Tuesday, April 27, 2010
Living day by day
1.Answer to the questions.
1. What procentage of Idnias population detain the highest IQ?
2. How many jobs don’t exist since 2004?
3. How many jobs will have the learner by the age of 38?
4. How many users are registered in MySpace?
5. How many searchers of google there exist monthly?
6. How many phone calls are registred every second?
7. During this presentation, how many babies are there born in the U.S.A.?
8. During this presentation how many songs are downloaded illegally?
9. What country is nr.1 in Broadband Internet Penetration?
10. When the first commercial text message was sent?
2.True or false.
1. The number of internet devices in 2008 was 1.000.000.
2. Today the number of text messages sent every day equals the total population of the planet.
3. We are curentlly preparating students for jobs that don’t yet exist.
4. We are using the technology that haven’t been evented.
5. Radio has been evented 48 years ago.
6. There are more than 504.000 words in the English language.
7. The amount of new technical information is doubling every 2 years.
8. During this presentation 305 babies were born in India.
9. $ 1.000 will cost a computer that will exceed the capabilities of a human being in 2059.
10. China will become number one among English speaking countries in the world.
3.Find the place of words.
(1-labor, 2-age, 3-years, 4-over, 5-married, 6-online, 7-MySpace)
The U.S Department of ____estimates that today’s learner will have 10-14 jobs by the ____of 38 ____. One out of four workers has been working with his current employer for less than one year.But one out of two workers has been working there less then five ____. One out of eight couples ____in the U.S. last year, they met ____. There are ____ 200 million registered users in ____. If ____ were a country, it would be the 5th-largest country in the world (between Indonesia and Brazil).
Published by:Petrosean Narină, Teişanu Elena
Company structure
Company Structure
Most organizations have a hierarchical or pyramidal structure, with one person or a group of people at the top, and an increasing number of people below them at each successive level. There is a clear line or chain of command running down the pyramid. All the people in the organization know what decisions they are able to make, who their superior (or boss) is (to whom they report), and who their immediate subordinates are (to whom they can give instructions).
Some people in an organization have colleagues who help them: for example, there might be an Assistant to the Marketing Manager. This is known as a staff position: its holder has no line authority, and is not integrated into the chain of command, unlike, for example, the Assistant Marketing Manager, who is number two in the marketing department.
Yet the activities of most companies are too complicated to be organized in a single hierarchy of layers. Shortly before the first world war, the French industrialist Henry Fayol organized his coal-mining business according to the functions that it had to carry out. He is generally credited with inventing functional organization. Today, most large manufacturing organizations have a functional structure, including (among others) production, finance, marketing, sales, and personnel or staff departments. This means, for example, that the production and marketing departments cannot take financial decisions without consulting the finance department.
Functional organization is efficient, but there are two standard criticisms. Firstly, people are usually more concerned with the success of their department than that of the company, so there are permanent battles between, for example, finance and marketing, or marketing and production, which have incompatible goals. Secondly, separating functions is unlikely to encourage innovation.
Yet for a large organization manufacturing a range of products, having a single production department is generally inefficient. Consequently, most large companies are decentralized, following the model of Alfred Sloan, who divided General Motors into separate operating divisions in 1920. Each division had its own engineering, production and sales departments, made a different category of car (but with some overlap, to encourage internal competition), and was expected to make a profit.
Businesses that cannot be divided into autonomous divisions with their own markets can simulate decentralization, setting up divisions that deal with each other using internally determined transfer prices. Many banks, for example, have established commercial, corporate, private banking, international and investment divisions.
An inherent problem of hierarchies is that people at lower levels are unable to make important decisions, but have to pass on responsibility to their boss. One solution to this is matrix management, in which people report to more than one superior. For example, a product manager with an idea might be able to deal directly with managers responsible for a certain market segment and for a geographical region, as well as the managers responsible for the traditional functions of finance, sales and production. This is one way of keeping authority at lower levels, but it is not necessarily a very efficient one. Thomas Peters and Robert Waterman, in their well-known book In Search of Excellence, insist on the necessity of pushing authority and autonomy down the line, but they argue that one element - probably the product - must have priority; four-dimensional matrices are far too complex.
A further possibility is to have wholly autonomous, temporary groups or teams that are responsible for an entire project, and are split up as soon as it is successfully completed. Teams are often not very good for decision-making, and they run the risk of relational problems, unless they are small and have a lot of self-discipline. In fact they still require a definite leader, on whom their success probably depends.
Majoritatea companiilor au o structura ierarhica sau piramidala, cu o singura persoana sau un grup de persoane in virf, si cu un numar crescator de persone sub ei la fiecare nivel succesiv.
Exista o linie bine definita sau un lant de comanda care se afla pe tot intregul piramidei. Toti angajatii companiei stiu ce fel de decizii ei pot sa intreprinda(face), cine le este superior( sau sef, cui ei raporteaza) si cine este subordonatul lor( cui pot da ei instructii).
Unii oameni intr-o organizatie au colegi care ii ajuta : spre exemplu , s-ar putea sa existe un Asistent al Managerului de Marketing. Aceasta este cunoscut ca o pozitie de personal : detinatorul ei nu are autoritate pe linia de comanda si nu este integrat in lantul de conducere, spre deosebire de Managerul Asistent Marketing, care este numarul doi in departamentul de marketing.
Pe deasupra activitatile majoritatii companiilor sunt prea complicate pentru a fi organizate intr-o singura ierarhie. In scurt timp dupa primul razboi mondial, industrialistul francez Henry Fayol si-a organizat afacerea de extragere a carbunelui in concordanta cu functiile care trebuie indeplinite. El este in general acreditat cu inventarea organizatiilor functionale. Astazi majoritatea companiilor de manufactura au o structura functionala incluzind( printre altele) productie, finantare, marketing, vinzari si departamente de personal. Aceasta inseamna spre exemplu ca departamentul de productie si marketing nu pot lua decizii finale fara a consulta departamentul financiar.
Organizarea functionala este eficienta, insa sunt doua critici standart. Prima este ca oamenii sunt de obicei mult mai ingrijorati cu sucesul departamentului lor decit cel al companiei, asa ca sunt batalii permanente dintre spre exemplu : finante si marketing sau marketing si productie, care au goluri incompatibile. A doua critica este ca functiile separate nu incurajeaza inovatiile.
Insa pentru o organizatie mare manufacturarea unei diversitati de produse, avind un singur departament de productie este in general ineficient. Consecvent, majoritatea companiilor mari sunt descentralizate, urmind modelul lui Alfred Sloan, care a impartit General Motors in diviziuni operationale separate in anul 1992. Fiecare diviziune avea propriul department de inginerie, productie si vinzari, fachind o categorie diferita de masini( dar cu ceva scapari, pentru a incuraja competitia interna) si era de asteptat sa aiba un profit.
Afacerile care nu pot fi divizate in diviziuni autonome cu propria lor piata pot stimula descentralizarea, facind diviziuni care sa se ocupe intre ele folosind preturi de transfer determinate intern. Multe banci, spre exemplu, au inaugurat diviziuni comerciale, corporative, de banci private, internationale si de investitii.
O problema inerenta a ierarhiilor este ca oamenii de la nivelurile mai inferioare sunt incapabili de a lua decizii importante, dar trebuie sa paseze responsabilitatea catre seful lor. O solutie este managementul matrice in care oamenii raporteaza la mai multi superiori. Spre exemplu, un manager de productie cu o idee ar putea sa se adreseze direct unui manager responsabil pentru un anumit segment de piata si pentu o arie geografica, precum si managerii responsabili pentru functionarea traditionala a finantelor, vinzarilor si productiei. Aceasta este una dintre felurile de a tine autoritatea la niveluri joase, dar nu este neaparat cea mai eficienta. Thomas Peters si Robert Waterman, in prea cunoscuta lor carte « In cautarea excelentei », insista spre necesitatea impingerii autoritatii si autonomiei la nivelul inferior de administrare, dar ei s-au contrazis in privinta la un singur element si probabil productul – trebuie sa aiba prioritate ; matricele patru dimensionale sunt mult prea complicate.
O posibilitate indepartata este de a avea autonomie totala, grupuri temporare sau echipe care sa fie responsabile pentu un proiect intreg, si sunt despartite cit de curind proiectul este terminat cu succes. Echipele nu sunt de obicei prea bune la luarea deciziilor si duc spre riscul problemelor relationale, cu exceptia daca ele sunt mici si au o mare disciplina. De fapt ele tot necesita un lider definit, de care succesele lor probabil vor depinde.
