Fundamentals of Management
Основы менеджмента
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Тематика:
Английский язык
Издательство:
ФЛИНТА
Автор:
Ермолаева Лидия Дмитриевна
Год издания: 2019
Кол-во страниц: 86
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Вид издания:
Учебное пособие
Уровень образования:
ВО - Бакалавриат
ISBN: 978-5-9765-0654-1
Артикул: 720919.01.99
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Цель пособия — развитие навыков чтения, аудирования и устной речи на основе переработки информации оригинальных англипск их текстов и системы коммуникативно-ориентированных упражнений. Для студентов и аспирантов экономических факультетов вузов, изучающих английский язык на начальном этапе.
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- ВО - Бакалавриат
- 38.03.02: Менеджмент
- 45.03.01: Филология
- 45.03.02: Лингвистика
- ВО - Магистратура
- 38.04.02: Менеджмент
- 45.04.01: Филология
- 45.04.02: Лингвистика
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3 УДК 811.111(075.8) ББК 81.2Англ923 Е74 Серия «Экономика и управление» Гл а в н ы й р е д а к т о р др псих. н., проф., акад. РАО Д.И. Фельдштейн З а м . г л а в н о г о р е д а к т о р а др псих. н., проф., акад. РАО С.К. Бондырева Ч л е н ы р е д а к ц и о н н о й к о л л е г и и: др псих. н., проф., акад. РАО Ш.А. Амонашвили; др пед. н., членкорр. РАО В.А. Болотов; др псих. н., проф., акад. РАО А.А. Деркач; др псих. н., проф., акад. РАО А.И. Донцов; др псих. н., проф., акад. РАО И.В. Дубровина; др псих. н., проф. В.П. Зинченко; др филол. н., проф., акад. РАО В.Г. Костомаров; др пед. н., проф., акад. РАО Н.Н. Малофеев; др физ.мат. н., проф., акад. РАО В.Л. Матросов; др пед. н., проф., акад. РАО Н.Д. Никандров; др псих. н., проф., акад. РАО В.В. Рубцов; др пед. н., проф., акад. РАО М.В. Рыжаков; др ист. н., проф. Э.В. Сайко Р е ц е н з е н т ы: кафедра иностранных языков Владимирского педагогического университета; доцент, канд. педагог. наук, зав. кафедрой иностранных языков Владимирского юридического института А.В. Подстрахова Е74 Ермолаева Л.Д. Fundamentals of Management. Основы менеджмента [Электронный ресурс] : учеб. пособие / Л.Д. Ермолаева. — 5е изд., стере. — М. : ФЛИНТА, 2019. — 86 с. ISBN 9785976506541 Цель пособия — развитие навыков чтения, аудирования и устной речи на основе переработки информации оригинальных английск их текстов и системы коммуникативноориентированных упражнений. Для студентов и аспирантов экономических факультетов вузов, изучающих английский язык на начальном этапе. УДК 811.111(075.8) ББК 81.2Англ923 ISBN 9785976506541 © Ермолаева Л.Д., 1997 © Издательство «ФЛИНТА», 2014 CONTENTS Предисловие .......................................................................................... 4 BASIC READING. .................................................................................... 5 UNIT I. The Fundamentals of Management . ........................... 5 UNIT II. Organizing for Business .............................................. 21 UNIT III. Human Resource Management ................................. 39 UNIT IV. Financial Management .............................................. 54 SUPPLEMENTARY READING ................................................................ 66 UNIT I. The Quality of Work in America ................................ 66 UNIT II. Why Ethics? ................................................................. 74 UNIT III. Your Company’s Most Valuable Assert: Intellectual Capital ..................................................... 79 REFERENCES. ...................................................................................... 85
3 УДК 811.111(075.8) ББК 81.2Англ923 Е74 Серия «Экономика и управление» Гл а в н ы й р е д а к т о р др псих. н., проф., акад. РАО Д.И. Фельдштейн З а м . г л а в н о г о р е д а к т о р а др псих. н., проф., акад. РАО С.К. Бондырева Ч л е н ы р е д а к ц и о н н о й к о л л е г и и: др псих. н., проф., акад. РАО Ш.А. Амонашвили; др пед. н., членкорр. РАО В.А. Болотов; др псих. н., проф., акад. РАО А.А. Деркач; др псих. н., проф., акад. РАО А.И. Донцов; др псих. н., проф., акад. РАО И.В. Дубровина; др псих. н., проф. В.П. Зинченко; др филол. н., проф., акад. РАО В.Г. Костомаров; др пед. н., проф., акад. РАО Н.Н. Малофеев; др физ.мат. н., проф., акад. РАО В.