Frederick Herzberg - Motivation Theory

 

Frederick Herzberg (1923-2000), clinical psychologist and pioneer of ‘job enrichment', is regarded as one of the great original thinkers in management and motivational theory. Frederick Herzberg was born in Massachusetts on April 18, 1923. His undergraduate work was at the City College of New York, followed by graduate degrees at the University of Pittsburgh. Herzberg was later Professor of Management at Case Western Reserve University, where he established the Department of Industrial Mental Health. He moved to the University of Utah's College of Business in 1972, where he was also Professor of Management. He died at Salt Lake City, January 18, 2000.

Frederick Herzberg's book 'The Motivation to Work', written with research colleagues Bernard Mausner and Barbara Bloch Snyderman in 1959, first established his theories about motivation in the workplace. Herzberg's survey work, originally on 200 Pittsburgh engineers and accountants remains a fundamentally important reference in motivational study. While the study involved only 200 people, Herzberg's considerable preparatory investigations, and the design of the research itself, enabled Herzberg and his colleagues to gather and analyze an extremely sophisticated¹ level of data.

Herzberg's research used a pioneering approach, based on open questioning and very few assumptions², to gather and analyze details of 'critical incidents' as recalled by the survey respondents. He first used this methodology during his doctoral studies at the University of Pittsburgh with John Flanagan, who developed the Critical Incident³ method in the selection of Army Air Corps personnel during the Second World War. Herzberg's clever open interviewing method gleaned⁴ far more meaningful results than the conventional practice of asking closed (basically yes/no) or multiple-choice or extent-based questions, which assume or prompt a particular type of response, and which incidentally remain the most popular and convenient style of surveying even today - especially among those having a particular agenda or publicity aim.

On the basis of this, he developed the theory that people’s job satisfaction depends on two kinds of factors: factors for satisfaction (motivators/satisfiers) and factors for dissatisfaction (hygiene factors/ dissatisfiers). Herzberg expanded his motivation-hygiene theory in his subsequent books: Work and the Nature of Man (1966); The Managerial Choice (1982); and Herzberg on Motivation (1983).

Significantly, Herzberg commented in 1984, twenty-five years after his theory was first published: "The original study has produced more replications⁵ than any other research in the history of industrial and organizational psychology."

The absence of any serious challenge to Herzberg's theory continues effectively to validate⁶ it.

It also provided some foundations and basic principles of Nudge theory – a powerful change-management and motivational concept which emerged in the 2000s.

 

Vocabulary:

1. sophisticated adj – зд.: имеющий сложную структуру

2.. assumption n – предположение

3. the Critical Incident method – метод критических ситуаций

 4. glean v – собирать, подбирать

 5. replication n – копирование

 6. validate v – подтверждать

 

Questions:

1. What was the book that first established Herzberg’s theories about motivation in the workplace?

2. What was his research based on?

3. Did John Flanagan develop the Critical Incident method?

4. According to Herzberg, what does people’s job satisfaction depend on?

 

Writing

Choose one of the topics below and write a well-organized essay of at least 200 words. Remember to follow the plan below to make your essay logical and informative:

Paragraph 1: Introduction Paragraph(s) 2 (3): Main Body Paragraph 3 (4): Conclusion

Topics:

- Scientific Theory by Frederick W. Taylor.

- Administrative Theory by Henri Fayol.

- Bureaucratic Theory by Max Weber.

- Human Relations Theory by Elton Mayo.

 

Independent Study

 

1. Browse the Internet, find additional information about the 14 principles of management and take notes. Then make short reports in groups of 3-4 students on one of the following topics.

- How to apply management principles in start-ups?

- How to apply management principles in running a business?

- How to apply management principles to your job search?

 

2. Do you know any influential managers of the 21st century? Carry out research and share information about their contribution to the development of management science.

 

Unit 2

 

FOUNDATIONS OF MANAGEMENT

Lead-in

1. Discuss the following issues in small groups and then report your findings.

1. What is management? Is it an art or a science?

2. What do you think makes a good manager? Which of the following qualities do you find to be the most important? Give sound reasons for your choice.

A. being decisive: able to make quick decisions;

B. being efficient: doing things quickly, not leaving tasks unfinished, etc.

C. being sociable and friendly;

D. being logical, rational, and analytical;

E. being able to motivate, inspire, and lead people;

F. being authoritative: able to give orders;

G. being competent: knowing the job perfectly;

H. being persuasive: able to convince people to do things;

I. having good ideas.

3. Are there any qualities that you think should be added to this list?

2. Since you have chosen management as your career, what personal qualities do you feel you have to become a manager? Use the list of personal qualities to help you.

confident, humorous, helpful, competitive, thorough, caring, focused, generous, enterprising, ambitious, forceful, flexible, tolerant, prudent, supportive, wise

Key Vocabulary

Study the following list of vocabulary. The words are given in the order you will meet them in the text.