Watch the video on labor unions and answer the questions
1. Who is at the top of the organization?
2. What are the functions of CEO?
3. Who are on the second level?
4. What is the function of the board of directors?
5. What are the types of Directors and their functions
6. Who are at the 3rd level in an organization and what is their function?
7. Who are at the 4th level in the pyramid of organization?
8. How are called the other employees and what are their function?
9. What means “span of control”?
10. Which are the types of control?
Watch the video very carefully and explain what they were used for?( in the context)
1. span of control
2. centralized structure
3. senior management team
4. decision makers
5. decentralized structure
6. alternative decision making system
7. matrix structure
8. conflicts of loyalty
9. Henry Mintzberg
10. ideology
Correct the following sentences.
1. The functions of CEO are to lead the team of employees, to represent the desires ideas of management, to formulate the organization objectives.
2. On the second level are the supervisors and team leaders.
3. The executive director works part time and makes decisions about the everyday running of the business.
4. The nonexecutive director works full time.
5. The managers are responsible for a team of people and day to day implementation of state policy.
6. Span of control means the number of people which are directly accountable by a group of manager.
7. At the 3rd level in the pyramid of organization are supervisors and team leaders.
8. There are 3 types of span control.
9. Operatives are the managers on the 3rd top of organization.
10. In the decentralized structure of organization the authority and decision making is kept to the higher levels of pyramid.
Fill in the following statements.
1. The____________ works full time and makes decisions about the everyday running of the business.
2. The nonexecutive directors who don’t work __________.
3. _____________________ means the number of people which are directly accountable by a single manager.
4. At the top of the organization is_____________.
5. ________________ their function is to carry out the activity instructed by the supervisors and team leaders.
Most organizations have a hierarchical or pyramidal structure, with one person or a group of people at the top, and an increasing number of people below them at each successive level. There is a clear line or chain of command running down the pyramid. All the people in the organization know what decisions they are able to make, who their superior (or boss) is (to whom they report), and who their immediate subordinates are (to whom they can give instructions).
Some people in an organization have colleagues who help them: for example, there might be an Assistant to the Marketing Manager. This is known as a staff position: its holder has no line authority, and is not integrated into the chain of command, unlike, for example, the Assistant Marketing Manager, who is number two in the marketing department.
Yet the activities of most companies are too complicated to be organized in a single hierarchy of layers. Shortly before the first world war, the French industrialist Henry Fayol organized his coal-mining business according to the functions that it had to carry out. He is generally credited with inventing functional organization. Today, most large manufacturing organizations have a functional structure, including (among others) production, finance, marketing, sales, and personnel or staff departments. This means, for example, that the production and marketing departments cannot take financial decisions without consulting the finance department.
Functional organization is efficient, but there are two standard criticisms. Firstly, people are usually more concerned with the success of their department than that of the company, so there are permanent battles between, for example, finance and marketing, or marketing and production, which have incompatible goals. Secondly, separating functions is unlikely to encourage innovation.
Yet for a large organization manufacturing a range of products, having a single production department is generally inefficient. Consequently, most large companies are decentralized, following the model of Alfred Sloan, who divided General Motors into separate operating divisions in 1920. Each division had its own engineering, production and sales departments, made a different category of car (but with some overlap, to encourage internal competition), and was expected to make a profit.
Businesses that cannot be divided into autonomous divisions with their own markets can simulate decentralization, setting up divisions that deal with each other using internally determined transfer prices. Many banks, for example, have established commercial, corporate, private banking, international and investment divisions.
An inherent problem of hierarchies is that people at lower levels are unable to make important decisions, but have to pass on responsibility to their boss. One solution to this is matrix management, in which people report to more than one superior. For example, a product manager with an idea might be able to deal directly with managers responsible for a certain market segment and for a geographical region, as well as the managers responsible for the traditional functions of finance, sales and production. This is one way of keeping authority at lower levels, but it is not necessarily a very efficient one. Thomas Peters and Robert Waterman, in their well-known book In Search of Excellence, insist on the necessity of pushing authority and autonomy down the line, but they argue that one element - probably the product - must have priority; four-dimensional matrices are far too complex.
A further possibility is to have wholly autonomous, temporary groups or teams that are responsible for an entire project, and are split up as soon as it is successfully completed. Teams are often not very good for decision-making, and they run the risk of relational problems, unless they are small and have a lot of self-discipline. In fact they still require a definite leader, on whom their success probably depends.
Majoritatea companiilor au o structura ierarhica sau piramidala, cu o singura persoana sau un grup de persoane in virf, si cu un numar crescator de persone sub ei la fiecare nivel succesiv.
Exista o linie bine definita sau un lant de comanda care se afla pe tot intregul piramidei. Toti angajatii companiei stiu ce fel de decizii ei pot sa intreprinda(face), cine le este superior( sau sef, cui ei raporteaza) si cine este subordonatul lor( cui pot da ei instructii).
Unii oameni intr-o organizatie au colegi care ii ajuta : spre exemplu , s-ar putea sa existe un Asistent al Managerului de Marketing. Aceasta este cunoscut ca o pozitie de personal : detinatorul ei nu are autoritate pe linia de comanda si nu este integrat in lantul de conducere, spre deosebire de Managerul Asistent Marketing, care este numarul doi in departamentul de marketing.
Pe deasupra activitatile majoritatii companiilor sunt prea complicate pentru a fi organizate intr-o singura ierarhie. In scurt timp dupa primul razboi mondial, industrialistul francez Henry Fayol si-a organizat afacerea de extragere a carbunelui in concordanta cu functiile care trebuie indeplinite. El este in general acreditat cu inventarea organizatiilor functionale. Astazi majoritatea companiilor de manufactura au o structura functionala incluzind( printre altele) productie, finantare, marketing, vinzari si departamente de personal. Aceasta inseamna spre exemplu ca departamentul de productie si marketing nu pot lua decizii finale fara a consulta departamentul financiar.
Organizarea functionala este eficienta, insa sunt doua critici standart. Prima este ca oamenii sunt de obicei mult mai ingrijorati cu sucesul departamentului lor decit cel al companiei, asa ca sunt batalii permanente dintre spre exemplu : finante si marketing sau marketing si productie, care au goluri incompatibile. A doua critica este ca functiile separate nu incurajeaza inovatiile.
Insa pentru o organizatie mare manufacturarea unei diversitati de produse, avind un singur departament de productie este in general ineficient. Consecvent, majoritatea companiilor mari sunt descentralizate, urmind modelul lui Alfred Sloan, care a impartit General Motors in diviziuni operationale separate in anul 1992. Fiecare diviziune avea propriul department de inginerie, productie si vinzari, fachind o categorie diferita de masini( dar cu ceva scapari, pentru a incuraja competitia interna) si era de asteptat sa aiba un profit.
Afacerile care nu pot fi divizate in diviziuni autonome cu propria lor piata pot stimula descentralizarea, facind diviziuni care sa se ocupe intre ele folosind preturi de transfer determinate intern. Multe banci, spre exemplu, au inaugurat diviziuni comerciale, corporative, de banci private, internationale si de investitii.
O problema inerenta a ierarhiilor este ca oamenii de la nivelurile mai inferioare sunt incapabili de a lua decizii importante, dar trebuie sa paseze responsabilitatea catre seful lor. O solutie este managementul matrice in care oamenii raporteaza la mai multi superiori. Spre exemplu, un manager de productie cu o idee ar putea sa se adreseze direct unui manager responsabil pentru un anumit segment de piata si pentu o arie geografica, precum si managerii responsabili pentru functionarea traditionala a finantelor, vinzarilor si productiei. Aceasta este una dintre felurile de a tine autoritatea la niveluri joase, dar nu este neaparat cea mai eficienta. Thomas Peters si Robert Waterman, in prea cunoscuta lor carte « In cautarea excelentei », insista spre necesitatea impingerii autoritatii si autonomiei la nivelul inferior de administrare, dar ei s-au contrazis in privinta la un singur element si probabil productul – trebuie sa aiba prioritate ; matricele patru dimensionale sunt mult prea complicate.
O posibilitate indepartata este de a avea autonomie totala, grupuri temporare sau echipe care sa fie responsabile pentu un proiect intreg, si sunt despartite cit de curind proiectul este terminat cu succes. Echipele nu sunt de obicei prea bune la luarea deciziilor si duc spre riscul problemelor relationale, cu exceptia daca ele sunt mici si au o mare disciplina. De fapt ele tot necesita un lider definit, de care succesele lor probabil vor depinde.
