6. What is a manager?

A number of different terms are often used instead of the term “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.

So, whom do we call a “manager”?

In its broad meaning the term “manager” applies to the people who are responsible for making and carrying out decisions within a certain system. A personnel manager directly supervises people in an organizations. Financial manager is a person who is responsible for finance. Sale manager is responsible for selling of goods. A marketing manager is responsible for promotion of goods. A marketing manager is responsible for promotion of products on the market. Almost everything a manager does involves decision-making. When a problem exists a manager has to make a decision to solve it. In decision-making there is always some uncertainty and risk.

Management is a variety of specific activities. Management is a function of planning, organizing, coordinating, directing and controlling. Any managerial system, at any managerial level, is characterized in terms of these general functions.

Managing is a responsible and hard job. There is a lot to be done and relatively little time to do it. In all types of organizations managerial efficiency depends on manager’s direct personal relationships, hard work on a variety of activities and preference for active tasks.

The characteristics of management often vary according to national culture, which can determine how managers are trained, how they lead people and how they approach their jobs.

The amount of responsibility of any individual in a company depends on the position that he or she occupies in its hierarchy. Managers, for example, are responsible for leading the people directly under them, who are called subordinates. To do this successfully, they must use their authority, which is the right to take decisions and give orders. Managers often delegate authority. This means that employees at lower levels in the company hierarchy can use their initiative, that is make decisions without asking their manager.

Text 7. The Telephones

The telephones are connected in series with the detector.

A brief explanation of how the telephone works. Is here necessary. The sensation of sound is excited in the ear by the motion imparted to the air by vibrating bodies. If a flat steel spring be fixed in a vertical position in a vice, and the free end of it be displaced, on releasing it a vibratory motion will follow. The free end will pass backwards and forwards along a gradually decreasing arc. During its first movement to the right, it compresses the air on its right- hand side, and causes a state of rarefaction on its left-hand side. A revers movement has exactly the opposite effect. As long as the spring continues to vibrate, waves of rarefaction and compression are propagated, the frequency of these waves or the number of complete vibrations per second determining whether they are audible or not. It the frequency be anything between 30 and 20,000 per second, audible sounds are produced. The telephone is an instrument capable of producing waves in the air of such a frequency . A disc of thin soft iron, varnished to prevent rusting, takes the palace of the spring just described, and it is set in vibration by fluctuations in the intensity of a magnetic field. Fig. I shows an electro – magnet with its two poles in close proximity to a disc of soft iron D, which is firmly clamped in position by its edges. The core of the magnet is permanently magnetized and exercises a force of attraction on the disc. If a current be passed through the coils wound round its pole pieces, this force of attraction is increased or decreased according to the direction of the current. It the force be increased, the centre ofthe disc is pulled towards the magnet : and if the force be decreased, it is released to some extend . If, then, rapid alternations of current, or intermittent unidirectional currents, be passed through the windings, the disc or “ diaphragm ”, as it is called, is caused to vibrate ; and if the frequency of the vibrations be within the limits stated above, they will produce the sensation of sound in the ear.

On account of its shape the telephone receiver used in a wireless installation is called a “watch” receiver.

Two complete watch receivers are connected in series at the ends of a steel or aluminium strip spring, to form the telephone head-gear . As the space available is very small, the wire used in the coils of the electro-magnets must of necessity by very thin, in order to obtain the necessary ampere-turns required for the high degree of sensitiveness of the telephone. In low resistance telephones the wire is insulated with silk, but where a much greater number of turns is required, as in the case of telephones of from two to eight thousand ohms resistance used with a valve or crystal receiver , the wire insulation usually consists of a coating of enamel, as space is thus economized. In the high resistance telephone a pair of protective spark points is often included, as a guard for the coil windings against excess voltage due either to direct application , inductive kick on suddenly breaking circuit, or high –frequency surge – all tending to damage the insulation. Again, where enamelled wire is used , the interior of case is filled with paraffin wax, further to ensure good insulation and prevent moisture from reaching the windings.

Text 8. Powerhouse auxiliary motors

A complete description of the many and varied motor applications found in modern steam station is almost the description of the station itself. Every phase of power generation requires some closely associated auxiliary equipment, which, in a modern power plant, id driven almost exclusively by electric motors. Indicative of the large number of water applications in the steam stations, a resent power plant comprising two 75,000-kw turbines required over 700 auxiliary motors. In a typical plant the auxiliaries consume approximately 6 percent of the total power output and have a total horsepower rating of from 12 to 15 percent of the kilowatt rating of the main turbine generations.

No two generating stations are identical. It is impossible to state exactly the motor size and types that will be present in a steam generating station of the particular size. The requirements are governed by such factors as type of fuel, heat cycle, source of water, and anticipated station loading cycle.

Approximate size of the major auxiliary motors are given later as percentages of the nominal rating of the turbine-generator unit. The figures are average values based on a survey of steam stations with turbine-generator units of 100 megawatts and bellow.

Characteristics of Powerhouse Auxiliary Motors.- The primary characteristics to be considered in selecting auxiliary motors are size, speed, motor type, torque requirements, operating conditions, class of insulation, and type on enclosure. In addition, motors for central-station service must have special features that insure reliability and ease of operation, features such as special moisture-resistant insulation, adequate provision for oil0ring inspection on motors with sleeve bearings, easy accessibility of the bearings and windings for servicing and inspection, and adequate terminal boxes. The reliability, efficiency, and simplicity of installation and control of the squirrel-cage indication motor have made it the almost universal choice for powerhouse applications.

