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Методическое пособие по английскому языку по теме: «Менеджмент»

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МИНИСТЕРСТВО ОБРАЗОВАНИЯ И МОЛОДЕЖНОЙ ПОЛИТИКИ СТАВРОПОЛЬСКОГО КРАЯ

ГБОУ СПО ГРК «ИНТЕГРАЛ»







ПЦК ФИЛОЛОГИИ И ПЕДАГОГИКИ



Методическое пособие

по английскому языку

по теме: «Менеджмент»








Георгиевск 2015

Составитель: M. В. Ахумян / Методическое пособие по английскому языку по теме «Менеджмент» /Георгиевск, 2015.-18 с.


Рассмотрено на заседании ПЦК филологии и педагогики

Протокол № 6 от 12.02. 2015 г.


Предназначено для обучения студентов социально-экономических специальностей СПО




Рецензенты:







Преподаватель ФГБОУ ВПО

«РГЭУ (РИНХ)»




к.ф.н .Г.Погосян

Преподаватель

ГБОУ СПО ГРК «Интеграл» к.ф.н И. Г.. Сощенко






ГБОУ СПО ГРК «Интеграл», 2015

Пояснительная записка


Данное методическое пособие предназначено для обучения студентов экономического факультета колледжа при изучении темы «Менеджмент»

Целью данной разработки является развитие разговорных навыков в различных видах речевой деятельности.

Учебный материал имеет коммуникативно-речевую направленность и представлен в виде текстов, диалогов, лексико-граматических и речевых упражнений.

Методическое пособие имеет практическую направленность. Содержание текстов служит основой для совершенствования навыка говорения. Проблемные тексты не только обеспечивают объяснение материала, но и сами по себе являются определенной формой коммуникативной практики, которая способствует закреплению учебного материала и развитию навыков чтения.







Text №1


THE JOB OF MANGEMENT


What is management? Are there certain function that all managers perform regardless of whether they're company presidents, managers of departments, or supervisors of department sections?

If we watch managers at work, we might conclude that their jobs differ so widely in content and scope that no generalizations about management are possible.

One reason for this is that many managers, even top managers, do work that is not management at all. A simple example is the sales manager who actual sells and perhaps has a set of customers of his own, in addition to managing the sales force. Then there's the “working foreman” or leadman who works right along with the group he's supervising. In these cases the managers are actually spending only part of their time on management itself.

A second reason why it may be difficult to identify the functions common to all managers is that the scope of their activities differs widely.

Yet, if we look closely at managers at work, we can see that fundamentally they are all performing — or should be performing — the same functions during the time they are actually managing rather that doing the work similar to that done by those under them.

These functions are planning, organizing, directing, controlling, staffing, leading, representing and decision making. None of the management functions can be performed without communication.

There were good managers, of course, long before anyone ever studied management.

The field of management has drawn on sociology, psychology, economics, and other disciplines, and it is in these areas that the manager can learn from study as well as from experience and by trial and error. He still needs plenty of intelligence, common sense, and business judgement will help him use his native abilities more effectively.

Future managers will need more education than those of the past. A knowledge of the humanities will be needed for a balanced viewpoint. Scientific knowledge will be required to distinguish between good and bad expert advice, for the area of management is replete with disagreements between experts.


Vocabulary Notes

regardless of — не считаясь с, невзирая на

scope — охват; сфера

foreman — мастер

decision making — принятие решений

hunch — предчувствие

replete — изобилующий


Add to your active vocabulary:

day-in-day management – оперативное управление

middle management – среднее (административное) звено

top (executive) management – высшее (исполнительное) звено

to report to somebody – быть подотчетным кому-либо


Exercise 1.1 a) Find in the text the Russian equivalents for the following words and word combinations:


to perform functions; managers of departments; top managers; sales managers; a set of customers; sales force; the scope of activities; the working foreman; staffing; by trial and error; to learn from study and experience; native abilities; humanities

b) Find in the text the English equivalents for these words and word combinations:

управление; выполнять функции; президент компании; отдел; руководитель; эксперт; ум; планирование; сфера управления; здравый смысл; социология; психология; научные знания/охват; принятие решений


The Company Organization

Company is an association of persons officially formed for the purpose of some business. It is often headed by the board of directors. The board headed by the chairman usually consists of individuals elected by the shareholders to manage the business. The directors are active in the day-to-day operation as company policy and broad general direction.