Watch the video on labor unions and answer the questions
1. Who is at the top of the organization?
2. What are the functions of CEO?
3. Who are on the second level?
4. What is the function of the board of directors?
5. What are the types of Directors and their functions
6. Who are at the 3rd level in an organization and what is their function?
7. Who are at the 4th level in the pyramid of organization?
8. How are called the other employees and what are their function?
9. What means “span of control”?
10. Which are the types of control?
Watch the video very carefully and explain what they were used for?( in the context)
1. span of control
2. centralized structure
3. senior management team
4. decision makers
5. decentralized structure
6. alternative decision making system
7. matrix structure
8. conflicts of loyalty
9. Henry Mintzberg
10. ideology
Correct the following sentences.
1. The functions of CEO are to lead the team of employees, to represent the desires ideas of management, to formulate the organization objectives.
2. On the second level are the supervisors and team leaders.
3. The executive director works part time and makes decisions about the everyday running of the business.
4. The nonexecutive director works full time.
5. The managers are responsible for a team of people and day to day implementation of state policy.
6. Span of control means the number of people which are directly accountable by a group of manager.
7. At the 3rd level in the pyramid of organization are supervisors and team leaders.
8. There are 3 types of span control.
9. Operatives are the managers on the 3rd top of organization.
10. In the decentralized structure of organization the authority and decision making is kept to the higher levels of pyramid.
Fill in the following statements.
1. The____________ works full time and makes decisions about the everyday running of the business.
2. The nonexecutive directors who don’t work __________.
3. _____________________ means the number of people which are directly accountable by a single manager.
4. At the top of the organization is_____________.
5. ________________ their function is to carry out the activity instructed by the supervisors and team leaders.
Saturday, April 24, 2010
Tuesday, April 13, 2010
Cross cultural management
Cross - cultural management
"English for Business Studies"
Capitolul 2 pagina 30
Managing a truly global multinational company would obviously be much simpler if it required only one set of corporate objectives, goals, policies, practices, products and services. The conflict between globalization and localization has led to the invention of new word “glocalization”. Companies that want to be successful in foreign markets have to be aware of the local cultural characteristics that affect the way business is done.
A fairy obvious cultural divide that has been much studied is the one between, on the one hand, the countries of North America and north-west Europe, where management is largely based on analyses , rationality, logic and systems , and, on the other, the Latin cultures of southern Europe and South America, where personal relations, intuition, emotion and sensitivity are of much greater importance.
The largely Protestant cultures on both side of the North Atlantic (Canada, the USA, Britain, the Netherlands, Germany, Scandinavia) are essentially individualist. In such cultures, status has to be achieved. You don’t automatically respect people just because they’ve been in company for 30 years. A young, dynamic, aggressive manager with an MBA (a Master in Business Administration degree) can quickly rise in the hierarchy. In most Latin and Asian cultures, on the contrary, status is automatically accorded to the boss, who is more likely to be in his fifties or sixties than in this thirties. This is particularly true in Japan, where companies traditionally have a policy of promotion by seniority. A 50-year-old Japanese manager, or Greek or Italian or Chilean one, would quite simply be offended by having to negotiate with an aggressive, well-educated, but inexperienced American or German 20 years his junior. A Japanese would also want to take the time to get to know the person with whom he has negotiating, and would not appreciate an assertive American who wanted to sign a deal immediately and take the next plane home.
In northern cultures, the principle of pay-for-performance often successfully motivates sales people. There more you sell, the more you get paid. But the principle might well be resisted in more collectivist cultures , and in countries where rewards and promotion are expected to come with age and experience. Trompenaars gives the example of a sales rep in an Italian subsidiary of a US multinational company who was given a huge quarterly bonus under a new policy imposed by head office. His sales – which had been high for years – declined dramatically during the following three months. It was later discovered that he was deliberately trying not to sell more than any of his colleagues, so as not reveal their inadequacies. He was also desperate not to earn more than his boss, which he thought would be an unthinkable humiliation that would force the boss to resign immediately.
Trompenaars also reports that Singaporean and Indonesian managers objected that pay-for-performance caused salesmen to pressure customers into buying products they didn’t really need, which was not only bad for long term business relations, but quite simply unfair and ethically wrong.
Another example of an American idea that doesn’t work well in Latin countries is matrix management. The task-oriented logic of matrix management conflicts with the principle of loyalty to the all-important first line superior, the functional boss. You can’t have two bosses any more than you can have two fathers. Andre Laurent, a French researcher, has said that in this experience, French managemers would rather see an organization die than tolerate a system in which a few subordinates have to report to two bosses.
In discussing people’s relationships with their boss and their colleagues and friends, Trompenaars distinguishes between universalists and particularists . The former believe that rules are extremely important; the latter believe that personal relationships and friendships should take precedence. Consequently, each group thinks that the other is corrupt. Universalists say that particularists ‘cannot be trusted because they will always help their friends’ , while the second group says of the first ‘you cannot trust them; they would not even help a friend ‘. According to Trompenaars’ data, there are many more particularists in Latin and Asian countries than in Australia, the USA, Canada, or north-west Europe.
2c Comprehension
1 How would you explain the concept of ' glocalization'?
2 Why might a 50- years-old Japanese manager be offended if he had to negotiate with on report to a well-educated but inexperienced 30-years-old American?
3 Why was the American concept of pay-for-performance unpopular in Italy, and in Asia, in Trompenaars’ example?
4 Why do universalists disapprove of particularists, and vice versa ?
2d Vocabulary
Find words in the text which mean the following.
1. The use of reasoning rather than emotions of beliefs
2. understanding or knowing without consciously using reason
3. respect, prestige or importance given to someone
4. having a higher rank because one is older
5. to have hurt feeling because someone is being disrespectful
6. money or something else given in recognition of good work
7. additional money given for better work or increased productivity
8. a feeling of shame and loss of dignity or self-esteem
9. to give a job or position
10. according to accept moral standards
2e Discussion
1. Would you like to work for a company that had a pay-for-performance policy? Does this only work for salespeople, or could it be extended to all jobs?
2. Would you say that you , personally, were individualist or collectivist? Parsticularist or universalist ? (Remember you answer to the question in 1a above)
3. What about the majority of people in your country?
4. Would you like (or do not like) to work in a team? Do you like the idea of matrix management, or would you rather report to only one powerful boss?
5. Do you believe that it is possible to sum up national characteristics in a few words? Is there usually some (or a lot of) truth in such stereotypes? Or, on the contrary, do you find such stereotyping dangerous?
Translation
Administrarea unei companii cu adevarat multinatitionala si globala ar fi in mod evident, mult mai simpla daca aceasta ar solicita doar un set de obiective corporative, scopuri, politici, practici, produse si servicii. Dar diferentele locale deseori fac acest lucru imposibil. Conflictul dintre globalizare si localizare a condus la inventarea termenului “glocalizarea” . Companiile care doresc sa obtina succes pe piata straina, trebuie sa cunoasca de caracteristicile locale ale culturii care afecteaza modul de manifestare a businessului.
O diviziune culturala destul de evidenta care a fost mult studiata ,pe de o parte se plaseaza in tarile din America de Nord si din Nord-Vestul Europei, unde managementul este pe larg bazat pe analize, ratiune, logica si sisteme, si pe de alta parte ,in culturile latine , Europei si a Americii de Sud, unde relatiile, intuitia , emotiile si sensitivitatea personala au o importanta cu mult mai mare.
Natiunile(culturile)protestante pe larg raspindite, de pe ambele parti a Atlanticului de Nord (Canada, SUA,Marea Britanie, Olanda, Germania, Scandinavia)sunt in fond sint individualiste. In asemenea culturi ,este necesara obtinerea unui statut.
Oamenii nu se respecta in mod automat, doar pentru faptul ca ei sunt angajati ale unei companie, timp de 30 de ani.Un manager tinar, dinamic si agresiv(ambitios) cu un masterat in administrarea businessului, poate usor sa avanseze intr-o ierarhie. In majoritatea culturilor tarilor latine si asiatice , dimpotriva, statutul este sa acorda automat patronului, care de obicei are virtsa cuprinsa intre 50 si 60 si nu 30 de ani. Aceasta este indeosebi adevarat in Japonia, unde companiile in mod traditional, au o politica de provomare a seniorilor. Un manager la virsta 50 de ani, de origine japoneza,greaca, italiana,sau chiliana, pot fi cu usurinta ofensati,fiind nevoiti sa negocieze cu un tinar(junior) american sau german ambitios, bine educat, insa fara experienta. Un japonez, de asemenea si-ar dori mai pe indelete sa cunoasca persoana cu care negociaza, si nu ar aprecia un american increzut ,care ar semna o afacere si ar zbura cu prima cursa de avion acasa.
