Методическое пособие 607

laws. 3. The discipline may also (to engage) in mobility management, especially (to pertain) to expatriates. 4. Some practitioners (to spend) an entire career as either a generalist or a specialist. 5. Some individuals with PhDs in HR and (to relate) fields most often (to find) in Colleges of Business in departments of HR or Management. 6. HR generally (to view) as a support function to the business, (to help) (to minimize) costs and (to reduce) risk.

III. Translate from Russian into English:

1. Старый, старше, самый старый, самый старший, мой старший брат, мой старый друг; 2. дальше, самый дальний, самый длинный, короче; 3. счастливый, счастливее, самый счастливый; 4. самый лучший, самый черный, 5. длиннее, хуже, лучше, теплее; 6. ее лучший друг, ее младший сын, его старший сын.

IV. Match the sentences with the words in the box:

1.At the macro-level, HR is in charge of overseeing costs and reduce risk organizational … .

2.In circumstances where employees desire and are The Chief HR Officer or

V.Complete the sentences with the following business expressions:

1.I cannot give you a really accurate estimate at this point but 20,000 would be a ...

figure.

a)on to a good thing

b)big fish in a small pond

c)begs the question

d)ballpark

2.They gave a much better presentation than us and got the contract. It wasn't even close, they ... .

a)below par

b)beat us hands down

c)begs the question

d)big cheese

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3.I understand you want to discuss how to improve sales in Sweden but that ... of whether we even want to be trying to sell in such an unpromising market.

a)on to a good thing

b)begs the question

c)beavering away

d)big cheese

4.This is definitely a product where we can sell as many as we produce and at a high price and low cost. We're certainly ... with this.

a)on to a good thing

b)big fish in a small pond

c)begs the question

d)big cheese

5.This project has been a total failure. I guess it is time to go ... .

a)on to a good thing

b)big fish in a small pond

c)back to the drawing board

d)big cheese

VI. a) Answer the following questions:

1.What is the text about?

2.What are the basic business functions of HR-management?

3.Speak about the macro-level of HR-management.

4.What is human resource consulting?

5.What can you say about the HR positions?

b) Ask your questions about the matter. Using the following phrases make dialogues / polylogs on the topic:

- Paraphrasing:

So . . . (rephrase the other person's ideas) In other words . . . (paraphrase)

I understand. (You're saying that . . .) Oh. I see. (You want to say that . . . ) I get it. (You mean . . .)

VII. Speak about the business functions of HR-management.

VIII. Read and translate text A and sum it up:

A) HUMAN RESOURCES

Human resources is the set of individuals who make up the workforce of an organization, business sector, or economy. "Human capital" is sometimes used synonymously with human resources, although human capital typically refers to a

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more narrow view (i.e., the knowledge the individuals embody and can contribute to an organization). Likewise, other terms sometimes used include "manpower", "talent", "labour", or simply "people".

From the corporate objective, employees have been traditionally viewed as assets to the enterprise, whose value is enhanced by further learning and development, referred to as human resource development. Organizations will engage in a broad range of human resource management practices to capitalize on those assets.

In governing human resources, three major trends are typically considered:

1.Demographics: the characteristics of a population/workforce, for example, age, gender or social class. This type of trend may have an effect in relation to pension offerings, insurance packages etc.

2.Diversity: the variation within the population/workplace. Changes in society now mean that a larger proportion of organizations are made up of "babyboomers" or older employees in comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation etc.

3.Skills and qualifications: as industries move from manual to more managerial professions so does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for the jobs), employers must compete for employees by offering financial rewards, community investment, etc.

In regard to how individuals respond to the changes in a labour market, the following must be understood:

Geographical spread: how far is the job from the individual? The distance to travel to work should be in line with remuneration, and the transportation and infrastructure of the area also influence who applies for a position.

Occupational structure: the norms and values of the different careers within an organization. Mahoney 1989 developed 3 different types of occupational structure, namely, craft (loyalty to the profession), organization career path (promotion through the firm) and unstructured (lower/unskilled workers who work when needed).

Generational difference: different age categories of employees have certain characteristics, for example, their behavior and their expectations of the organization.