Look at the structure of a typical big company in the diagram:


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Pay attention to fact that American job titles differ from British ones. These are rough equivalents:


British

American

Chairman

President

Managing Director

Chief Executive Officer

Director

Vice President

Accountant

Financial Controller

Manager

Director

Companies belong to various areas of business , such as: engineering , microelectronics, chemicals, vehicle manufacturing, aerospace, shipping, transport , retailing, catering, insurance, banking, etc.


Vocabulary Notes


board - правление, совет

chairman - председатель

shareholder - акционер

to purchase - покупать

engineering - машиностроение, техника

vehicle - средство перевозки (автомобиль)

space - космос

shipping - грузовые перевозки

catering - сфера общественного питания

insurance - страхование


Exercise 1.2

a) Answer the following questions:

1. How is the company defined?

2. What body is usually at the head of the company?

3. Who elects it?

4. Is the Board of Directors responsible only for day-to-day operation of the company?

5. How many directors and managers compose the Board of Directors according to the diagram?

6. To whom dose the Advertising Manager report?


b) Match the English words and word combinations with their Russian equivalents.


1. chairman a. правление компании

2. managing director b. председатель

3. marketing manager c. менеджер по рекламе

4. production manager d. менеджер по

маркетингу

5. works manager e.начальник производства

6. purchasing manager f. менеджер по работам

7.sales manager g. менеджер по закупкам

8. chief accountant h. менеджер по продажам

9. advertising manage i. главный бухгалтер

10. training manager j. менеджер по

подготовке кадров

11. board of directors k. управляющий по

административно- работе

хозяйственной

Read the text. Complete the last sentence and retell the text.

What Is a Manager?


A number of different terms are used for “manager”, including “director”, “administrator” and “president”. The term “manager” is used more frequently in profit-making organizations, while the others are used more widely in government and non- profit organizations such as universities, hospitals and social work agencies.

What, then, is a manager?

When used collectively the term “management” refers to those people who are responsible for making and carrying out decisions within the system. An individual manager is a person who directly supervises people in an organization.

Some basic characteristics seem to apply to managers in all types of organizations; they include hard work on a variety of activities, preference for active tasks, direct personal relationships.

Almost everything a manager does involves decisions. The reason for making a decision is that a problem exists. In decision making there is always some uncertainty and risk.

Managing is a hard job. There is a lot to be done and relatively little time to do it. The engineer can finish a design on a particular day, and the lawyer can win or lose a case at a certain time. But...


Exercise 1.3 Think and answer


    1. How is management defined?

    2. What is the main responsibility of managers?

    3. What type of problems do they deal with?

    4. How can managers obtain good results?

    5. What are the main functions of management? (Decision making, organizing, staffing, leading and controlling)

    6. What is decision making?

    7. How can managers enable people to perform their tasks effectively?

    8. What is to be done to perform staffing effectively?

    9. What does leadership imply?

    10. What does it mean to be a competent manager?

    11. Do you agree that it is important for the manager to have good

relationship with his assistants? Why (not)? Give your reasons.

    1. Do you think that most managers are good leaders?

    2. What is your idea of an ideal manager?

Text №2

Business person's day


Mr. John Turner is 30. He is married and he has got his own family. He has a wife, a daughter and a son. His wife is an economist. Her name is Jane. The names of their children are Kate and Peter. They live in a small house in Greenwood. Greenwood is a small place not far from Landon.

