The banking industry
(Reading)
Read the text below and write short headings (one or two words) for each paragraph.

Types of banking

1…………………………………………..
Commercial or retail banks are businesses that trade in money. They receive and hold deposits, pay money according to customers’ instructions, lend money, offer investment advice, exchange foreign currencies, and so on. They make a profit from difference (known as spread or margin) between the interest rates they pay to lenders or depositors and those they charge to borrowers. Banks also create credit because the money they lend from the deposits is generally spent (either on goods or services or to settle debts), and in this way transferred to another bank account – often by way of a bank transferee or a cheque (check) rather than they use of notes or coins – from where it can be lend to another borrower, and so on. When lending money, bankers have to find a balance between yield and risk and between liquidity a different maturities.
2………………………………………………
Merchant banks in Britain raise funds for industry on the various financial markets, finance international trade, issuer and underwrite securities, deal with take overs and mergers, and issue government bonds. They also generally offer stockbroking and portfolio management services to reach corporate and individual clients. Investment banks in the USA are similar, but they can only act as intermediaries offering advisory service, and do not offer loans themselves. Investment banks make their profits from the fees and commissions they charge for their services.
3……………………………………………..
In the USA, the Glass-Steagall act of 1944 enforced a strict separation between commercial banks and investment banks or stockbroking firms. Eat the distinction between commercial and investment banking has become less clear in recent years. Deregulation in the USA and Britain is leading to the creation of “financial supermarkets”: conglomerates combining the services previously offered by banks, stockbrokers, insurance companies, and so on. In some European countries» notable Germany, Austria and Switzerland” they have always been universal banks combining deposit and loan banking with share and bond dealing and investment services.
4………………………………………………
A country’ minimum interest rate is usually fixed by the central bank this is the discount rate, at which the central bank maces secured loans to commercial banks. Banks lend to blue cheap borrowers “very safe large companies” at the base rate or the prime rate; all other borrowers pay more, depending on their credit standing (or credit rating, or credit worthiness): the lenders estimation of their present and future solvency borrowers can usually get a lower interest rate if the loan is secured or guaranteed by some kind of asset known as collateral.
5……………………………………………….
In most financial centers, there also branches of lots of foreign banks, largely doing Eurocurrency business a Eurocurrency is any currency had outside its country of origin. The first significant Eurocurrency market was for USA dollars in Europe, but the name is now used for foreign currencies held anywhere in the world (egg. Yen in the USA, DM in Japan). Since the USA dollars is the world’s most important trading currency – and because the USA has for many years had a huge trade deficit – there is a market of many billions of Eurodollars, including the oil exporting countries “Petrodollars”. Although a central bank can determine the minimum lending rate for its national currency it has no control over foreign currencies. Furthermore, banks are not obliged to deposit any of their Eurocurrency assets at zero percent interest with the central bank, which means that they can usually offer better rates to borrowers and depositors than in the home country.





1a Vocabulary
Match up these terms with the definition below.
Cash card cash dispenser credit card home banking loan mortgage overdraft standing order current account (GB) or checking account (US) deposit account (GB) or time or notice account (US)

1. an arrangement by which a customer can withdraw more from a bank account than has been deposited in it, up to an agreed limit; interest on the debt is calculated daily.
2. a card which guarantees payment of goods and services purchased by the cardholder, who pays back the bank or finance company at a later date
3. a computerized machine that allows bank customers to withdraw money, check, their balance and so on
4. a fixed sum of money on which interest is paid, lent for a fixed period, and usually for a specific purpose
5. an instruction to a bank to pay fixed sums of money to certain people or organizations at stated times
6. a loan, usually to buy property, which serves as a security for the loan
7. a plastic card issued to bank customers for use in cash dispensers
8. doing banking transactions by telephone or from one’s own personal computer, linked to the bank via a network
9. one that generally pays little or no interest, but allows the holder to withdraw his or her cash without any restrictions
10. one that pays interest, but usually cannot be used for paying chouse (GB) or checks (US), and on which notice is often required to withdraw money.


1b Discussion
1 Which of the banking facilities listed I 1a do you use?
2 What other services do commercial banks offer in your country?
3 What changes have there been in personal banking recently?
4 What further changes do you foresee in the future?


