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13 Analyze this table in English:

Модели менеджмента

14 Render this text in English:

THE MYTHS OF WORKING LONGER HOURS: WHAT IS REALLY HAPPENING IN EUROPE?

In Volkswagen, Mexico, management appears to have told Mexican workers that all German workers are now working 48 hours a week and that they should also do so in order to regain competitiveness. But is this really the case? Are workers in the

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German private sector now working massively 40 or even longer hours a week? An overview of recent company agreements allows for the presenting of a more balanced picture:

At Siemens, the 40 hour week (with 5 unpaid extra hours) is limited to two mobile phone factories which employ 4000 workers. The rest of the 160,000 total work force of Siemens continues to work on a 35 hour basis. Also, the local Siemens agreement is limited in time so that the working time increase is valid for the next two years only.

The Daimler–Chrysler agreement increased working time (without pay) for 6.000 workers, mainly in the services sector. For these workers, the working week will be gradually increased to

39 hours. However, for older workers (above 54 years), the working week has been reduced to 34,5 hours. Again, the remaining work force of Daimler Chrysler (160,000 workers) is sticking tothe 35 hour week.

At Thomas Cook, the local collective agreement introduces 1.5 additional working hours, again limited for the next one or two years. The agreement also stipulates that workers will receive in 2006/2007 a lump sum of 1,000 euro as compensation, depending on the profit situation.

The agreement concluded at General Motors (Opel Rüsselheim) did not resort to longer working hours at all. Confronted with chronic overcapacity, GM will cut some 10.000 jobs in Germany. Workers will be offered a severance payment as well as the possibility to join a ‘transfer company’ where they can be re-trained for one year, while receiving 85 % of the previous net wage. The ‘transfer company’ itself is financed by Opel and the federal labour agency. Management does announce to look for reducing the house pay schedule to the wage levels agreed upon in the sectoral agreement in a negotiation round coming up beginning next year.

Most likely because employers’ attempts to increase the working week do not really get off the ground, some governments try to lend a helping hand. In France for example, government has staged another attack on the 35 hour week it inherited from the previous administration. French government now wants to reduce compensation for overtime, increase the legal limit on annual overtime

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from 180 to 220 hours and to link overtime with ‘time savings accounts over the life cycle’. In the Netherlands, government has put the 40 hour week on the agenda of collective negotiations for the civil servants’ sector.

MYTHS AND FACTS ABOUT WORKING LONGER HOURS IN EUROPE: A NOTE FROM THE EUROPEAN TRADE UNION CONFEDERATION

etuc@etuc.org

15 Listening

DEVELOPING CREATIVITY a) Listen and put the interview in the right order:

1)Presenter: Art & Business is an organisation that develops creative partnerships between business and the arts. Peter Jones is going to talk about the company’s ideas and tell us about some of their success stories. Peter, maybe you could begin by telling our listeners why Art & Business was created?

2)Peter Jones: Yes. The London Libraries Agency and an organisation called The Reading Partnership work with us on this project. We are trying to use the power of the written word to motivate staff in the workplace. In a recent survey seven hundred business leaders were asked which book had inspired them and had a positive influence on their career. They were able to choose any kind of book, any kind at all. Only about 40 % chose a business book. Most people chose a work of fiction; a novel, a play or even poetry.

3)Presenter: So, have you had any help in setting up the project?

4)Peter Jones: Exactly. Every reader knows that a good book can stimulate the imagination and the intellect, get you thinking along lines you might not have thought of before, open up new worlds.

5)Presenter: Are we talking about the right and left sides of the brain?

6)Peter Jones: The telecommunications company Orange set up a project called “Talk Books at Work”. They discovered that encouraging employees to read helped them to develop their linguistic and interpersonal skills. Marks and Spencer has set up

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reading groups at work. The groups cut across the usual hierarchies and working relationships have improved greatly.

7)Presenter: And what better way to stimulate creativity than through reading books.

8)Peter Jones: Successful managers need to be well-rounded people. They need active imaginations. When they interpret fictional scenarios, they are using their creativity. Readers combine imaginative skills with critical and analytical skills.

9)Presenter: Can you give listeners some examples of how this scheme has been brought successfully into the workplace?

10)Peter Jones: Employees at WH Smith have stuck poems and quotations above their desks for inspiration.

11)Presenter: Well, WH Smith deals in books. What about other examples?

12)Presenter: How can reading help somebody to become a more creative worker?

13)Peter Jones: Yes. Our logical left side of the brain interprets the language of a book. The creative right side looks at the forms of expression. The left side analyses the plot while the right side is more interested in the relationships between characters – the emotional aspects.

14)Peter Jones: Well, in the twenty-first century productivity is no longer a matter of machines. The success of a company depends on its people and on the creativity of its people. It makes sense that the way to increase productivity is to stimulate creativity.

15)Presenter: How does this transfer to the world of business?

16)Peter Jones: Creative ideas make businesses more competitive. Shared reading experiences improve communication and morale at work.

b) Listen and decide whether these statements are True or False:

1.Reading a good book can animate your creativity.

2.Art and Business are working alone on the project.

3.When business men were asked to name a book which had influenced them, less than half chose a nonfiction book.

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4.Creative processes occur in the right side of the brain.

5.When we analyse the relationship between characters in a book, we are training ourselves to

understand emotional matters.

6.Marks & Spencer organises separate reading groups for managers and employees.

c) Summarize the interview in 10 sentences and make a report.

16 Speak on the following.

1.Management Skills.

2.Strengths and Weaknesses in Management Style.

3.Management Models.

WORD LIST

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Библиографический список

1.Ильенкова С.Д., Кузнецов В.И. Основы менеджмента: Учеб.-метод. комплекс. М.: ИЦ «ЕАОИ», 2008. 262 с.

2.Рыжков В.Д. Деловой английский язык: Менеджент: Пособие по изучению англ. яз. Калининград: Янтар. сказ, 2001. 256 с.

3.Caruso D.R., Salovey P. The Emotionally Intelligent Manager: How to Develop and Use the Four Key Emotional Skills of Leadership. Jossey-Bass, 2004. 320 p.

4.http://www.woopidoo.com/business_quotes/authors/mihaly/index.htm

5.http://www.bibliotekar.ru

6.http://learnenglish.britishcouncil.org/en/professionals-podcasts/

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Учебное издание

Быкадорова Екатерина Сергеевна Мануйлова Светлана Олеговна

The Basics of Management

Основы менеджмента

Методические указания

Печатается в авторской редакции. Компьютерная верстка Ю.В. Борцовой

Издательство Сибирского государственного университета путей сообщения 630049, Новосибирск, ул. Д. Ковальчук, 191

Тел./факс: (383) 328-03-81. Е-mail: bvu@stu.ru