SEMINARSKIRAD
Predmet:
Poslovni Engleski 3
Temarada:
PREVOD LEKCIJA
Profesor:
Student:
Dr Ljiljana Jovković
Salih Morina
Brojindeksa: 439/2012
april 2014 godine
FAKULTET ZA POSLOVNO
INDUSTRIJSKI MENADŽMENT
UNIVERZITET UNION BEOGRAD
4
Biznismeni su u neku ruku drugačiji.Oni upravljaju, kontrolišu, odlučuju o politici i imaju moć.
Oni osnivaju, nasleđuju, poseduju, kupuju, prodaju i proširuju biznis - i mogu dovesti do
bankrota. Oni su poslodavci menadžerima u istoj meri kao što su menadžeri poslodavci običnim
zaposlenima. Oni su ljudi na vrhu.
Pojmovi:
Managers
(menadžer) - a person who has control or direction of an institution, business, etc., or of a part,
division, or phase of it.
Management
(menadžment) - the act or manner of managing; handling, direction, or control. skill in
managing; executive ability
Businessman
(biznismen) - persons that direct, control, decide policy, and have power. They found,
inherit, own, buy, sell, and expand businesses - and they may bankrupt them. They are the employers of the
managers, as much as they are the employers of workpeople. They are the men at the top.
Business
(posao) - an occupation, profession, or trade.the purchase and sale of goods in an attempt to make
a profit.
Workpeople
(zaposleni) - people employed at work or labor; workers; employees.
5
Tekst II
UNIT 5.
THE EFFECTIVE EXECUTIVE
Mr. Cecil N. Keats, the well-known American management consultantand writer gives an
interview on the position of an effetive executive and his main task
This is how he starts his statement:
Keats:
Well, I d say that his job is to get the right things done - in other words he s expected
ꞌ
ꞌ
to be effective.
Interviewer:
Do you think it s possible to learn to be effective?
ꞌ
Keats:
Yes, I do. You see, effectiveness is a kind of habit. Call it a habit of mind if you
like.
Interviewer:
Could you enlarge on that a bit please?
Keats:
Right. First, the executive needs to know where his time goes, and then make sure
he s using what little time he can really call his own as usefully as possible.
ꞌ
Interviewer:
Yes, I can see that. Board meetings, wining and dining guests and so on must be
great time consumers.
Keats:
They are. Then the executive has got to be interested in results. His firstquestion
must alqays be, What resultsare expected od me?
ꞌ
ꞌ
Interviewer:
And what s the next ingredient in your recipe for the effective executive?
ꞌ
Keats:
He must build on strength, not weakness. He shouldn t worry about whathis firm
ꞌ
can t do. His job is to make sure it s doing what it can do as well as possible.
ꞌ
ꞌ
Interviewer
: Ins t it important too to concentarte on certain areas rather than spread his efforts
ꞌ
too widely?
Keats:
That s certanly true An executive s got to select a few major goals and give them
ꞌ
ꞌ
priority all along the line.
Interviewer:
You haven t said anything about decision making yet.
ꞌ
Keats:
No, I ve left that till last, though it s certanly not the least in importance.
ꞌ
ꞌ
Decision
making is a choosing process, involving a number of interdependet steps that help
us arrive at solutions to problems in rational manner. It relates to planning,
organizing, leading and contolling. For instance - strategic planning decides on
long - term objectives and the best strategies to achieve them. Decisions are also
required for the acquisition of manpower and for the incentives which will suit best
the organization concerned to motivate people at work. Similarly, we have to
decide on how to control performance once we have made our decisions. The big
thing is, an executive shouldn t hurry his decisions.
ꞌ
Interveiwer:
I suppose he has to be constantly making decisions?
Keats:
He shouldn t need to. He should in fact need to make only few decisions , but they
ꞌ
must be fundamental ones.
Interviewer:
So the main principle seems to be, do as little as possible as well as possible.
