590

Appendix 2

TERMINOLOGY USAGE TEST

Part I. Vocabulary

Choose the most appropriate words on the right to the definitions on the left.

1.A motivation theory that states that people are lazy and dislike work, and that they should be both threatened and rewarded.

2.A system or structure with one person or a group of people at the top and an increasing number of people below them at each successive level.

3.Dividing an organisation into decision-making units that are not centrally controlled.

4.A motivation theory that assumes that people have a psychological need to work and want achievement and responsibility.

5.An organisation system in which people have responsibility to both a task or project manager and to their department.

6.Employees under someone else’s authority or control.

7.Giving incentive to someone, encouraging.

8.The extent to which a job can be considered as permanent.

9.A system in which decision-making passes from the top to the bottom of a hierarchy.

10.A process undertaken by individuals to coordinate the activities of others to achieve results.

11.The right to command.

12.The ability to plan, coordinate and integrate all of the organisation’s interests and activities.

13.An individual who functions between a first-line manager and a top manager.

14.The process of finding the right person for each

job.

15.Relations between employers and employees, managers and workers, management and unions.

1. hierarchy 2.decetralisation

3.theory X

4.job security

5.line authority

6.staffing

7.management

8.motivation

9.matrix system

10.authority

11.theory Y

12.subordinates

13.labour relations

14.conceptual skills

15.middle manager

Part II. Vocabulary

Choose and mark on ONE answer you consider correct.

16.Top-managers are involved in

1)making day-to-day decisions.

2)long-range planning.

3)doing technical work.

17.Conceptual skill is the ability to

1)communicate, motivate and lead individuals or groups.

2)use the techniques, procedures and tools of a specific field.

3)balance the demands of the organisation’s various departments with the demands of the external environment.

18.F.W. Taylor’s method of management was revolutionary because

1)worker’s productivity increased.

2)the worker becomes a tool in the hands of management.

3)it leads to deskilling.

19.Effective managerial performance depends on the … of those who manage.

1) age 2) skills 3) tolerance

20.Managers have to supervise their subordinates and to measure and try to improve their

1)health. 2) education. 3) performance.

21.Managers have to make sure that the jobs and tasks given to their subordinates are

1)challenging. 2) easy to perform. 3) manageable.

111

22.A holder of the staff position

1)has got line authority.

2)provides assistance to people in an organisation’s departments.

3)is integrated into the chain of command.

23.Today, most large manufacturing organisations have

1)matrix structure.

2)geographical structure.

3)functional structure.

24.Most large companies are … , following the model of Alfred Sloan.

	1) disintegrated	2) incorporated	3) decentralised
25.	Advantages that come with a job, apart from wages or salaries, are
	1) profits.	2) hygiene factors.	3) perks.
26.	According to F. Herzberg, the group of factors bringing about job satisfaction are called
	1) incentives.	2) hygiene factors.	3) satisfiers.

27.Managers in the USA and elsewhere have recently been showing great interest in

1)job enrichment. 2) job description. 3) job enlargement.

28.Creation, development and maintenance of an effective workforce is

1)selecting people for jobs.

2)human resource management.

3)recruitment.

29.A short account of what a job consists of or the work that a particular employee is expected to do is

1)a job specification.

2)a job instruction.

3)a job description.

30.People who attempt to engage senior managers and executives for job vacancies by attracting them from other companies are

1)headhunters.

2)personnel managers.

3)personnel directors.

112

Appendix 3

	GLOSSARY
Advisory authority	A form of staff authority in which line managers
	are expected to seek, but not obliged to accept,
	staff decisions and advice.
Assessment centre	A programme, not a place, in which trainees
	engage in individual and group exercises designed
	to simulate important activities which participants
	perform on the job.
Authority	The limited right to command and use an
	organisation’s resources and to channel the efforts
	of some of its people to perform tasks.
Board of directors	A group elected by stockholders to govern a
	corporation.
Bureaucracy	A type of organisation characterised by
	specialised division of labour, a distinct
	management hierarchy and chain of command,
	rules and standards of performance, and
	employment based on competence.
Centralisation	Delegation of minimal amounts of job activities
	and authority to subordinates by management.
Conceptual skill	The ability to see the organisation as a series of
	parts and understand how these parts relate.
Controlling	The process gone through in order to control
	involving measuring performance, comparing
	performance to standards, and determining if the
	organisation should be changed to meet these
	standards and taking corrective action.
Decetralisation	The process of delegating significant amounts of
	gob activities and authority to subordinates.
Decision	A choice made between two or more available
	alternatives.
Decision-making	The steps an individual makes to actually choose
process	from the alternatives that are available.
Delegation	The process of assigning job activities and related
	authority to specific organisation members.
Department	A unique group of resources established by
	management to perform some organisational task.
Departmentalisation	The process of establishing departments within
	the management system.
Directing	Guiding the activities of organisation members in
	appropriate directions.
Effectiveness	Resource use in relation to organisational goal
	attainment.
Efficiency	The portion of organisation resources that
	contribute to productivity during the production
	process.
Esteem needs	An individual’s desire for respect, generally
	divided into self-respect and respect from others.
Flextime	The system that provides workers with greater
	flexibility concerning the exact hours during
	which they must perform their jobs.
Forecasting	The process of predicting future environmental
	happenings that will influence the operation of the
	organisation.
Fringe benefits	Financial returns that employees receive primarily