Л. Матросов; др пед. н., проф., акад. РАО Н.Д. Никандров; др псих. н., проф., акад. РАО В.В. Рубцов; др пед. н., проф., акад. РАО М.В. Рыжаков; др ист. н., проф. Э.В. Сайко Р е ц е н з е н т ы: кафедра иностранных языков Владимирского педагогического университета; доцент, канд. педагог. наук, зав. кафедрой иностранных языков Владимирского юридического института А.В. Подстрахова Ермолаева Л.Д. Е74 Fundamentals of Management. Основы менеджмента [Электронный ресурс] : учеб. пособие / Л.Д. Ермолаева. — 4е изд., стереотип. — М. : ФЛИНТА, 2014. — 88 с. ISBN 9785976506541 Цель пособия — развитие навыков чтения, аудирования и устной речи на основе переработки информации оригинальных английских текстов и системы коммуникативноориентированных упражнений. Для студентов и аспирантов экономических факультетов вузов, изучающих английский язык на начальном этапе. УДК 811.111(075.8) ББК 81.2Англ923 ISBN 9785976506541 © Ермолаева Л.Д., 1997 © Издательство «ФЛИНТА», 2014 CONTENTS Предисловие .......................................................................................... 4 BASIC READING. .................................................................................... 5 UNIT I. The Fundamentals of Management . ........................... 5 UNIT II. Organizing for Business .............................................. 21 UNIT III. Human Resource Management ................................. 39 UNIT IV. Financial Management .............................................. 54 SUPPLEMENTARY READING ................................................................ 66 UNIT I. The Quality of Work in America ................................ 66 UNIT II. Why Ethics? ................................................................. 74 UNIT III. Your Company’s Most Valuable Assert: Intellectual Capital ..................................................... 79 REFERENCES. ...................................................................................... 85
5 BASIC READING UNIT I. The Fundamentals of Management Key Terms (These are the words which first appear in Unit I) 1. аssumption — допущение, предположение 2. conceptual skills — концептуальные способности 3. deviation — отклонение 4. evidence — свидетельство, доказательство 5. flaw — недостаток, упущение, ошибка 6. tо get somebody — заставить коголибо сделать чтоto do smth. либо 7. hierarchy — иерархия 8. humanrelations skills — гуманитарные способности 9. tо implement — выполнять, осуществлять 10. innovative — производящая перемены, вводящая новшества 11. tо interact — взаимодействовать 12. longrange effects — долгосрочные результаты 13. tо make a schedule — составлять график, расписание 14. management bу — управление методом оценки эффекobjective (MBO) тивности 15. tо mesh with — быть связанным something 16. middle managers = — менеджеры среднего звена middle management 17. operating managers = — контролёры, менеджеры низшего supervisory manaзвена gement ПРЕДИСЛОВИЕ Предлагаемое Вашему вниманию учебное пособие предназначено для использования в учебном процессе студентамименеджерами на третьем этапе обучения иностранному языку в неязыковом вузе. Данное учебное пособие имеет практическую направленность, его основной целью является развитие навыков чтения, аудирования и устной речи. Использованы современные материалы из оригинальных английских и американских источников, обработанные для студентовменеджеров. Лексика по менеджменту вводится тематически, закрепляется в разнообразных упражнениях, включая упражнения на аудирование, и находит свое применение в дискуссиях и ролевых играх. Учебное пособие состоит из четырех глав и хрестоматии. В главах представлена терминология по тематике: основы управления, предпринимательская (деловая) структура, управление трудовыми ресурсами, управление финансами. Каждая глава снабжена словарем. В хрестоматию включены тексты на тему менеджмента. Автор стремится к тому, чтобы студенты не только получили информацию о будущей специальности, но также научились высказывать свое собственное мнение, принимать самостоятельные решения по поставленным проблемам. Автор благодарит Р.А. Сёмину, ст. преп. кафедры иностранных языков ВлГУ; А.В. Подстрахову, доцента кафедры иностранных языков ВЮИ МВД РФ, за ценные замечания, высказанные ими в процессе работы над рукописью.
