2. Дайте письменные ответы на вопросы к тексту:

1) How can managers be classified?

2) What are the examples of first-line managers?

3) What are top managers responsible for?

3. Переведите предложения из текста, содержащие неличные формы глагола. Определите форму и функцию причастия, герундия или инфинитива в данных предложениях.

1) Middle managers direct the activities of other managers and sometimes also of operating employees.

2) Composed of a comparatively small group of executives, top management is responsible for the overall management of the organization.

3) A principal responsibility of middle-managers is to direct the activities of that implement the policies of the organization.

4) Classifying managers can be done in two ways.

4. Образуйте все формы причастия от глагола to operate.

5. Образуйте все формы герундия от глагола to guide.

6. Образуйте все формы инфинитива от глагола to direct.

7. Сделайте полный письменный перевод третьего абзаца текста.

Вариант 3

1. Прочтите текст.

On the Manager's Role

Some specialists in management theory suggest that three distinct phases in the history of manage­ment responsibility can be identified.

Phase I, profit maximizing management, derives from Adam Smith's “Wealth of Nations”. Entrepreneurs produce what people want only when they can earn a profit by doing so. Of course, in a competitive market, entrepreneurs would not be able to increase prices at will, because other entrepreneurs would enter the business and drive prices down. For many years Smith's philosophy prevailed and was associated with the increasing availability of goods and services in America and most Western countries. The attitude "What's good for me is good for my country" became common and perhaps was justifiable. But there was a negative side to the way his ideas were used.

Phase II, trusteeship management, began with the diffusion of corporate ownership as thousands of stockholders shared ownership in a single enter­prise. Where once the owners of a business personally supervised its oper­ations, operating control came to rest in the hands of hired professional managers. Managers were expected not only to maximize profits, but also to serve as "trustees" who mediated the opposing claims of employees, stock­holders, suppliers, customers, and the public at large.

This type of management implied a concern for the interests of others as well as one's own. "What's good for me . . ." had changed into "What's good for General Motors is good for the country."

Phase III, "quality of life" management, came upon the scene in the 1960s. As this new mood of disillusionment and discontent with the corporate world permeated the ranks of managers, there came a tendency for active corporate involvement in social progress.

The values of "quality of life" managers contrast sharply with both the profit maximizer and the trustee manager. Now the essential equation be­comes "What's good for society is good for our company." While accepting profit as essential, “the quality of life” manager would neither produce nor sell unsafe or shoddy goods. The Phase III manager recognizes govern­ment as a partner in a joint effort of solving society's problems.