John works in London. He is the manager of a big trade firm. His firm sells the goods to various countries. In the morning, he always goes to his office in London on Monday, Tuesday, Wednesday, Thursday and Friday. He doesn't go to his office on Saturday and Sunday. These are his days off.

John frequently meets the representatives of English and French firms. They discuss the prices, terms of payment and delivery. He begins his working day at 9. Every morning John first looks through fresh newspapers. He takes much interest in the latest political and business news. Sometimes John goes to different cities to discuss business with their customers. He is a very busy man. He always has a lot of work. He looks through mail, reads telegrams and letters and speaks on the phone with the customers. He also makes appointments with his business partners. At twelve, he has lunch. After lunch, he sometimes goes to factories with the inspectors, but sometimes stays in the office and discusses business matters with director or customers. He finishes his working day at 6 o'clock in the evening. He usually comes home at seven.

Linda Foster is a secretary to Mr. John Turner. Her office is not large. She has a computer, a fax and a telephone on her desk. Linda comes to her office at nine every morning from Monday to Friday. At the beginning of her working day, Linda usually looks through the mail. She receives both snail-mail and e-mail. At 11 o’clock, she coves into her manager's office with the letters and telegrams. The manager reads them and gives answers to the letters. Linda writes everything in her book and goes to her office. There she types the answers on her computer. She also receives and sends e-mail correspondence.

In the afternoon, Linda usually has lunch at the office but sometimes she has lunch at the cafe with her friend Alex. She stays in the office till 6. In the evening, Linda has her French lessons. She learns French for two years already. Linda wants to know French ell because she wants to work with French firms and customers.


Vocabulary:

own -собственный

economist -экономист

manager -менеджер

trade firm – торговая фирма

frequently -часто

customer – клиент, заказчик

representatives – представители

prices – цены

terms of payment -условия платежа

delivery – доставка

to look through – просматривать

to discuss business – обсуждать деловые вопросы

business matters – дела, деловые вопросы

to take interest -интересоваться

to speak on the phone – говорить по телефону

to make an appointment – назначение встречу

business partners – деловые партнеры

inspector – приемщик

mail – почта

snail-mail -обычная почта (snail -улитка)

e-mail -электронная почта

correspondence – корреспонденция


Задание 2.1

  1. Is Mr. John Turner married?

  2. How old is he?

  3. Has he got his own family?

  4. What is his wife's profession?

  5. What are the names of their children?

  6. Where do they live?

  7. What is John Turner's profession?

  8. What does his firm sell?

  9. What are John Turner's working days7

  10. What are John Turner's days off?

  11. What does he do during his working day?

  12. What is Linda Foster?

  13. What does she do during her working day?

  14. What does she learn French for?


Задание 2.2

Зимин - менеджер. Он работает в торговой фирме. Его фирма продает товары в различные страны. Зимин часто встречается с представителями различных фирм. Они обсуждают цены, условия платежа и поставки. Зимин начинает свой рабочий день в 9 часов утра. У него много работы: он просматривает почту, читает телеграммы и письма, говорит по телефону с заказчиками. После обеда он остается в офисе и обсуждает деловые вопросы с инженерами или директорами. Зимин заканчивает свой рабочий день в 6 часов. Он обычно приходит домой в 7.


Dialogue

B: One hears over and over again that what a modern enterprise needs is a good manager. What do you think of the problem?

A: The importance of a good manager can`t be overestimated.

B: What do you think makes a good manager?

А: First of all high standards of professional knowledge and personal conduct.

B: What personal traits must a good manager have?

A: A good manager must be flexible, must have confidence in himself and others, and keep a sense of proportion. Besides, he must have leading ability.

B: I see, and what professional skills should managers have?

A: Managers must know how to set up goals and how to achieve them, how to divide work and how to coordinate the activities of individuals.

B: Management is often called the art of getting things done through people. What's your point of view on the essence of management?

A: The essence of management is to create an environment where individuals, working together, can perform effectively and efficiently. Nowadays, managers must be more skilled in handing people.

B: Yes, managers must understand that human resources are a very important part of any business.

