Identify the management roles in which these skills are used

Study and Learn the Words:

English	English Equivalents	Romanian	Russian
lawyer (n)	barrister	avocat	адвокат
machinist (n)	person who makes or repairs machinery	mecanic, maşinist, muncitor calificat, inginer, constructor de maşini	машинист, механик, слесарь
to a lesser extent	to a lesser degree, level	într-o măsură mai mică	в меньшей степени
to fit together	to correspond to	a conveni, a se asorta	подходить
put up with (ph.v.)	accommodate with	a se acomoda	мириться с чем-л.
shabby (adj)	disgraceful, shameful	indecent, obraznic	позорный
genuine (adj)	authentic	nefalsificat	подлинный, истинный
arrogant (adj)	full of pride and self-importance	arogant	высокомерный, самонадеянный
brash (adj)	pushing, presumptuous, impudent, immodest, shameless	arogant, încrezut, fără ruşine	высокомерный, самонадеянный
pinpoint (v)	to stress	a evidenţia, a indica cu precizie	выделять
physician (n)	doctor	medic	врач, доктор

The skills that typify effective managers tend to fall into five general categories: technical, conceptual, interpersonal, diagnostic, and analytic.

Technical Skills A technical skill is a specific skill needed to accomplish a specialized activity. For example, the skills that engineers, lawyers, and machinists need to do their jobs are technical skills. Lower – level managers (and, to a lesser extent, middle managers) need the technical skills that are relevant to the activities they manage. Although these managers may not have to perform the technical skills themselves, they must be able to train subordinates, answer questions, and otherwise provide guidance and direction.

Conceptual Skills Conceptual skill is the ability to think in abstract terms. Conceptual skill allows the manager to see “the big picture” and to understand how the various parts of an organization or an idea can fit together. In 1951 a man named Charles Wilson decided to take his family on a cross - country vacation. All along the way, the family was forced to put up with high-priced but shabby hotel accommodations. Wilson reasoned that most travelers would welcome a chain of moderately priced, good-quality roadside hotels. You are no doubt familiar with what he conceived: Holiday Inns. Wilson was able to identify a number of isolated factors (existing accommodation patterns, the need for a different kind of hotel, and his own investment interests) to “dream up” the new business opportunity and to carry it through completion.

Interpersonal Skills An interpersonal skill is the ability to deal effectively with other people, both inside and outside the organization. Examples of interpersonal skills are the ability to relate to people, understand their needs and motives, and show genuine compassion. When all other things are equal, the manager who is able to exhibit these skills will be more successful than the manager who is arrogant and brash and who doesn’t care about others. They appear, however, to be more crucial for top managers than for middle or lower-level managers.

Diagnostic Skills Diagnostic skill is the ability to assess a particular situation and identify its causes. The diagnostic skills of the successful manager parallel those of the physician, who assesses the patient’s symptoms to pinpoint the underlying medical problem. In management as in medicine, correct diagnosis is often critical in determining the appropriate action to take. All managers need to make use of diagnostic skills, but these skills are probably used most by top managers.

Analytic Skills Analytic skill is used to identify the relevant issues (or variables) in a situation, to determine how they are related, and to assess their relative importance. All managers, regardless of level or area, need analytic skills. Analytic skills often come into play along with diagnostic skills. For example, a manager assigned to a new position may be confronted with a wide variety of problems that all need attention. Diagnostic skills will be needed to identify the causes of each problem. But first the manager must analyze the problem of “too many problems” to determine which problems need immediate attention and which ones can wait.

I. COMPREHENSION

A) Answer the following questions;

1. Name the skills that managers need to possess and characterize each of them.

2. In what way are management skills related to the status managers have? Provide a specific example to support your answer.

II. FOCUS ON GRAMMAR

A) Study the text and insert the following prepositions into the gaps:

1. All managers need to make use ….. diagnostic skills, but these skills are probably used most by top managers. 2. All along the way, the family was forced to put up …. high-priced but shabby hotel accommodations. 3. An interpersonal skill is the ability to deal effectively ….. other people, both inside and outside the organization. 4. Lower – level managers (and, ….. a lesser extent, middle managers) need the technical skills that are relevant ….. the activities they manage. 5. You are no doubt familiar …… what he conceived: Holiday Inns. 6. For example, a manager assigned …. a new position may be confronted ….. a wide variety of problems that all need attention. 7. Analytic skills often come …… play along with diagnostic skills.