1. society n	общество; общественность
2. guide v	руководить; управлять; направлять; ориентировать
3. emphasize v	подчеркнуть; уделять особое внимание; особо отметить
4. need smth desperately	остро, крайне нуждаться в чём-л.
5. essentially adv	в сущности; в основном; главным образом
6. goal accomplishment	достижение, выполнение цели
7. combine and use organizational resources	сочетать и использовать ресурсы организации
8. achieve goals	достигать целей
9. assign activities	поручить, возложить работу
10. perform activities / functions	выполнять работу/функции
11. design activities	разрабатывать мероприятия
12. contribute to v	способствовать, содействовать
13. attainment of goals	достижение целей
14. strive v	стремиться
15. encourage / discourage v	поощрять, стимулировать, побуждать/препятствовать, сдерживать, противодействовать
16. hinder v	препятствовать, мешать
17. refer to smth	относиться к; касаться
18. career n	карьера, творческий путь
19. contemporary adj	современный
20. encompass v	охватывать, включать в себя
21. propose v	предлагать; предполагать
22. involve v	включать в себя, касаться
23. put plans into action	воплощать планы в действие; осуществлять задуманное
24. output n	результат; показатель; производительность
25. rigid adj	жёсткий
26. flexible adj	гибкий
27. meet challenges / standards	решать проблемы, задачи / соблюдать стандарты
28. circumstance n	обстоятельство; ситуация
29. appropriate / inappropriate adj	соответствующий; подходящий /несоответствующий; неподходящий
30. subordinate n	подчинённый
31. resolve conflicts	урегулировать, уладить конфликты
32. measure performance	оценивать результаты работы, эффективность работы, результативность
33. ongoing process	непрерывный, постоянный процесс
34. improve production	улучшать, совершенствовать производство
35. viable alternative	приемлемая, действенная, эффективная альтернатива
36. spans of management	охват мер, масштабов управления
37. improper communication network	ненадлежащая, неправильная коммуникационная сеть

Pre- reading Activities

1. Complete the chart. Use a list of Key Vocabulary and a dictionary if necessary.

Verb	Noun
measure
improve
propose
involve
refer
hinder
attain
achieve
assign
perform
contribute
accomplish
emphasize
discourage
subordinate

2. Make up 10 sentences with the verbs and 10 sentences with the nouns from Task 1. Try to connect your sentences with the topic of the Unit.

3. Give answers to the following questions.

· If you were asked to define management, what definition would you give?

· If you work as a manager, what functions will you perform?

Reading

Read the text and compare your answers to the questions in  Task 3 with the information in the text. Be ready to speak about management and its functions.

 

Our society could neither exist nor improve without a steady stream of managers to guide its organisations. Peter Drucker emphasized this point when he stated that effective management is probably the main resource of developed countries and the most needed resource of developing ones. In short, all societies desperately need good managers.

Essentially, the role of managers is to guide organizations toward goal accomplishment. All organizations exist for certain goals, and managers are responsible for combining and using organizational resources to ensure that their organizations achieve their goals. Management moves an organization toward its   goals by assigning activities organization members perform. If the activities are designed effectively, the production of each individual worker will contribute to the attainment of organizational goals. Management strives to encourage individual

activity that will lead to reaching organizational goals and to discourage individual activity that will hinder the accomplishment of those goals.

The term management can be, and often is, used in different ways. For instance, it can refer simply to the process that managers follow in order to accomplish organizational goals. It can also refer to a body of knowledge, - in this context, management is a cumulative body of information that furnishes insights on how to manage. Moreover, the term management can also refer to the individuals who guide and direct organizations or to a career devoted to the task of guiding and directing organizations.

As used most commonly, management is the process of reaching organizational goals by working with and through people and other organizational resources. A comparison of this definition with the definitions offered by several contemporary management thinkers indicates broad agreement that management encompasses the following three main characteristics:

1. It is a process or series of continuing and related activities.

2. It involves and concentrates on reaching organizational goals.

3. It reaches these goals by working with and through people and other organizational resources.

In the early part of the 20-th century, a French industrialist, Henry Fayol, proposed that all managers perform five management functions: planning, organizing, staffing, directing, and controlling. In modern management these functions have been condensed down to four basic functions: planning, organizing, leading, and controlling. 

Planning involves choosing tasks that must be performed to attain organizational goals, outlining how the tasks must be performed, and indicating when they should be performed. The function of planning is essential to getting the “right” things done. Planning is also concerned with organizational success in the near future (short term) as well as in the more distant future (long term).

Organizing can be thought of as assigning the tasks developed under the planning function to various individuals or groups within the organization. Organizing, then, creates a mechanism to put plans into action. People within the organization are given work assignments that contribute to the company’s goals. Tasks are organized so that the output of individuals contributes to the success of departments, which, in turn, contributes to the success of divisions, which ultimately contributes to the success of the organization.  Organizing should not be rigid, but adaptable and flexible to meet challenges as circumstances change.