Vocabulary Notes


to overestimate – переоценить, переоценивать

personal conduct – самоуправление

personal traits – личные качества

sense of proportion – чувство меры

leading ability – лидерские качества

to achieve goals – достигать цели

the essence of management – суть/ основа управления

an environment – рабочая обстановка

to handle people – обращаться с людьми

human resources – люди, работники


Exercise 2.3 a) Translate the following conversation:


Three interviewees - Peter Dawson, John Ellis and Samantha Merton are giving their opinions on what they consider to be the three most important qualities for a good manager.

-In this part of the interview I’d like to ask each of you in turn what you consider to be the three most important qualities for a good manager. Perhaps we could hear your ideas first, Mr Dawson.

-Well, I that at present the most important quality is the ability to deal with other people. I know that we are a manufacturing industry but I feel very strongly that we also have a great responsibility towards our personnel. Secondly, well, let me see… yes, in my opinion, the second most important quality must be the ability to talk to our personnel about their jobs, their futures, their problems, etc., to be able to relate to them, you know. And, thirdly, well… I suppose I’d put adaptability as the third most important quality. I think that fits in with the other two points I mentioned to give my idea of a good manager.

-Well, thank you opinions, Mr Dawson. Perhaps, we could hear your views now, Mr Ellis.

-Well, I consider the present situation requires a rather different approach to the whole question of management and, therefore, different qualities for managers. I believe that a good manager is one who can persuade people that his way is right. Isn’t that why he is a manager? Getting people to accept his decisions and to follow his leadership that, in my view, is the mark of a good manager. Secondly, I feel that he should be firm with his people. That’s how they’ll come to respect him. And thirdly, I’m of the opinion that he should be physically fit. In this day and age the pressures and strains are so great that only the fittest can survive, and those are the ones that should be the managers. Mentally competent, of course, but physically competent also.

-Well, thanks, Mr Ellis. Could we hear what you think, Mrs Merton?

-Yes, certainly. I think my views, probably, represent a mixture, or synthesis , of my colleagues’ opinions. The most important quality is, in my opinion, the ability to think flexibly, to find new answers and new solutions. Secondly, I feel that as managers we should be able to handle people, as I am sure that for the company good labour relations means a happy and secure future. But this doesn’t mean that we should be too lenient , nor too dogmatic. Now, the third quality should be, in my view, the ability to direct and control people effectively.

-Well, thank you all for your opinions.



Vocabulary

adaptability -приспособляемость

to persuade -убеждать

physically fit -в хорошей форме

pressure -нагрузка

strain -напряжение

to survive -уцелеть, выжить

competent -компетентный

flexibly - гибко

lenient -снисходительный

b) Answer the question: What are the three most important qualities for a good manager named by: a) Mr Dawson; b) Mr Ellis; c)Mrs Merton?


c) Give your opinion on what consider the most important qualities of a good manager. Use some of expressions:

I think that…..

In my opinion…

I’m of the opinion that…

I suppose that….

I am sure that…

I believe that…

In my view….



Exercise № 2.4

a) Read and translate the text into Russian, paying attention to the tenses.


Manager's Working Day

Mr . Price stood at the window of his office. He had stopped working at last. The building was empty. Everyone has gone home by half past five. Now it was half past six and the street below had emptied.

What a busy day he had had! He had arrived at the office well before nine o'clock. Why, before nine o'clock he made two telephone calls! The other offices were still empty when he had phoned, so, of course, nobody had answered the telephone. Poor Mr. Price!

But then he had opened all the correspondence. By ten o'clock, he had dictated replies to nearly all the letters. When Miss King left the room, he had started to make telephone calls again. By the time the Acting Manager sent for him, he had talked to three of the buyers. When the Acting Manager had asked him for information about stocks, he had been able to give the information from memory. He was sure the Acting Manager had noticed that!