B) Verbs plus prepositions

Certain verbs are customarily followed by certain prepositions. It is often impossible to guess which preposition is mostly common used. The following is a list of examples of such verbs. When you learn a verb you should make an attempt to learn the prepositions that ordinarily follow it, if any.

To collaborate with someone on something

To consult with someone on something

To haggle with someone over something

To negotiate with someone for something

To deprive someone of something

To dispose of something

To protect someone/something from something/someone

To profit from someone/something

To enroll someone in something

To invest something in something/someone

To entitle someone to something

To rely on someone/something for

C) Complete the sentences with the proper preposition or prepositions:

1. In any case, protect yourself _______ precipitous action.

2. Is it really safe to rely entirely _______ hunches ________ correct decisions?

3. In fact, too much reliance on hunches may deprive you _______ much helpful input.

4. It is a good idea not to be too hasty; consult _________ your peers about the problem.

5. Collaborate _______ them in determining the primary objectives to be achieved.

6. Give yourself time to consider; haggle ______ the prices or spend time negotiating ____ a prospective buyer or seller before playing hunch.

7. Whereas you must not dispose ________ a problem without the greatest possible deliberation, playing a hunch may save you considerable time for other problems.

8. You will profit _______ a delicate balance between data gathering and hunches, and your careful work will entitle you _______ well-deserved recognition.

III. DISCUSSION

Work in pairs and discuss the following issues:

Rate yourself on each of the five key management skills and on your proven ability to perform each of the four management functions. (Use the scale of 1 to 5, with 5 being the highest.) Based on your ratings, explain why you would or wouldn’t hire yourself for a lower-level management position.

Technical skills	Conceptual Skills	Interpersonal Skills	Diagnostic Skills	Analytic Skills

IV. VOCABULARY PRACTICE

A) Match the words with their definitions:

analytic skill, conceptual skill, technical skill, interpersonal skill, diagnostic skill

1. the ability to deal effectively with other people, both inside and outside the organization.

2. the ability to assess a particular situation and identify its causes.

3. the ability to think in abstract terms.

4. a specific skill needed to accomplish a specialized activity.

5. the ability to identify the relevant issues (or variables) in a situation, to determine how they are related, and to assess their relative importance.

B) Fill in the blanks with an appropriate form of one of the following words:

foreman indebtedness

academicians mutual fund

ingenious intuitive

fair employment practices associates

safeguards computer software

Scientists and ___________ are helping business understand its __________ to hunches and __________ knowledge. Howard Stein, chairman of Dreyfus Corp., successfully launched a special ______________ made up of computers which complied with environmental __________ and _____________. Also, Edgar Mitchell and his __________ use intuitive information along with ________. They interview managers, ________, and workers in the process of creating _____________ “fault trees”.

V. CASE STUDY

Management Practices at CBS

In the past, Laurence Tisch, CEO at Columbia Broadcasting System (CBS), proved himself to be a first-rate accountant and financial wizard. So it is no surprise that this confident and articulate man has been hurt because many observers have openly questioned his ability to run CBS. CBS’s current board of directors, network affiliates, and investors have harshly criticized Tishch’s strategy at CBS or, more precisely, his lack of a concrete company strategy. However, others claim that Tisch’ decisions at CBS have been excellent and have brought financial stability to the firm.

Before Tisch came along, CBS was a diverse entertainment giant. CBS/Records group was the world’s largest company. Tisch sold CBS records to Sony Corp. (for $2 billion), just when the compact-disc revolution began to breathe a strong rush of air into the music industry. Tisch sold CBS,s publishing holdings to Harcourt Brace Jovanovich, Inc., and its magazine division to Diamandis Communications, Inc. And, while ABC is expanding its commitment to cable programming – by investing in such networks as ESPN, Lifetime, and Arts & Entertainment Network-and NBC (which has been trying to increase its involvement in cable for years) is now leasing the Tempo Television Network, Tisch sold off CBS’s interests in Rainbow Services (a cable programming venture) and several regional SportsChannelnetworks.