Leading — also commonly referred to as motivating, influencing, or directing —is concerned primarily with people within organizations. This function can be defined as guiding the activities of organization members in appropriate directions. An appropriate direction is any direction that helps the organization move toward goal attainment. When managers motivate subordinates, direct the activities of others, select the most effective communication channel, or resolve conflicts among members, they are leading.

Controlling is the management function through which managers:

1. Gather information that measures recent performance within the organization.

2. Compare present performance to preestablished performance standards.

3. From this comparison, determine whether the organization should be modified to meet preestablished standards.

Controlling is an ongoing process, because managers continually gather information, make their comparisons, and then try to find new ways of improving production through organizational modification.

It is interesting to know that managers commonly make a number of mistakes when planning, organizing, leading, and controlling. Knowing these mistakes should help managers avoid making them. For example:

Planning:

- not establishing objectives for all important organizational areas;

- making plans that are too risky;

- not exploring enough viable alternatives for reaching objectives.

Organizing:

- not establishing departments appropriately;

- not emphasizing coordination of organization members;

- establishing inappropriate spans of management.

Leading:

- not taking the time to communicate properly with organization members;

- establishing improper communication networks;

- being a manager but not a leader.

Controlling:

- not monitoring progress in carrying out plans;

- not establishing appropriate performance standards;

- not measuring performance to see where improvements might be made.

It is worth mentioning that planning, organizing, leading, and controlling are interrelated because the performance of one depends on the performance of the others. For example, organizing is based on well-thought out plans developed during the planning process.

In short, to be effective, a manager must understand how the four management functions are practiced, not simply how they are defined and related.

 

Comprehension Check

1. Explain in your words exactly what the following statements from Reading mean.

 

A. All societies desperately need good managers.

B. The function of planning is essential to getting the “right” things done. 

C. Organizing should not be rigid, but adaptable and flexible.

D. Managers commonly make a number of mistakes when planning, organizing, leading, and controlling. 

E. Planning, organizing, leading, and controlling are interrelated.

 

2. Basing on paragraphs 1-5 of the text, give detailed answers to the following questions.

 

A. What statement did Peter Drucker make about the role of effective management? Do you agree with this statement? Explain your agreement /disagreement.

B. What is the role of management in goal accomplishment?

C. What can the term management refer to?

D. How is management defined?

E. What typical characteristics does management encompass?

F. What are the functions of modern management?

 

3. Taking into account the information about the functions of modern management, fill in the following table. Get ready to make comments on the information from the table.

Function	Its description	Possible mistakes

Vocabulary Focus

1. Find a word in Key Vocabulary that matches each definition below. The words don’t appear in order.

A. give smb confidence, try to persuade smb to do smth

B. people in general, thought of as a large organized group

C. the job or profession that someone does for a long period of their life

D. to make a great effort to do smth or get smth

E. to have a share in bringing about (a result); be partly responsible for smth

F. smth that cannot be changed or varied

G. a person who has a less important position than you in the organization that you both work for

H. make smth more difficult for smb to do or make progress

I. the condition that affects what happens

J. able to change easily and adapt to different conditions and circumstances as they occur

 

2. Find words in Reading that mean the same as the words or expressions below. The words don’t appear in order.

A. include, involve

B. highlight, stress

C. philosopher, theorist

D. suggest

E. fundamentally, basically

F. lead, direct

G. get better, develop

H. reach

I. modern

J. aim

 

3. Using Key Vocabulary and Reading translate the fragments in brackets into English.

 

A. Planning is concerned with organizational success (в ближайшем будущем) as well as in the more distant future.

B. As well as organizing and supervising the work of their (подчинённых), managers have to work with people in other areas and functions.

C. Managers have to (оценить результативность) of their staff, to see whether the objectives set for the organization as a whole and for each individual member of it are being achieved.

D. Organising creates a mechanism to (воплощать планы в действие).

E. Business professors believe that intuition is not enough for managers; there are management (умения) that have to be learnt.

F. Managers have to decide how best to allocate human, physical, and capital (доступные ресурсы).

G. An (подходящее, соответствующее направление) is any direction that helps the organization move toward goal attainment.

H. Controlling is an (постоянный, непрерывный процесс), because managers continually gather information, make comparisons, and try to find new ways of improving production.

I. Team members often develop plans, make decisions, and monitor their (собственную деятельность).

J. Knowing errors should help managers (избегать) making them.

 

4. Give your own explanations to the following word combinations.

· an effective manager

· communicate properly and effectively

· viable alternatives

· a developed / developing country

· organizational resources

· encourage subordinates

· flexible organizing

 

Watching

 

“Management Tutorial – What Is Management”

 

A. Pre-watching

 

1. How would you define management in your own words?

2. Before watching the film make sure you know the following words and word combinations. Consult a dictionary if it is necessary. The words are given in the order you will meet them in the video.