5 BASIC READING UNIT I. The Fundamentals of Management Key Terms (These are the words which first appear in Unit I) 1. аssumption — допущение, предположение 2. conceptual skills — концептуальные способности 3. deviation — отклонение 4. evidence — свидетельство, доказательство 5. flaw — недостаток, упущение, ошибка 6. tо get somebody — заставить коголибо сделать чтоto do smth. либо 7. hierarchy — иерархия 8. humanrelations skills — гуманитарные способности 9. tо implement — выполнять, осуществлять 10. innovative — производящая перемены, вводящая новшества 11. tо interact — взаимодействовать 12. longrange effects — долгосрочные результаты 13. tо make a schedule — составлять график, расписание 14. management bу — управление методом оценки эффекobjective (MBO) тивности 15. tо mesh with — быть связанным something 16. middle managers = — менеджеры среднего звена middle management 17. operating managers = — контролёры, менеджеры низшего supervisory manaзвена gement ПРЕДИСЛОВИЕ Предлагаемое Вашему вниманию учебное пособие предназначено для использования в учебном процессе студентамименеджерами на третьем этапе обучения иностранному языку в неязыковом вузе. Данное учебное пособие имеет практическую направленность, его основной целью является развитие навыков чтения, аудирования и устной речи. Использованы современные материалы из оригинальных английских и американских источников, обработанные для студентовменеджеров. Лексика по менеджменту вводится тематически, закрепляется в разнообразных упражнениях, включая упражнения на аудирование, и находит свое применение в дискуссиях и ролевых играх. Учебное пособие состоит из четырех глав и хрестоматии. В главах представлена терминология по тематике: основы управления, предпринимательская (деловая) структура, управление трудовыми ресурсами, управление финансами. Каждая глава снабжена словарем. В хрестоматию включены тексты на тему менеджмента. Автор стремится к тому, чтобы студенты не только получили информацию о будущей специальности, но также научились высказывать свое собственное мнение, принимать самостоятельные решения по поставленным проблемам. Автор благодарит Р.А. Сёмину, ст. преп. кафедры иностранных языков ВлГУ; А.В. Подстрахову, доцента кафедры иностранных языков ВЮИ МВД РФ, за ценные замечания, высказанные ими в процессе работы над рукописью.