Tisch argues that he wants to concentrate on broadcasting, even though the evening viewing audience for CBS programs has diminished by two million households since Tisch took command. Tisch says that CBS will regain its lead in the broadcast industry with improved programming, aggressive promotion to attract new viewers, and marketing innovations that appeal to advertisers. Some television analysts expect Tisch’s plans to fail; they think that CBS must diversify to grow at a time when network television is shrinking so dramatically.

Tisch’s management style irritates many people. He hates memos, meetings, and traditional channels of communication. Though decisions at CBS are now made more rapidly, the bureaucratic culture of the company has been upset. Over a two-year period after Tisch became CEO, CBS reduced its work force from 16,000 to 6,800 employees. Its revenues also shrank, from about $5, billion to $2.8 billion a year, and it slipped to last place in the crucial A.C. Nielsen Co. television ratings. In contrast, when Capital Cities took over ABC and made cuts as deep as CBS’s in the work force, ABC ratings improved.

One of CBS’s directors said in a recent Business Week interview: “We are not happy. Tisch has dismantled the company in a piecemeal fashion, and it’s too late to stop him. We’ve asked for a plan or a strategy. But it’s not in his nature to lay out a strategy”. Tisch’s credit, CBS did land the 1992 Winter Olympic Games, and the company has more than $3 billion in the bank. Stock analysts, however, are still predicting a dull future for CBS. But, since Tisch controls nearly 25 percent of CBS’s stock, Tisch’s critics and dissatisfied colleagues will probably have to accept this way of doing business for a long time.

Questions

1. Does the fact that Tisch does not like memos, meetings and traditional channels of communication indicate that he is not an effective manager?

2. Given that several groups, such as the board of directors, network affiliates, and investors, have been critical of Tisch’s actions, should he take corrective measures? Explain.

VI. DEBATE

Form two teams to debate the value of hunches (definite feelings that something may be true).

Team A: Hunches, or intuitive feelings, should not be given serious consideration in managerial decision-making. Note that precisely how the mind puts the things together has never been adequately charted; therefore, we cannot define the hunch nor can we assess its reliability.

Team B: Hunches should be given serious consideration when making managerial decisions. Note that some Gestalt psychologists say that sudden ideas come from the information processed unconsciously and that in many cases such ideas are very reliable and more creative than those reached in the normal way.

Allow each team five to seven minutes of group preparation followed by a three-minute presentation (timed by a watch). Allow time for a rebuttal of three minutes by each team.

VII. Managing yourself

When a customer comes into your shop with a complaint, you can deal with it in a number of different ways. You can:

- give cash refund

- give a voucher for the value of the returned goods

- exchange the goods for something of the same value

- give a straight exchange

- persuade the customer to wait while you contact the supplier

When a customer complains, it can be difficult not to take the complaint personally. This can make you behave aggressively, which can then make the customer feel angry. If this happens, a good strategy is to count to ten. This allows you to get your anger under control before you speak.

There are three different approaches to dealing with possible conflict with customers:

1. You want to get your customer to accept your point of view

2. You want the customer to be happy

3. You want to find a solution, which satisfies both you and the customer.

The third approach is obviously the most adult and professional, but it doesn’t always come naturally. For most people, it requires practice!

VI. ROLE-PLAY

Role – play the following situation using the third approach in the text.

Student A

You bought a pair of jeans last week. But when you washed them, they lost colour and shrank. They were good quality jeans and you didn’t expect to have problems with them. However, you bought them in a sale at a reduced price.

Student B

You are the manager of the shop. The jeans were reduced in your end of season sale. They were regular stock and were not bought in especially for the sale. Your shop has a policy of exchanging faulty goods but not those bought in the sales.

Useful language

I’m afraid it’s not our policy to ………

But I’m telling you ……………………

I bought these in your shop two weeks ago………..

I washed them once and ……………

I’m sorry. We usually …….

Would you like to exchange it for ……..

MARKETING

“Marketing is the creation and delivery of a standard of living”