- •Unit 1. Making contacts reading
- •I. Before reading the text learn the following words.
- •Telephoning across cultures
- •II. Answer the following questions.
- •Discussion
- •I. Meeting people
- •I. Here are the words and phrases which are commonly used when we meet
- •Greetings
- •Farewells
- •Thanks and possible answers
- •First words
- •Ending the small talk
- •II. Now make the telephone call yourself, using the words above. Try not to use the notes.
- •III. It is not always possible to follow your original plans. You, or your contact, may want to change an appointment. Study the expressions below.
- •III. The telephone
- •I. This datafile gives you many of the terms and phrases commonly used in making telephone calls.
- •II. After studying the text and the datafile above, decide if the information below is true or false.
- •III. Insert the missing word.
- •IV. Choose the best answer for the phrase:
- •IV. Using the words and expressions you have studied try to explain the system of telephone dialing in our country.
- •II. Answer the following questions.
- •I. You are in London and you want to buy a ticket for Glasgow. Complete the dialogue.
- •II. On the plane.
- •III. At the airport.
- •I. Learn the words you may need for your flight.
- •II. Read the following dialogue. Work in pairs.
- •III. Complete the dialogue using the words you have studied.
- •IV. Use have to and some of the terms from exercise I to complete the following sentences.
- •V. Here are the phrases and questions which you may be asked when you have to pass through the Customs.
- •VI. Complete the dialogue. Work in pairs.
- •VII. Now, it’s your turn to go through the Customs. Make the dialogue. Unit 3. Meetings. Negotiations. Deals. Reading
- •I. Before reading the text find the meaning of the words below in the dictionary. Learn them by heart.
- •II. Answer the following questions.
- •IV. Read and translate the dialogue “Structure and functions of a bank”
- •Discussion meetings. Negotiations. Deals
- •III. Negotiations
- •I. Dr. Smith is holding a two-day seminar on negotiating techniques. At the end of the first morning he gives the group his ten rules for negotiating. Here they are.
- •II. Read Dr. Smith’s rules and then look at the remarks in list a. These remarks are not good for negotiating. Instead, use phrase from list b.
- •V. Complete the questionnaire to find out if you are a good negotiator?
- •IV. Deals
- •I. The words below show some of the most common uses of the word deal.
- •II. Complete these sentences using each of the phrases above in the appropriate form.
- •Unit 4. Company structure reading
- •I. Before reading the text find the meaning of the words below in the dictionary. Learn them by heart.
- •Company structure
- •II. Answer the following questions.
- •Discussion the inner structure of a company
- •II. Using the information above answer the following questions.
- •III. Give your view on features listed below. Which of them are the most important for the manager? Which ones are not so essential?
- •IV. Read the text about mts Systems Corporation and complete the following “fact file” organisation chart below.
- •V. Now read the text again and complete the organisation chart
- •VI. Circle the word that does not belong in each horizontal group.
- •Marketing
- •II. Answer the following questions.
- •III. Read Mr. Lopez presentation.
- •IV. Below are some notes made by one of the colleagues of Mr. Lopez , some of them should be corrected. Write true or false against each statement.
- •V. Before reading the text, discuss these questions. Then read the text.
- •Zumo – creating a global brand.
- •Unit 6. Advertising reading
- •Advertising
- •II: Sort out the most important information from the text and retell it.
- •Sacrilege
- •V. Find words or expressions in the text which correspond to the following definitions.
- •Discussion
- •Focus Advertising
- •Writing
- •Unit 7. Money reading
- •I. Before reading the text learn the following words.
- •The dollar
- •The pound
- •II. Answer the following questions:
- •Discussion
- •You and your money
- •I. Do the quiz individually. Then compare answers with a partner.
- •II. Translate the following phrases:
- •III. In your opinion, which of the following give the best return on your money? Which are very risky? Which are less risky?
- •I. Work in three groups. Each group reads a different text: either The South Sea Bubble or Tulipomania or The Wall Street Crash. Make notes on the key points. The south sea bubble
- •Tulipomania
- •The wall street crash
- •II. Form new groups of three people, each of whom has read a different text. Exchange information and complete the chart below.
- •III. Discuss these questions.
