Unit 7: BUSINESS MANAGEMENT

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Aims and Objectives

In this unit you will learn and practise vocabulary related to business management.

You will practise the following skills and functions:

  • reading for information
  • summarising written information
  • interview advice

The grammar of this unit includes:

  • Question forms
  • Prepositions

Business Management

Exercise 1: Cloze

Now complete the summary below:

Read the following text:

What is Business Management?

Modern business management began as an offshoot of economics in the 19th century. Most classical economists wrote about theoretical aspects of economics such as factors of production, supply and demand, but others began to introduce concepts such as standardization, quality control, cost accounting and work planning. By the late 19th century the human element was introduced, with theories of worker training, motivation and organisational structure. By the middle of the 20th century, business management was increasingly recognised as a discipline in its own right, and came to consist of a number of separate branches, such as Human Resources, Operations or Production, Strategic Management, or Financial Management. In the 21st century the term is applied to even more aspects of business, e.g. Change Management, Customer Relations Management, Marketing Management, Quality Management. In a small organisation the manager might be responsible for all of these branches, but a large company might have a General Manager and area-specific managers, such as a Marketing Manager. Nowadays the term 'management' is sometimes used to refer to problems of everyday life and we hear about Stress, Pain, and Anger Management. What about the Stress Manager, the Pain Manager, the Anger Manager, though? Who are they? Well, that's you and me of course.

Transcript:

Summary

Since the mid-20th century, Business Management has become recognised as a discipline in its own right, although it began earlier as an offshoot of classical economics. It now consists of a number of separate branches. In a small company, one manager might be responsible for everything, but a large company might have more than one manager. Management of problems in modern everyday life such as stress, pain or anger are of course each individual’s own responsibility.

Summary

Since the mid-20th century, Business Management ? become recognised as a discipline in its ? right, although it began earlier as an ? of classical ?. It now ? of a number of separate ?. In a ? company, one manager might be responsible for everything, but a large company might have more than ? manager. Management of problems in modern everyday life ? as stress, ? or anger are of course each individual’s own responsibility.

Exercise 2: Listening

Now listen to the recording of the text of the previous exercise:

Recording:

Exercise 3: Cloze

Complete the following questions:

Transcript:

How did Business Management begin?

What did classical economists write about ?

What change took place in Business Management towards the end of the 19th century?

When did Business Management become recognised as a discipline in its own right?

What new aspects of business is the term ‘management’ applied to ?

  1. How Business Management begin?
    ?
  2. What did classical economists write ?
    ?
  3. What change place in Business Management towards the end of the 19th century?
    ?
  4. When did Business Management recognised as a discipline in its own right?
    ?
  5. What new aspects of business is the term ‘management’ applied ?
    ?

Exercise 4: Multiple Choice Questions

Now answer these questions:

  1. How did Business Management begin?
    a. 
    b. 
    c. 
    ?
  2. What did classical economists write about?
    a. 
    b. 
    c. 
    ?
  3. What change took place in Business Management towards the end of the 19th century?
    a. 
    b. 
    c. 
    ?
  4. When did Business Management become recognised as a discipline in its own right?
    a. 
    b. 
    c. 
    ?
  5. What new aspects of business is the term ‘management’ applied to?
    a. 
    b. 
    c. 
    ?

Exercise 5: Cloze

Complete the following questions with the correct preposition:

Explanation:

Remember: in questions with a preposition we usually put the preposition at the end in modern English.

Example: We would NOT say 'From where are you?' but 'Where are you from?'.

Transcript:

What is a Marketing Manager responsible for ?

What does the term ‘anger management’ refer to ?

What did classical economists write about ?

Who was ‘Das Kapital’ written by ?

Who did you make out the invoice to ?

What magazine did you read the article in ?

What part of Poland does he come from ?

What year were you born in ?

What date are you arriving on ?

What time are you arriving at ?

Who did you go to Moscow with?

