1. UNIT FOUR Managing conflict p. 44, 45

2. ˝MANAGERS˝ a parenta teacher a sports coacha driving instructor

3. What experience do you have of managing other people? What sort of manager are you or would you be? Quiz!

4. ˝Are You the Manager People Love to Hate?˝ p.45 abrasive (behaviour) no-nonsense (guy) brusque (tone) phony demeanor bottom-line results belittle (somebody) rude, unkind simple, direct, businesslike abrupt, curt a person who is not honest or sincere attitude, behaviour, manner criticize, underestimate the ultimate, measurable VOCABULARY

5. Do you think abrasive or aggressive bosses are aware they are disliked? Can you be disliked and still ˝get to the top˝? What sort of managers do you think these terms describe? Field marshalsStreet fighters RebelsDr Jekylls and Mr Hydes Read and check!

6. To sugarcoat problems (line 6) I found his style to be my cup of tea…most of the time. (lines 19-20) They work with blinders on (line 34) To try to make something seem less unpleasant than it is. (alleviate) Mr Bibeault’s directness and no-nonsense style suited David Corcoran in general, but there were sometimes difficulties. They only see what they believe to be the essentials, to the exclusion of anything else.

7. Control freaks (line 46) A heart attack waiting to happen (line 62) But it can also work the other way round (lines 79-80) Someone who wants to control every aspect of a situation and will not allow other people to share in making decisions. Being constantly ready to fight to get what you want produces levels of stress which can often cause a heart attack. Sometimes managers can be loved by their subordinates but have trouble with their bosses.

8. Fill in! Mr Bibeault, a __________ specialist in Mill Valley, says he is extremely d________ and d__________ and doesn’t have time to ________problems. Val Arnold, an ___________ psychologist with Personnel Decisions Inc., a Minneapolis __________ firm, says that few managers, even those with ________ styles, see themselves as abrasive. turnaround edicatedetermined sugarcoat organizational consulting hard-driving

9. To determine whether others perceive you as the ____________ of your department, Dr Arnold has identified some problem personalities. Dr Arnold says they are on the _______ because small high-tech firms and other fast-_________ organisations that ________ individualism encourage rebel bosses. Napoleon rise growth prize