7 or supervisory management, coordinate the work of those who are not managers (Fig. 2). Top managers Middle managers Supervisory managers Individual contributors Fig. 2. Management hierarchy Managerial skills fall into three basic areas: technical skills, humanrelations skills, and conceptual skills. Top managers rely heavily on conceptual and humanrelations skills. Operating managers, in addition to humanrelations skills, must have technical skills. Technical skills are needed to perform the mechanics of a particular job and include some technical managerial skills known as administrative skills (e.g., the ability to make schedules and read computer printouts). Humanrelations skills are those required to understand other people, to interact effectively with them, and to get them to work as a team. All managers need the humanrelations skills called communication, which is the ability to communicate effectively both orally and in writing. Conceptual skills are those that enable the manager to understand the relationship of the parts to the whole, that is to see the “big picture”. Managers must be able to imagine the longrange effects of their decisions. Decision making is a conceptual skill and involves (1) watching for problems, (2) identifying problems and pinpointing possible solutions, (3) finding alternative courses of action, (4) examining options, and (5) choosing a course of action (Fig. 3). 18. tо pinpoint — точно определять, указывать 19. tо proceed with — продолжать, возобновлять делать чтолибо, приступать к чемулибо 20. tо suit to — удовлетворять требованиям; быть пригодным, полезным; соответствовать, подходить 21. trait — черта характера, характерная особенность 22. upperlevel managers = — высшие менеджеры top management Text A. THE FUNDAMENTALS OF MANAGEMENT Read and translate the text and do the exercises that follow. Management is the coordination of an organization’s resources (e.g., land, labor, and capital) to meet an objective. It is necessary in all organizations (Fig. 1). Management Production management Financial management Marketing Fig. 1. Management The managerial staff usually consists of three levels of management. These three levels form a management hierarchy, a structure with top, middle, and bottom. Upperlevel managers, or top management, have the most power and responsibility; middle managers, or middle management, have somewhat less power and responsibility and implement the broad goals set by top management; and operating managers, Marketing, management Prodaction management Financial management Management
7 or supervisory management, coordinate the work of those who are not managers (Fig. 2). Top managers Middle managers Supervisory managers Individual contributors Fig. 2. Management hierarchy Managerial skills fall into three basic areas: technical skills, humanrelations skills, and conceptual skills. Top managers rely heavily on conceptual and humanrelations skills. Operating managers, in addition to humanrelations skills, must have technical skills. Technical skills are needed to perform the mechanics of a particular job and include some technical managerial skills known as administrative skills (e.g., the ability to make schedules and read computer printouts). Humanrelations skills are those required to understand other people, to interact effectively with them, and to get them to work as a team. All managers need the humanrelations skills called communication, which is the ability to communicate effectively both orally and in writing. Conceptual skills are those that enable the manager to understand the relationship of the parts to the whole, that is to see the “big picture”. Managers must be able to imagine the longrange effects of their decisions. Decision making is a conceptual skill and involves (1) watching for problems, (2) identifying problems and pinpointing possible solutions, (3) finding alternative courses of action, (4) examining options, and (5) choosing a course of action (Fig. 3). 18. tо pinpoint — точно определять, указывать 19. tо proceed with — продолжать, возобновлять делать чтолибо, приступать к чемулибо 20. tо suit to — удовлетворять требованиям; быть пригодным, полезным; соответствовать, подходить 21. trait — черта характера, характерная особенность 22. upperlevel managers = — высшие менеджеры top management Text A. THE FUNDAMENTALS OF MANAGEMENT Read and translate the text and do the exercises that follow. Management is the coordination of an organization’s resources (e.g., land, labor, and capital) to meet an objective. It is necessary in all organizations (Fig. 1). Management Production management Financial management Marketing Fig. 1. Management The managerial staff usually consists of three levels of management. These three levels form a management hierarchy, a structure with top, middle, and bottom. Upperlevel managers, or top management, have the most power and responsibility; middle managers, or middle management, have somewhat less power and responsibility and implement the broad goals set by top management; and operating managers, Marketing, management Prodaction management Financial management Management