2b Comprehension
Which the following there paragraphs most accurately and concisely summarizes the text, and what is wrong with the others?

First summary:
Commercial banks hold customers’ deposits and make loans. Investment banks raise funds for industry. Deregulation in Britain and the US is leading to the creation of financial conglomerates similar to the universal banks that have always existed I German-speaking countries. A countries’ minimum interest rate is usually fixed; banks charge progressively higher rates to less secure borrowers. Many banks also do Eurocurrency business – lending foreign currencies, notably dollars, at lower rate than in the currencies’ home countries.

Second summary:
Commercial banks hold deposits and make loans. Merchants and investment banks arrange security issues and offer other investment services. Yet the traditional distinction between commercial and investment banks is now breaking down. Domestic interest rates are fixed by central banks. Many banks also have branches abroad that do Eurocurrencies business, making loans in other European currencies.



Third summary:
Commercial banks receive deposits, lend money, and provide other services. Merchant and investment banks lend money to industry. British and American banks are now joining together in conglomerates. The interest rates that banks charge depend on the borrowers’ creditworthiness. European banks also do a lot of Eurodollar and petrodollar business.


Translation:
Bancile comerciale detin controlul asupra depozitelor clientilor si ofera imprumuturi.Bancile de investitii maresc fondurile pentru industrie. Neregulele din Marea Britanie si SUA duc la crearea conglomeratelor financiare, asemanator cu bancile universale care au existat intotdeauna in tarile vorbitoare in limba germana. Dobinda minima a unei tari este de obicei fixa; bancile taxeaza dobinda progresiv creschinda pentru imprumuturile mai putin sigure. Multe banci conduc afaceri in valuta Euro-imprumutind valuta straina, in special dolari, la dobinzi mai mici decit in tarile de provenienta a valutei;

Bancile comerciale accepta depozita si dau imprumuturi. Comerciantul si bancile de investitii aranjeaza probleme de securitate si ofera alte servicii de investitii. Diferenta traditionala dintre bancile comerciale si bancile de investitii se descompune. Dobinzile din interiorul tarii sunt determinate de bancile centrale. Multe banci de asemenea au filiale prin strainatate, care conduc afaceri in valuta Euro oferind imprumturi in alte valute europene.

Bancile comerciale primesc depozite, imprumuta bani si presteaza alte servicii. Bancile comerciale si de investitii imprumuta bani in industrie. Bancile engleze si americane se unesc in conglomerate. Dobinzele pe care le impugn bancile depind de bonitatea celui care imprumuta banii. Bancile europene de asemenea conduc foarte multe afaceri euro-dollar si petrodollar.
2c Vocabulary

Find the words or expressions in the text 2a which the following.

1 to place money in a bank; or money placed in a bank
2 the money used in countries other than one’s own
3 how much money a loan pays, expressed as a percentage
4 available cash, and how easily other assets can be turned into cash
5 the date when a loan becomes repayable
6 to guarantee to buy all the new shares that a company issues, if they can not be sold to the public
7 when a company buys or acquires another one
8 when a company combines with another one
9 buying and selling stocks or shares for clients
10 taking care of all a client’s investments
11 the ending or relaxing of legal restrictions
12 a group of companies, operating in different fields, that have joined together
13 a company considered to be without risk
14 ability to pay liabilities when they become due
15 anything that acts as a security or a guarantee for a loan









2d Vocabulary

The text in 2a contains a number of common verb-noun partnerships (e.g. to lend money, to finance international trade). Match up the verbs and nouns below to make common collocations.
Charge advice
Do bonds
Exchange business
Issue currencies
Make deposits
Offer funds
Pay interest
Raise loans
Receive profits
Underwrite security issues


Role Play

Three different groups of inexperienced young business people in a small town require capital for the businesses. They apply to the local branch of Megabank.
The three groups of would – be borrowers must develop financial arguments that they think will convince the bankers. The group preparing the role of the bankers has to think off questions about the viability of the future businesses: will they be successful, and why? Or why might they not be successful?