  1. What is a Marketing Manager responsible ?
    ?
  2. What does the term ‘anger management’ refer ?
    ?
  3. What did classical economists write ?
    ?
  4. Who was ‘Das Kapital’ written ?
    ?
  5. Who did you make out the invoice ?
    ?
  6. What magazine did you read the article ?
    ?
  7. What part of Poland does he come ?
    ?
  8. What year were you born ?
    ?
  9. What date are you arriving ?
    ?
  10. What time are you arriving ?
    ?
  11. Who did you go to Moscow ?
    ?

Exercise 6: Listening

Now listen and repeat in the spaces provided:

Recording:

Exercise 7: Multiple Choice Questions

In this exercise choose the opposite of the quality described:

  1. Billy Bold is very individualistic.
    a. 
    b. 
    c. 
    ?
  2. Billy Bold is assertive, authoritative and competitive.
    a. 
    b. 
    c. 
    ?
  3. Billy Bold is happy to take risks.
    a. 
    b. 
    c. 
    ?
  4. Billy Bold is decisive and prefers to take quick decisions by himself.
    a. 
    b. 
    c. 
    ?
  5. Billy Bold is logical, rational and analytic.
    a. 
    b. 
    c. 
    ?

Exercise 8: Exposed Cloze

Use the correct word or expression from the list below to fill in the gaps in the sentences.

  • budgets
  • competitive
  • dealing
  • likely
  • power
  • suceeds
  • taking
  • wrong
Transcript:

Managers control budgets , people, processes, or any combination of these. Management is about dealing with people, planning, directing, decision making and taking responsibility. In management you have the power to change things, to make a difference. When a department or business suceeds, the manager can take credit for the success but he or she can be held responsible when things go wrong. As a manager, you are more likely to command a high salary, but it can also be stressful. The manager is in a position of power and colleagues may not always appreciate that. Management can be competitive and isolating.

Managers control ? , people, processes, or any combination of these. Management is about ? with people, planning, directing, decision making and ? responsibility. In management you have the ? to change things, to make a difference. When a department or business ?, the manager can take credit for the success but he or she can be held responsible when things go ?. As a manager, you are more ? to command a high salary, but it can also be stressful. The manager is in a position of power and colleagues may not always appreciate that. Management can be ? and isolating.

Exercise 9: True/False Statements

For each of the statements below, choose True or False.

Read the following text:

A lot of disabled people are good problem solvers because of the sort of life they've had to go through. We can bring different approaches to problem solving and to working with people. Something I have to think about in my new job is how to be taken seriously. People are not used to being managed by a disabled person, or working with someone who is using a support worker, or specialist equipment. They're used to thinking of disabled people as people they provide a service to, particularly in public service. They don't think of disabled people as creative managers who will manage them. You can gain some experience of management by serving on the management committee of a voluntary organisation, and getting involved in the recruitment of staff, the financial planning or the strategic management of the organisation. Some voluntary groups offer free training for their management committee members.

(From a booklet produced by the Association of Disabled Professionals)

  1. The person who wrote this text is disabled.


    ?
  2. The disabled can contribute different ways of solving problems and working with people.


    ?
  3. People who are not disabled may find it strange to be managed by a disabled person.


    ?
  4. It is impossible for disabled people to manage people who are not disabled.


    ?
  5. The writer thinks it is a bad idea to help in the management of a voluntary organisation.


    ?
  6. Voluntary organisations sometimes train their members to take part in management.


    ?

Exercise 10: Multiple Choice Questions

To decide whether a career in management is right for you, you have to weigh the pros and cons, i.e. the arguments for or against. In this exercise, choose A or B, depending on whether the statement given represents (at least for most people!) an argument for or against being a manager:

  1. Managers usually have more prestige than others.
    a. 
    b. 
    ?
  2. Feedback from your efforts as a manager is not usually immediate.
    a. 
    b. 
    ?
  3. Most managers receive a higher salary.
    a. 
    b. 
    ?
  4. Life at the top can be lonely.
    a. 
    b. 
    ?
  5. Managers have more responsibility and liability.
    a. 
    b. 
    ?
  6. Becoming a manager can give you a sense of personal accomplishment.
    a. 
    b. 
    ?
  7. There is a lot of competition in the world of management.
    a. 
    b. 
    ?
  8. Managers have more power than others.
    a. 
    b. 
    ?