Powerhouse auxiliary motors range in size from less than one horse power, used to open and close valves, to several thousand horsepower, used to pump water into the boiler. They usually have drip-proof enclosures with class A insulation, and are designed to have low starting current and normal starting torque. However, some auxiliary require special torque or speed characteristics, or present unusual service conditions such as excessive dirt, moisture, abrasive flyash, or high temperature; or the plant may be an outdoor installation. Motors for such applications must have special characteristics to satisfy these requirements.

Text № 9. Pump Motors

Pumping is one of the major duties performed by powerhouse auxiliary equipment, and usually the largest motors in the station are those that drive the boiler-feed-pumps. In a typical station the total horsepower rating of the boiler-feed-pump motors is between five and six percent of the kilowatt rating of the associates turbine. At least two and usually three boiler-feed pumps of equal rating are used. These pumps operate against a very high head of water and require 3,600-rpm driving motors.

The output of the boiler-feed pumps is controlled by throttling or by varying the speed of the pump. The latter method is attractive because of reduced operating cost. Variable-speed control, when used, is achieved with a variable-speed coupling or by using a wound-rotor motor and a liquid rheostat.

The torque requirements of boiler-feed pumps and most of other pumps are satisfied by motors with low starting current and normal starting torque. Most boiler-feed pump motors are rated for a temperature rise of 40 degrees C above ambient and have class A insulation. Where the ambient temperature is above 40 degrees, class B insulation is used.

Although drip-proof construction is usual, special enclosures are sometimes use to reduce the noise level of the motor or to protect the motor from flyash and other unfavorable atmospheric conditions. Noise can be reduces by using pipe-or base-ventilated motors in which the inlet and exhaust for cooled by air-to-air at a remote location. In particularly dirty locations enclosed motors are used. Air for such motors is cooled by either an air-to-air or an air-to-water heat exchanger. Since outside air is never drawn into the motor, the windings are protected from contamination.

In addition to boiler-feed pump, numerous other pumps are associated directly with the water cycle of the plant or perform auxiliary functions. These include pumps for handling circulating water, condensate, drain water, raw water, water-purification chemicals, ash, flood water, water for fire protection, sump water, lubricating oil, and station water supply. Usually the largest of these are the circulating water pumps. In a typical station, there are two circulating water pumps per turbine with the total horsepower for slightly less than one percent of the turbine rating. The size od driving motor in a particular application is determined by the head and capacity requirements, which are influenced by the nature of the water source.

Text 10. Why is a Business Plan important?

   The success of your business depends largely upon the decisions you make. A business plan distributes resources and measures the results of your actions, helping you set realistic goals and make  decisions.

   Lack of planning doesn’t allow making future decisions and actions you must take to run your business successfully. On the other hand, a sound plan can act as:

• A reality check. The process of putting together a business plan forces you to take an objective, critical, unemotional look at your business project in its entirety.

• An operating tool. Your written business plan is an operating tool which, when properly used, will help you manage your business and work effectively towards its success. Your business plan will allow you to set realistic goals and objectives for your company’s performance, and will also provide a basis for evaluating and controlling the company’s performance in the future.

• A message sender. The completed business plan communicates your company’s ideas to employees, outside directors, lenders, and potential investors. A business plan helps you do that in an organized manner. Also, the process of planning helps you determine if your vision is realistic, and tells you what you need to do in order to achieve it.

• A motivation tool. The development of your business plan is one of the best ways for you to communicate how well you understand your business and describe your vision of your business. Without proper planning, it becomes impossible for you to get all of your employees to understand the goals and objectives of business. It is impossible to motivate people when they do not know where they are going or what they are trying to achieve.

• A management development tool. Putting together your business plan will help you develop as a manager because it can give you practice in thinking and understand the problems about competitive conditions and situations that are or may be beneficial or harmful to your business.

LITERATURE

1. Annie Boadhead”Objective” Felicity O’Dell, -Cambridge University Press-2009

2. Michael Harris, David Mower “New Opportunities”– Intermediate, Longman-2010

3. Nick Ceramella, Elizabeth Lee “Cambridge English for the Media” Cambridge University Press, pp74, 97.,2010.

4. Michael black, W. Sharp “Objective” Student’s book. Cambridge University Press, pp43., 2010.

5. Malcolm Mann, Steve Taylore-Knowles. “Laser”B2. Macmillan.pp50-51., 2008

6. Simon Hains, Barbara Stewart “Masterclass” ,Student’s book, pp.131., 2010

7. Clive Oxenden, “New English File” Student’s book,2008

8. Simon Hains, Barbara Stewart “Masterclass” ,Work book., pp.26.,2010

9. Sue Kay and Vaughan Jones. “Inside Out”Macmillan Education, 2008

10. Raymond Murphy “English Grammar in Use”, Cambridge University Press, 2012

11. Гуринович В.В. Деловая переписка на английском языке: Учебно-справочное пособие. – М.: АСТ, Мн.: Харвест, 2009.

12. Экк В., Дреннан С. Деловая переписка на английском: Учебное пособие. - М.: АСТ-Астрель, 2008

13. http://readtheory.org/intermediate/Canopy_of_Nature.htm

14. http://www.miguelmllop.com/practice/intermediate/readingcomprehension/.htm

15. http://readtheory.org/intermediate/Ana_Finds_an_Apartment.htm

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