- •АНГЛИЙСКИЙ ЯЗЫК
- •УТВЕРЖДАЮ
- •АНГЛИЙСКИЙ ЯЗЫК
- •Who’s Who in the Company
- •Green, Jack - Shop steward
- •The History of the Company
- •Phrase list
- •Exercise 4
- •Unit 1
- •New Markets Are Vital
- •Phrase list
- •Listen to the introduction to the unit. Answer the following questions and be ready to give a story line. Use the word combinations in brackets.
- •1. What kind of decision does Hector Grant have to make?
- •(the Managing Director; to allow somebody to do something; John Martin; the Sales Manager; to go on an expensive fact-finding tour of a country; Africa; Abraca)
- •2. What was the matter that John Martin was discussing with Peter Wiles?
- •(the Production Manager; The Times newspaper; the recent discovery of oil; in Abraca; to find out; to export to; the capital city, Djemsa; a lot of new government offices; to be built; to open up a new market)
- •3. Is Hector Grant positive about opening up a new market in Africa?
- •(H.G.; one’s staff; to use one’s initials; to remember a disastrous attempt; to export to a country in South America; to lose a lot of money; to be inclined to be cautious, a bit worried about; the difficulties involved and the expense)
- •Task 2
- •LISTENING
- •Exercise 2
- •POST-LISTENING
- •A Visit to the Factory
- •Phrase list
- •Task 2
- •LISTENING
- •Exercise 2
- •I’ll take you to the assembly shop …
- •Exercise 3
- •Elizabeth:
- •POST-LISTENING
- •Sum up everything you came to know from the unit about
- •Phrase list
- •Task 2
- •LISTENING
- •Exercise 2
- •John Martin:
- •John:
- •Is this it, Mr. Martin?
- •John:
- •John:
- •John:
- •Exercise 3
- •Exercise 4
- •Exercise 5
- •POST-LISTENING
- •Unit 4
- •Phrase list
- •Task 2
- •LISTENING
- •Exercise 2
- •Exercise 3
- •Exercise 5
- •POST-LISTENING
- •1. Consider the following points. Share your ideas with a partner or a small group. Be prepared to explain your answers to the class.
- •Phrase list
- •Task 2
- •LISTENING
- •The job of an advertising manager in Harper & Grant Ltd. is hardly the right job for Mr. Windsmore.
- •Exercise 2
- •Exercise 3
- •POST-LISTENING
- •1. Consider the following points. Share your ideas with a partner or a small group. Be prepared to explain your answers to the class.
- •Productivity – A Work Study Survey
- •Phrase list
- •Task 2
- •LISTENING
- •Exercise 2
- •John:
- •John:
- •Exercise 3
- •Exercise 5
- •POST-LISTENING
- •1. Consider the following points. Share your ideas with a partner or a small group. Be prepared to explain your answers to the class.
- •The Pension Fund Meeting
- •Phrase list
- •Task 2
- •LISTENING
- •Exercise 2
- •Grant:
- •Grant:
- •Peter:
- •Grant:
- •Peter:
- •Grant:
- •Peter:
- •Grant:
- •Peter:
- •Grant:
- •Exercise 3
- •Exercise 5
- •POST-LISTENING
- •1. Consider the following points. Share your ideas with a partner or a small group. Be prepared to explain your answers to the class.
- •A Labour Dispute
- •Phrase list
- •Task 2
- •LISTENING
- •Exercise 1
- •Exercise 2
- •Exercise 5
- •POST-LISTENING
- •1. Consider the following points. Share your ideas with a partner or a small group. Be prepared to explain your answers to the class.
- •Risk of a Takeover
- •Phrase list
- •Task 2
- •LISTENING
- •Exercise 3
- •POST-LISTENING
- •1. Consider the following points. Share your ideas with a partner or a small group. Be prepared to explain your answers to the class.
- •Dealing with an Important New Market
- •Phrase list
- •Task2
- •Exercise 3
- •POST-LISTENING
- •1. Consider the following points. Share your ideas with a partner or a small group. Be prepared to explain your answers to the class.
- •The New Board of Directors
- •Phrase list
- •Task2
- •Exercise 2
- •Grant:
- •Grant:
- •Grant:
- •Grant:
- •What do you think, William?
- •Buckhurst:
- •Grant:
- •Peter:
- •Buckhurst:
- •Grant:
- •Buckhurst:
- •POST-LISTENING
- •1. Consider the following points. Share your ideas with a partner or a small group. Be prepared to explain your answers to the class.
- •Unit 19
- •Auditing the Accounts
- •Phrase list
- •Task 2
- •Exercise 2
- •Buckhurst:
- •Buckhurst:
- •Buckhurst:
- •Buckhurst:
- •Buckhurst:
- •Brent:
- •Buckhurst:
- •Buckhurst:
- •Buckhurst:
- •the name for everything that a company owes
- •POST-LISTENING
- •1. Consider the following points. Share your ideas with a partner or a small group. Be prepared to explain your answers to the class.
