2. Translate these sentences into English.
1. Родители купили мне компьютер, когда я училась в пятом классе.
2. Никакой современный бизнес не возможен без компьютерной техники.
3. Компьютерная индустрия − наиболее быстроразвивающееся производство.
4. Компьютерное управление автоматизированными производственными линиями открывает новые горизонты для дешевого и качественного производства товаров.
5. Крупным достижением в сфере коммуникации является замена аналоговых систем цифровыми.
6. В настоящее время оптоволоконные цифровые технологии обеспечивают более качественную и доступную связь, чем аналоговые системы.
3. Study Topical Vocabulary and speak about your future profession. Use the following questions as a plan.
1. How do you see your future profession?
2. What position would you like to have?
3. Do you think your future profession is prestigious?
4. Is it well-paid?
5. How difficult is it to find a good work in your field?
4. Read and translate Text 5b into Russian. Text 5b. The future of the engineering profession
A
mong
various recent trends in the engineering profession computerization
is the most widespread. The trend in modern engineering offices is
also towards computerization. Computers are increasingly used for
solving complex problems as well as for handling, storing, and
generating the enormous volume of data modern engineers must work
with.
Scientific methods of engineering are applied in several fields not connected directly to manufacture and construction. Modern engineering is characterized by the broad application of what is known as systems engineering principles.
Engineers in industry work not only with machines but also with people, to determine, for example, how machines can be operated most efficiently by workers. A small change in the location of the controls of a machine, its position with relation to other machines or equipment, a change in the muscular movements of the operator, often results in greatly increased production. This type of engineering work is called time-study engineering.
A related field of engineering, human-factors engineering, also known as ergonomics, received wide attention in the late 1970s and 1980s when the safety of nuclear reactors was questioned following serious accidents that were caused by operator errors, design failures, and malfunctioning equipment.
Human-factors engineering seeks to establish criteria for the efficient, human-centered design of, among other things, the large, complicated control panels that monitor and govern nuclear reactor operation.
5. Read and translate Text 5c into Russian. Text 5c. Who do we call 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, who do we call a ‘manager’?
In its broad meaning the term ‘managers’ 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 organization. Financial manager is a person who is responsible for finance. Sales manager is responsible for selling of goods.
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 to make decisions without asking their manager.