The roles are:
1 A junior manager (and assistants) at the bank, responsible for new local small businesses. To lend or to lend, that is the question.
2 A group of young people who want to open a small specialist shop selling CDs of black music – jazz, soul, funk, reggae, rap, house, and any new trends.
3 A group of young people who want to buy an existing take – away pizza business (the lease on the premises, kitchens, the delivery scoters, and so on). The business is profitable and well known in the town, with loyal customers. The new owners can keep the same telephone number, and either keep or change the name.
4 A group of students who already operate a part time computing consultancy service, advising small businesses on what hardware and software to buy, and how to set up and Internet home page. They want to borrow money to buy more computers fore themselves, on which to try out elaborate new software programs.
Your teacher will give you further details about the roles (from the Teacher’s Book). You have to prepare your questions or arguments in a group, after with one or two members of the groups of borrowers will be chosen to negotiate with the bankers.












Key words:

1a

1. overdraft
2. credit card
3. cash dispenser
4. loan
5. standing order
6. mortgage
7. cash card
8. home banking
9. current account
10. deposit account

2c.
1. deposit
2. Eurocurrency
3. interest rate
4. liquidity
5. maturity
6. underwrite securities
7. takeover
8. merger
9. stock broking
10. offering portfolio management
11. deregulation
12. conglomerate
13. blue chip borrowed
14. solvency
15. collateral asset


2d
1. charge – interest
2. do – business
3. exchange – currency
4. issue – bonds
5. make – profits
6. offer – advice
7. pay – loans
8. raise – found
9. receive – deposits
10. underwrite - security issues









..................................................
Băncile comerciale din Marea Britanie strânge fonduri pentru industrie, pe diverse pieţe financiare, finanţarea comerţului internaţional, eliberarea şi subscrie titluri de valoare, se ocupă cu preluari si fuziuni, şi emite obligatiuni de stat.Ele ofera de asemenea , în general,servicii bursiere şi de gestionare a portofoliului pentru clienţi corporativi şi individuali bogat. Băncile de investiţii din Statele Unite ale Americii sunt similare, dar acestea pot acţiona numai ca intermediari care oferă servicii de consultanţă, şi nu oferă împrumuturi ei înşişi. Bancile de investitii fac profiturile lor din taxe şi comisioane le percepe pentru serviciile lor


...................................................
In Statele Unite, actul de Glass-Steagal din 1934 a pus in aplicare o separare strictă între băncile comerciale şi băncile de investiţii sau firme bursiere.Insa distincţia dintre bancile comerciale si de investitii a devenit mai puţin clar în ultimii ani. Dereglementarea în SUA şi în Marea Britanie conduce la crearea de supermarketuri financiare: conglomerate combinind serviciilor oferite anterior de către bănci, brokeri, companii de asigurări,si asa mai departe .Astfel unele ţări europene (în special Germania, Austria şi Elveţia) au fost întotdeauna băncile universale combinind depozitul şi creditul bancar cu o cota si ocupinduse de obligatiuni si servicii de investitii.
..................................................
Rata minimă a dobânzii unei ţări este fixată de obicei de către banca centrală. aceasta este rata de discount, la care banca centrală face garantate împrumuturi pentru băncile comerciale .Bancile comerciale împrumuta debitorilor blue chip (companii foarte mari în condiţii de siguranţă) la rata de bază sau rata de prima ; toti alţi împrumutători plătesc mai mult, în funcţie de bonitatea lor (sau de rating de credit, sau bonitatea): estimarea creditor de solvabilitate lor prezente şi viitoare. Debitorii pot obţine, de obicei, o rată a dobânzii mai mica în cazul în care împrumutul este securizat sau garantat de către unele active fel , cunoscut sub numele de garanţie.
.................................................
In cele mai multe centre financiare, există, de asemenea, o mulţime de filiale ale unor bănci străine, care în mare măsură fac afaceri in Eurocurrency. Eurocurrency este orice valuta deţinuta în afara ţării sale de origine. prima piaţă semnificativă pentru eurocurrency a fost de dolari SUA în Europa, dar numele este utilizată în prezent pentru monede străine care sint detinute oriunde in lume (yeni în SUA, DM în Japonia). Deoarece dolarul US este moneda comerciala cea mai importanta - şi pentru că SUA are de mulţi ani a avut un deficit comercial uriaş - există o piaţă de multe miliarde de Eurodollari, inclusiv ţările exportatoare de petrol „petrodolari” Deşi o bancă centrală poate determina rata minima de imprumut pentru moneda sa naţională nu are nici un control asupra valutei straine. In plus, băncile nu sunt obligate să depună pentru oricare din activele Eurocurrency lor la 0% dobândă cu banca centrală, ceea ce înseamnă că le pot oferi, de obicei, rate mai bune de la debitori şi deponenţilor decât în ţara de origine.