113

	as a result of being employed by an organisation.
Functional	The right to give orders within a segment in
authority	which this right is normally nonexistent.
Goal behaviour	Behaviour aimed specifically at reducing a need.
Grapevine	A term used to describe informal communication
	in organisations or communication that does not
	follow formal communication lines as established
	by management on the organisation chart.
Human relations	An area of study that is primarily concerned with
	how to most appropriately work and deal with
	people in organisations.
Human skill	The ability to work well with people.
Hygiene or	The set of items that influence the degree of job
maintenance	dissatisfaction, that relate to the work
factors	environment.
Job analysis	A procedure that determines which activities a job
	entails and the type of individual needed to perform
	the job.
Job description	The term used to refer to the activities described in
	a job analysis, or a listing of specific activities that
	must be performed by the holder of the specific
	position.
Job enlargement	Adding operations to the job.
Job enrichment	The process of incorporating motivators into a job
	situation.
Job rotation	Moving an individual from job to job or not
	requiring him or her to perform only one simple
	and specialised job over the long run.
Job specification	A term used to refer to an individual’s
	qualifications needed to perform a particular job,
	and the duties that the job entails.
Licensing	An agreement between companies that allows one
	company (the licensee) the right to use the
	trademark, patent, copyright, or even the
	manufacturing process of the licensor.
Line authority	Most fundamental authority within an organization,
	which reflects existing superior-subordinate
	relationships and provides the right to make
	decisions and give orders concerning the
	production, sales, or finance-related behaviour of
	subordinates.
Management	The process of reaching organisational goals by
	working with and through people and other
	organisational recources.
Management by	A belief that employees will be more motivated if
objectives (MBO)	they participate in the process of setting goals and
	monitoring their progress toward them.
Management level	A particular horizontal segment of management.
Managerial grid	A basic model describing various managerial styles
	or ways in which managers can relate to
	subordinates.

114

Maslow’s	A theory stating that human beings possess five basic
hierarchy of needs	needs: physiological needs, security needs, social
	needs, esteem needs and self-actualisation needs.
Middle	The second highest level of the management
management	pyramid.
Morale	The attitudes organisation members hold toward
	their jobs.
Motivation	An inner state of an individual which causes him or
	her to behave in a way that will ensure the
	accomplishment of some goal.
Motivators	The set of items that influences the degree of job
	satisfaction.
Operations	The process of managing production on
management	organisations.
Organisation	The end result of the organisation process; the
	establishment of logical relationships among
	resources.
Organisational	All levels of management considered collectively.
hierarchy or
management
pyramid
Organisational	The targets toward which the organisation is aimed.
objectives
Organisational	All assets available for the production process:
resources	people, money, materials and equipment.
Organisation	A graphic illustration of the organisation structure.
chart
Organising	The process of establishing orderly uses for all
	resources within the management system, or
	assigning the tasks that were developed during
	planning to various workers and/or work groups.
Patent	A nonrenewable exclusive legal right to a product
	or process granted for a certain period of time.
Performance	The process of reviewing an individual’s past
appraisal	productive activity to evaluate the contribution
	he/she has made to attaining management system
	objectives.
Physiological	Needs that relate to the normal functioning of the
needs	body and include needs for water, food, rest, sex
	and air.
Planning	Listing tasks that must be performed to attain
	organisational goals, setting guidelines on how the
	tasks must be performed, and indicating when the
	tasks should be performed.
Recruitment	The first step in providing appropriate human
	resources for the organisation once a position
	becomes open.
Responsibility	The obligation to perform an assigned activity.
Scheduling	Formulating detailed listings and related timetables
	of activities which must be followed in order to
	produce goods or services.
Scientific	The process of finding the “one best way” to
management	perform a task.
Security needs	Needs that relate to an individual keeping himself
	free from harm.
Selection	Choosing an individual to hire from all those who

115

	have been recruited.
Self-actualisation	The desire to maximise whatever potential an
needs	individual possesses.
Social needs	Needs that include an individual’s desire for love,
	companionship, friendship and acceptance by
	others.
Social	The managerial obligation to take action which
responsibility	protects and improves the welfare of society as a
	whole along with organisational interests.
Span of	The number of individuals a manager is
management	supervising.
Staff authority	The right to advise or assist those who possess line
	authority and other staff personnel.
Staffing	Providing appropriate human resources for the
	organisation.
Structure	Designated relationships among resources of the
	management system.
Technical skill	The ability to use specialised knowledge about the
	mechanics of a job.
TheoryX–TheoryY	Strategies that focus on the assumptions which
	managers possess about the nature of employees.
Top management	The highest level of the management pyramid that
	includes all senior managers.
Training	The process of developing qualities in human
	resources which will ultimately enable them to be
	more productive and resultantly contribute more to
	organisational goal attainment.