1. complete projects

2. procedure n

3. competence n

4. conceive v

5. assumption n

6. resist work

7. hierarchy n

8. bureaucracy n

9. evolve v

10. humanize the workplace

11. have less sick time

12. huge cost savings

13. paycheck n

14. priority n

15. economic slump

16. thrive v

17. yield decisions

18. agile model

19. reap benefits

 

3. While watching the film you will hear the following expressions.

generation X; millenials

What do they mean? Consult a dictionary or use the Internet resources if it is necessary. Share the information you have found with your group.

4. Translate the sentences into English. Mind the list of vocabulary from Task 2.

A. Руководство этой компании умеет расставлять приоритеты.

B. Спад в экономике привел к росту безработицы.

C. Менеджер убежден, что его подчиненные выполнят работу вовремя.

D. Эта теория начала зарождаться в 19 веке.

E. Автократический стиль управления все еще пользуется популярностью у многих руководителей.

F. Процветающие компании всегда придают большое значение вопросу социальной ответственности.

G. Ваша главная цель на ближайшее время – улучшить работу планового отдела.

H. Он много работал и сейчас пожинает плоды своего усердия и трудолюбия.

I. Наша компания заинтересована в уменьшении времени пребывания на больничном.

J. Никто не сомневается в его компетентности.

 

B. First Watching

Follow the link https://www.youtube.com/watch?v=9EBlLBenBfw or find the video “Management Tutorial – What Is Management” on YouTube and watch it to answer the following questions.

 

A. How are good managers described in the film?

B. What management skills are described in the film?

C. When did management begin its development?

D. What impact does the way of treating employees have on companies?

E. What are the latest tendencies in the work of managers?   

 

C. Second Watching

Watch the film again and say whether the following statements are true or false. Make the false ones sound true.

 

A. Good management is the use of key skills and practices designed to help the organization reach its highest potential.

B. Early management theories focus on controlling workers.

C. There was an assumption that people enjoyed their work and they didn’t need to be forced to do their jobs.

D. In the past the structures like hierarchy, bureaucracy and punishment were used to create productivity.

E. The efforts of the labour movement certainly have done a lot to motivate workers.

F. Happy employees treat their employers better.

G. Generation X and millenials expect more from their jobs than just a paycheck.

H. Autocratic management is a thing of the past.

I. Organisations that are thriving, focus on motivating and engaging employees.

J. In today’s fast pace world managers are giving employees less autonomy and independence.

 

D. Follow-up Activity

1. Basing on the information given in the video and your own knowledge, prepare a 5-7minute presentation on the topic “Management has come a long way since its initial roots”.

2. The film says that autocratic management is not a thing of the past. Agree or disagree with this statement and find out advantages and disadvantages of autocratic management.

Talking Points

1. React to the quotations by explaining what they mean and showing their relevance and connection to modern times. Take into account the information from Reading.

A. If you pick the right people and give them the opportunity to spread their wings – you don’t have to manage them.

Jack Welch

B. Management is, above all, a practice where art, science, and craft meet.

Henry Mintzberg

C. Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them.

Paul Hawken

D. Success in management requires learning as fast as the world is changing.

Warren Benni

2. Work in small groups and decide which of the following statements you agree / disagree with. Give strong arguments to support your agreement / disagreement.

Successful managers …

 

a. are happy when their staff make progress in the company.

b. try to be positive even when times are difficult.

c. praise their staff as often as they can.

d. concentrate on their employees’ strengths and try to correct their weaknesses.

e. enjoy new challenges.

f. find it difficult to delegate responsibility.

g. don’t promise more than they can deliver.

h. feel responsible for the errors made by team members.

i. create an environment in which people feel free to express themselves.

3. Manager’s work involves making a choice out of alternatives. If you were a manager, what choice would you make? Explain your decision.

A. Democracy OR Dictatorship.

B. Firing a person for some gross violation of rules immediately OR Giving another chance.

C. Flexible schedule OR Rigid schedule.

D. Young but inexperienced staff OR Middle-aged but really experienced staff.

E. Playing favorites OR Treating everyone equally.

F. Working as one team OR Everyone has their own duties.

G. Having a thorough plan OR Doing everything on the spot.

 

4. Work in pairs to act out the following situations.

 

A. You are a manager of the department. One of your subordinates doesn’t follow your instructions, is regularly late for work, from time to time doesn’t meet deadlines. You decided to invite him to your office and have a talk with him.

B. You’re a new manager of the company and have doubts whether the staff will accept your style of management. You decided to discuss it with your Deputy.

