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Management
includes those personnel who have the right to make decisions that affect
company's affairs. Organization is the means by which management coordinates
the efforts of employees to attain the company's objectives. 1) Organization
Involves structure. An organizational structure is a framework enabling
management to delegate and control the responsibilities of individuals and
departments. In this way, a company can function as a unit with the same
efficiency as a business run by one person.

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Being a Manager



Managers are not born overnight,
___1__ you rarely meet a manager fresh out of school or college or even
university. One ____2_____ gain a certain degree of life and work experience
before he ___3___ become a successful manager. Some people ___4___ come out of
university and get _____5____ a management role but they will usually be called
a management trainee and ____6___ on a graduate training scheme.

____7___ to get into a management
role is to work hard and take note of ___8___ a senior manager does and
remember what previous managers ___9___ before. A manager needs to manage his
staff, this doesn’t mean to order them around and expect them ___10____ all the
work. A successful manager never asks his staff to do tasks they would never do
or they are not capable of ____11____. If he doesn’t know ___12___ to do
anything himself, how will his subordinates be capable of doing this task?

People don’t just thrive on ___13___
a decent salary and earning bonuses. We all like ___14____ we’ve done something
well, to give a sense of pride in our accomplishments. Any manager would also
like to hear from his superiors that he ____15___ a project well or that he has
had good feedback from his team about his leadership skills.

Some people get to management level
and have difficulties ___16___ tasks which can be easily carried out by their
subordinates. One needs to learn to let ____17___ and trust his staff to
complete the work he ____18___ himself.
___19___ type of manager is someone who hands an idea to the board and
pretends it was his idea when it was ____20____.

design a new device for automatic control. 3. The teacher began to examine the students. 4. We came here to study. 5. The work to be done by the students at home includes written translations from English into Russian. 6. A printer is an example of a device to produce output in a human-readable format. 7. To develop industry intensively new technologies and comprehensive automation must be employed. 8. To see him was always pleasant. I am glad to have seen him. 9. This is the first thing to be done.

The Spirit of an Organization
After Peter Drucker "The practice of Management"
Two sayings sum up the "spirit of an organization." One is the inscription on Andrew Carnegie's tombstone:
Here lies a man
Who knew how to enlist
In his service
Better men than himself
The other is the slogan of the drive to find jobs for the physicallyhandicapped: "It's the abilities, not the disabilities, that count ."
Management by objective tells a manager what he ought to do. The proper organization of his job enables him to do it . But it is the spirit of the organization that determines whether he will do it . It is the spirit that motivates, that calls upon aman's reserves of dedication and effort , that decides whether he will give his best or do just enough to get by.
It is the purpose of an organization to "make common men do uncommon things" - this phrasing is Lord Beveridge's. No organization can depend on genius; the supply is always scarce and always unpredictable. But it is the test of anorganization that it make ordinary human beings perform better than they are capable of, that it bring out whatever strength there is in its members and use it to make all other members perform more and better. It is the test of an organization that it neutralize the weaknesses of i ts members.
Altogether the test of good spirit is not that "people get along together"; it is performance, not conformance. "Good human relat ions" not grounded in the satisfaction of good performance and the harmony of proper working relations are actually poor human relations and result in poor spirit. They do not make peoplegrow: they make them conform and contract . I shal l never forget "the university president who once said to me: "It is my job to make it possible for the first-rate teacher to teach. Whether he gets along with his colleagues or with me - and very few of really good teachers do either - is irrelevant . We certainly have a collectionof problem children here - but , boy, do they teach." And when his successorsubstituted for this a policy of "peace and harmony", both the performance and the spirit of the faculty rapidly went to pieces.
There are five areas in which practices are required to ensure the right spirit throughout management organization.
1. There must be high performance requirements; no condoning of poor or mediocre performance; and rewards must be based on performance.
2. Each management job must be a rewarding job in itself rather than just a step in the promot ion ladder.
3. There must be rational and just promotion system.
4. Management needs a "charter" spelling out clearly who has the power to make life-and-death decisions affecting a manager; and there should be some way for a manager to appeal to a higher court .
5. In its appointments management must demonstrate that it realizes that integrity is the absolute requirement of a manager, the one quality that he has to bring with him and cannot be expected to acquire later on.
A man should never be appointed to a managerial position if his vision focuses on people's weaknesses rather than on their strengths. He should be a realist ; and no one is less realistic than the cynic. A man should never be appointed if he is more interested in the question: "Who is right?" than in the question: "What is right?" Management should never appoint a man who considers intelligencemore important than integrity.
The men wi th whom a man works, and especial ly his subordinates, know in a few weeks whether he has integri ty or not . They may forgive a man a great deal: incompetence, ignorance, insecuri ty or bad manners. But they wi l l not forgive himlack of integri ty. Nor wi l l they forgive higher management for choosing him.