By one o'clock, he had examined the figures from the production sheets and he had signed a dozen letters for Miss King. By two o'clock, he had had his lunch and he had done a lot more work on those production figures. By three o'clock, he had found two mistakes! By four o'clock, he had seen both the Production Manager and the Foreman. He had asked them for an explanation. He had pointed out that the explanation was urgent. By ten o'clock tomorrow. The corrected figures must be on his desk. Mr. Price sighed. What a load of responsibility he had!

Mr. Price sighed again. Tomorrow he must make more telephone calls; he must dictate more letters; he must try again to speak to the Acting Assistant Manager. But now he must go home. He put on his coat and his hat. He picked up his attaché case and his umbrella and went to the door. He locked the door and walked towards the lift. Then he stopped. He had turned off the electric fire near his desk. It was a quarter to seven. Really, he worked too hard!

b) Write down what Mr. Price had done before 9 o'clock, by 10, 1, 2, 3, 4, 4.30, 6.45 that day.


Exercise №2.5


Answer the questions and speak about your daily routine.


1. What position do you hold?

2. What sort of work do you have to do?

3. What is your typical working day like?

4. What time do you leave for office?

5. What do you do first when you arrive at the office?

6. Do you have a secretary? If so, what does she do in the morning?

7. Do you stay in the office all day?

8. How often do you have to travel?

9. When do you have lunch? Where?

10. How often do you lunch out?

11. What sort of people do you meet during your working day?

12. How often do you have meetings?

13. How long do they last? Do you find them useful?

14. What time do you finish your work?


Exercise №2.6. a) Translate the text into Russian using a dictionary.


The Life of Executives from Three Countries

Olof van Velde, 53, is a deputy director at Heineken, the Dutch brewing company. His salary, including a fixed bonus and holiday allowance, is 180,000 guilders(= guldens), or $63,000. "That puts me in the top 2.5 per cent in Holland," he says.

Van Velde and his wife live in a big brick house in the town of Bussum, 13 miles outside Amsterdam. In the US their house would cost $300,000, he estimates. He has a five - week vacation and spends two weeks skiing in the winter and three weeks in the south of France in the summer.

Van Velde objects to Holland's social welfare system, saying that it consumes over 60 per cent of the nation's income and is destroying the work ethic. "> Akio Otake, 42, is an executive at Toyo Kogyo, the Japanese auto firm that makes the Mazda. As head of a 12 - man section in charge of the company's domestic advertising, he has the rank of kacho, or section chief, reporting to a bucho , or department chief. The two men have desks alongside each other in an open office.

Otake says his total cash compensation is 8.5 million yen a year, or $35,780, low by American standards. He notes that it wouldn't make much difference whether he was good at his job or not, since Japanese firms don't pay according to results. "Executives are not paid much more than line workers," he says a bit ruefully.

Otake lives with his wife and two children in suburban Saitama and commutes 75 minutes to his Tokyo office by bus and subway. Their house, which they bought a few years ago for $85,000 has three rooms downstairs and two rooms upstairs. Otake could have obtained a 4 % to 5 % housing loan from the company - available to all employees.

Otake entertains lavishly in Tokyo's Ginza district several times a week at peak entertainment seasons. His company picks up colossal tabs - sometimes to the tune of $2,000 - for such evenings. On weekends he plays tennis with his wife at a neighbourhood court.

Erik Nilsson, 50, has been president of a Sweden's largest chemical company for 11 years. Last year his salary was about one million crones, or $130,000. He drives a company - furnished Volvo760; his wife, who owns a fashion boutique, drives a Honda. They live in an eight - room apartment in the exclusive section of Stockholm. In addition to their main residence, the Nilssons own a summer cottage in an old fishing village, overlooking the waters of the Kattegat, which separates Sweden from Denmark. Nilsson prefers swimming in the sea to pools and is an avid golfer. He is entitled by law to five weeks of vacation but usually takes only three to four. He generally spends at least one week skiing in Austria with his wife.