IX. Read and translate text B and sum it up:

B) HUMAN RESOURCE DEVELOPMENT

Training and development is a function of human resource management concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including "human resource development", and "learning and development".

Training and development encompasses three main activities: training, education, and development:

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Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.

Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.

Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate.

The "stakeholders" in training and development are categorized into several classes. The sponsors of training and development are senior managers. The clients of training and development are business planners. Line managers are responsible for coaching, resources, and performance. The participants are those who actually undergo the processes. The facilitators are Human Resource Management staff. And the providers are specialists in the field. Each of these groups has its own agenda and motivations, which sometimes conflict with the agendas and motivations of the others.

The conflicts that are the best part of career consequences are those that take place between employees and their bosses. The number one reason people leave their jobs is conflict with their bosses. Training an employee to get along well with authority and with people who entertain diverse points of view is one of the best guarantees of long-term success. Talent, knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or customer.

Typical roles in the field include executive and supervisory/management development, new-employee orientation, professional-skills training, technical/job training, customer-service training, sales-and-marketing training, and health-and- safety training. Job titles may include vice-president of organizational effectiveness, training manager or director, management development specialist, blended-learning designer, training-needs analyst, chief learning officer, and individual careerdevelopment advisor.

Training and development practices also have their importance for professional education educators also. As there is a need to evaluate the benchmark practices followed for professional education educators to find out that whether the training programme which they opt is according to their training need or they are selecting these training programmes at random source.

X. Using supplementary information from Internet give the presentation on the topic.

Psychologists studied workplace motivation extensively and theorized that workers as well as their superiors have needs that influence their performance at work. One of these needs is Achievement Motivation - which can be defined as an individual's need to meet realistic goals, receive feedback and experience a sense of accomplishment. To create a work environment that helps employees experience a sense of accomplishment, we need to understand employee aspirations and provide the means to accomplishment, through aspiration management.

Motivation plays a critical role in influencing workplace behavior and performance. At one time, employees were considered just another input into the production of goods and services. It is key for organizations to understand and to structure the work environment to encourage productive behaviors and discourage unproductive behavior. There are many motivation theories that contribute towards structuring the work environment that fosters individual and team Aspirations Management so that they can actualize their fullest potentialities.

Intrinsic motivation refers to motivation that is driven by an interest or enjoyment in the task itself, and exists within the individual rather than relying on any external pressure or stimulus. For example, an employee who actualizes his or her career aspiration is intrinsically motivated to put in their best efforts as it provides the peak experience of aspirations actualization. It is important to sustain the motivation level through the appropriate employee engagement initiatives.

Extrinsic motivation refers to the performance of an activity in order to attain an outcome. Motives can be divided into two types: external and internal. Internal motives are considered as the needs that every human being experience, while external indicate the presence of specific situations where these needs arise. Extrinsic motivation comes from outside of the individual. Common extrinsic motivations are rewards like money and grades, coercion and threat of punishment. Competition is in general extrinsic because it encourages the performer to win and beat others, not to enjoy the intrinsic rewards of the activity.

Work motivation "is a set of energetic forces that originate both within as well as beyond an individual's being, to initiate work-related behavior, and to determine its form, direction, intensity, and duration". A holistic work motivation environment fosters both intrinsic motivation and extrinsic motivation. The external stimulus

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comes from peers, organization and managers. The internal stimulus is driven by the inner drive to work towards each individual aspiration.

Aspiration management is based on the assumption that each individual is motivated to work towards actualizing their aspiration and that productivity can be optimized by providing an organizational infrastructure or work culture that fosters employee aspirations actualization. Aspiration management is a people management methodology and is built on a framework that focuses on the need and urge of individual’s to actualize their aspirations and considers an employee as a whole (part of society with multiple roles) and not just as a resource or capital which is part of an organization or corporate who will perform, if remunerated. It provides a system which enriches the core people management systems of an organization.

I. Make infinitives (add ―to‖) or gerunds (add ―-ing‖) of the verbs in brackets to make the following sentences grammatically correct:

1.When I’m tired, I enjoy (watch) television. It’s relaxing.

2.It was a nice day, so we decided (go) for a walk.