C. It has been a month of your work as an HR manager, and you realize that your managerial skills leave much to be desired. You decided to discuss it with your friend who has been working in this field for 10 years.

D. You are in charge of the R&D department. On the one hand, you understand that delegating is very important in your work, on the other hand, you think that it may lead to losing power. Moreover, you don’t believe that your subordinates will be able to perform the delegated duties as well as you would. You decided to speak about your hesitations to your former colleague who has always been good at delegating tasks.

E. You are a manager of the company. You feel there are some barriers in communication among your employees. You decided to discuss it with your friend who works as a psychologist and majors in communication issues.

 

Summary Points

 

Read the text, give its summary and be ready to answer the questions on its contents.

 

Defining Management Skill

No introduction to the field of management would be complete without a discussion of management skill.   Management skill is the ability to carry out the process of reaching organizational goals by working with and through people and other organizational resources.

Learning about management skill and focusing on developing it are of critical importance, because possessing this skill is generally considered the prerequisite¹ for management success. Because management skills are so critical to the success of an organization, companies commonly focus on possible steps that can be taken to improve the skills of their managers.

There are three types of skills which are important for successful management performance: technical, human, and conceptual.

• Technical skills involve the ability to apply specialized knowledge and expertise² to work- related techniques and procedures. Examples of these skills are engineering, computer programming, and accounting. Technical skills are mostly related to working with “things” — processes or physical objects.

• Human skills build cooperation within the team being led. They involve working with attitudes and communication, individual and group interests — in short, working with people. Managers with good human skills are able to get the best out of their staff, because they know how to communicate, motivate, lead, and inspire enthusiasm and trust.

• Conceptual skills involve the ability to see the organization as a whole.

A manager with conceptual skills is able to understand how various functions of the organization complement³ one another, how the organization relates to its environment, and how changes in one part of the organization affect the other parts  of the organization.

As one moves from lower level management to upper level management, conceptual skills become more important and technical skills – less important. It happens so because when managers advance in an organization, they become less involved with the actual production activity or technical areas, and more involved with guiding the organization as a whole. Human skills, however, are extremely important to managers at top, middle, and lower levels.

 

Vocabulary:

1. prerequisite n – предпосылка; предварительное условие

2. expertise n – (зд.) опыт

3. complement v – дополнять

 

Questions:

1. What is the definition of management skill?

2. Why is focusing on developing management skill of critical importance?

3. What abilities do technical, human, and conceptual skills involve?

 

Writing

Choose one of the following topics and write a well-organized (there should be introduction, body, conclusion), well-developed essay of at least 200 words. Remember to use proper connectors.

A. What should a great manager be like?

B. Are managers born or made?

C. A manager’s way to success: what is it like?

D. Why have I chosen the career of a manager?

E. Is management an art or a science?

 

Independent Study

Using the Internet resources find information on early evidence of management practice. Prepare a report or presentation on the topic “Yesterday’s management: what was it like?” Present it to your group. Be ready to answer your groupmates’ questions on the topic.

Unit 3

 

DECISION-MAKING

Lead-in

1. We make hundreds of big and small decisions every day. Many of these decisions are opportunities that can change our life, yet many of us don’t know how to assess a decision to be successful. Are you good at making decisions? If you find it hard to make a decision, what do you usually do?

Read how different people make decisions. Who are you most like?

 

J “I am for the rational approach - it is a systematic, step-by-step process. Sometimes I even research an expert opinion.”

J “I trust my instinct. If I think too much about something, I often get it wrong.”

J “My decisions are usually emotional, not logical. I rush into them too quickly and often regret what I’ve done!”

J “I talk it over with a friend – it helps a lot!”

J “I like to toss a coin or throw the dice – nothing depends on me…”

J “I make a list of pros and cons of each option before I decide.”

 

2. According to the discussion you’ve just had, what types of decision-makers are your groupmates? Read and discuss these definitions.

 

F The Gut Instinct Follower has an instinctive feeling which possibility to choose.

F The Interviewer doesn’t like to make decisions alone. When confronted with a tough choice, it’s better to ask top advisors, peers, employees, and maybe even friends and family what they think about the matter.

F The Researcher collects information about the situation from as many sources as possible.

F The Debater sketches out exhaustive pro/con lists.

F The Random Chance Submitter has a hard time picking a clear winner among different possible options. The best idea for this type of a person is to rely on a chance: throwing the dice or flipping a coin, for example.

 

3. Can you explain why decision-making is viewed as the primary function of management?

Key Vocabulary

 

Study the following list of vocabulary and do the tasks that follow.