Exercise 11: Gap Filling

Read each of the following 8 short texts on the pros and cons of being a manager, and choose the most appropriate summary, A, B or C, for each one:

  1. The top manager in a company, the Chief Executive Officer (CEO), is paid more than anyone else in the company. Managers below the CEO are generally paid more than others in their group as well, but not always. Smart companies pay their people based on their value to the company, not on their title or position, so a team of top scientists may be paid more than the person who manages them.
    ?
  2. Managers usually get more ____ than other employees.
    a. 
    b. 
    c. 
    ?
  3. Most people believe managers have more power than the people in their groups, but true power cannot be delegated to you from above. It comes from making your group successful and from the support your subordinates are willing to give you.
    ?
  4. ____ is something you have to earn.
    a. 
    b. 
    c. 
    ?
  5. In our society, people value titles. A title like Senior Vice President for Worldwide Marketing sounds more impressive than Research Chemist. However, the marketing person may work for a 3-person company while the chemist works for a major oil company and earns much more.
    ?
  6. Many people think that ____ depends on an impressive title.
    a. 
    b. 
    c. 
    ?
  7. If your goal is to be CEO of General Motors and power, prestige, and money are your definition of success, you had better start on a management career straightaway. If you measure success by friendships and how soundly you sleep at night, a management career can give you that, but so can many others.
    ?
  8. An ambitious person might get a sense of personal ____ and satisfaction from being a top manager.
    a. 
    b. 
    c. 
    ?
  9. You can’t be as close to the employees in your group when you are the boss. You need to be a little removed from them in order to make the hard decisions. Many first time supervisors, promoted from within the group to supervise it, are amazed at how quickly former friends become cold and distant.
    ?
  10. You may lose friends, and life can be ____ at the top.
    a. 
    b. 
    c. 
    ?
  11. A painter finds out almost immediately whether or not he’s doing a good job. Is the paint the right colour? A programmer also finds out pretty quickly whether or not a new sub-routine runs. Management isn’t that way. Goals are usually more long-term, quarterly or even annual.
    ?
  12. In many jobs people get quick ____ on their work, but managers don’t.
    a. 
    b. 
    c. 
    ?
  13. You may encourage your employees to make many of their own decisions, but the ultimate responsibility for these decisions rests with you. If you fail in any of these responsibilities, you may be held legally liable.
    ?
  14. Delegating in others does not free a manager from ultimate responsibility or even legal ____ .
    a. 
    b. 
    c. 
    ?
  15. There are always other people after your job. They may not agree with your decisions. You may have made a mistake and they will use that to try and push you aside, and the higher you go, the worse it is.
    ?
  16. Managers have to face ____ from their colleagues.
    a. 
    b. 
    c. 
    ?

Exercise 12: Multiple Choice Questions

You have read some Pros and Cons, now let’s look at some DOs and DON’Ts, i.e. things that you should do or not do as a new manager. Choose A or B, depending on whether you think it is something you should do or should not do:

  1. Be afraid to use your initiative.
    a. 
    b. 
    ?
  2. Think you know everything.
    a. 
    b. 
    ?
  3. Take time to get to know the people in your group.
    a. 
    b. 
    ?
  4. Show that you are human, that you can laugh and show emotion.
    a. 
    b. 
    ?
  5. Insist on showing everyone who is in charge.
    a. 
    b. 
    ?
  6. Spend time with your boss to receive guidance and training.
    a. 
    b. 
    ?
  7. Waste time worrying about problems or problem employees instead of finding a solution.
    a. 
    b. 
    ?
  8. Change everything that isn’t done the way you would do it.
    a. 
    b. 
    ?
  9. Stand up for the people in your group and make sure they are treated properly.
    a. 
    b. 
    ?
  10. Be prepared to shoulder the responsibility for everything, whether you did it, or knew about it, or not.
    a. 
    b. 
    ?