3. It’s a nice day. Does anyone fancy (go) for a walk?

4.I’m not in a hurry. I don’t mind (wait).

5.They don’t have much money. They can’t afford (go) out very often.

II. Write it in English:

1. 245; 533; 816. 2. Сто книг; сотня страниц; сотни людей. 3. Тысяча машин; тысячи людей; миллион книг. 4. 1 Января; 8 Марта. 5. Глава 5.

III. Put the verb into the correct tense form:

1. Achievement Motivation can (to define) as an individual's need to meet realistic goals, receive feedback and experience a sense of accomplishment. 2. Motivation (to play) a critical role in influencing workplace behavior and performance. 3. At one time, employees (to consider) just another input into the production of goods and services. 4. Motives can (to divide) into two types: external and internal. 5. The internal stimulus (to drive) by the inner drive to work towards each individuals aspiration. 6. It (to provide) a system which (to enrich) the core people management systems of an organization.

IV. Translate from Russian into English:

1. Мотивация достижений может быть определена как личностная потребность в осуществлении реальных целей, получении результата и сознании чувства выполненного долга. 2. Мотивация играет важную роль в создании рабочей обстановки и производственном процессе. 3. Мотивы могут быть разделены на два типа: внешние и внутренние. 4. Внешняя мотивация относится к выполнению деятельности в целях достижения результата. 5. Внутренние мотивы рассматриваются как потребности каждого человека, в то время как внешние указывают на наличие конкретных ситуаций, в которых эти потребности возникают.

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V.Complete the sentences with the following business expressions:

1.He'd didn't do so well in that big company but now he's gone to a small company he acts as if he's really important, a real ... .

a)on to a good thing

b)big fish in a small pond

c)begs the question

d)big cheese

2.He's not really that important in the company structure but he acts like he's a real ... .

a)on to a good thing

b)big fish in a small pond

c)begs the question

d)big cheese

3.There remains a lot of work today but Harry keeps ... at it and he's done a lot of it.

a)below par

b)big fish in a small pond

c)beat about the bush

d)beavering away

4.The work they did for us on that last project was not at all satisfactory, well ... .

a)below par

b)beat about the bush

c)begs the question

d)beavering away

5.He likes people who come directly to the point so do not ... with him.

a)on to a good thing

b)beat about the bush

c)begs the question

d)big cheese

VI. a) Answer the following questions:

1.What is the text about?

2.What is aspiration management?

3.What is the main role of motivation?

4.Speak about intrinsic and extrinsic motivation.

5.What is the primary function of aspiration management?

b) Ask your questions about the matter. Using the following phrases make dialogues / polylogs on the topic:

- Expressing Lack of Understanding:

I don't get it.

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(I'm sorry.) I don't understand. What do you mean?

VII. Speak about aspiration management.

VIII. Read and translate text A and sum it up:

A) WORK MOTIVATION

Work motivation "is a set of energetic forces that originate both within as well as beyond an individual's being, to initiate work-related behavior, and to determine its form, direction, intensity, and duration". Understanding what motivates an organization's employees is central to the study of I–O psychology. Motivation is a person's internal disposition to be concerned with and approach positive incentives and avoid negative incentives.

It is important for organizations to understand and to structure the work environment to encourage productive behaviors and discourage those that are unproductive given work motivation's role in influencing workplace behavior and performance. There is general consensus that motivation involves three psychological processes: arousal, direction, and intensity. Arousal is what initiates action. It is fueled by a person's need or desire for something that is missing from their lives at a given moment, either totally or partially. Direction refers to the path employees take in accomplishing the goals they set for themselves. Finally, intensity is the vigor and amount of energy employees put into this goal-directed work performance. The level of intensity is based on the importance and difficulty of the goal. These psychological processes result in four outcomes. First, motivation serves to direct attention, focusing on particular issues, people, tasks, etc. It also serves to stimulate an employee to put forth effort. Next, motivation results in persistence, preventing one from deviating from the goal-seeking behavior. Finally, motivation results in task strategies, which are patterns of behavior produced to reach a particular goal.