Nilsson won't say how much tax he pays, but suggests that an investment in a building project helps reduce the bite. "We love living in Sweden," he says. "Taxes are a nuisance, but we live a decent life. You can only eat one steak a day anyway."


b) Read the text more carefully to find answers to these questions:

Of the three managers that are described:

1. Which one is the youngest?

2. Which one is the oldest?

3. Which one lives in the country?

4. Which one seems to earn the most money?

5. Which one seems to have the lowest income?

6. Which one does not have a company car?

7. Which one lives in a flat?

8. Which one has a wife who is a businesswoman?

9. Which two like skiing?

10. Which one plays tennis?


Text 3. The Role of Personnel Management

(The personnel director describes the structure of the department.)

The department is headed by me as personnel director. I act as the main spokesman of the department and represent personnel issues in all our senior management discussions and also in policy - making meetings. Then there are four managers who report to me, though one of the positions is vacant at present. Let's take them individually.

First, there is our recruitment and selection manager. She is responsible for maintaining contact within the community - looking for manpower according to our needs. In fact, she now has to travel extensively to search for qualified job applicants - that's a feature of the job market at present.

Next, we have the compensation and benefits manager. He handles the company's employee benefits programme that's primarily health insurance and pension plans.

Then, we have our training and development manager. This post is currently vacant but we are advertising in the national press as well as using other channels: so we hope to have someone installed pretty soon. We have a strong tradition of providing vocational training for our people and a sizeable team of specialists in charge of planning, organizing and directing a wide range of training activities.

Finally, there's our employee relations manager. She deals with the collective relationship between management and employees and advises us on all aspects of union management relations. So, those are the four managers who are accountable to me; and each manager takes care of a section.

So, moving on. Each of these managers is supported by an individual, or a small team. In recruitment and selection, the manager is assisted by what we call a recruitment officer. The compensation and benefits manager works with a benefits administrator and a job analyst in a small team. Our training and development manager is supported by two training officers, and they are in charge of a team of some seven instructors. And finally there is our employee relations manager who is supported by two employee relations officers.

Of course, I've forgotten to mention our health, safety and welfare people. They are, naturally, part of the management team, but not part of the personnel department. They provide staff or service functions to the whole organization. Firstly, there's the medical officer, who is, in fact, a trained doctor. Then, there is the safety officer, who has two broad activities - to make our work safe and to ensure safe working practices throughout the organization. So, that's the personnel department, the sections and the teams, together with the support of the health, safety and welfare people.

Exercise №3.1

Have you read the article attentively? Answer the questions without looking into the text.

1. What functions does the personnel director perform?

2. What does the recruitment and selection manager do?

3. Whose work is connected with travel?

4. What post is currently vacant?

5. What are the functions of the compensation and benefits manager?

6. What does the employee relations manager deal with?

7. Who are the four managers accountable to?

8. Who are the four managers supported or assisted by?


Text №4

Applying for a Job


Bright Hanway was lucky to get his laboratory involved in a new project which provided him and his staff with some extra money. This gave him an opportunity ti buy new modern computers and more up-to-date devices. The volume of the work naturally increased and so Bright needed another researcher to work on the new project.

He interviewed a few young people but was not quite satisfied with their skills and professional experience. Finally, his secretary brought another candidate into his office.

(Secretary – S, Hanway – H, Denning – D)


S: Dr Hanway, this is Chris Denning, he has applied for the job.

H: How do you do, Dr Denning? Do sit down.

D: Thank you. How do you do?

H: Here is your resume and application form.

D: Yes, and I have also brought a reference from my previous job.

H: That's fine. May I see it?

(After looking through the reference.)

H:Your reference looks quite complementary. It says that you have been hard-working, loyal to your colleagues, able to take criticism and what is most important, have high professional qualifications and also a logical and creative mind.

D: That's very kind of my former boss. He also said that he would always be ready to re-employ me if things get better in the laboratory.

H: Well, he writes about it in the reference. But still I'd like to ask you a few questions.
D: Yes, of course.

H: Why have you decided to change your job?