- •IV. Work in groups. Find words or phrases in the texts which are similar in meaning to the definitions below. The first group to finish is the winner.
- •Angel investment
- •1. The Business
- •Writing
- •Unit 8. Employment reading
- •I. Before reading the text learn the following words.
- •How to select the best candidates - and avoid the worst
- •II. Answer the following questions.
- •III. In another part of the article (not included here), the writer suggests that selectors should look for three qualities:
- •Discussion
- •Job interview. Dialogue
- •I. Read and translate the dialogue:
- •II. In pairs, make conversations using the prompts below.
- •II. Discuss these questions.
- •III. Match the adjectives in column a to the nouns in column b. Make six word partnerships.
- •IV. Now complete these sentences with word partnerships from the list.
- •Writing
- •II. Write your own letter of application in reply to the following advertisement:
- •Unit 9. Cultures in business reading
- •I. Before reading the text learn the following words.
- •The impact of culture on business
- •I. Which do you think of the three statements (a, b, or c) given below the extract offers the most accurate summary.
- •II. Read the text again. Identify the following:
- •Ian Hamilton Fazey examines a ten-point guide to doing export business in Japan.
- •Discussion
- •Visitors from china
- •Writing
- •Differences between British and American Letters
- •Discussion
- •II. Put an f for formal and an I for informal language. Give reasons.
- •III. Read the two models and find out which model:
- •IV. Match these phrases with the types of letters. Give more opening phrases and endings for each type of letter.
- •VI. Read the following questions and identify the type and style of each letter. Then write any two of them. Write your answer in the appropriate style, using 120-180 words. Do not include addresses.
- •Writing
- •II. Read the instructions below and write a reply including all the information given.
- •Additional information the layout of letters
- •Additional reading the scope of economics
- •How to study economics?
- •Employment
- •Minimum wage
- •Types of inflation
- •Competition
- •Money illusion
- •Money supply
- •Fiscal policy
- •Foreign direct investment
- •Free trade
- •Globalisation
- •Taxation
- •An advertisement for the new ford puma
- •Eye contact
- •Letters and documents
- •Contents
Unit 4. Company structure reading
I. Before reading the text find the meaning of the words below in the dictionary. Learn them by heart.
a successive level a superior a subordinate to carry out a department to perform the chief executive to occupy a position to take financial decisions to encourage innovation to pass on responsibility decision-making ability
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последующий уровень начальник подчиненный выполнять отдел выполнять исполнительный директор занимать должность принимать финансовые решения поощрять инновации перекладывать ответственность способность принимать решения |
Company structure
Organizing structure is considered by many to be “the anatomy of the organization”, providing a foundation within which the organization functions”.
There can be different kinds of organization structure, and firms can change their organization structure by becoming more or less centralized.
Most organization have a hierarchical or pyramidal structure, with one person or a group of people at the top, and increasing number of people below them at each successive level. All the people in the organization know what decision they are able to make, who their superior (or boss) is (to whom they report), and who their immediate subordinates are (to whom they can give instructions). This structure is one of the simplest and it’s also called a line structure.
Yet the activities of most companies are too complicated to be organized in a single hierarchy. Shortly before the First World War, the French industrialist Henry Fayol organized his coal-mining business according to the functions that it had to carry out. He is generally credited with inventing functional organization, including (among others) production, finance, marketing, sales, and personnel or staff departments. The functional type of organization structure reflects an arrangement based on the nature of the activities that must be performed. Related activities are grouped together in the functional areas with which they are most clearly identified. The chief executive of each area occupies a position on the second level of the organization and generally has the title Vice-President. This means, for example, that the production and marketing departments cannot take financial decisions without consulting the finance department. The functional structure is efficient, but there are two standard criticisms. Firstly, people are usually more concerned with the success of their department than that of the company, so there are permanent battles between, for example, finance and marketing, or marketing and production, which have incompatible goals. Secondly, separating functions is unlikely to encourage innovation.
A problem of hierarchies is that people at lower level are unable to make important decision, but have to pass on responsibility to their boss. One solution to this is matrix management, in which people report to more than one superior. For example, a product manager with an idea might be able to deal directly with managers responsible for a certain market segment and for a geographical region, as well as managers responsible for the traditional functions of finance, sales and production.