 

1. subconsciously adv	подсознательно
2. consciously adv	осознанно
3. sound decision-making	принятие обоснованных/правильных решений
4. primary function	основная функция
5. purposely adv	преднамеренно, умышленно
6. a set of alternatives	ряд альтернативных вариантов
7. achieve objectives	достичь целей
8. ensure v	обеспечивать, убедиться
9. determine v	определить
10. programmed/ non-programmed	запрограммированный/ незапрограммированный
11. activity n	деятельность
12.  repetitive adj	повторяющийся
13.  take decisions	принимать решения
14.  middle and lower level managers	менеджеры среднего и низшего звена
15. short-term/ long-term adj	краткосрочный/ долгосрочный
16. impact n	влияние, последствие
17. be related to	касаться, иметь отношение к
18. top executive	руководитель высшего звена
19. collect/ gather v	собирать
20. analyse v	анализировать
21. forecast v	прогнозировать
22. data n	данные, информация
23. strategic adj	стратегический
24. major and minor decisions	важные и второстепенные решения
25. routine adj	рутинный
26. solve problems	решать проблемы
27. examine n	исследовать, изучить
28. decide on	принимать решение по поводу
29. a step-by-step approach	поэтапный подход
30. efficient adj	эффективный
31. thoughtful adj	обдуманный
32. be divided into	быть поделенным на
33. identify v	определить, выявить
34. recognize v	выявить
35. fellow employees n	коллеги
36. judgment n	суждение, мнение
37. relevant adj	уместный, относящийся к делу
38. seek out v	отыскивать
39. weigh the evidence	взвесить, обдумать факты
40. review v	пересматривать, проверять
41. overlook v	не заметить, просмотреть
42. implementation n	осуществление, реализация
43. pitfall n	ловушка

 

Pre-reading Activities

 

1. Use your Key Vocabulary to find pairs of words similar or opposite in meaning. Then use these words in Task 2.

Similar:
efficient	to collect
information	to select
to gather	to make a decision
fellow employees	objectives
to take a decision	colleagues
to determine	to identify
alternative	data
goals	effective
to choose	option
Opposite:
long-term	inefficient
major	irregular
efficient	short-term
routine	minor

 

2. Use some of the above words to complete the following sentences. Translate them. Sometimes several variants are possible.

 

A. These agencies and organizations may not pursue commercial ….

B. He informed his … about the policy of the company.

C. The key issues concerning these … releases are confidentiality and legality.

D. Mr. Smith then reviewed the … decisions that the Summit had made and highlighted the Work Programme for the next year.

E. Some countries may … information according to different criteria.

F. This coming December, the Union will take … and … decisions on future enlargement.

G. To be fully … and successful any international organization must be adequately funded.

3. Consult a dictionary or your teacher to pronounce these words correctly. Practice reading them aloud in class.

 

managerial, programmed/ non-programmed, strategic, routine, to determine, failure, thoughtful, repetitive, procedure

Can you think of any phrases with these words?

E.g.: managerial activity, strategic plan …

Reading

Read the text and be ready to discuss it according to the following plan.

1. Decision-making as a key management responsibility.

2. Types of managerial decisions.

3. Seven steps of the decision-making process.

 

Decision-making is an integral part of modern management. Every manager takes hundreds and hundreds of decisions subconsciously or consciously, therefore, rational or sound decision-making is taken as the primary function of managers.

A decision can be defined as a course of action purposely chosen from a set of alternatives to achieve organizational or managerial objectives. Decisions are made at every level of management to ensure organizational or business goals are achieved. Decisions play important roles as they determine both organizational and managerial activities.

There are different types of managerial decisions; some of them are as follows:

1. Programmed and Non-Programmed Decisions

The decisions which are normally repetitive in nature are known as programmed decisions. They are taken by the middle and lower level managers. Programmed decisions have very short-term impact. Pricing ordinary customers’ orders, recording office supplies, purchase of materials, etc. are some of the examples of programmed decisions. Therefore, we can say that they are related to policy and the rules of the management.

Non-programmed decisions are decisions, which are non-repetitive in nature. They are taken by top executives. Non-programmed decisions don’t have ready-made course of actions. Managers have to collect data, analyze them, forecast and prepare strategic plans.

2. Major and Minor Decisions

The decisions, which are relatively more important, are known as major and which are less important, are known as minor decisions.

The major decisions have long-term impact like replacement of men by machine, diversification of existing product line, etc.

Just opposite of major decisions, minor decisions are those decisions which do not have long-range impact. For example, minor decisions are related to storing raw materials.

3. Tactical (Routine) and Strategic (Basic) Decisions

The decisions which are often taken to achieve a high degree of efficiency in the ongoing activities are called routine or tactical decisions. For example, parking facilities, cafeteria services, etc.

Basic or strategic decisions are prepared by the top level of management for the formulation of the organizational rules, regulations, programmes, etc. It has long-term impact in the management. Therefore, much analysis is needed. A small mistake in the basic decisions may be the cause of business failure.

In general, the decision-making process helps managers and other business professionals solve problems by examining alternative choices and deciding on the best route to take. Using a step-by-step approach is an efficient way to make thoughtful, informed decisions that have a positive impact on your organization’s short- and long-term goals.

The business decision-making process is commonly divided into seven steps:

1. Identify the decision. The first step in making the right decision is recognizing the problem or opportunity and deciding to address it. Determine why this decision is important for your customers or fellow employees.

2. Gather information. Next, it’s time to gather information so that you can make a decision based on facts and data. This requires making a value judgment, determining what information is relevant to the decision, along with how you can get it. Ask yourself what you need to know in order to make the right decision, then actively seek out anyone who needs to be involved.

3. Identify alternatives. Once you have a clear understanding of the issue, it’s time to identify the various solutions at your disposal. It’s likely that you have many different options when it comes to making your decision, so it is important to come up with a range of options. This helps you determine which course of action is the best way to achieve your objective.

4. Weigh the evidence. In this step, you’ll need to know which alternative is the best. Managers need to be able to weigh pros and cons, then select the option that has the highest chances of success.

5. Choose among alternatives. When it’s time to make your decision, be sure that you understand the risks involved. You may also choose a combination of alternatives now that you fully grasp all relevant information and potential risks.

6. Take action. Next, you’ll need to create a plan for implementation. This involves identifying what resources are required and gaining support from employees and stakeholders.

7. Review your decision. An often-overlooked but important step in the decision-making process is evaluating your decision for effectiveness. Ask yourself what you did well and what can be improved next time.

Although following these steps will help you make more effective decisions, there are some pitfalls to look out for. There are common challenges you may face, like having too much or not enough information, misidentifying the problem or overconfidence in the outcome.

Decision-making is a very important skill in the business workplace, particularly for managers and those in leadership positions. Following a logical procedure, along with being aware of common challenges, can help ensure both thoughtful decision-making and positive results.

 

Comprehension Check

 

1. Give extensive arguments to prove or disprove the following statements.

 

A. Every manager takes hundreds and hundreds of decisions subconsciously or consciously.

B. Decisions are made at every level of management to ensure organizational or business goals are achieved.

C. The decisions which are normally repetitive in nature are known as minor ones.

D. Programmed decisions have long-term impact.

E. The decision-making process helps managers and other business professionals solve problems by using a step-by-step approach.

F. Determining why this or that decision is important for your customers or fellow employees is the first step of the decision-making process.

G. When you have a clear understanding of the issue, it’s time to take action.

H. Weighing the evidence is the step that is often overlooked.

I.There are some common challenges a manager may face while making a decision.

J. Having too much or not enough information is the most important problem of the decision-making process.

 

2. Read the text once again and identify the types of decisions.

 

A. deciding how to manage performance to achieve the strategy in a company. What resources are needed? What is the timescale?

B. deciding on the spot to give a refund to a customer who has brought back a product

C. decisions about developing new products

D. choosing the right suppliers and distribution channels for products

E. looking for an agent in an overseas market

 

3. Provide questions to which the following statements would be the right answers.

 

A. It’s a course of action purposely chosen from a set of alternatives to achieve organizational or managerial objectives.

B. No, they aren’t. They are made at every level of management.

C. These are programmed decisions.

D. They are related to policy and the rules of the management.

E. They are often taken to achieve a high degree of efficiency in the ongoing activities.

F. It is commonly divided into seven steps.

G. … following a logical procedure and awareness of common challenges.

 

4. Explain what you understand by the following.

A. Non-programmed decisions don’t have ready-made course of actions.

B. Minor decisions do not have long-range impact.

C. The decision-making process helps solve problems by examining alternative choices and deciding on the best route to take.

D. Managers need to be able to weigh pros and cons.

E. There are common challenges you may face making a decision.

5. Speak about the process of decision-making following the plan presented in Reading section.

Vocabulary Focus

 

1. Using Key Vocabulary and Reading fill in the gaps with prepositions, if necessary.

 

A. While he was at the library, Steve decided to seek... some information on the history of the area.

B. She had decided … her plan of action before the group weighed … the evidence.

C. The study examines social change within the city and relates it … developments in the country as a whole.

D. I think there is one key fact that you have overlooked ….

E. At the end of the lecture, I'd like all the students to divide… small discussion groups.

F. A true leader takes responsibility … their team and helps them achieve goals.

 

2. Use your Key Vocabulary and find words which mean the following.

 

A. with full awareness of what one is doing

B. coming before all others in importance

C. to bring together from several sources into a single volume or list

D. to look over closely (as for judging quality or condition)

E. to tell of or describe beforehand, predict

F. a collection of factual knowledge about something

G. containing or characterized by repetition, especially when unnecessary or tiresome

H. assess the nature or importance of, especially with a view to a decision or action

I. fail to notice

J. according to the rules of logic, rational and reasonable

 

3. Say in what connection the words from Task 2 are mentioned in the text.

 

4. Give the English equivalents to the following words and combinations. Recall the contexts in which these combinations are used.