Butmalai Ion/ Vodeaniuc Vadim

Theory X and theory Y.

Theory X and Theory Y.



In the Human side of enterprise, Douglas McGregor outlined two opposing theories of work and motivation. What he calls Theory X is the traditional approach to workers and working which assumes that people are lazy and dislike work, and that they have to be both threatened (for example, with losing their job) and rewarded. It assumes that most people are incapable of taking responsibility for themselves and have to be looked after. Theory Y, on the contrary, assumes that people have a psychological need to work and want achievement and responsibility.
Later theorists argued that Theory Y makes much greater demands on both workers and managers than McGregor realized. Abraham Maslow, for example, spent a year studying a Californian company that used Theory Y, and concluded that its demands for responsibility and achievement are excessive for many people. He pointed out that there are always weak and vulnerable people, with little self-discipline, who need protection against the burden of responsibility. Even strong and healthy people need the security of order and direction. Managers cannot simply substitute Theory Y for Theory X. They have to replace the security provided by Theory X with a different structure of security and certainty.

În "Latura umană a înterprinderii",Douglas McGregor a evidenţiat două teorii opuse ale muncii şi motivaţiei.Ceea,ce el denumeşte Teoria X este abordarea tradiţională a lucrătorilor şi a funcţionării ,care presupune că oamenii sunt leneşi,nu le place munca şi ei trebuie să fie atît ameninţaţi(de exemplu,pierzîndu-şi locul de muncă),cît şi remuneraţi.Aceasta presupune că majoritatea oamenilor sunt incapabili de a-şi asuma responsabilitatea şi ei trebuie sa fie supravegheaţi.Teoria y,deopotrivă,presupune că oamenii au o necesitate psihologică de a munci şi sa-şi asume realizări şi responsabităţi.
Teoreticienii ulteriori au susţinut că Teoria Y are o cerinţă mult mai mare,decît a realizat McGregor,atît pentru lucrători,cît şi pentru manageri.De exemplu,Abraham Maslow,a petrecut un an studiind o companie din California,care utiliza Teoria Y,şi a concluzionat că cerinţele acesteia faţă de responsabilitaţi şi realizări,sînt în exces pentru mulţi oameni.El a accentuat că întotdeauna au existat persoane slabe şi vulnerabile,cu un nivel insuficient de autodisciplină,care au nevoie de protecţie împotriva povării responabilităţii.Chiar şi oamenii rezistenţi şi sănătoşi au nevoie de securitate ordinii şi direcţiei.Managerii ,pur şi simplu, nu pot să substituie Teoria Y cu teoria X. Aceştia trebuie să înlocuiască securitatea promovată de teoria X cu o structură diferită a securităţii şi certitudinii.

В "Человеческом факторе предприятия" Дуглас МакГрегор выделил две противоположные теории работы и мотивации. То, что он называет теорией Х это традиционный подход к работникам и работе, который предполагает что люди ленивы и не любят работу, и что их нужно припугивать(например потерей работы) и вознаграждать. Это предполагает то, что большинство людей неспособно нести ответственность за самих себя, и за ними нужно приглядывать. Теория У, наоборот, предполагает, что люди имеют психологическую потребность работать и хотят добиться успехов и ответственности.
Позже теоретики спорили, что теория У делает более значимые запросы к обоим - рабочим и менеджерам, чем МакГрегор выполнял. Абрам Маслоу, например, потратил год изучая калифорнийскую компанию, которая использовала теорию У и пришёл к заключению, что её запросы на ответственность и достижение успеха чрезмерны для многих людей. Он подчёркивал, что всегда есть слабые и уязвимые люди, с низкой самодисциплиной, которые нуждаются в защите от бремени ответственности. Даже сильные и здороввые люди нуждаются в охране порядка и руководства. Менеджеры не могут просто заменять теорию Х на теорию У. Они должны замещать безопасность обеспеченную теорией Х с разными структурами безопасности и уверенности.