In culturile nordice, principiul ”remunerare pentru performante” deseori motiveaza cu success oamenii vinzatori. Mai mult vinzi mai multa solda primesti. Dar principiile trebuie sa opuna rezistenta in multe culturi colectiviste, si in tarile unde aprecierea si promovarea se socoate ca ar trebui sa vina cu virsta si experienta. Trompenarii redau exemplul de un reprezentant de vinzari intr-un subsidiu Italian a unei companii americane transnationale care ofera un bonus imens pe simestru prin politica noua implimentata de catre oficiu de conducere/administratie. Vinzarile sale cu cap vor fi ridicate pe parcursul anului si vor decade dramatic pe parcursul a urmatoarelor trei luni.Mai tirziu va fi descoperit ca el in mod deliberat a incercat nu sa vinda mai mult decat colegii sai, deci nu au evidentiat inadecvanta sa. El de asemenea era disperat nu sa castige mai mult decat “bossul” lui care se gandeste ca ar fi umilit ce ar forta “bossul” sa dimisioneze imediat. Trompenarii de asemenea raporteaza ca managerii singaporieni si indochini au obiectat ca plata pentru performante cauzeaza agentii de vinzare sa influenteze consumatorul in procurarea produselor de care ei intr-adevar nu au nevoie, ce este nu numai rau pentru business-relatii de termen lung dar necesita neloialitatea si greseala etica.
Un alt exemplu de idee Americana care nu prea bine lucreaza in tarile latine este managementul matrix.Logica de sarcina orientata spre magementul matrix conflicteaza cu principiul loialitatii pentru toate liniile superioare, functionarii principali. Tu nu poti sa ai doi patroni la fel cum nu ai putea sa ai doi tati. Andre Laurent cercetator francez, a spus ca in experienta sa, managerii francezi mai degraba vor vedea o organizatie murind decat tolerarea unui system in care un numar mic de subordonati vor raporta la doi patroni.
Relatiile de discutie intre angajati si patronii sai si prietenii si colegii lor. Trompenaarii diferentiaza intre universalisti si particulari. Primii credeau ca normele/regulele sunt extreme de importante ;ultimii credeau ca relatiile de prietenie a personalului ar trebui sa precedeze. Consecvent fiecare grup crede ca altii sunt corupti. Universalistii spun ca particularii nu pot fi crezuti/nu se poate de increzut in particulari deoarece ei intotdeauna vor ajuta prietenii sai, in timp ce al doilea grup spune despre primii ca “tu nu te poti increde in ei: ei nu vor ajuta un prieten”. In comformitate cu datele Trompenarilor sunt mai multi particulari in tarile latine si asiatice decat in Australia, SUA, Canada sau Nord-Vestul Europei.
Перевод
Управление по-настоящему глобальной и интернациональной компаний, очевидно, будет гораздо проще, если для этого потребуется только один набор корпоративных целей, задач, политик, практик, продуктов и услуг. Но местные различия часто делают это невозможным. Конфликт между глобализацией и локализацией привело к появлению такого термина как "глокализации". Компании, желающие получить успех на внешнем рынке, должны знать местные особенности культуры, что влияет на выражение бизнеса.
Многие исследования ,по совершенно очевидному образу, определили культурное различие, с одной стороны страны Северной Америки и Северо-Западной Европы, где руководство в значительной степени основано на анализе, разуме, логике и системе, а с другой стороны, Латинская культура, Европа и Южная Америка, где отношения, интуиция, эмоции и личные чувства имеют гораздо большее значение.
Протестантские культуры широко распространение по обе стороны Северной Атлантики (Канада, США, Великобритания, Нидерланды, Германия, Скандинавия) находятся в индивидуалистическом фонде. В таких культурах, это необходимо для получения статуса.
Людей не уважают автоматически только потому, что они являются 30 лет сотрудниками компании. Молодой, динамичный, агрессивный и амбициозный, с хорошими знаниями в области делового администрирования, может легко продвинуться в иерархии . В большинстве стран Латинской и Азиатской культуры, напротив, статус автоматически выдаётся работодателем, которому обычно от 50 до 60 лет, а не 30. Это особенно верно в Японии, где компании традиционно ведут политику продвижения пожилых людей. Менеджер в возрасте 50 лет, японец, грек, итальянец или чилиец, может быть легко обижен, вынуждению вести переговоры с молодым амбициозным немцем или американцем, хорошо образованным, но неопытным. Японец бы также хотел бы знать более подробно человека с кем ведет переговоры, и не хотел бы иметь дело с дерзким американцем, который бы с разу подписав контракт поторопился бы купить билет на самолет и улететь первым рейсом домой.
В северной культуре, "вознаграждения по результатам работы" часто мотивирует людей быть успешным поставщиком. Чем больше продаж – тем больше получишь. Но принципы должны сопротивляться многим корпоративным культурам, в странах, где считается, что оценки и поощрения должны прийти с возрастом и опытом. Тромпенары дают пример Итальянского торгового представительства одной американской транснациональной компаний, которая предлагает огромный бонус семестра руководясь новой политикой учрежденной офисом управления и администрации. Продажи будут чрезмерно расти в течение года и драматично падать в течение следующих трех месяцев. Позднее обнаружилось, что он намеренно старался не продавать больше, чем его коллеги, но так чтоб это не выявили. Он также отчаялся, что не должен заработать больше чем его начальник, который оценит это как унижения, и заставит его уволиться немедленно. Тромпенары также выступают против оплаты за производительность, они также сообщают что Сингапурские и Индокитайские руководители влияют на потребителя убеждая купить товар, который им в действительности не нужен, что это не только плохо для долгосрочных деловых отношений, но порождает нелояльность и этические ошибки.
Еще одним примером американской идеей, которая не очень хорошо работает в Латинских странах ,является управление задач матричного ориентирования. Логическая цели направленная к матричному управлению враждует с принципом лояльности для всех высших линий , основных руководящих. Вы не можете иметь двух начальников, как и вы не могли бы иметь двух отцов. Французский ученый Андре Лоран, сказал, что по его опыту, французские менеджеры предпочли бы увидеть умерившую организацию , чем терпели бы систему, в которой небольшое количество подчиненных будет отчитываться двум начальникам.
В обсуждение человеческих отношений с их ними начальниками ,друзьями и коллегами, тромпенары различаются на универсалистов и индивидуалистов. Первые полагают, что правила чрезвычайно важны; последние полагают, что личные отношения и дружба должны иметь приоритет. Следовательно, каждая группа думает, что другой коррумпированный. Универсалисты говорят, что индивидуалистам ‘нельзя доверять, потому что они будут всегда помогать своим друзьям’, в то время как вторая группа говорит относительно первого, 'Вы не можете доверять им; они даже не помогут другу‘. Согласно данным тромпенаров, гораздо больше индивидуалистов в латинских и азиатских странах чем в Австралии, США, Канаде, или северо-западной Европе.
1) Watch at the video and give the answers at the questions:
1 With what countries Brazil is at the same level?
2 How will Brazil will develop in the future?
3 What is the principle of “doing business” in Brazil?
4 What peculiarities of culture identify Brazil as a specific South American country?
5 How many theories summarizes the motivational factors?
6 What is the first motivational factor of motivation?
7 What does the level “Love or Belonging” in Maslowe’s pyramid of needs contain?
8 What levels of Maslowe’s pyramid of needs are the most important in Brazil?
9 What is the second factor of motivation?
10 What kind of Management style is there incorporated in Brazil’s enterprises ?
2) Watch the video and explain what they were used for?
1 Motivational factors are….
2 Super power….
3 Motivational needs are….
4 Esteem is ……
5 “Love” is …..
6 “Safety” represent ….
7 Paternalistic management style is…..
8 “ Work hard and the company………”
9 “Grupo Semco” is………..
10 3000 …
3) True-False questions
1 The economy of Brazil is like the economy of China, Korea, Russia.
2 In the nearest future Brazil will be undeveloped country.
3 Brazil doesn’t recognize unique culture .
4 The approach of recognizing the Brazil’s unique culture differ from Canada.
5 There are three theories that summarize the motivational factors.
6 The second factor of motivation in Brazil is the paternalistic style’ of management.
7 Esteem means respect from others .
8 Safety means security of body, resources, morality, family and health.
9 Maslewe’s Hierarchy of needs includes: Self-actualization, Esteem, Love, Safety, Psychological factor.
10 “Work hard and the company will take care of you” .
4) Correct the following sentences :
1. If a pretty poster and a cute saying are all it all takes to motite you, you probably have a very easy job. The kind robots will be doing soon.
2. Sef-actualization level of Maslowe’s pyramid of needs includes: morality creativity, spontaneity, problem solving, lack of prejudice, acceptance of facts.
3. Esteem level of Maslowe’s pyramid of needs includes : self-esteem, confidence, achievement, respect of others, respect by others.
