Upper-Intermediate
Приветствую вас, дорогие читатели!
Сегодня посвятим свое время изучению стилей менеджмента и основных качеств лидера.
- Communicative (ant: UNcommunicative). Willing to talk to people and give them information. He was in a bad mood at breakfast and was uncommunicative.
- Creative (ant: UNcreative). Producing or using original and unusual ideas. The designer is either a creative genius or completely bonkers.
- Diplomatic (ant: UNdiplomatic). Acting in a way that does not cause offense. Ask him nicely - be diplomatic.
- Enthusiastic (ant: UNenthusiastic). A feeling of energetic interest in a particular subject or activity and an eagerness to be involved in it. One of the good things about teaching young children is their enthusiasm.
- Focused (ant: UNfocused). Giving a lot of attention to one particular thing. There should be more focused effort on improving the availability and quality of these products.
- Imaginative (ant: UNimaginative). Good at thinking of new, original, and clever ideas. They have the most creative language and imaginative comparisons of any other poems.
- Inspiring (ant:UNinspiring). Encouraging, or making you feel you want to do something. She was an inspiring example to her followers.
- Interested (ant: UNinterested). Wanting to give your attention to something and discover more about it. He was uninterested in what I was saying.
- Sociable (ant: UNsociable). Sociable people like to meet and spend time with other people. Rob's very sociable - he likes parties.
- Stable (ant: UNstable). If someone has a stable personality, they are calm and reasonable and their mood does not change suddenly. Their characters are fully formed and they are both very stable children.
- Supportive (ant: UNsupportive). Giving help and encouragement. He told me it was my own fault, which wasn't very supportive.
- Organized (ant: UN/DISorganized). An organized person is able to plan things carefully and keep things neat. She's a disorganized person and she always arrives late at meetings.
- Loyal (ant: DISloyal). Firm and not changing in your friendship with or support for a person or an organization, or in your belief in your principles. Jack has been a loyal worker in this company for almost 50 years.
- Considerate (ant: INconsiderate). Kind and helpful. It was inconsiderate of you to drink all the milk.
- Competent (ant: INcompetent). Able to do something well: a competent secretary/rider/cook. I wouldn't say he was brilliant but he is competent at his job.
- Decisive (ant: INdecisive). Able to make decisions quickly and confidently, or showing this quality. You need to be more decisive.
- Efficient (ant: INefficient). Working or operating quickly and effectively in an organized way. We need someone really efficient who can organize the office and make it run smoothly
- Flexible (ant: INflexible). Able to change or be changed easily according to the situation. My schedule is flexible - I could arrange to meet with you any day next week.
- Tolerant (ant: INtolerant). Willing to accept behavior and beliefs that are different from your own, although you might not agree with or approve of them. People in Italy are more tolerant of children in public places than in Britain.
- Patient (ant: IMpatient). the ability to wait, or to continue doing something despite difficulties, or to suffer without complaining or becoming annoyed. You have to have such a lot of patience when you're dealing with kids.
- Practical (ant:IMpractical). Relating to experience, real situations, or actions rather than ideas or imagination. Degrees are important but practical experience is always a plus.
- Rational (ant: IRrational). Based on clear thought and reason.There must be some rational explanation for what happened.
- Responsible (ant: IRresponsible).To be the person who caused something to happen, especially something bad.Who is responsible for this terrible mess?
- Logical (ant:ILlogical). Students need the ability to construct a logical argument.
Pairs of contrasting management styles:
- autocratic - DEMOCRATIC
- centralising - COLLABORATIVE
- directive - LAISSEZ-FAIRE
- empowering - CONTROLLING
- hands-on - DELEGATING
- task-orientated - PEOPLE-ORIENTED
Reading:
There are three basic styles: directing, discussing and delegating
Directing style
Managers using this style tell people what to do, how to do it and when to have it completed. They assign roles and responsibilities, set standards and define expectations.
- Communication - The manager speaks, employees listen and react. Managers provide detailed instructions so employees know exactly what to do. The ability to communicate in a clear, concise and complete fashion is critical. The only feedback managers ask for is, “Do you understand what needs to be done?”
- Goal-Settings –“You goal is to sell 15 cars per month”. The manager establishes short-term goals. When goals are specific and time bounded, employees are clear on what is expected of them. Goals and deadlines often motivate people.
- Decision making – “I want you to stop what you are currently doing and help Ben set up the room for the seminar”. The manager makes most if not all decisions. When problems arise the manager evaluates options, makes decisions and directs employees as to what actions to take.
- Monitoring Performance and Providing Feedback – Managers establish specific control points to monitor performance. “Get back to me at 11:00 a.m. to brief me on what you’ve accomplished.” Managers provide frequent feedback including specific instructions on how to improve performance.
Discussing Style
Managers using this style take time to discuss relevant business issues. What happens in a good discussion? People present ideas, ask questions, listen, provide feedback, challenge assumptions and coach as needed. It’s important to make sure ideas are fully discussed and debated. Managers often perform the role of facilitator, making sure the discussion stays on track and everyone has a chance to contribute.
- Communication – Two-way communication is the norm. “Let’s go around the table and give everyone a chance to discuss their ideas.” Managers spend as much time asking questions and listening as they do talking and sharing their ideas. The right question focuses the discussion and draws out people’s ideas.
- Goal-Setting – “Ingrid, what do you think our sales target should be for the fourth quarter?” After adequate discussion, goals are established. Utilizing a participatory style generally increases employees’ commitment to achieve their goals.
- Decision-Making – “We have a problem with the amount of inventory we’re currently carrying. What action do you think we should take?” Decisions are made collaboratively. Both manager and employee play an active role in defining problems, evaluating options, and making decisions.
- Monitoring Performance and Providing Feedback – The manager and employee monitor performance and discuss what actions need to be taken. This works best when both parties are open and make adjustments as needed.
Delegating Style
Managers using this style usually explain or get agreement on what has to be accomplished and when it must be completed. The how-to-do-it part of the equation is left up to the employee. Responsibility and authority are given to employees to get the job done.
- Communications – Regarding what has to be accomplished, communications may be one-way: “I want you to deliver a 15-minute presentation on our new compensation program at Tuesday’s meeting.” In other situations it may be two-way: “Let’s discuss what needs to be accomplished in the marketing brochure you’re designing.” Additional communication takes place to review what has been accomplished and obstacles preventing progress.
- Goal-Setting – As stated above, specific goals may be established by the manager or may evolve after a discussion between manager and employee. Failures in delegation can often be traced back to a lack of understanding of the desired output or deliverable. “I thought you only wanted recommendations, not an implementation plan.”
- Decision-Making – “Barbara, that’s your decision to make.” Decisions as to how the task will be accomplished are left to the employee. Employees have the power to take appropriate actions to achieve the desired goals. Managers must avoid “reverse delegation” when employees try to give back decisions that they should be making.
- Monitoring Performance and Providing Feedback – “I want a weekly update on plan accomplishments.” Managers decide how much monitoring is necessary. The amount of monitoring depends on the priority of the task and the person doing it. Providing feedback is the responsibility of the employee. Keeping the manager informed, especially when the plan is off track, is critical.