Вопрос № 605459 - Английский язык

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It will be wrong to say, that any of three systems (authoritarizm, compromise, consensus) is ideal from the point of view of management and decision-making. Each of them is good enough only in case it is properly used in specific time and conditions. That means that the style of management may change if the external changes occur. For example, in crisis period the transition from the compromise to the authoritative system for the bottom management staff can significantly increase labour productivity (this method was used by lots of enterprises during the second war).
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Each of these systems is good enough only in case it is properly used ______________.

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The basic mechanism of interaction between people in a company exists in three forms: to order someone to do something – “authoritarizm”, to ask someone to do something on certain conditions or without them – “compromise”, to wait until your partner takes the initiative and performs corresponding actions – “consensus”.
Consensus is a Japanese style of decision-making, i.e. keep discussing until the decision appears and becomes obvious, or until participant takes the responsibility for some decision. Thus, the decision is accepted only in case it is clear for all the participants or at least for several ones. This system of decision-making is the most effective one from the point of view of the minimization of risk. It is characterized by a strong discipline of its participants, and consequently high product quality. However this system is rather slow, having a high risk of refusal and breakdown in strong dynamic processes. As a rule, such management systems are used on the top management level. One of the important criteria of its use is almost equal social position of the participants. However, the last thesis is not obligatory, but the involving of less socially provided members requires professional growth prospects.
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Such management systems as consensus are used ______________________.

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Two sayings sum up the “spirit of an organization”. One is the inscription on Andrew Carnegie’s tombstone: “Here lies a man who knew how to enlist in his service better men than himself”. The other is the slogan of the drive to find jobs for the physically handicapped: “It’s the abilities, not the disabilities, that count”.
Management by objective tells a manager what he ought to do. The proper organization of his job enables him to do it. But it is the spirit of the organization that determines whether he will do it. It is the spirit that motivates, that calls upon a man’s reserves of dedication and effort, that decides whether he will give his best or do just enough to get by.
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Management by objective tells a manager what ___________________.

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It is the purpose of an organization to “make common men do uncommon things” – this phrasing is Lord Beveridge’s. No organization can depend on genius; the supply is always scarce and always unpredictable. But it is the test of an organization that it makes ordinary human being perform better than they are capable of, that it brings out whatever strength there is in its members and use it to make all other members perform more and better. It is the test of an organization that it neutralizes the weaknesses of its members.
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No organization can depend on _________________.

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The test of good spirit is not that “people get along together”; it is performance, not conformance. “Good human relations” are not grounded in the satisfaction of good performance and the harmony of proper working relations is actually poor human relations and result in poor spirit. They do not make people grow; they make them conform and contract. We will never forget the university president who once said: “It is my job to make it possible for the first-rate teacher to teach. Whether he gets along with his colleagues or with me – and very few of really good teachers do either – is irrelevant”. And when his successor substituted for this a policy of “peace and harmony”, both the performance and the spirit of the faculty rapidly went to pieces.
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When president’s successor substituted for this a policy of “peace and harmony”, both the performance and the spirit of the faculty rapidly went ___________________.

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A man should never be appointed to a managerial position if his vision focuses on people’s weaknesses rather than on their strengths. He should be a realist; and no one is less realistic than the cynic. A man should never be appointed if he is more interested in question “Who is right?” than in the question “What is right?” Management should never appoint a man who considers intelligence more important than integrity.
The men with whom a man works, and especially his subordinates, know in a few weeks whether he has integrity or not. They may forgive a man a great deal: incompetence, ignorance, insecurity or bad manners. But they will not forgive him lack of integrity. Nor will they forgive higher management for choosing him.
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If man’s vision focuses on people’s weaknesses rather than on their strengths he should never be appointed to ________________________.