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•
the ability to learn by doing;
•
the ability to understand and work with numbers.
3.
Develop, define and test your business ideas.
•
Observe general economic, cultural and environmental factors.
•
Understand conditions in your specific industry.
•
Be realistic about your specific ideas/business;
•
Timeliness (for the economy and the industry).
•
Being right for you (your personality and skills).
•
If it matches your commitment (motivation & interests).
•
If it is clear and concise to others (easy to understand).
•
If there really is a need (a market indicated).
•
If the risks are "known" (the chance of failure is
diminished).
4.
Possess the technical expertise necessary to do business.
5
.
Acquire and improve small business management experience.
6.
Understand market research and targeting the customer/client.
7.
Ability to plan, set realistic goals and take small steps.
8.
To raise and use only the appropriate amount of financing.
9.
Love what you do or are going to do as you grow.
10.
Manage the business as openly as possible.
11.
Continue your business education and professional development.
12.
Keep records, prepare and use financial statements and pay your
taxes.
Have a heart, bosses
"Managers need to hone their emotional skills as well as their professional
know-how if they want to survive at the highest level,"
writes Margaret Coles.
EMOTIONAL RESILIENCE must be developed by all those who rise to
senior levels, to enable them to take difficult decisions and feel comfortable in
any situation.
This is the view of Harriet Karsh, a psychologist and personal development
consultant.
Karsh, who spoke at the recent Women in Management conference, says of
her Heart of Leadership programme: “I help people to deal with difficult
situations where they have to do things that go against their own code of
values.”
“I help people to understand their values, how they want the world to be
and how they want to be in that world, and compare that with their business
approach, to find an integrity between what they believe in and what they
do. Leaders who lack integration between a thought and deed lose the
37
confidence of colleagues and subordinates.
If you understand what is happening inside you, physically, mentally,
emotionally and spiritually, you are facing a dilemma that needs some
resolution.
Those who ignore it find it comes out in different ways – illness or
breakdown. I help them to check their choices against their values and see
the consequences for the business and themselves. You might find a better
way of doing what you must do, or you must find the courage to go against
it."
“We support people when they work through choices. We help them to
take responsibility for decisions they make and for the outcomes of their
actions.”
“People in leadership roles begin to understand better what they need to do
to live up to their highest aspirations.”
Susan Young, managing director of a big company, first worked with
Karsh two-and-a-half years ago. “I’d just been recruited and wanted to
strengthen my team of directors. Harriet helped us to understand what
strengths each of us contributed and think about areas where there might be
conflict. It encouraged us to rely on one another. She also helped me to
recruit a very strong management team.”
“We’re also changing the culture of job so that people solve problems on
their own and constantly seek to improve the way they do things, rather
than just follow a set of procedures.”
"Harriet has enabled us to build strong relationships required when you are
making major changes because there are lots of fears and difficulties
associated with them. If you feel you have a strong team you can rely on, it
gives you the courage to face things that are at the limits of your skills."
"We recognize the value of the individual, but also understand that we are a
team with complementary skills," says Young.
Phil Besley, a management consultant, did the Heart of Leadership course
two-and-a-half years ago. He now works with organizations on team and
personal development.
"The workshop helped me to understand how open I am to others' views
and how ready I am to confront some of my own fears," says Besley.
"I learnt the value of how we relate to ourselves and others, rather than
tasks and achievements. If I know what my strengths are, how I feel and
what's important to me, I can begin to form some values about life, and that
lets me relate more effectively to others."
"I learnt to understand what is right for me."
"Many people in my work have no understanding of themselves, so they
are frightened and fragile; they have no sense of real purpose or value in
what they do. They tend to do the least uncomfortable thing rather than the
most honest thing,"
"It requires a deep understanding within leaders to admit that they're as
38
confused and sometimes as frightened and lost as everyone else," says
Besley.
"In the personal-development work I do for organizations, I ask people to
say what they think and feel, so that they begin to create for themselves a
climate where they can give each other support and feed-back. I try to
develop a real connection between people, from the boss to the most junior
person, so all can feel that they have a right to be heard."
39
CONTENTS
Part I. Read the Texts and speak on the Topics
1.
Adam Smith.....................................................................4
2.
Microeconomics and Macroeconomics............................6
3.
An Apple a Day................................................................7
4.
The sources of economic Health......................................8
5.
The Discoverers of the Laws of Demand Supply...........10
6.
The Language of Computers...........................................12
7.
The Pros and Cons of Internet........................................13
8.
Management and its Functions.......................................14
9.
Economic Systems..........................................................16
10.
Types of Proprietorship...................................................18
11.
Economist.......................................................................19
12.
Marketing........................................................................21
13.
Managerial Performance.................................................23
Part II. Read the Texts with a Dictionary
1.
General Definition of Accounting....................................25
2.
Business Ethics.................................................................25
3.
Levels of Management.....................................................26
4.
Areas of Management.......................................................27
5.
Management Skills...........................................................28
6.
Main Resources................................................................29
7.
Financial Careers..............................................................30
8.
The Art of Job Application...............................................31
9.
Education and Training....................................................32
10.
Prices and Wages.............................................................33
11.
What is Job Satisfaction..................................................34
12.
Think before saying “I quit!”...........................................34
13.
Twelve Factors for Business Success..............................35
14.
Have a Heart, Bosses.......................................................36
40
SOURCES
1.
Sheveleva S.A.. English on Economics. – Moscow: UNITY, 2002.
2.
Ryzhkov V.D.. Business English: Management. – Kaliningrad:
Yantarnij Skaz, 1999.
3.
Internet: