Scarica Inglese perfezionamento e più Sintesi del corso in PDF di Lingua Inglese solo su Docsity! RIASSUNTI BUSINESS ENGLISH UNIT 1 - MANAGMENT (pag. 12 ) WHAT’S MANAGEMENT? The management is important, in fact the success or the failure of companies often depends on the quality and abilities of the managers. Peter Drucker, an American business professor, suggested that the work of a manager can be divided into 5 part: 1. planning: the directors set objectives and decide how can achieve them. They decide the strategies, plans and so on. 2. organizing: they analyze the activities of the organization and the relations among them. 3. integrating: managers practice the social skills of motivation and communication. They must communicate to employers the objectives to reach. They also supervise the work of their workers. 4. measuring performance: to see whether the targets are being achieved. 5. developing people. The skills of manager there aren’t only scientific, infact the skills to manage business relations with customers, suppliers or investors, for example, is a skill that have to be learnt. Some people are good at it, some others are not. UNIT 2 - WORK AND MOTIVATION (pag. 16) “THEORY X AND THEORY Y” Douglas McGregor is done two theories of work: • theory X(ex): is the pessimistic approach to workers; its assumes that people are lazy and will avoid work and responsibility. So, they have to be closely supervised and controlled. They are incapable of taking responsibility for themselves. • theory Y(uai): assumes that the people have a psychological need to work, and given then right conditions, they will be creative, ambitious and self-motivated. these two theories are based on Abraham Maslow’s “hierarchy of needs” theory X is based to the basic needs theory Y is based to “high order” needs. “SATISFIERS AND MOTIVATORS” (pag. 17) The things like good working relations, good working conditions, good wages and benefits, paid holidays and pension, are incentives that motivate the workers. But Herzberg sustain that this conditions doesn’t motivate the workers because are things that are due Among the “Motivators” there are things like having a challenging job, promotion and so on. However, there are many boring and repetitive jobs; Here, the managers, to motivate workers, can give them some responsibilities... for example other employers encourage the job relation. UNIT 3 - COMPANY STRUCTURE “WIKINOMICS” (p.21) Experts are forecasting that in the future, companies will use the internet. This means collaborating with from all over the word to improve a operation or solve a problem. This is an extension of the outsourcing trend: transfer some company functions (fancscion) to the outside. COMPANY STRUCTURE ( p.22) is formed by: 1. the chain of command: traditionally, organizations have had a pyramidal structure. There is a person, or a group of people, and there is a group of person below them There is a clear chain of command running down the pyramid and everyone in the organizations know exactly whats decisions they’re able to make, who their line manager is who their immediate subordinates are. 2. functional structure: the activities of some organizations are complicated. So, they are divided into many departments. A disadvantage of this structure is that people are more concentrated to achieve the succes of their department than that of the company 3. flattening hierarchies and delegating responsibility: in the hierarchical structures, people at lower levels can’t take important decisions. The new tendency is to reduce the chain of command, take out layers of management that make the organization much flatter. 4. Matrix management: another way to get round hierarchies is to use matrix management, in which people report to more than one superior. 5. Teams: is an another possibility. Companies are autonomous and are responsible for a single project. Teams are not always very good in decision making and sometimes is required a strong leader. UNIT 4 - MANAGING ACROSS CULTURES “MANAGING ACROSS CULTURES” (p.26) Managing a global multinational company would be much simpler if it required only set objectives, goals and so on, but local differences make this impossible. There’s a conflict between globalization and localization, and now this problem is know as “glocalization”. Companies that want to be successful in foreign markets have to be aware of the local cultural characteristics. Richard Lewis has classified different cultures 1. linear-active cultures: business people from Britain, the USA and Germany are organized and rational, they try to act logically, rather then emotionally, plan in advance and like to do one thing at a time. They believe in respecting rules(ruls), regulations and contracts and they aren’t afraid of confrontation. They’re essentially individualist. 2. multi-active cultures: in Southern Europe, Latin America and Africa, people are more concerned about feelings, emotion and intuition. They like to do more than one thing at a time, they’re flexible, good at changing plans. They respect the State.They’re called particularist. 3. Reactive cultures: people in Asia try to avoid confrontation and don’t want to “lose face”. They rarely interrupt speakers and often avoid eye-contact. UNIT 5 - RECRUITMENT “THE CURRICULUM VITAE” (p.30) When i have to do an application for a job, I have to send my CV. The first part of CV must contain: the name, address, phone number, email address, date of birth, Nationality, material status, objective, work experience (starting with the most recent), education or qualification, computer skills, languages, hobby and interest, and references. It should be totally honest, and it’s important to write only relevant information. CV must have a length (lengs) of two pages. It’s important to check the part of grammatical. There are different CV, for example: european and asian the CV generally include photos, USA not. British CVs include personal details, such as date of birth, material status, number of children, USA not. British CVs usually include outside work interests, like sports or traveling; US ones sometimes not. UNIT 6 - WOMEN IN BUSINESS “YOU’RE FIRED!” (p.39) In Norway, 12 companies have been accused by the government of breaking the law because they did not appoint women to be, at least, the 40%(forti) of their non-