Complete the text. Replace the Russian words and phrases by the English equivalents.

Matrix Organisation

Эта структура была разработана first in the USA aerospace industry для того, чтобы overcome the problems of complexity of линейно-функциональной организации which may cause breakdowns of системы информационных потоков, координации и контроля. It is now widely used in the строительной отрасли and in other industries where a high degree of cross functional координации и кооперации is required. The departmental структура still exists, but project teams, cutting across functional boundaries, формируются as necessary. Члены таких команд are drawn from all the appropriate отделов and the team exists only for the duration of the project. Этот метод имеет три основных преимущества:

- Interdepartment barriers and defensive модели поведения are broken down by the командным подходом.

- Coordination by a team or project leader provides the company with greater контроль над проектом.

- The client has a point of contract close to his immediate interests, thus ensuring that требования клиента are met.

1.5.4Text for discussion.

a. Look up the dictionary or Unit 1 Glossary for the meaning and pronunciation of the following words and word-combinations and use them to discuss the problems outlined in the text.

Delegation; to cope with; to delegate; to train; to allocate; subordinates; to further the development; a generation of managers; responsibility; authority; accountability; job description; an adequate budget; to undertake a task; accountable to; superiors.

b. Briefly scan the textand outline the list of major points.

c. Read the text more carefully and comment on the following items:

- the delegation of highly specialised or confidential work;

- the delegation of very important decisions with high resource implications;

- the psychological aspects of delegating one’s functions to subordinates;

- the unwillingness of a subordinate to accept delegation of a difficult task;

- the problem of the appropriate span of control for managers and supervisors at different levels in the company (How many workers or subordinates can one person supervise without losing control?).

Delegation

At any level in the organisation it is unlikely that managers will be able to cope adequately with all aspects of their jobs on their own. To function efficiently they must delegate. Provided that they have chosen and trained the right people, they should be able to allocate important aspects of their jobs to subordinates. This will have the advantage of furthering the development of the next generation of managers. There are three important aspects to delegation:

1 Responsibility. An obligation is placed on the subordinate to ensure that the delegated tasks are carried out efficiently on time. The responsibility should be clearly defined in the job description.

2 Authority. If delegation is to work, the subordinates must in turn be authorised to carry out their responsibilities. They must have access to the necessary information and the power to make things happen by requiring action from others. They must have an adequate budget and time within their day to undertake the task efficiently.

3 Accountability. Standards of performance in the task must be set out beforehand in order that the subordinates may be held accountable to the manager for their efforts. The managers are also accountable to their superiors for the actions of their subordinates.

Render the passage in English using the English equivalents of the italicised phrases given in Russian. Express the main idea of the passage in one sentence.

Конфликты

Работники входят в состав (enter) организации с различным образованием, опытом работы (experiences) и мотивацией. Неудивительно (It is not surprising), что конфликты неизбежны (are inevitable) в любой организации. Конфликт существует там (exists), где один человек считает, что его интересы ущемляются (are frustrated by) другим человеком. Конфликт может возникнуть в результате плохой организации информационных потоков (poor communication), включая неполную (incomplete) информацию и недораразумения (misunderstandings). Другой причиной конфликтов могут быть недостатки организационной структуры: столкновение интересов (conflicting objectives) между отделами, взаимозависмимость (interdependence) групп или конкуренция за ограниченные (scarce) ресурсы. Следует учесть и (We should consider) личностные (personal) факторы, такие как стиль управления и несовместимость (incompatibility) личных целей с целями организации. В некоторых организациях считается, что конфликты вредны (are harmful), так как они могут привести к (lead to) низкой производительности (productivity) и плохим (poor) производственным (industrial) отношениям.

Однако, в других организациях конфликты считаются неизбежными и желательными (desirable). Конфликты могут повысить мотивацию, творчество (creativity) и стимулировать (encourage) лучшие управленческие решения. Конфликты дают возможность (enable) организации развиваться (to progress).