116

REFERENCES

1.Ravenhill J., Global Political Economy. Oxford Universtity Press, 2008

2.Baylis J., Smith S., Owens P. The Globalization of World Politics. An introduction to international relations. Oxford University Press, 2008.

3.Базилевич А.И. Инновационный менеджмент предприятия: учеб-ное пособие для студентов, обучающихся по специальностям экономи-ки и управления. Москва, Юнити-Дана, 2009.

4.Аверченков В.И., Ваинмаер Е.Е. Инновационный менеджмент. М.: Изд-во «Флинта», 2008.

5.Глухов Б.В. Менеджмент: учебник для экономических вузов. Издательство «Питер Пресс», 2008.

6.Mackenzie J. Management and Marketing. LTP Business, 2005.

7.Naylor J. Management. Pearson Education, 2004. Naylor J. Website support: www.booksites.net/naylor.

8.MacKenzie J. English for Business Studies. Cambridge University Press, 2004.

9.Матвиенко Е.Н., Емельянова Н.Н. Management: Art or Science. Менеджмент: искусство или наука. Новосибирск, 2003.

10.Котляров В.Г. Внешнеторговые операции и их организация. Новосибирск: Изд-во СГУПСа, 2001.

11.Жданова И.Ф., Вартумян Э.Л. Англо-русский экономический словарь. М.: «Русский язык», 2000.

12.Армстронг М. Основы Менеджмента: Как стать лучшим руководителем. Ростов на Дону, «Феникс»,

1998.

13.Black J. A Dictionary of Economics. Oxford University Press, 1997.

14.Fowles A., Miller M., Stocker J. Executive Decisions. Business Case Studies and Communication Skills Training. Longman, 1995.

15.Barnet R. J., Cavanagh A., Global Dreams. New York, 1994.

16.Adam J.H. Longman Dictionary of Business English. Longman, 1993.

17.Arnold D., The Handbook of Brand Management. The Economist Books Ltd., 1993.

18.Howard-Williams D., Herd C. Business Words. Heinemann, 1992.

19.Cotton D. Keys to Management. Nelson, 1989.

20.Reitz H. J., Jewell L. N. Managing. Scott, Foresman and Company. Glenview, Illnois London, England,

1989.

21.Mescon M., Albert M., Khedouri Ph. Management. Harper and Row Publishers, Inc., 1988.

22.Hodgetts R. M. Management. Academic Press, Inc, 1985.

23.Huse E. F., Management. West Publishing Company, 1982.

24.Drucker P. Managing in Turbulent Times. London: Pan, 1980.

25.Hornby A.S. The Advanced Learner’s Dictionary of Current English. Oxford University Press, 1978.

26.Mayo E. The Social Problems of an Industrial Civilisation. London: Routledge & Kegnan Paul, 1975.

27.Fayol H. General and Industrial Management. London: Pitman, 1967.

28.Mc.Gregor D. The Human Side of Enterprise. New York: McGraw-Hill, 1960.

29.Perlmutter H. On deep dialog, Knowledge@Wharton Newsletter, 19 July, http://knowledge.wharton.uppen.edu, accessed 1 September 2002.

30.Hofstede G. Cultural constrains in management theories, Academy of Management Execitive, 1993.

31.Trompenaars F. and Hampden-Turner Ch. Riding the Waves of Culture: Understanding Cultural Diversity in Business, 2nd edition, London: Nicholas Brealey, 1997.

117

Учебное издание

Матвиенко Елена Николаевна Стучинская Елена Анатольевна Арканова Татьяна Анатольевна

INTERNATIONAL МANAGEMENT

PRACTICE

Международная практика менеджмента

Учебное пособие

Печатается в авторской редакции Компьютерная верстка Н.Н. Садовщикова

Дизайн обложки Я.Ю. Бернадская

Изд. лиц. ЛР № 021277 от 06.04.98 Подписано в печать 02.04.2010

12,875 печ. л. 10,9 уч.-изд. л. Тираж 600 экз. Заказ № 2190

Издательство Сибирского государственного университета путей сообщения

630049, Новосибирск, ул. Д. Ковальчук, 191.

Тел./факс: [phone]. E-mail: [e-mail]