes that only people in head office can make decisions

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T F T F

e) People who work in his shops are very

i) Communication is a key factor in Mr

Timpson's management style.

34

T

TT

FT

a) The company is committed… listening

to what customers say

b) Mr Timpson is not interested… selling any of his shares

c) It can be difficult … some people to

with

Business reading 2

1 the environment and structure of the

organization

2 social and cultural background

3 The amount of flexibility

The available resources

The amount of data available

The relative importance of one decision

4 groups often come up with better solutions than individuals.

5 environmental

37

(1) ……… you ask employees what qualities they value most in a manager, the

majority will tell you that they need a manager

who can listen to them attentively and

sympathetically (2) ……… , nobody likes talking to a brick wall, and the ability to

communicate clearly with colleagues is essential

to anybody in a management position.

(3) ……… when staff worry over

certain issues, a good manager should respond to their concerns promptly and also deal with any

problems (4) ………… they arise.

Trust is also rated very highly, so

managers should also believe in their

employees' abilities and be prepared to delegate responsibilities to them

whenever possible

(5) ……… , a good manager should also invest in regular professional development opportunities for their staff

40

Finally