Exercise 13: True/False Statements

Read this extract from a university prospectus on Business Management studies, and answer the questions below:

Read the following text:

The course provides a broad foundation in all areas of business with an emphasis on developing business skills as well as academic knowledge. The final year provides the opportunity to specialise in a major business function such as marketing, human resources management, finance, operations management or international business. In particular the Business Strategy module enables students to integrate knowledge gained from earlier study while Managing People prepares them for future roles in management.

Syllabus

Year 1 Business Statistics; Principles of Marketing; Law for Business; Accounting for Business; Economics for Business.

Year 2 Business Process Management; Organisational Behaviour and Human Resources; Business Information Systems; Accounting for Business; International Business Analysis; Research Methods

Year 3 Business Strategy; Managing People; Dissertation or Business project; 5 options from a range of approximately 30.

  1. This is a three-year course.


    ?
  2. The course sets out to combine theory and practice.


    ?
  3. Students have no opportunity to specialise.


    ?
  4. Students must do a business project in the second year.


    ?
  5. The Business Strategy module combines knowledge from the first two years.


    ?

Exercise 14: Multiple Choice Questions

Choose the definition, A or B, that is closest in meaning to the expression from the text:

  1. ROLE
    a. 
    b. 
    ?
  2. SYLLABUS
    a. 
    b. 
    ?
  3. ACCOUNTING
    a. 
    b. 
    ?
  4. HUMAN RESOURCES
    a. 
    b. 
    ?
  5. DISSERTATION
    a. 
    b. 
    ?

Exercise 15: Selections

Read the following Job Advertisement and answer the questions below:

  1. a. 
    b. 
    c. 
    ?
  2. a. 
    b. 
    c. 
    ?
  3. a. 
    b. 
    c. 
    ?
  4. a. 
    b. 
    c. 
    ?

Exercise 16: Listening

Now listen to the recording of the text of the previous exercise:

Recording:

Exercise 17: Exposed Cloze

Choose the correct word to complete the sentences below:

  • background
  • convey
  • depot
  • hire
  • join
  • loss
  • overall
  • profit
  • shortly
  • target
Transcript:

At the end of the day all the buses return to the depot.

Please convey my congratulations to your brother on his recent appointment.

Now look here, Smith. This is the third month running that you’ve failed to reach your sales target.

There are no trains, planes or buses. We’ll have to hire a car.

I’m afraid Miss Balzac is out at the moment, but she’ll be back shortly.

Although she had a background in Medieval History she managed to get a job in Marketing.

If we don’t cut down on costs we’ll never make a profit.

Would you like to join me for a drink after work?

The loss of customers is due to that new manager they took on. He’s a total disaster.

Some of her answers were a bit unorthodox, but the interviewer’s overall impression was positive.

  1. At the end of the day all the buses return to the .
    ?
  2. Please my congratulations to your brother on his recent appointment.
    ?
  3. Now look here, Smith. This is the third month running that you’ve failed to reach your sales .
    ?
  4. There are no trains, planes or buses. We’ll have to a car.
    ?
  5. I’m afraid Miss Balzac is out at the moment, but she’ll be back .
    ?
  6. Although she had a in Medieval History she managed to get a job in Marketing.
    ?
  7. If we don’t cut down on costs we’ll never make a .
    ?
  8. Would you like to me for a drink after work?
    ?
  9. The of customers is due to that new manager they took on. He’s a total disaster.
    ?
  10. Some of her answers were a bit unorthodox, but the interviewer’s impression was positive.
    ?