D: I've been working there for two years and expected to get a promotion. But the laboratory failed to get any new grants or new proposals and so my promotion failed, too.

H: Tell me why are you interested in this sort of job?

D: I have some experience in dealing with semiconductors, especially in studying new semiconductor materials.

H: How long have you been working in this field?

D: For the last two years.

H: Have you had any other publications related to the proposed project within the last two years besides those mentioned in your resume?

D: I have one more written in collaboration with technologists. I also have two parents closely related to new semiconductor materials.

H: I see. You seen to meet our requirements. You are just the person we need.

D: You mean there is a chance. I will get the job?

H: Yes, I think is. In fact, I wonder if you could start next month.

D: Yes, of course. Thank you very much.

H: As to your salary. I am sure we can come to a satisfactory agreement.

D: I'm eager to start as soon as possible.

(After the interview is over.)


H: Before you start, Dr Denning, I'll also introduce you to your new colleagues and acquaint you with duties in detail. I'll also show you our equipment. Goodbye. It was very nice to meet you.

D: Goodbye. And thank you once again.


Exercise №4. 1 Suppose you want to apply for job. Below are the questions your new employer may ask you. Try to answer them.


Model: Why have you decided to change your job?

I expected to get a promotion. But the laboratory failed to get any new grants and so my promotion failed, too. (Keep the conversation going)


1. Where have you worked before? 2. Why have you decided to change your job? 3. Why are you interested in this sort of job? 4. How long have you been working in this field. 5. Have you had any publications related to the proposed project within the last two years? 6. You have brought your resume and application form, haven't you? 7. How much experience do you have in this field? 8. What salary do you expect to get? 9. Have you any recommendation from your previous work? 10. Do you any find problems dealing with people? 11. How do you accept criticism? 12. What about your own initiatives and ideas: do you always do just what told? 13. Why do you want to work in business rather than in science? 14. Have you got any experience in marketing? 15. When could you start to work? 16. Have you got experience of working in a firm as big as ours?


Exercise№ 4.2


a) Translate the text into English

Я занимался поиском новой работы в течении трех месяцев. Мне повезло. Я узнал, что соседняя фирма получила грант за новый проект. Это дало им возможность купить современное оборудование и современный компьютер. Поэтому им понадобился новый молодой сотрудник.
Я подал свои документы (
apply for this job), и меня пригласили на интервью. Руководитель фирмы задал мне множество вопросов. Он хотел знать, почему я решил поменять работу, заинтересовал ли меня разрабатываемый фирмой проект. Он спросил, есть ли у меня публикации в этой области, и имею ли я опыт работы с компьютером. Кроме того, ему интересно было знать, какие у меня отношения с коллегами. Похоже, он был удовлетворен моими ответами и сказал, что я как раз тот человек, который им нужен, так что у меня есть шанс получить эту работу.

Он предложил мне начать работу в следующем месяце. "Что касается зарплаты, я уверен, мы придем к соглашению", - сказал он. Он также обещал представить меня новым коллегам, познакомить с моими обязанностями и показать оборудование. Я поблагодарил его, и мы попрощались.

Я очень счастлив. Я, кажется, удовлетворяю всем их требованиям.

b) Describe in a letter to your friend how you were interviewed to get a new, more interesting and better - paid job and whether you were lucky to get it.










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Данное методическое  пособие предназначено для обучения  студентов экономического факультета колледжа  при изучении темы «Менеджмент»

Целью данной разработки является развитие разговорных навыков в различных видах речевой деятельности.

Учебный материал имеет коммуникативно-речевую направленность и представлен в виде текстов, диалогов, лексико-граматических  и речевых упражнений.

Методическое  пособие имеет практическую направленность.  Содержание текстов служит основой для совершенствования навыка говорения. Проблемные тексты не только обеспечивают объяснение материала, но и сами по себе являются определенной формой коммуникативной практики, которая способствует закреплению учебного материала и развитию навыков чтения.

 

 

 

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