1d Summarizing

Read the text again and complete the following sentences, using your own words as much as possible.
1 According to Theory X, employers have to threaten workers because...
2 According to Theory Y, employers should give their workers responsibilities because...
3 Maslow criticized Theory Y because...
4 Maslow argued that even though they might want to be given responsibilities at work...

1b Discussion(see p.24)

Which of the following statements seems to be true to you:
1 People dislike work and avoid it if they can.
2 Work is necessary to people's psychological well-being.
3 People avoid responsibility and would rather be told what to do.
4 People are motivated mainly by money.
5 Most people are far more creative and ingenious than their employers realize.
6 People are motivated by anxiety by their security.
7 People want to be interested in their work, and given the right conditions they will enjoy it.
8 Under the right conditions, most people will accept responsibility and want to realize their own potential.


1e Disussion

One of the most important function of a manager is to motivate the employees under his/ her authority. But HOW? What kind of things motivate YOU? Which of the following factors have been or will be important for you in choosing your job?

Classify them in order of their importance.

- good administration and good labour relations
- good working conditions: enough space, light, heat and time, not too much noise and so on.
- an adequate wage or salary, and benefits such as paid holidays, sick pay, a pension and so on.
- job security.
- a challeging, interesting and creative job
- responsibility
- contact with people
- opportunities to travel
- holidays




I. Watch the video and answer the questions:
1) Who was the author of Theory X and Theory Y?
a) A. Maslow
b) D. McGregor
c) A. Smith
d) M. Friedmen

2) What factors were important both for workers and economics, according to theory of McGregor?
a) social needs
b) money
c) qualification
d) responsibility

3) What motivation factor can be considered as a social one ?
a) second
b) dominant
c) additional
d) first

4) When did McGregor write his book about Theory X and theory Y?
a) 1985
b) 1623
c) 1960
d) XVI century.

5) What is the title of this book?
a) "The human side of entreprise"
b) "People's relations"
c) "Theory of management"
d) "Ideas and innovations"

6) What types were managers divided into?
a) Financial and executive managers
b) Promotion and marketing managers
c) Theory X and theory Y managers
d) Top and medium-level managers

7) How are employees considered,according to Theory X?
a) pessimistic
b) optimistic
c) indifference
d) important

8)Which theory is similar to Theory X?
a) Confucianism
b) Taylorism
c) Keynesism
d) Legilism

9) According to the theory Y, how do employees view their job?
a) as a burden imposed on them
b) as a pleasure
c) as a responsibility
d) as a promotional tool

10) According to the theory Y, employess can be...
a) source of valuable insights and innovations
b) additional labour force
c) slaves
d) potential customers

II. In what context these words were used:

1)1960
2)Theory X
3)social needs
4)desire to work
5)Theory Y managers
6)work as a burden
7)sources of innovations
8)Taylorism
9)The human side of entreprise
10)Avoid responsibility

III. Fill in the following statements:
a) D.McGregor asserted _________ were just as important both to workers and economics.
b) D.McGregor divided managers on _________ managers and Theory Y managers.
c) Name of McGregor's book is "The _______ side of entreprise".
d) Theory X is _____ to Taylorism/scientific management.
e) The theory Y says that _______ don't view work as a burden imposed on them.
f) In theory ____ employees can be the source of innovations.
g) ______ factor can be dominant motivational factor.
h) McGregor wrote "The human side of entreprise" in ___ .
i) Theory X assemed that employees ______ work and avoid responsibility.
j) Theory Y assumed that employees take a voluntary, _____ interest in their work.

IV. True/False questions.
1) Adam Smith was the author of Theory X and Y.
2) According to the theory X and theory Y ,there are no differences between employees.
3) Theory X assumes that employees like work.
4) Theory X is similar to Taylorism.
5) Theory Y takes an optimistic view of employees.
6) In both theories people avoid responsibility.
7) Managers can use only theory X on practise.
8) The book "The human side of entreprice" was written in 1960.
9) According to the theory Y employees don't view work as a burden imposed on them.
10) Social factor can be the dominant motivational factor.

Posted by Crasneanciuc Nina and Oprea Marina.

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.

Company structure

Most of organizations have a hierarchical or pyramidal structure

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.