4. Love or Belging level of Maslowe’s pyramid of needs includes : friendship, family, sexual intimacy.
5. Safety level of Maslowe’s pyramid of needs incudes: security of body, of employment, of resurces, of morality, of the family, of health, of property.
6. Physical level of Maslowe’s pyramid of needs includes: Breathing, food, water, sleep, homeostasis.
7. Brasil incorporates a Paternalistic Management stile.
8. In Brazil, as manager, you must take in consideron needs of you employees for achieving the best results.
9. You must be clar to avoid miscommunication , and duble check for comprehension.
answers:
1) Watch at the video and give the answers at the questions:
1 With what countries Brazil is at the same level? (China India Russia)
2 How will Brazil will develop in the future? (in the future it will be super-power)
3 What is the principle of “doing business” in Brazil? (recognizing unique culture there)
4 What peculiarities of culture identify Brazil as a specific South American country? (motivation)
5 How many theories summarizes the motivational factors? (three factors)
6 What is the first motivational factor of motivation? (hierarchy pyramid of Maslew)
7 What does the level “Love or Belonging” in Maslowe’s pyramid of needs contain? (friendship, family)
8 What levels of Maslowe’s pyramid of needs are the most important in Brazil? (2,3,4)
9 What is the second factor of motivation? (paternalistic style of management)
10 What kind of Management style is there incorporated in Brazil’s enterprises ? (paternalistic)
2) Watch the video and explain what they were used for?
1 Motivational factors are….paternalistic style of management and Maslowes pyramid of needs
2 Super power…. Brazil will develop in the future and will become a super-power
3 Motivational needs are….self-actualization, esteem, love, safety, physiological
4 Esteem is …… Esteem is respect from others
5 “Love” is …..the third level of M. pyramid of needs
6 “Safety” represent …. Safety level of Maslowe’s pyramid of needs includes: security of body, of employment, of resources, of morality, of the family, of health, of property
7 Paternalistic management style is….. Paternalistic Management style is the style that is incorporated in Brazil’s economy.
8 “ Work hard and the company………” Work hard and the company will take care of you
9 “Grupo Semco” is………..the specific company with paternalistic style of management
10 3000 …employees employed in “Grupo Semco”
3
3) True-False questions
1 The economy of Brazil is like the economy of China, Korea, Russia. F
2 In the nearest future Brazil will be undeveloped country. F
3 Brazil doesn’t recognize unique culture . F
4 The approach of recognizing the Brazil’s unique culture differ from Canada. T
5 There are three theories that summarize the motivational factors. T
6 The second factor of motivation in Brazil is the paternalistic style’ of management. T
7 Esteem means respect from others . T
8 Safety means security of body, resources, morality, family and health. F
9 Maslewe’s Hierarchy of needs includes: Self-actualization, Esteem, Love, Safety, Psychological factor. T
10 “Work hard and the company will take care of you” . T
4) Correct the following sentences :
1. If a pretty poster and a cute saying are all it all takes to motivate you, you probably have a very easy job. The kind robots will be doing soon.
2. Self-actualization level of Maslowe’s pyramid of needs includes: morality creativity, spontaneity, problem solving, lack of prejudice, acceptance of facts.
3. Esteem level of Maslowe’s pyramid of needs includes : self-esteem, confidence, achievement, respect of others, respect by others.
4. Love or Belonging level of Maslowe’s pyramid of needs includes : friendship, family, sexual intimacy.
5. Safety level of Maslowe’s pyramid of needs includes: security of body, of employment, of resources, of morality, of the family, of health, of property.
6. Physiological level of Maslowe’s pyramid of needs includes: Breathing, food, water, sleep, homeostasis.
7. Brazil incorporates a Paternalistic Management style.
8. In Brazil, as manager, you must take in consideration needs of you employees for achieving the best results.
9. You must be clear to avoid miscommunication , and double check for comprehension.
"English for Business Studies"
Capitolul 2 pagina 30
Managing a truly global multinational company would obviously be much simpler if it required only one set of corporate objectives, goals, policies, practices, products and services. The conflict between globalization and localization has led to the invention of new word “glocalization”. Companies that want to be successful in foreign markets have to be aware of the local cultural characteristics that affect the way business is done.
A fairy obvious cultural divide that has been much studied is the one between, on the one hand, the countries of North America and north-west Europe, where management is largely based on analyses , rationality, logic and systems , and, on the other, the Latin cultures of southern Europe and South America, where personal relations, intuition, emotion and sensitivity are of much greater importance.
The largely Protestant cultures on both side of the North Atlantic (Canada, the USA, Britain, the Netherlands, Germany, Scandinavia) are essentially individualist. In such cultures, status has to be achieved. You don’t automatically respect people just because they’ve been in company for 30 years. A young, dynamic, aggressive manager with an MBA (a Master in Business Administration degree) can quickly rise in the hierarchy. In most Latin and Asian cultures, on the contrary, status is automatically accorded to the boss, who is more likely to be in his fifties or sixties than in this thirties. This is particularly true in Japan, where companies traditionally have a policy of promotion by seniority. A 50-year-old Japanese manager, or Greek or Italian or Chilean one, would quite simply be offended by having to negotiate with an aggressive, well-educated, but inexperienced American or German 20 years his junior. A Japanese would also want to take the time to get to know the person with whom he has negotiating, and would not appreciate an assertive American who wanted to sign a deal immediately and take the next plane home.
In northern cultures, the principle of pay-for-performance often successfully motivates sales people. There more you sell, the more you get paid. But the principle might well be resisted in more collectivist cultures , and in countries where rewards and promotion are expected to come with age and experience. Trompenaars gives the example of a sales rep in an Italian subsidiary of a US multinational company who was given a huge quarterly bonus under a new policy imposed by head office. His sales – which had been high for years – declined dramatically during the following three months. It was later discovered that he was deliberately trying not to sell more than any of his colleagues, so as not reveal their inadequacies. He was also desperate not to earn more than his boss, which he thought would be an unthinkable humiliation that would force the boss to resign immediately.
Trompenaars also reports that Singaporean and Indonesian managers objected that pay-for-performance caused salesmen to pressure customers into buying products they didn’t really need, which was not only bad for long term business relations, but quite simply unfair and ethically wrong.
Another example of an American idea that doesn’t work well in Latin countries is matrix management. The task-oriented logic of matrix management conflicts with the principle of loyalty to the all-important first line superior, the functional boss. You can’t have two bosses any more than you can have two fathers. Andre Laurent, a French researcher, has said that in this experience, French managemers would rather see an organization die than tolerate a system in which a few subordinates have to report to two bosses.
In discussing people’s relationships with their boss and their colleagues and friends, Trompenaars distinguishes between universalists and particularists . The former believe that rules are extremely important; the latter believe that personal relationships and friendships should take precedence. Consequently, each group thinks that the other is corrupt. Universalists say that particularists ‘cannot be trusted because they will always help their friends’ , while the second group says of the first ‘you cannot trust them; they would not even help a friend ‘. According to Trompenaars’ data, there are many more particularists in Latin and Asian countries than in Australia, the USA, Canada, or north-west Europe.
2c Comprehension
1 How would you explain the concept of ' glocalization'?
2 Why might a 50- years-old Japanese manager be offended if he had to negotiate with on report to a well-educated but inexperienced 30-years-old American?
3 Why was the American concept of pay-for-performance unpopular in Italy, and in Asia, in Trompenaars’ example?
4 Why do universalists disapprove of particularists, and vice versa ?
2d Vocabulary
Find words in the text which mean the following.
1. The use of reasoning rather than emotions of beliefs
2. understanding or knowing without consciously using reason
3. respect, prestige or importance given to someone
4. having a higher rank because one is older
5. to have hurt feeling because someone is being disrespectful
6. money or something else given in recognition of good work
7. additional money given for better work or increased productivity
8. a feeling of shame and loss of dignity or self-esteem
9. to give a job or position
10. according to accept moral standards
2e Discussion
1. Would you like to work for a company that had a pay-for-performance policy? Does this only work for salespeople, or could it be extended to all jobs?
2. Would you say that you , personally, were individualist or collectivist? Parsticularist or universalist ? (Remember you answer to the question in 1a above)
3. What about the majority of people in your country?
4. Would you like (or do not like) to work in a team? Do you like the idea of matrix management, or would you rather report to only one powerful boss?
5. Do you believe that it is possible to sum up national characteristics in a few words? Is there usually some (or a lot of) truth in such stereotypes? Or, on the contrary, do you find such stereotyping dangerous?