- •Debtors
- •Phrase list
- •Task I
- •Task 2
- •LISTENING
- •Exercise 2
- •Exercise 3
- •Buckhurst:
- •Buckhurst:
- •Buckhurst:
- •Buckhurst:
- •POST-LISTENING
- •Unit 23
- •Task 2
- •Exercise 2
- •Exercise 3
- •Mr. Roberts:
- •Mr. Roberts:
- •Exercise 4
- •payment made by the insured person to the users
- •POST-LISTENING
- •Consider the following points. Share your ideas with a partner or a small group. Be prepared to explain your answers to the class.
Grant: |
What do you think, William? |
Buckhurst: |
It might be a good idea … … the support … … , H.G. |
Grant: |
Very well. As the character … … … is changing so completely, this |
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is probably … … ... . John would be … … … to Wentworth. If |
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everyone agrees... |
Peter: |
Yes. |
Buckhurst: |
Agreed. |
Grant: |
William, will you draft … … about these … … then? |
Buckhurst: |
Yes, I will. |
Exercise 3
Act as an interpreter.
Grant: Now the next item on the agenda is to consider a report with recommendations tabled by you, William, on budgetary control. Perhaps you'd like to give us an outline of your proposals.
Бакхерст: Как вам известно, я недавно прослушал курс по финансовому учету, в результате чего я пришел к выводу, что нам необходимо проводить анализ состояния бухгалтерских счетов чаще, чем сейчас.
Grant: At present the accounts are done every quarter.
Бакхерст: Да, но поквартальные отчеты не позволяют вести более детальный контроль бюджета. Если компания неожиданно понесет убытки, мы должны быть в состоянии немедленно отреагировать на ситуацию. Если мы не отреагируем сразу же, то можем просто не успеть предотвратить еще большие убытки.
Grant: Well, if sales go down, we reduce stocks, which means cutting down purchases and, if necessary, we reduce personnel.
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Бакхерст: Конечно, но информацию мы должны все-таки получать гораздо оперативнее, чем сейчас. Если прибыль начнет сокращаться - или от продажи готовой продукции, или с оборота капитала, - то, возможно, надо будет поднять цены, сократить производственные затраты и т.д. Но для этого мы должны иметь наготове нужную информацию.
Grant: What do you propose?
Бакхерст: Я бы хотел поделить всю фирму на учетно-калькуляционные подразделения.
Grant: What does all this mean?
Бакхерст: Каждый менеджер будет отвечать, по крайней мере, за одно учетнокалькуляционное подразделение. В его обязанности будет входить своевременное прогнозирование доходов и расходов этого подразделения. Затем мы сведем расчеты всех подразделений вместе. Одобренные всеми нами, они и составят годовой бюджет или финансовый план нашей компании. Если реальные доходы и расходы будут значительно расходиться с запланированным бюджетом, то ответственность за это будет нести менеджер данного подразделения, и ему придется объяснить нам причины таких расхождений с прогнозом и принять соответствующие меры.
Grant: Will you let us have more details about this budgetary control, exactly how it would operate and so on?
Бакхерст: Конечно.
Grant: Now let's get on. The next item on the agenda is a recommendation that we buy two lorries for the Transport Department ...
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Exercise 4
Match the terms on the left with an appropriate explanation on the right. Five of the phrases have more than one explanation. Fill in the grid below.
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budgetary |
a. |
regulation of the company that to qualify as a director |
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control |
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a certain number of shares must be owned |
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2. |
cost centers |
b. |
details of all the financial transactions relating to one |
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individual supplier, customer, asset, liability, or type |
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of expense or receipt |
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3. |
to draft |
c. |
supplies |
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4. |
qualification |
d. |
a business can be divided into these for the purpose of |
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holding |
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collecting information on income and expenditure |
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5. |
to table |
e. |
to cut down staff |
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6. |
takeover |
f. |
to make a first rough plan of the document |
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7. |
the accounts of |
g. |
to diminish the number of persons collectively |
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a business |
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employed in any institution, company, office, etc. |
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8. |
to reduce |
h. |
a person legally responsible for giving information to |
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personnel |
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the Board of Trade, for seeing that the company’s |
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accounts are correctly kept and for keeping the minute |
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book, which is a record of all the company’s meetings, |
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often an accountant |
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9. |
company |
i. |
these are the basis for budgeting: each department is |
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secretary |
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thus made responsible for its own financial planning |
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and accountable for its actual performance |
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10. |
stocks |
j. |
getting control of a business, management, etc. |
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k. |
to put on record that a certain subject should be |
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discussed at a future meeting |
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l. |
detailed record of a company’s financial affaires |
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m. |
to write a report, letter, minutes of a meeting, in rough |
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form for final approval |
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n. |
buying a controlling interest in a business by buying |
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more than 50% of its shares |
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o. |
a close watch over a company’s performance, |
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comparing it with budgeted performance and taking |
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corrective action where necessary |
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