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1、Managerial qualities 1 What does this quotation mean? A bad manager confuses activity with performance. Anon 2 Read this story that was widely circulated on the Internet a few years ago. What does it say about managers that made it so popular? A man in a hot air balloon realised he was lost. He redu
2、ced altitude and spotted a woman below. He descended a bit more and shouted, Excuse me, can you help me? I promised a friend I would meet him an hour ago but I dont know where I am. The woman below replied, You are in a hot air balloon hovering approximately 30 feet above the ground. You are between
3、 40 and 41 degrees north latitude and between 59 and 60 degrees west longitude. You must be an engineer, said the balloonist. I am, replied the woman. How did you know? Well, answered the balloonist, everything you told me is technically correct, but I still have no idea what to make of your informa
4、tion, and the fact is I am still lost. Frankly, you havent been much help so far. The woman below responded, You must be in management. I am, replied the balloonist, but how did you know? Well, side the woman, you dont know where you are or where you are going. You have risen to where you are due to
5、 a large quantity of hot air. You made a promise, Which you have no idea how to keep, and you expect people beneath you to solve your problems. The fact is you are in exactly the same position you were in before we met, But now, somehow, its my fault. 3 Number the six most important (1-6) qualities
6、for a manager to possess. A good manager is someone who can A delegate responsibility _ B plan effectively _ C motivate their staff to perform _ D handle people sensitively _ E organise work efficiently _ F recognise and reward good performance _ G take tough decisions _ H lead by example _ I inspir
7、e confidence and respect _ J communicate their vision and ideas _ K co-operate with other parts of the organisation _L be creative and have innovative ideas _ 4 Discuss your choices with your partner. What are the consequences for the team and the manager if these qualities are absent? 5 Look at the
8、 list in exercise 3 on page 66 and say what are the key qualities for a leader to possess. Are these different from a managers qualities? Is there another leadership quality you would add to the list? Strengths and weaknesses 6 You will hear five employees describing the strengths and weaknesses of
9、their managers. The first time you listen, identify the weakness of each manager. The second you listen, identify the strength of each manager. TASK ONE WEAKNESS1_ A is very disorganized 2_ B does not co-operate with other departments3_ C does not delegate enough4_ D is not good at communicating5_ E
10、 does not have clear objectivesF cannot make quick decisionsG is rather insensitiveH is not especially clever TASK TOW STRENGTH6_ A is a natural communicator7_ B challenges his staff to achieve more8_ C is intelligent9_ D fits in well in the organization 10_ E has very good people skillsF leads by e
11、xampleG gives praise and recognition to the teamH organises work efficiently 7 What do you think these phrases from the listening mean? 1 Hes not afraid to get his hands dirty. 2 Hes a bit of a control freak. 3 He spreads himself very thin. 4 He often puts you on the spot. 5 He doesnt take on board
12、what youre saying. 6 Shes difficult to get on with. 7 She doesnt have the companys interests at heart. Idioms: management problems 1 What do you think each of these idioms means? 1 cant see the wood for the trees 2 doesnt want to lose face 3 have tunnel vision 4 bite off more than you can chew 5 too
13、 many chiefs, not enough Indians 6 cut corners 7 throw money at the problem 8 open a can of worms 9 be a yes-man 2 Study each of the cases below. Which idiom best fits each case? 0 He had no experience of negotiating. All the same, he volunteered to discuss a settlement to the four-week-old strike w
14、ith a union leader who had been in the business for 40 years. He bit off more than he could chew. 1 Asked to find out customer satisfaction rates, the managers at one call centre researched and produced all sorts of data: agent productivity rates, answer delay times, average call times, percentage of problems solved first time, etc. 2 A large electricity supplier is setting up a new customer billing IT managers staff, a software designer, a company in change of implementing the software and a team of software consultants. After six months very little progress has b