Translation
Administrarea unei companii cu adevarat multinatitionala si globala ar fi in mod evident, mult mai simpla daca aceasta ar solicita doar un set de obiective corporative, scopuri, politici, practici, produse si servicii. Dar diferentele locale deseori fac acest lucru imposibil. Conflictul dintre globalizare si localizare a condus la inventarea termenului “glocalizarea” . Companiile care doresc sa obtina succes pe piata straina, trebuie sa cunoasca de caracteristicile locale ale culturii care afecteaza modul de manifestare a businessului.
O diviziune culturala destul de evidenta care a fost mult studiata ,pe de o parte se plaseaza in tarile din America de Nord si din Nord-Vestul Europei, unde managementul este pe larg bazat pe analize, ratiune, logica si sisteme, si pe de alta parte ,in culturile latine , Europei si a Americii de Sud, unde relatiile, intuitia , emotiile si sensitivitatea personala au o importanta cu mult mai mare.
Natiunile(culturile)protestante pe larg raspindite, de pe ambele parti a Atlanticului de Nord (Canada, SUA,Marea Britanie, Olanda, Germania, Scandinavia)sunt in fond sint individualiste. In asemenea culturi ,este necesara obtinerea unui statut.
Oamenii nu se respecta in mod automat, doar pentru faptul ca ei sunt angajati ale unei companie, timp de 30 de ani.Un manager tinar, dinamic si agresiv(ambitios) cu un masterat in administrarea businessului, poate usor sa avanseze intr-o ierarhie. In majoritatea culturilor tarilor latine si asiatice , dimpotriva, statutul este sa acorda automat patronului, care de obicei are virtsa cuprinsa intre 50 si 60 si nu 30 de ani. Aceasta este indeosebi adevarat in Japonia, unde companiile in mod traditional, au o politica de provomare a seniorilor. Un manager la virsta 50 de ani, de origine japoneza,greaca, italiana,sau chiliana, pot fi cu usurinta ofensati,fiind nevoiti sa negocieze cu un tinar(junior) american sau german ambitios, bine educat, insa fara experienta. Un japonez, de asemenea si-ar dori mai pe indelete sa cunoasca persoana cu care negociaza, si nu ar aprecia un american increzut ,care ar semna o afacere si ar zbura cu prima cursa de avion acasa.
In culturile nordice, principiul ”remunerare pentru performante” deseori motiveaza cu success oamenii vinzatori. Mai mult vinzi mai multa solda primesti. Dar principiile trebuie sa opuna rezistenta in multe culturi colectiviste, si in tarile unde aprecierea si promovarea se socoate ca ar trebui sa vina cu virsta si experienta. Trompenarii redau exemplul de un reprezentant de vinzari intr-un subsidiu Italian a unei companii americane transnationale care ofera un bonus imens pe simestru prin politica noua implimentata de catre oficiu de conducere/administratie. Vinzarile sale cu cap vor fi ridicate pe parcursul anului si vor decade dramatic pe parcursul a urmatoarelor trei luni.Mai tirziu va fi descoperit ca el in mod deliberat a incercat nu sa vinda mai mult decat colegii sai, deci nu au evidentiat inadecvanta sa. El de asemenea era disperat nu sa castige mai mult decat “bossul” lui care se gandeste ca ar fi umilit ce ar forta “bossul” sa dimisioneze imediat. Trompenarii de asemenea raporteaza ca managerii singaporieni si indochini au obiectat ca plata pentru performante cauzeaza agentii de vinzare sa influenteze consumatorul in procurarea produselor de care ei intr-adevar nu au nevoie, ce este nu numai rau pentru business-relatii de termen lung dar necesita neloialitatea si greseala etica.
Un alt exemplu de idee Americana care nu prea bine lucreaza in tarile latine este managementul matrix.Logica de sarcina orientata spre magementul matrix conflicteaza cu principiul loialitatii pentru toate liniile superioare, functionarii principali. Tu nu poti sa ai doi patroni la fel cum nu ai putea sa ai doi tati. Andre Laurent cercetator francez, a spus ca in experienta sa, managerii francezi mai degraba vor vedea o organizatie murind decat tolerarea unui system in care un numar mic de subordonati vor raporta la doi patroni.
Relatiile de discutie intre angajati si patronii sai si prietenii si colegii lor. Trompenaarii diferentiaza intre universalisti si particulari. Primii credeau ca normele/regulele sunt extreme de importante ;ultimii credeau ca relatiile de prietenie a personalului ar trebui sa precedeze. Consecvent fiecare grup crede ca altii sunt corupti. Universalistii spun ca particularii nu pot fi crezuti/nu se poate de increzut in particulari deoarece ei intotdeauna vor ajuta prietenii sai, in timp ce al doilea grup spune despre primii ca “tu nu te poti increde in ei: ei nu vor ajuta un prieten”. In comformitate cu datele Trompenarilor sunt mai multi particulari in tarile latine si asiatice decat in Australia, SUA, Canada sau Nord-Vestul Europei.
Перевод
Управление по-настоящему глобальной и интернациональной компаний, очевидно, будет гораздо проще, если для этого потребуется только один набор корпоративных целей, задач, политик, практик, продуктов и услуг. Но местные различия часто делают это невозможным. Конфликт между глобализацией и локализацией привело к появлению такого термина как "глокализации". Компании, желающие получить успех на внешнем рынке, должны знать местные особенности культуры, что влияет на выражение бизнеса.
Многие исследования ,по совершенно очевидному образу, определили культурное различие, с одной стороны страны Северной Америки и Северо-Западной Европы, где руководство в значительной степени основано на анализе, разуме, логике и системе, а с другой стороны, Латинская культура, Европа и Южная Америка, где отношения, интуиция, эмоции и личные чувства имеют гораздо большее значение.
Протестантские культуры широко распространение по обе стороны Северной Атлантики (Канада, США, Великобритания, Нидерланды, Германия, Скандинавия) находятся в индивидуалистическом фонде. В таких культурах, это необходимо для получения статуса.
Людей не уважают автоматически только потому, что они являются 30 лет сотрудниками компании. Молодой, динамичный, агрессивный и амбициозный, с хорошими знаниями в области делового администрирования, может легко продвинуться в иерархии . В большинстве стран Латинской и Азиатской культуры, напротив, статус автоматически выдаётся работодателем, которому обычно от 50 до 60 лет, а не 30. Это особенно верно в Японии, где компании традиционно ведут политику продвижения пожилых людей. Менеджер в возрасте 50 лет, японец, грек, итальянец или чилиец, может быть легко обижен, вынуждению вести переговоры с молодым амбициозным немцем или американцем, хорошо образованным, но неопытным. Японец бы также хотел бы знать более подробно человека с кем ведет переговоры, и не хотел бы иметь дело с дерзким американцем, который бы с разу подписав контракт поторопился бы купить билет на самолет и улететь первым рейсом домой.
В северной культуре, "вознаграждения по результатам работы" часто мотивирует людей быть успешным поставщиком. Чем больше продаж – тем больше получишь. Но принципы должны сопротивляться многим корпоративным культурам, в странах, где считается, что оценки и поощрения должны прийти с возрастом и опытом. Тромпенары дают пример Итальянского торгового представительства одной американской транснациональной компаний, которая предлагает огромный бонус семестра руководясь новой политикой учрежденной офисом управления и администрации. Продажи будут чрезмерно расти в течение года и драматично падать в течение следующих трех месяцев. Позднее обнаружилось, что он намеренно старался не продавать больше, чем его коллеги, но так чтоб это не выявили. Он также отчаялся, что не должен заработать больше чем его начальник, который оценит это как унижения, и заставит его уволиться немедленно. Тромпенары также выступают против оплаты за производительность, они также сообщают что Сингапурские и Индокитайские руководители влияют на потребителя убеждая купить товар, который им в действительности не нужен, что это не только плохо для долгосрочных деловых отношений, но порождает нелояльность и этические ошибки.
Еще одним примером американской идеей, которая не очень хорошо работает в Латинских странах ,является управление задач матричного ориентирования. Логическая цели направленная к матричному управлению враждует с принципом лояльности для всех высших линий , основных руководящих. Вы не можете иметь двух начальников, как и вы не могли бы иметь двух отцов. Французский ученый Андре Лоран, сказал, что по его опыту, французские менеджеры предпочли бы увидеть умерившую организацию , чем терпели бы систему, в которой небольшое количество подчиненных будет отчитываться двум начальникам.
В обсуждение человеческих отношений с их ними начальниками ,друзьями и коллегами, тромпенары различаются на универсалистов и индивидуалистов. Первые полагают, что правила чрезвычайно важны; последние полагают, что личные отношения и дружба должны иметь приоритет. Следовательно, каждая группа думает, что другой коррумпированный. Универсалисты говорят, что индивидуалистам ‘нельзя доверять, потому что они будут всегда помогать своим друзьям’, в то время как вторая группа говорит относительно первого, 'Вы не можете доверять им; они даже не помогут другу‘. Согласно данным тромпенаров, гораздо больше индивидуалистов в латинских и азиатских странах чем в Австралии, США, Канаде, или северо-западной Европе.
