4.10. Render the following text in English.

Мотивация – это важная проблема, которую менеджер должен решить. Чтобы у работника появилось желание сделать что-либо хорошо, менеджер должен ставить ясные цели, которые могут быть достигнуты.

Внимательное отношение к работнику – это фактор, имеющий большое значение. Менеджер должен признавать успехи работника и поощрять его.

Необходимо вовлекать работников в процесс принятия решений, тогда они будут чувствовать ответственность за проведение в жизнь этих решений.

4.11. Here are some ideas for improving staff motivation and morale. Rank them in order of importance. Think of some other ideas and add them to the list. Work in groups.

• Build morale through teamwork in sports activities

• Encourage staff to participate in decision-making

• Start an “Employee of the month scheme”

• Encourage staff to give ideas and suggestions and reward them for the best ideas

• Create career development plans for all staff

4.12. Read Text 4b. Match these headings with the sections marked 1-6.

Open communication Measuring progress against goals Leadership

Common goals with challenging targets Involvement of all team members Conflict resolution

Make use of the vocabulary:

infiltrate v – проникать, просачиваться

overrun v – переходить границы, затягиваться

complete v – заканчивать, завершать

deadline n - крайний срок

measure n– мера

measure v – измерять

common adj. – общий

challenging – требующий напряжения сил, содержащий вызов,

стимулирующий, сложный

retribution n – возмездие

contribute n – вносить вклад, содействовать

encourage n– поощрять

disastrous adj– катастрофический

feedback n - обратная связь

Text 4 В

Team Building Involves More Than Throwing a Few People Together

“Teamworking” has infiltrated every part of every organisation. You can’t get away from “teams” that are supposed to be able to create something that is greater than the sum of its parts. Or so the theory goes.

Yet the truth about teams is that the large majority of them do not achieve the results they could. For example, poor teamworking is when meetings regularly overrun, when there are frequent arguments between team members or there is an unhealthy level of competition between individuals. Other signs of unproductive teamworking are people not always completing tasks assigned to them or last minute panics to meet deadlines. More often than not, ineffective teams are the result of poor planning.

There are six measures that need to be taken before you can get the most out of a team:

1………………………………………………..

In other words, a clear reason for the team to exist. But don’t think of goals as wish lists – they have to be achievable, yet challenging enough to motivate team members.

2…………………………………………………

Members must be able to express their opinions freely without fear of retribution, and feel that suggestions will be taken seriously. The team might also need to agree whether politically sensitive topics of discussion in meetings should be kept within the confines of the team or shared with other employees.

3 …………………………………………………

It is easy to think that a junior team member may have less to contribute than more experienced members. This is not only demoralising, it also makes no sense – people that have nothing to contribute should not have been selected for the team in the first place. You need to ensure that every member has an opportunity to add his or her thoughts to discussions.

4…………………………………………………..

Disagreements are natural and, in fact, debate and discussion should be encouraged. A team made up only of “yes men” can make disastrous decisions that few people honestly agreed with in the first place. Consequently, there should be clear rules on how lengthy disagreements should be dealt with. For example, team meetings may not be the most appropriate place for a discussion that involves only two people.

5…………………………………………………..

Most high-performing teams (whether it is in the workplace or sports) have leaders. A good leader should be able to play to individuals' strengths and compensate for their weaknesses. “A good leader is critical”, says Gary Spellins, Managing Director of Managed Services, Lex Service plc. “It should be someone who can act as a catalyst and a constant reminder of what the team needs to achieve”. The leader must, above all, be skilled in sharing responsibility and delegating work to others, coaching them to achieve tasks, and providing constructive feedback on how the tasks went.

6……………………………………………..

Team members need to be able to see how they are doing against the objectives set at the beginning of the project.