9 Planning involves the establishment of objectives for the organization and the attempt to determine the best way to accomplish them. Planning also requires careful evaluation of basic assumptions. Management by objective (MBO) was introduced in the 1950s to aid in planning. Its aim is to communicate clearly the firm’s goals to subordinate managers and then give each the opportunity to structure personal goals and work procedure that mesh with the company’s larger objectives. Organizing is the process of arranging the firm’s resources (primarily people) to carry out its plans. Managers must determine a division of labor best suited to accomplishing the organization’s objectives and they proceed with staffing the various positions (i.e., finding and selecting workers). Getting people to work effectively and willingly involves the activity of directing. This function of management includes motivating and leading. Establishment of objectives Distribution of work Departmentalization Coordination Performance of work Fig. 5. Process of organizing Although trait theory suggests that people with certain specific characteristics make better leaders, in fact, whether a person will be successful as a leader often depends primarily on the situation. There is some evidence that the leadership style needed for a young, innovative, high growth company is very different from what is needed to manage the mature firm. Controlling is the process of ensuring that the Planning Organizing Leading and controlling HUMANRELATIONS SKILLS Fig. 3. Skills of managers The four functions of management are planning, organizing, directing, and controlling (Fig. 4). Fig. 4. Process of management TECHICAL SKILLS 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 Planning Organizing Controlling Leading
9 Planning involves the establishment of objectives for the organization and the attempt to determine the best way to accomplish them. Planning also requires careful evaluation of basic assumptions. Management by objective (MBO) was introduced in the 1950s to aid in planning. Its aim is to communicate clearly the firm’s goals to subordinate managers and then give each the opportunity to structure personal goals and work procedure that mesh with the company’s larger objectives. Organizing is the process of arranging the firm’s resources (primarily people) to carry out its plans. Managers must determine a division of labor best suited to accomplishing the organization’s objectives and they proceed with staffing the various positions (i.e., finding and selecting workers). Getting people to work effectively and willingly involves the activity of directing. This function of management includes motivating and leading. Establishment of objectives Distribution of work Departmentalization Coordination Performance of work Fig. 5. Process of organizing Although trait theory suggests that people with certain specific characteristics make better leaders, in fact, whether a person will be successful as a leader often depends primarily on the situation. There is some evidence that the leadership style needed for a young, innovative, high growth company is very different from what is needed to manage the mature firm. Controlling is the process of ensuring that the Planning Organizing Leading and controlling HUMANRELATIONS SKILLS Fig. 3. Skills of managers The four functions of management are planning, organizing, directing, and controlling (Fig. 4). Fig. 4. Process of management TECHICAL SKILLS 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 1234567890123456789012 Planning Organizing Controlling Leading
11 II. Tell whether each of the following statements is true or false. Base your choice on the reading. Correct false statements to make them true. 1. Every type of organization, regardless of size or purpose, requires management. 2. Management skills are basically applied in the same way across various industries, organizations, and management levels. 3. For most managers, a substantial part of any business day is connected with communication. 4. Every plan is based upon a set of basic assumptions. 5. Each level of a management hierarchy performs four functions. 6. Technical skills are most needed by toplevel managers. 7. Top managers spend more time and energy in directing activities than operating managers. 8. Supervisory management usually has a major in designing the formal organization structure. III. Select the correct phrase to finish each of the following statements. 1. For most organizations, management can be divided into ... a) top management, upperlevel management, and operating management; b) top management, upperlevel management, and lowerlevel management; c) top management, middle management, and supervisory management; d) upperlevel management, middle management, and workers. 2. Supervisory managers are also known as ... a) middle managers; b) operating managers; c) upperlevel managers; d) frontline managers. firm’s objectives are actually being attained by monitoring progress and, if necessary, correcting any deviations. This function serves to pinpoint flaws in the other three managerial functions. Like directing, controlling is especially important on the middle and lower management levels (Fig. 5). Text Analysis and Discussion I. Match the following terms on the left with the correct definitions on the right. 1. Management a. The process of establishing objectives for an organization and determining the best way to accomplish them. 2. Hierarchy b. The process of getting people to work effectively and willingly. 3. Planning c. The process of communicating the goals of the organization to subordinate managers and giving them the opportunity to structure personal goals to mesh with organizational objectives. 4. Goals d. The process of arranging resources particularly people, to carry out the organization’s plans. 5. Objectives e. Specific goals. 6. Management by f. A pyramidlike structure showing top, objectives middle, and lower management. 7. Organizing g. The process of ensuring that organizational objectives are being met and correcting deviations if they are. 8. Directing h. Broad, longterm targets or aims. 9. Controlling i. The process, coordinating resources to meet an objective.
