business english 4

7/29/2019 Business English 4

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Lecturer: Simona MITOCARU

[email protected]


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Management;

Meetings; Internal business communication agenda,

minutes, memorandum


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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?

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

We offer you a computer programme that helps you manage data

effectively.

MANAGEABLE (adj.)

possible to deal with or control

The debt has been reduced to a more manageable level.


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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.


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Expressionsto be appointed as

(a) director

A finance

director

To become A marketing

To be elected A commercial

To be made A production

A research

To act asa director

A sales

To serve as

An actingdirectorTo step down as

director

An assistant

To resign as A deputy

To retire as


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

organisation;

effective/good/ solid/strong management

bad/ poormanagement

day-to-day/general/overall/routine management

Management methods/practices/skills/styles/ techniques

2. the people who run and control the business or asimilar organisation;

The store is now under new management.

junior/senior/top management


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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 managementand 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.


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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.


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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-linemanagers)

TECHNICAL SKILLS

Mastery of methods, techniques and equipment involved in specific functions Specialised knowledge

Analytical ability

Necessary especially for lower management levels


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MASLOWS THEORY OF NEEDS


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Frederick HERZBERGs

MOTIVATIONAL & HYGIENE FACTORS MOTIVATORS

- achievement

- recognition

- work

- responsibility

- advancement

- personal growth

HYGIENE/MAINTENANCE FACTORS

- status

- security- relationship with subordinates,

peers and supervisors

- personal life

- salary

- work conditions


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Douglas McGREGORs X / Y THEORYTHEORY X (AUTHORITARIANMANAGEMENT STYLE)

THEORY Y (PARTICIPATIVEMANAGEMENT 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 tobe directed, to avoid

responsibility and wants

security above all else.

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)


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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 FinancialOfficer), 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 setgoals for the organisation and direct the company to achieve them.

They need managerial experience.

Some CEOs are hired from top management positions in othercompanies (HEADHUNTING)

They may be promoted from within and trained by COACHING andMENTORING.


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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 topmanagement.

They set goals for their departments.

They can motivate and assist first-line managers to achievebusiness objectives.

They may also communicate upward, by offering suggestions andfeedback to top managers.

They may be promoted from first-line management or may havebeen hired from other organisations.


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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 ofline

workers (the employees who actually produce the productor offer the service).

They are the managers that most employees interact withon a daily basis.

In the past they were promoted from line positions(production or clerical jobs), now they need formaleducation and training.


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LECTURE 2: Metaphors of culture; The Hofstede Model; The

Trompenaars Model; The Hall Model; The Mole Model


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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.

Geert Hofstede: Culture is the collective

programming of the mindwhich distinguishesthe members of one group from another.


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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)


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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)


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DISCUSSION TOPIC

An individual is a memberof many different cultures.


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Metaphors of CultureICEBERG ONION


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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?


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The CULTURE ICEBERG


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The CULTURE ONION


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The CULTURE ONIONOther layers:

GEOGRAPHICAL REGIONS (within a

country)

SOCIAL CLASS

DEPARTMENTS within a companyWORK TEAMS


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ONION LAYERS (inside outside) Self

Family

Gender/age Social class/ethnic group

Region/country

Universal human nature

Self

Team/department

Profession Organisation

National culture

International business

culture


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The HOFSTEDE MODEL1. THE POWER DISTANCE INDEX (PDI)

2. UNCERTAINTY AVOIDANCE INDEX (UAI)

3. INDIVIDUALISM/ COLLECTIVISM (IDV)

4. MASCULINITY / FEMININITY (MAS)

----------

5. LONG-TERM ORIENTATION (LTO)


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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.


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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.


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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.


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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.


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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.


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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.


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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 )


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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)


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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.


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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


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If a meeting is supposed to start at 9

oclock, then I think it should start at 9

oclock.


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Managers and unions?Its them and us.

Youll never get the two sides to really

work together.


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Everyone calls each other by their first

names and I can walk into the office of

anyone in the company.


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If I told a joke at the start of a

presentation, people would think I was

not serious about my job.


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I dont like people I dont know to stand

too close to me.


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Just because someone has a doctorate,

they dont have to insist that everyone

calls them Doctor.


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I think its right for the boss to have

another pay rise. After all, he takes the

risks and makes the difficult decisions.


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I like to say exactly what I think and I

expect other people to do the same.


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I tried to help one of the girls in the

office into her coat and she got really

angry!


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I tried to call this guy in Norway at 3

oclock on Friday afternoon and

everyone in the office had gone home!


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

stand people who start taking phone

calls in the middle of meetings.


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DICTIONARY (www.m-w.com)

XENOPHOBIA: fear and hatred of strangers or

of anything that is strange orforeign.


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OSTRACIZE: to exclude from a group by

common consent.


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NURTURANCE: affectionate care and attention.


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Trompenaars and Hampden-

Turners 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)


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

MONOCHRONIC vs. POLYCHRONIC CULTURE


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HIGH-CONTEXT VS. LOW-CONTEXT

CULTURES Tend to prefer indirectverbal interaction

are generally moreproficient in reading non-

verbal cues Rely more on context and

feeling

Avoid saying NO

Communicate in ambiguousmessages, understand visualmessages readily.

E.G. Japan, China, Muslimcountries

Tend to prefer direct verbalinteraction;

Value individualism;

Rely on logic;

Says NO directly;

Communicate in contextedmessages, provide details,give authority to writteninformation.

E.G. North America, WesternEurope (German,Scandinavian, English)


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MONOCHRONIC VS. POLYCHRONIC Interpersonal relations are

subordinated to schedule;

Schedule co-ordinates

activity; appointment timeis rigid;

Breaks and personal timeare sacred;

Time is inflexible andintangible;

Work time is separatedfrom personal time.

Schedule is subordinatedto interpersonal relations;

Interpersonal relations co-

ordinate activity;appointment time isflexible;

Time is flexible and fluid;

Work time is not clearlyseparable from personaltime.


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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 polychroniccultures, organic organisations are more people-centred.


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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 leadersshould 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 correspondsto collectivism and low power distance.


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Market research

Key vocabulary for Marketing

The Marketing Mix


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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


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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 findout about peoples opinions, behaviour and practices. Marketresearch is often carried out through a focus group. A focusgroup is a number of people who take part in a carefullymanaged discussion, in order to provide data about attitudesand responses to products and services. Original data like thisis called primary data, while information collected fromperiodicals, government publications, online databases andother sources is known as secondary data. Therefore, the

main methods of research are field/ primary research anddesk/desktop / secondary research, or quantitative andqualitative research. The results of the market research areknown as findings, presented at the end of the research task.

MARKET RESEARCH KEY TERMS


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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 findout about peoples opinions, behaviour and practices. Marketresearch is often carried out through a focus group. A focusgroup is a number of people who take part in a carefullymanaged discussion, in order to provide data about attitudesand responses to products and services. Original data like thisis called primary data, while information collected fromperiodicals, government publications, online databases andother sources is known as secondary data. Therefore, the

main methods of research are field/ primary research anddesk/desktop / secondary research, or quantitative andqualitative research. The results of the market research areknown as findings, presented at the end of the research task.

S C


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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


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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.


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EXAMPLES Questions designed to obtain a single answer:

Do you buy your own magazines?

YES NO

Who do you live with?

NOBODY

FRIENDS

PARENTS

RELATIVES

OTHER (please specify)


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EXAMPLES A scaled questionOffers 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


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EXAMPLES A prioritising questionAsks 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


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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


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KEY TERMS IN MARKETING ADVERTISING: any paid form of non-personal presentation and promotionof 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 createexchanges 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 identityand image for a product and bringing the products benefits to thecustomers 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 andits public. Its main function is to build up a good image and reputation forthe organization.


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KEY TERMS IN MARKETING BRAND: a company or product name, term, sign,symbol, design or combination of these thatidentifies the offerings of one company and

differentiates them from those of competitors.

DIFFERENTIATION: the act of designing a set ofmeaningful differences to distinguish acompanys offering something in return.

END USERS: final customers who buy a product.

PROSPECT: a party from whom a marketer is seekinga response whether it is attention, apurchase, a vote, etc.


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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 wantthat might satisfy the needfor food.

DEMANDS arise when people both want a specificproduct and are willing and able to pay for it.

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