Exercise 18: Listening

Now listen and repeat in the spaces provided:

Recording:

Exercise 19: Cloze

Bob Sharp applied for the job with WalTran and went for an interview with the Human Resources Manager, Brenda Bright. Fill in the gaps in their conversation:

Transcript:
BrendaGood morning, Mr Sharp. Do take a seat, please.
BobRight, OK. Oh, and you can call me Bob. Nice office you’ve got !
BrendaEr.. thank you, Mr Sharp. Now let’s see. Can you tell me something about yourself, please?
BobYou mean, apart from what I put in my CV?
BrendaYes please, Mr Sharp. Tell me why you think you are suitable for this post.
BobOK. Sure. Well, I’m hardworking, responsible, and sensitive to other people’s feelings.
BrendaI see. And why did you leave your last job?
BobWell, I couldn’t stand the boss. She was always criticising me. Never agreed with me.
BrendaWhat do you know about our company?
BobWell, not much really. Only what I read in the ad. I thought you’d tell me a bit more ! Like where would I be working, and how much would my salary be?
BrendaThe advertisement you read says that our new depot will be in York.
BobOh really? York? A lovely place! Some great pubs there. I spent a weekend there once with one of my girlfriends ... Her name was Suzy, or was it Daisy ... a terrific blonde anyway ...
BrendaYes. That’s fascinating, I’m sure. Look Mr Sharp, we’ll get in touch with you if we decide to invite you to a second interview. All right?
BobOh, is that it?
BrendaYes, thank you, Mr Sharp. That’s all for now . Goodbye.
BobShall I give you a ring?
BrendaNo, don’t ring us. We’ll call you.
BrendaGood morning, Mr Sharp. Do take a ?, please.
BobRight, OK. Oh, and you can ? me Bob. Nice office you’ve ? !
BrendaEr.. thank you, Mr Sharp. Now let’s see. Can you ? me something about yourself, please?
BobYou mean, apart ? what I put in my CV?
BrendaYes please, Mr Sharp. Tell me ? you think you are suitable for this post.
BobOK. Sure. Well, I’m hardworking, responsible, and sensitive to ? people’s feelings.
BrendaI see. And why ? you leave your last job?
BobWell, I couldn’t stand the boss. She ? always criticising me. Never agreed ? me.
BrendaWhat do you know ? our company?
BobWell, not ? really. Only ? I read in the ad. I thought you’d tell me a bit ? ! Like where would ? be working, and how ? would my salary be?
BrendaThe advertisement you read says that our new depot ? be in York.
BobOh really? York? A lovely place! Some great pubs there. I spent a weekend there once with one of my girlfriends ... Her name was Suzy, or was it Daisy ... a terrific blonde anyway ...
BrendaYes. That’s fascinating, I’m sure. Look Mr Sharp, we’ll get in touch ? you if we decide to invite you to a second interview. All right?
BobOh, is that it?
BrendaYes, thank you, Mr Sharp. That’s all for ? . Goodbye.
BobShall I ? you a ring?
BrendaNo, don’t ring us. We’ll call you.

Exercise 20: Listening

Now listen to the recording of the conversation in the previous exercise:

Recording:

Exercise 21: True/False Statements

For each of the statements below, choose True or False.

  1. Bob’s interview was successful.


    ?
  2. He had prepared for the interview very well.


    ?
  3. He doesn’t seem to be very sensitive to other people’s feelings.


    ?
  4. He didn’t answer Brenda’s questions very well.


    ?
  5. Before the interview you should find out everything you can about the company.


    ?
  6. Brenda was fascinated to hear about Bob’s girlfriends.


    ?
  7. Bob would probably have been a good manager for WalTran’s new depot.


    ?

Checklist

Use the following list to check whether you have obtained full benefit from this unit. You should have more confidence in:

  • reading for information
  • summarising written information
  • interview advice

You should also have greater skill and confidence in the use of:

  • Question forms
  • Prepositions
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