IX. Read and translate text B and sum it up:

B) CAREER MANAGEMENT

Career planning is a subset of career management. Career planning applies the concepts of Strategic planning and Marketing to taking charge of one's professional future. Career is an ongoing process and so it needs to be assessed on continuous basis.

The process of career planning is also known as career development stages and career development model. These steps help you in planning your career and deciding about your future.

Self Assessment is a process that helps you in assessing your skills, your potential, your strengths and your ability to fulfill your aims. As the name of the step suggest, you assess yourself and then based on your analyses and keeping your strengths and weaknesses in mind you draft your future plan. By drafting your future

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plan we mean that executing this step helps you to finalize the profession and career path you want to choose. Make sure that you choose and finalize more than one career, keep one or two careers in case you decide to roll back. In case the career you chose does not satisfies you or later in time you come to know that this was not meant for you then in that case you must have a backup plan.

Self Development: once you have self analyzed yourself the second step is to fill the loopholes you have identified in the above step. By this we mean that in this step you have to see that what are the qualities and skills that are required by you to help you achieve your aims and goals. For instance you might decide that you need training or a particular course in a field in order to make you perfect for the profession you have chosen.

It could be that you are interested in painting but you are not much aware of the trends or the knowledge that is required for this field. Or there can be a case where you are interested and much aware about a profession like teaching but you do not yet know that what is the niche level that is meant for you like and the subjects you can carry off pretty well.

A Thorough Research Self Development: once you have list down the careers that are favorable in your case and the skills and improvements that are required by you in order to achieve excellence the third step requires you to do an intensive research and see what are the findings related to career options and the skills that are required to make you champion in that. You research will be looking into following questions:

What is the scope of the career you have chosen?

Will that career pay you off in the future?

Is there room for expansion in that career field?

Come up with Action Form: once you have researched the feasibility of the factors that you have finalized in above steps, the next step is to show some action and translate your plans on a piece of page. This step requires you to make plan as in how you are going to achieve and fulfill the steps you have decided above. The best way to come with an action plan is to come up with small goals for oneself. Once these small goals are achieved, we can see that how much close we are to our main aim and major goal. This small step acts as a path way to the main aim.

Action: once you are done with small goals and the main aim, the next step remains to start implementing your plans. Keep a very close track of your activities to make sure that you are on the right track and that by following this path you are surely going to achieve you goal!

X. Using supplementary information from Internet give the presentation on the topic.

Innovation is a new idea, device or process. This is accomplished through more effective products, processes, services, technologies, or ideas that are readily available to markets, governments and society. While a novel device is often described as an innovation, in economics, management science, and other fields of practice and analysis innovation is generally considered to be a process that brings together various novel ideas in a way that they have an impact on society.

In business and economics, innovation is the catalyst to growth. With rapid advancements in transportation and communications over the past few decades, the old world concepts of factor endowments and comparative advantage which focused on an area’s unique inputs are outmoded for today’s global economy.

In the organizational context, innovation may be linked to positive changes in efficiency, productivity, quality, competitiveness, and market share. However, recent research findings highlight the complementary role of organizational culture in enabling organizations to translate innovative activity into tangible performance improvements. Organizations can also improve profits and performance by providing work groups opportunities and resources to innovate, in addition to employee's core job tasks. All organizations can innovate, including for example hospitals, universities, and local governments. Still other innovative strategies include hospitals digitizing medical information in electronic medical records.

Programs of organizational innovation are typically tightly linked to organizational goals and objectives, to the business plan, and to market competitive positioning. One driver for innovation programs in corporations is to achieve growth objectives. One survey across a large number of manufacturing and services organizations found, ranked in decreasing order of popularity, that systematic programs of organizational innovation are most frequently driven by: Improved quality, Creation of new markets, Extension of the product range, Reduced labor costs, Improved production processes, Reduced materials, Reduced environmental damage, Replacement of products/services, Reduced energy consumption, Conformance to regulations. Whether innovation goals are successfully achieved or otherwise depends greatly on the environment prevailing in the firm.

Conversely, failure can develop in programs of innovations. The causes of failure have been widely researched and can vary considerably. Some causes will be external to the organization and outside its influence of control. Others will be

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