Man profile for sales person

General Preferred _______________________________________________

Age 26-45 Under 30

Experience Minimum 1 to 2 years

Skills –---- Ability to read blueprints

Education Minimum First degree

Foreign languages –------ French

Qualification Minimum Member of Institute of Sales

Single/married –------- Married with children

Appearance Neat/tidy M: clean-shaven, clean nails,

non-smoker, hair;

F: neat, good-hands, slim, non-

smoker, shot hair;

Physical characteristic –---------- Well-spoken, well-mannered,

pleasant v articulate

Sometimes a list of characteristics and guidelines is created. The list may include the following points:

1. Appearance 11 .Enthusiasm

2. Handshake 12. Numeracy

3. Courtesy 13. Flexibility

4. Friendliness 14. Health (smoker?)

5. Poise 15. Knowledge

6. Speech 16. Originality

7. Self-control 17. Persuasiveness

8. Handwriting 18. Mental alertness

9. Ambition 19. Interest in job

10. Curiosity 20. Self-starter

There are many sources of recruitment. The following are among them: educational establishments, employee agencies, trade associations, job centers, advertising.

Task: Prepare a man profile for 2-3 different professions or trades. Add the list of characteristics including at least 7-10 points. Don’t show the notes to your classmates. Let them guess what profession (trade) you are speaking about.

T E X T 6

CASE ANALYSIS

If you have some problems the first steps to solve them are to analyze the reports and the cases. Your general approach to case analysis and reports should be as follows:

1. Define the problem. The problem is always a blocked managerial objective. What objective (profit, growth, cost control, etc.) is being undermined in the situation?

2. Analyze the causes. What factors are causing the problem of blocked achievement ofobjectives (inadequate communication, poor motivation, indefinite plans, sloppy controls, interpersonal conflicts, fear of change). This should not be the search for villains, however, because individuals are seldom the sole or fundamental cause of problems.

3. Develop alternatives. Evaluate the alternatives. What action might be taken to remove the causes and solve the problem? Remember that these alternatives should deal with causes, not symptoms of the problem.

4. Evaluate alternatives. Evaluate the alternatives according to appropriate criteria:

- How well does the alternative meet management’s objective?

- How much time and organizational resources are required?

- What are the costs?

- Does the alternative conform to personal and organizational values for

equitable and responsible behaviour?

- What is the probability of the success?

5. Select Alternatives (or combination) What are the weak points of the alternative?

6. Recommend a Detailed Plan of Implementation. Who should do what? When?How?

Three more points should be taken into account. Past history. In many cases it is often useful to look at historical data in order to gain some indication of future conditions.

Expert opinion. It is often possible and useful to obtain opinions from individuals considered to be knowledgeable. Manager’s own judgment. In many cases a manager will simply have some ‘gut feeling’ about possible future conditions. And an analysis of a cross section of opinions may provide you with a good decision.

T E X T 7

PROBLEM SOLVING

Problems can be located in only two placed – in the work situation and in people. Problems in the work situation can be further subdivided into those located in plant, machinery and equipment, and problems located in procedures, methods and ways of working. Problems with people can be subdivided into those located in individuals and those in groups.

Locating the source of a problem is not a simple task because different people see the same problem caused by different reasons. Nevertheless, your first task in a problem-solving meeting is to agree on the source of the problem.

When the source of the problem has been located, a decision has to be made. Decisions are of two types: quality decisions, and acceptance decisions. Quality decisions are those which may be regarded as good decisions and will solve the problem. How-ever, the word "good" is open to argument here. Decisions can only be judged retrospectively. You cannot say "This is a good decision", only, “That was a good decision". For this reason the word "quality", rather than good, is used to describe a decision which, when implemented will be efficient. Acceptance decisions are those which will be accepted by the people involved in the problem.

The majority of decisions tend to fall in the middle, where quality and acceptance are of equal importance. Who takes the decision then? The majority of problems are being solved during meetings. Here are seven sections to guide you in the conduct of such meetings.

1. Understand the language. Problems cannot be solved if the language is not thoroughlyunderstood. And not simply the language of the country, but the language of the particular subject, trade, industry.

2. Get the facts. The difficulty in getting all the facts is that, often, we do not know howmany facts there are. When we meet to solve problems, we are considering symptoms.

