2. Ответьте на вопросы:

a) What is the main idea of profit maximizing management?

b) Who fulfills operating control under trusteeship management?

c) What is the attitude of the “quality of life” manager to the quality of goods?

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

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

2) Profit maximizing management derives from Adam Smith’s “Wealth of Nations”.

3) Where once the owners of a business personally supervised its operations, operating control came to rest in the hands of hired professional managers.

4) The Phase III manager recognizes the government as a partner in a joint effort of solving society’s problems.

4. Образуйте все формы причастия от глагола to earn

5. Образуйте все формы инфинитива от глагола to accept

6. Образуйте все формы герундия от глагола to produce

7. Сделайте полный письменный перевод третьего абзаца текста.

Вариант 4

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, expected to maximize profits, also served 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.