1) Watch at the video and give the answers at the questions:
1 With what countries Brazil is at the same level?
2 How will Brazil will develop in the future?
3 What is the principle of “doing business” in Brazil?
4 What peculiarities of culture identify Brazil as a specific South American country?
5 How many theories summarizes the motivational factors?
6 What is the first motivational factor of motivation?
7 What does the level “Love or Belonging” in Maslowe’s pyramid of needs contain?
8 What levels of Maslowe’s pyramid of needs are the most important in Brazil?
9 What is the second factor of motivation?
10 What kind of Management style is there incorporated in Brazil’s enterprises ?
2) Watch the video and explain what they were used for?
1 Motivational factors are….
2 Super power….
3 Motivational needs are….
4 Esteem is ……
5 “Love” is …..
6 “Safety” represent ….
7 Paternalistic management style is…..
8 “ Work hard and the company………”
9 “Grupo Semco” is………..
10 3000 …
3) True-False questions
1 The economy of Brazil is like the economy of China, Korea, Russia.
2 In the nearest future Brazil will be undeveloped country.
3 Brazil doesn’t recognize unique culture .
4 The approach of recognizing the Brazil’s unique culture differ from Canada.
5 There are three theories that summarize the motivational factors.
6 The second factor of motivation in Brazil is the paternalistic style’ of management.
7 Esteem means respect from others .
8 Safety means security of body, resources, morality, family and health.
9 Maslewe’s Hierarchy of needs includes: Self-actualization, Esteem, Love, Safety, Psychological factor.
10 “Work hard and the company will take care of you” .
4) Correct the following sentences :
1. If a pretty poster and a cute saying are all it all takes to motite you, you probably have a very easy job. The kind robots will be doing soon.
2. Sef-actualization level of Maslowe’s pyramid of needs includes: morality creativity, spontaneity, problem solving, lack of prejudice, acceptance of facts.
3. Esteem level of Maslowe’s pyramid of needs includes : self-esteem, confidence, achievement, respect of others, respect by others.
4. Love or Belging level of Maslowe’s pyramid of needs includes : friendship, family, sexual intimacy.
5. Safety level of Maslowe’s pyramid of needs incudes: security of body, of employment, of resurces, of morality, of the family, of health, of property.
6. Physical level of Maslowe’s pyramid of needs includes: Breathing, food, water, sleep, homeostasis.
7. Brasil incorporates a Paternalistic Management stile.
8. In Brazil, as manager, you must take in consideron needs of you employees for achieving the best results.
9. You must be clar to avoid miscommunication , and duble check for comprehension.
answers:
1) Watch at the video and give the answers at the questions:
1 With what countries Brazil is at the same level? (China India Russia)
2 How will Brazil will develop in the future? (in the future it will be super-power)
3 What is the principle of “doing business” in Brazil? (recognizing unique culture there)
4 What peculiarities of culture identify Brazil as a specific South American country? (motivation)
5 How many theories summarizes the motivational factors? (three factors)
6 What is the first motivational factor of motivation? (hierarchy pyramid of Maslew)
7 What does the level “Love or Belonging” in Maslowe’s pyramid of needs contain? (friendship, family)
8 What levels of Maslowe’s pyramid of needs are the most important in Brazil? (2,3,4)
9 What is the second factor of motivation? (paternalistic style of management)
10 What kind of Management style is there incorporated in Brazil’s enterprises ? (paternalistic)
2) Watch the video and explain what they were used for?
1 Motivational factors are….paternalistic style of management and Maslowes pyramid of needs
2 Super power…. Brazil will develop in the future and will become a super-power
3 Motivational needs are….self-actualization, esteem, love, safety, physiological
4 Esteem is …… Esteem is respect from others
5 “Love” is …..the third level of M. pyramid of needs
6 “Safety” represent …. Safety level of Maslowe’s pyramid of needs includes: security of body, of employment, of resources, of morality, of the family, of health, of property
7 Paternalistic management style is….. Paternalistic Management style is the style that is incorporated in Brazil’s economy.
8 “ Work hard and the company………” Work hard and the company will take care of you
9 “Grupo Semco” is………..the specific company with paternalistic style of management
10 3000 …employees employed in “Grupo Semco”
3
3) True-False questions
1 The economy of Brazil is like the economy of China, Korea, Russia. F
2 In the nearest future Brazil will be undeveloped country. F
3 Brazil doesn’t recognize unique culture . F
4 The approach of recognizing the Brazil’s unique culture differ from Canada. T
5 There are three theories that summarize the motivational factors. T
6 The second factor of motivation in Brazil is the paternalistic style’ of management. T
7 Esteem means respect from others . T
8 Safety means security of body, resources, morality, family and health. F
9 Maslewe’s Hierarchy of needs includes: Self-actualization, Esteem, Love, Safety, Psychological factor. T
10 “Work hard and the company will take care of you” . T
4) Correct the following sentences :
1. If a pretty poster and a cute saying are all it all takes to motivate you, you probably have a very easy job. The kind robots will be doing soon.
2. Self-actualization level of Maslowe’s pyramid of needs includes: morality creativity, spontaneity, problem solving, lack of prejudice, acceptance of facts.
3. Esteem level of Maslowe’s pyramid of needs includes : self-esteem, confidence, achievement, respect of others, respect by others.
4. Love or Belonging level of Maslowe’s pyramid of needs includes : friendship, family, sexual intimacy.
5. Safety level of Maslowe’s pyramid of needs includes: security of body, of employment, of resources, of morality, of the family, of health, of property.
6. Physiological level of Maslowe’s pyramid of needs includes: Breathing, food, water, sleep, homeostasis.
7. Brazil incorporates a Paternalistic Management style.
8. In Brazil, as manager, you must take in consideration needs of you employees for achieving the best results.
9. You must be clear to avoid miscommunication , and double check for comprehension.
The three sectors of the economy
The economic infrastructure
Sunlight flooded the cabin as the plane changed course. It was
a bright, clear morning. Robyn looked out of the window as
England slid slowly by beneath them: cities and towns, their
street plans like printed circuits, scattered over a mosaic of tiny
fields, connected by the thin wires of railways and motorways.
Hard to imagine at this height all the noise and commotion going
on down there. Factories, shops, offices, schools, beginning the
working day. People crammed into rush hour buses and trains, or
sitting at the wheels of their cars in the traffic jams, or washing up
breakfast things in the kitchens of pebble-dashed semis. All
inhabiting their own little worlds, oblivious of how they fitted
into the total picture. The housewife, switching on her electric
kettle to make another cup of tea, gave no thought to the
immense complex of operations that made that simple action
possible: the building and maintenance of the power station that
produced the electricity, the mining of coal or pumping of oil
to fuel the generators, the laying of miles of cable to carry the
current to her house, the digging and smelting and milling of ore
or bauxite into sheets of steel or aluminium, the cutting and
pressing and welding of the metal into the kettle's shell, spout
and handle, the assembling of these parts with scores of other
components-coils, screws, nuts, bolts, washers, rivets, wires,
springs, rubber insulation, plastic trimmings; then the packaging
of the kettle, the advertising of the kettle, the marketing of the
kettle to wholesale and retail outlets, the transportation of the
kettle to warehouses and shops, the calculation of its price, and
the distribution of its added value between all the myriad people
and agencies concerned in its production. The housewife gave
no thought to all this as she switched on her kettle. Neither had
Robyn until this moment, and it would never have occurred to
her to do so before she met Vic Wilcox.
Cabina a fost invadata de lumina soarelui,odata ce avionul isi schimba cursa.A fost o dimineata luminoasa si senina.Robyn s-a uitat prin fereastra
,pe cind Anglia luneca incet de sub eiLorase mari si mici,planurile lor de strada,ca niste circuite imprimate,risipite asupra unui mozaic de cimpuri mici,unite de firele subtiri ale cailor ferate si autostrazi.
