В. А. Шляхова, О. Н. Герасина, Ю. А. Герасина английский язык для экономистов english for economists

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TEXT IX
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Key words:
standard of living – уровень жизни,
quality of life – качество жизни,
set up an objective – поставить цель,
achieve an objective – достичь цели,
face up the competition – сталкиваться с конкуренцией,
superior – начальник,
subordinate – подчиненный.
The Manager’s Role
Our society is made up of all kinds of organizations, such as 
companies, government, departments, unions, hospitals, universities, 
libraries and the like. They are essential to our existence, helping 
to create our standard of living and our quality of life. In all these 
organizations, there are people carrying out the work of a manager 
although they do not have that title. The vice-chancellor of a uni-
versity, the president of a student’s union or a chief librarian are all 
managers. They have a responsibility to use the resources of their 
organization effectively and economically to achieve its objectives.
There is a definition of the manager’s role. It is said that to 
manage is to forecast and plan, to organize, to command, to co-
ordinate and control. This definition is accepted by many people 
today, by the term command, they say a manager must motivate 
or lead other workers.
However, in most companies, the activities of a manager depend 
on the level at which he/she is working. Top managers, such as the 
chairman and directors, are involved in long range planning, policy 
making, and the relations of the company with the outside world. They 
are making decisions on the future of the company, the type of product 
lines it should develop, how it should face up the competition, etc.

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Middle managers and supervisors are generally making the 
day-to-day decisions which help an organization to run efficiently 
and smoothly. They must respond to the pressures of the job, which 
may deal with an unhappy customer, chasing up supplies, meeting 
an urgent order or solving a technical problem. Managers at this 
level spend a great deal of time communicating, coordinating and 
making decisions affecting the daily operation of their organiza-
tion.
On the whole managers perform five basic operations.
Firstly, managers set objectives. They decide what these 
should be and how the organization can achieve them.
Secondly, managers organize. They must decide how the re-
sources of the company can be used, how the work is to be classified 
and divided. Also, they must select people for the jobs to be done.
Their third task is to motivate and communicate effectively. 
They must be able to get people to work as a team, and to be as 
productive as possible. To do this, they will be communicating ef-
fectively with all levels of the organization – their superiors, col-
leagues, and subordinates.
The fourth activity is measurement. Having set targets ma-
nagers have to measure the performance of the organization, and 
of its staff.
Finally, measuring requires analytical ability, managers de-
velop people, including themselves. They help to make people more 
productive, and to grow as human beings. They make them bigger 
and richer persons.
Successful managers are not necessarily people who get on 
well with other people. They are people who command the respect 
of workers, and who set high standards. Good managers need not 
be geniuses but must bring character to the job. They are people 
of integrity, who will look for that quality in others.

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