11 II. Tell whether each of the following statements is true or false. Base your choice on the reading. Correct false statements to make them true. 1. Every type of organization, regardless of size or purpose, requires management. 2. Management skills are basically applied in the same way across various industries, organizations, and management levels. 3. For most managers, a substantial part of any business day is connected with communication. 4. Every plan is based upon a set of basic assumptions. 5. Each level of a management hierarchy performs four functions. 6. Technical skills are most needed by toplevel managers. 7. Top managers spend more time and energy in directing activities than operating managers. 8. Supervisory management usually has a major in designing the formal organization structure. III. Select the correct phrase to finish each of the following statements. 1. For most organizations, management can be divided into ... a) top management, upperlevel management, and operating management; b) top management, upperlevel management, and lowerlevel management; c) top management, middle management, and supervisory management; d) upperlevel management, middle management, and workers. 2. Supervisory managers are also known as ... a) middle managers; b) operating managers; c) upperlevel managers; d) frontline managers. firm’s objectives are actually being attained by monitoring progress and, if necessary, correcting any deviations. This function serves to pinpoint flaws in the other three managerial functions. Like directing, controlling is especially important on the middle and lower management levels (Fig. 5). Text Analysis and Discussion I. Match the following terms on the left with the correct definitions on the right. 1. Management a. The process of establishing objectives for an organization and determining the best way to accomplish them. 2. Hierarchy b. The process of getting people to work effectively and willingly. 3. Planning c. The process of communicating the goals of the organization to subordinate managers and giving them the opportunity to structure personal goals to mesh with organizational objectives. 4. Goals d. The process of arranging resources particularly people, to carry out the organization’s plans. 5. Objectives e. Specific goals. 6. Management by f. A pyramidlike structure showing top, objectives middle, and lower management. 7. Organizing g. The process of ensuring that organizational objectives are being met and correcting deviations if they are. 8. Directing h. Broad, longterm targets or aims. 9. Controlling i. The process, coordinating resources to meet an objective.
13 managers ... their personal goals with the company’s larger goals. 5. To be good leaders, people must possess certain specific ... . 6. The controlling process ensures ... and correcting any ... or ... in the other three functions. 7. The leadership style needed to manage the ... firm is very different from what is needed for young ... company. V. Read the questions given below and use them as a basis for discussion in your group or giving individual comments on the problems outlined here. If necessary, refer to the text again. 1. Why do you think management is necessary in all types of organizations? Must the managerial staff consist of three levels of management in all organizations? What would happen if there were no proper management in an organization? 2. Could you comment on three kinds of managerial skills? What kinds of skills must middle managers have? Why do you think all top managers are required to have conceptual skills? Can you give any reasons why managers of all levels must possess humanrelations skills? 3. Given the list of the major functions of management, could you comment on their importance for each level of management? Why do you think planning and organizing are closely connected? 4. Could you comment on the aims of introduction of Management by Objective? Why is the controlling process very important for the other three managerial functions? 5. Do you think that only certain specific traits make good leaders or there may be some objective reasons to be a good leader? What traits do you consider to be the most important for a successful manager? Project Analyzing Style of Management The purpose of this project is to investigate the nature of management and to analyze different aspects of a particular manager’s style. Write down the information concerning a particular member of management according to the plan given below. This individual may be at the top level, middle 3. The step that does not comprise the decision making process ... a) identifying the problem and pinpointing goals for the solution; b) examining the options; c) finding possible courses of action; d) choosing a course of action. 4. The functions of management do not include ... a) planning; b) organizing; c) financing; d) directing; e) controlling. 5. Management by objectives (MBO) involves ... a) establishing overall corporate goals; b) developing personal goals consistent with corporate goals; c) monitoring actual performance in relation to goals on a routine basis; d) evaluating the actual achievement of goals at periodic time intervals; e) all of the above. 6. A true leader has ... a) the ability to conceptualize and see the nonobvious; b) the ability to inspire others to share his or her vision; c) a high tolerance for failure; d) all of the above. IV. Fill in the blanks in the following sentences with appropriate key terms. 1. ... managers have the most power and take over all responsibility, ... managers are chiefly responsible for implementing goals, and ... managers are responsible for coordinating the work of all who are not managers. 2. Organizing involves a ... of labor and ... various positions. 3. The process of directing involves giving employees a reason to perform their best, or ... ; it also involves showing employees how to do the job, or ... . 4. The introduction of MBO allowed the subordinate
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