Greu de imaginat cum tot acest zgomot si agitatie se petrece acolo.Fabricile,magazinele,oficii,scoli incepindu-si ziua de lucru.Oamenii s-au ticsit in autobuze si trenuri in timpul orelor de virf,sau sau statind pe linga rotile masinelor lor in ambuteiaje,sau spalindu-si vasele a semifabricantelor in bucatarii.Fiecare fiind preocupat cu chestiile sale personale,evident de cum ei se incadreaza totalmente in imagine. Gospodina ,conectind ceainicul sau electric pentru a-si pregati o ceasca de ceai ,nici nu s-a gindit la imensul complex de operatiuni,care fac acea actiune simpla posibila:constructia si intretinerea centralei elctrice care produce electricitatea,miniere de carbune sau pomparea uleiului generatoarelor,intinderea a milelor de cabluri care transmit curent catre case,saparea si macinarea a minereului sau bauxitei in foi de otel sau aluminiu,presarea si sudarea metalului in coaja ceainicului,gura de scurgere si minerul,montarea acestor parti cu scorurile ale altor componente;-bobine,suruburi,piulite,bolturi,saibe,nituri,fire,arcuri,izolatie de cauciucuri,garnituri din material plastic,apoi ambalarea ceainicului,promovarea ceainicului,comercializarea acestuia la depozit si magazine,calcularea pretului sau si distribuirea ale valorilor sale adaugate printre un numar vast de oameni si agentii preocupate de productia lui.Gospodina nici nu s-a gindit la toate acestea cind a conetat ceainicul sau.
Nici Robyn pina in acest moment , si nici nu s-ar fi intimplat daca ea nu l-ar fi intinit pe Vic Wilcox.
Ex.1
In lines 4-7 Robyn sees examples of each sector of economy:"factories,shops": belonging to the second one,"offices,schools..buses,trains"-it refers to the tertiary sector.
Ex.2
Primary:-smelting iron,cutting metal,milling metal, pressing metal, digging iron ore,mining coal,pumping oil,welding metal.
Secondary:Calcutation prices,advertising products,marketing products,
Tertiary:- transportation,distributing added value,maintenance.
Discussion.
I can predict for sure my future job, but I hope I will have the possibility to obtain experience in the tertiary sector.I would like to have a job in the hotel bussiness, because of the chance to colaborate with different people.
2. Manufacturing and services
Two hundred years ago, the vast majority of the population of virtually every country lived in the countryside and worked in agriculture. Today , in what many people call ‘the advanced industrialized countries’, only 2-3 % of the population earn their living from agriculture. But some people already talk about ‘the post industrial countries’, because of the growth of service industries, and the decline of manufacturing, which is moving to ‘the developing countries’.
Is manufacturing industry important? Is its decline in the ‘advanced’ countries inevitable? Will services adequately replace it? Two opinions about this follow.
2a Reading
We worry about unemployment and the loss of manufacturing industry in the advanced industrial countries only because we don’t look at the larger social developments. The US, for example, no longer depends on heavy industry for employment to the extent that it once did.
This is related to a larger fact that has attracted very little discussion. After a country’s people are supplied with the physical objects of consumption, they go on the concern about their design. They go on to an enormous industry persuading people they should buy these goods; they go on to the arts, entertainment, music, amusement-these become the further, later stages of employment. And these are things that are extremely important.
Paris, London, New York and so on do not live on manufacturing; they live on design and entertainment. We do not want to consider that this is the solid substance of economics, but it is.
I don’t think it is possible to stop this progressive change in the patterns of human consumption. It is inevitable.
1. Why do people worry about the decline of manufacturing?
2. Which activities are as important as the production of goods?
3. Should people worry about this state of affairs?
Sunlight flooded the cabin as the plane changed course. It was
a bright, clear morning. Robyn looked out of the window as
England slid slowly by beneath them: cities and towns, their
street plans like printed circuits, scattered over a mosaic of tiny
fields, connected by the thin wires of railways and motorways.
Hard to imagine at this height all the noise and commotion going
on down there. Factories, shops, offices, schools, beginning the
working day. People crammed into rush hour buses and trains, or
sitting at the wheels of their cars in the traffic jams, or washing up
breakfast things in the kitchens of pebble-dashed semis. All
inhabiting their own little worlds, oblivious of how they fitted
into the total picture. The housewife, switching on her electric
kettle to make another cup of tea, gave no thought to the
immense complex of operations that made that simple action
possible: the building and maintenance of the power station that
produced the electricity, the mining of coal or pumping of oil
to fuel the generators, the laying of miles of cable to carry the
current to her house, the digging and smelting and milling of ore
or bauxite into sheets of steel or aluminium, the cutting and
pressing and welding of the metal into the kettle's shell, spout
and handle, the assembling of these parts with scores of other
components-coils, screws, nuts, bolts, washers, rivets, wires,
springs, rubber insulation, plastic trimmings; then the packaging
of the kettle, the advertising of the kettle, the marketing of the
kettle to wholesale and retail outlets, the transportation of the
kettle to warehouses and shops, the calculation of its price, and
the distribution of its added value between all the myriad people
and agencies concerned in its production. The housewife gave
no thought to all this as she switched on her kettle. Neither had
Robyn until this moment, and it would never have occurred to
her to do so before she met Vic Wilcox.
Cabina a fost invadata de lumina soarelui,odata ce avionul isi schimba cursa.A fost o dimineata luminoasa si senina.Robyn s-a uitat prin fereastra
,pe cind Anglia luneca incet de sub eiLorase mari si mici,planurile lor de strada,ca niste circuite imprimate,risipite asupra unui mozaic de cimpuri mici,unite de firele subtiri ale cailor ferate si autostrazi.
Greu de imaginat cum tot acest zgomot si agitatie se petrece acolo.Fabricile,magazinele,oficii,scoli incepindu-si ziua de lucru.Oamenii s-au ticsit in autobuze si trenuri in timpul orelor de virf,sau sau statind pe linga rotile masinelor lor in ambuteiaje,sau spalindu-si vasele a semifabricantelor in bucatarii.Fiecare fiind preocupat cu chestiile sale personale,evident de cum ei se incadreaza totalmente in imagine. Gospodina ,conectind ceainicul sau electric pentru a-si pregati o ceasca de ceai ,nici nu s-a gindit la imensul complex de operatiuni,care fac acea actiune simpla posibila:constructia si intretinerea centralei elctrice care produce electricitatea,miniere de carbune sau pomparea uleiului generatoarelor,intinderea a milelor de cabluri care transmit curent catre case,saparea si macinarea a minereului sau bauxitei in foi de otel sau aluminiu,presarea si sudarea metalului in coaja ceainicului,gura de scurgere si minerul,montarea acestor parti cu scorurile ale altor componente;-bobine,suruburi,piulite,bolturi,saibe,nituri,fire,arcuri,izolatie de cauciucuri,garnituri din material plastic,apoi ambalarea ceainicului,promovarea ceainicului,comercializarea acestuia la depozit si magazine,calcularea pretului sau si distribuirea ale valorilor sale adaugate printre un numar vast de oameni si agentii preocupate de productia lui.Gospodina nici nu s-a gindit la toate acestea cind a conetat ceainicul sau.
Nici Robyn pina in acest moment , si nici nu s-ar fi intimplat daca ea nu l-ar fi intinit pe Vic Wilcox.
Ex.1
In lines 4-7 Robyn sees examples of each sector of economy:"factories,shops": belonging to the second one,"offices,schools..buses,trains"-it refers to the tertiary sector.
Ex.2
Primary:-smelting iron,cutting metal,milling metal, pressing metal, digging iron ore,mining coal,pumping oil,welding metal.
Secondary:Calcutation prices,advertising products,marketing products,
Tertiary:- transportation,distributing added value,maintenance.
Discussion.
I can predict for sure my future job, but I hope I will have the possibility to obtain experience in the tertiary sector.I would like to have a job in the hotel bussiness, because of the chance to colaborate with different people.
2. Manufacturing and services
Two hundred years ago, the vast majority of the population of virtually every country lived in the countryside and worked in agriculture. Today , in what many people call ‘the advanced industrialized countries’, only 2-3 % of the population earn their living from agriculture. But some people already talk about ‘the post industrial countries’, because of the growth of service industries, and the decline of manufacturing, which is moving to ‘the developing countries’.
Is manufacturing industry important? Is its decline in the ‘advanced’ countries inevitable? Will services adequately replace it? Two opinions about this follow.
2a Reading
We worry about unemployment and the loss of manufacturing industry in the advanced industrial countries only because we don’t look at the larger social developments. The US, for example, no longer depends on heavy industry for employment to the extent that it once did.
This is related to a larger fact that has attracted very little discussion. After a country’s people are supplied with the physical objects of consumption, they go on the concern about their design. They go on to an enormous industry persuading people they should buy these goods; they go on to the arts, entertainment, music, amusement-these become the further, later stages of employment. And these are things that are extremely important.
Paris, London, New York and so on do not live on manufacturing; they live on design and entertainment. We do not want to consider that this is the solid substance of economics, but it is.
I don’t think it is possible to stop this progressive change in the patterns of human consumption. It is inevitable.
1. Why do people worry about the decline of manufacturing?
2. Which activities are as important as the production of goods?
3. Should people worry about this state of affairs?
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