3. Locate the cause of the problem. If opinions in the meetings are strongly divided as to the cause, then you must develop possible courses of action for each.

4. State in objective terms.This is stating the problem without subjective opinion,without adjectives that indicate what someone thinks, about the statement. Where possible, the problem should be stated in quantitative rather than qualitative terms.

5. Consider possible solutions. Possible solutions are not probable solutions; they arepossible. Make sure that all possible solutions are recorded for consideration.

6. Screen solutions. When a meeting makes a lot of progress, ideas flow, muchdiscussion takes place, and solutions are sometimes tabled more in enthusiasm than in cold, logical deliberation. Screen the possible solutions. Be very careful of solutions that have been transferred from other situations. This is not a good basis for accepting the solution. What happened in another place, in another time, is unlikely to be the same in the current climate.

7. Select decisions. Some solutions are incompatible and therefore mutually exclusive.Some solutions can be combined. Determine the cost of al solutions; establish how practical they are; how many can be combined; the likely outcome of implementing them; the degree of acceptability by those who have to carry them.

8. Define your own problem (your neighbour’s, your friend’s, your relative’s) and try to find the solution to it using your own recommendation (instruction). Refer to additional literature if necessary.

T E X T 8

MEETINGS

Meeting is an essential part of manager’s work. They are held for three main reasons: 1) to carry out training, 2) to transmit information, 3) to solve a problem.

Before you call the meeting:

Decide if the meeting is the best method of achieving the objective; Put the objective in writing;

Collect all the information necessary; Select specific items for discussion;

Anticipate difficulties, awkward members and prepare documents and courses of notion to overcome the difficulties expected;

Prepare the agendas with no more than 5 objectives.

During the meeting:

state the purpose of the meeting

outline the objectives it is hoped to achieve

do not impose your views on the group

direct discussion toward the objectives

develop participation by contrasting different viewpoints

watch the clock and note reaction of members who appear to be loosing interest

where opinion is divided a vote is to be taken.

After the meeting

the secretary of the meeting prepares "minutes"

minutes must be an accurate account of the substance of the meeting. No opinions, no discussions, no irrelevant talk. They should be brief

- minutes should follow the agenda of the meeting.

Tips for better meeting.

1. Hold them early in the day and don’t allow phone calls to interrupt the proceedings.

2. Pay particular attention to meeting; chairs should not be plastic-covered but fabric-covered and firm.

3. If you know you are going to have a difficult person at the meeting, sit that person on your right or left. If this person is allowed to sit opposite you, the meeting will often be split into two.

4. Get everyone to contribute to the discussion but don't put people on the spot by asking, "What do you think, Jane?"

5. Place your watch on the table in front of you so that people can see you are going to run to time; start on time; finish when you say you will.

6. Avoid letting people know what you think before they have made their views known.

Task.You often take part in different meetings. What are their main drawbacks?

Are they held in accordance with the recommendations given in the text?

What points are most often violated?

Ex. 6Think of the verbs that are most commonly used with.

Choice, decision, goals, advance, attention, effort, criticism, objective, step.

Ex. 7Think of the nouns that are most commonly used with:

Keep, run, impose, allocate, analyze, apply, face, lubricate, outline, grant, perform

Ex. 8Join the halves.

1. A major part of the manager’s job will be

2. The modern manager must now consider the environment in which

3. One difficulty facing the manager, however is determining

4. Each person in business looks to his or her personal

5. Managers outline the steps to

6. At the turn of the century the manager’s objective

7. The authority you grant must be adequate to accomplish the task

8. The degree of centralization that makes best

9.. The quality of management’s decision will be

10. But it remains for the field of management to develop a position that is

11. The science portion of management is expanding, more and more

a) decisions can be analyzed and programmed.

b) what is meant by the “interest of society”.

c) consistent with the professional, ethical status of its members.

d) in moving organization toward the objectives.

e) to predict what the environment needs and what changes will occur in the future.

f) was to keep his company running and to make a profit.

g) you have delegated, but must not exceed your own authority.

h) code of ethics to determine acceptable behavior.

I) a reflection of the quality of the information it receives.

j) the organization operates and be prepared to adopt a wider perspective.

k) a use of the abilities of employees is the goal.

Ex. 9Translate the following sentences. Pay attention to the words in bold.

1. A compensation package for an executive leaving a company is also known