 

- неотъемлемый компонент

- намеренно выбранный план действий

- достигать организационных и управленческих целей

- быть связанным с политикой и правилами

- неповторяющиеся по своей природе решения

- приготовить стратегический план

- оказывать долгосрочное воздействие

- принимать обдуманные решения

- принимать решения, основанные на фактах и собранной информации

- обеспечить как обдуманное принятие решений, так и положительные результаты

 

Watching

A. Pre-watching

1. Discuss the following questions.

 

A. Do you agree that when considering highly successful people, we often attribute their success, at least in part, to their decision making?

B. What decision making skills can help people make better choices?

C. Is making better choices a talent, or is decision making skill something that can be learned and improved?

D. What are the possible reasons why people make poor decisions?

E. What advice would you give your groupmates (colleagues) to help them make more effective decisions?

 

2. Before watching the video, make sure you understand what the following words mean. The words and phrases appear in the order they are mentioned by the speaker.

1. emotional triggers

2. confirmation bias

3. to devalue

4. to contradict

5. rush decisions

6. to procrastinate

7. to tackle

8. in line with

9. to overthink

10. procrastination

3. Use a dictionary, if necessary to give the opposites of the words below.

controlled actions – …

complete information – …

true facts – …

to value smth – …

poor decisions – …

4. Discuss which words or phrases from Tasks 2 and 3 the following phrases define.

A. to make someone or something seem less important or valuable

B. to try to deal with a difficult problem

C. to delay doing something that you ought to do, usually because you do not want to do it

D. an opinion about whether a person, group, or idea is good or bad that influences how you deal with it

E. in agreement or accordance with someone or something

 

B. First Watching

Follow the link https://www.youtube.com/watch?v=2tCYy66CyuQ or find the video “ How to Improve Decision Making Skills / Decision Making Process” on YouTube. Watch it and complete columns 1 and 2 in the table.

Reasons why people make poor decisions	Tips on how to tackle the skill of decision making	Examples which illustrate or explain the reasons and tips
1. …… information	1. Decisions must...…
2. Confirmation …	2. Small decisions ……
3. …	3. Take yourself ……
4. Rush and …	4. Make just ……

C. Second Watching

1. Watch the same video once again and complete the rest of the table.

2. Be attentive while watching and take notes on the following:

- In what way do marketers influence our buying decisions?

- What types of decisions are mentioned in the video?

 

D. Follow-up Activity

1. Basing on the information you’ve just received, prepare a speech on the topic “ How to Improve Decision Making Skills”. Be ready to speak in front of the audience and answer your groupmates’ questions. If possible, think of some other examples to illustrate or explain different concepts of decision making process.

 

2 A.  Work in small groups. Imagine that you are colleagues. Have a discussion on one of these two topics.

 

ü You have to decide on a dress code for all members of staff.

ü Someone has suggested that everybody should have the same salary, whatever their position in a company or their responsibilities.

 

2B. Tell the rest of the class how your discussion went.

 

ü What different stages of decision making did you follow?

ü What types of decisions are these?

ü How much confrontation, consensus, compromise and consultation were involved? Who put forward some good or poor ideas? Were there any decisions which contradicted each other?

ü Who expressed opinions?

ü Did you run the risk of making a poor decision?

ü Did you have any confirmation bias / emotional triggers?

ü What decisions have you come to?

Talking Points

 

1. Express your opinion on the following.

In some cultures senior managers make decisions and others carry out their instructions. In other cultures decisions are made by consensus after everyone contributes suggestions and opinions. What is common in your country? How might this difference cause misunderstanding in multicultural teams?

 

2. Marion Haynes, a well-known writer on decision-making, recommends eight steps for making decisions. Compare them with those in a seven-step approach. Is there any difference?

 

A. Discuss and analyze the situation.

B. Define the problem.

C. Set an objective.

D. State what is essential and desirable.

E. Think of alternatives.

F. Decide how to evaluate them.

G. Evaluate alternatives.

H. Choose among alternatives.

3. Use the information about seven or eight steps of decision-making process to do the role-play below. Follow each step and analyze your discussion afterwards.

You are Board members in a manufacturing firm which employs 500 people. As your company is making losses, you must cut costs. Hold a meeting to choose one of the following options. State what action you intend to take.

· Cut factory workers’ wages by 10%

· Reduce everyone’s salary by 8%

· Make 50 employees redundant

· Pay no end-of-year bonuses

 

4. Find the right and logical way to continue these quotations about the process of decision-making. Discuss with your groupmates which of them you agree or disagree with. Justify your point of view.

 

1. When your values are clear to you,	a. an ignorant man follows the public opinion.
2. A wise man makes his own decisions,	b. and experience comes from bad decisions.
3. Our life is the sum total of all the decisions we make every day,