Английский язык в сфере менеджмента. Учебное пособие

Table А1.8

Conjugation of the verb to be

An auxiliary verb is not required to form the interrogative or negative form of the verb

to be.

In order to ask a question, you need to put the verb to be before the subject: Is the book interesting?

In order to make a negative form, it is enough to put the negative particle not after the verb to be: The book is not interesting.

In colloquial speech, the negative particle not often merges with the verb to be, forming abbreviations:

is not = isn't are not = aren't

In addition, the verb to be can be shortened, merging with a personal pronoun: I am = I'm

We are = we're He is = he's

7. THE MODAL VERBS

Modal verbs are those verbs that express not an action or a state, but the relation of a person, indicated by a pronoun or a noun, which carries the function of the subject in the sentence, to the action or state expressed by the infinitive.

A modal verb combined with an infinitive forms a compound verb predicate in a sentence. Modal verbs express the meaning of possibility, necessity, probability, desirability, etc.

Modal verbs include the verbs can, may, must, ought, need. The infinitive with which modal verbs are combined is used without the to particle, except for the infinitive that follows the verb ought (tab. А1.9).

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8. THE INFINITIVE

Infinitive has the following forms (tab. А1.10):

Functions of the infinitive in a sentence 1) Subject:

То smoke is bad for health.

2)Part of a simple predicate in combination with auxiliary verbs: The chairman said, "I'll open the discussion myself." (Gisw.)

3)Part of the compound verbal predicate in combination with modal verbs and with verbs such as to begin, to start, to continue, to end, to stop, to want, to decide, to intend and others, expressing the beginning, continuation or end of the action, or the attitude of the person expressed by the subject to the action expressed by the infinitive:

We can actually begin the experiment. (M. W.)

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4) Predicative:

"I think," he said, "that to prolong this discussion is to waste time." (Gisw.)

5)Object (after transitive verbs to help, to assist, to like, to prefer, to forget, to ask, to beg, to promise, to recommend и др.):

He forgot to wind the watch when he went to bed. (J. J.)

6)Part of a complex object

Everyone watched him walk across the garden. (D. L.) 7) Adjective:

Не was the first to come. 8) Circumstance:

a) goals. When translating the infinitive into Russian, as a function of the circumstance of the goal, the conjunction is used before the infinitive so that, in order to:

То reach the lecture hall he had to walk almost half a mile. (D. C.) 6) result:

I was too young to think of such things at the time. (J. Or.)

The verbs in English can be divided into regular and irregular. Here is the list of most common irregular verbs (tab. А1.11).

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APPENDIX 2

TEXTS FOR ADDITIONAL READING

Text 1. IMPROVE WORKER PERFORMANCE AND MOTIVATION

In order to inspire and promote both individual and group performance, which results in overall organizational performance, productivity, and growth, it is important to implement both performance management and incentives systems. Systems of performance evaluation and compensation are also "cultural" in that they offer a window into how an organization handles the performance (or lack thereof) of its employees and the degree to which it is prepared to reward and discriminate based on that performance. The best strategies for differentiating and rewarding employees, which will also influence employee performance and motivation, have been much discussed throughout the years.

We first need to define the words before we can discuss best practices and findings in rewards and motivation systems. Rewards systems are the framework that an organization (typically through human resources) designs and oversees to make sure that employee performance is reciprocated with some kind of reward (for example, monetary or other extrinsic) that will drive and motivate the employee to keep working for the organization. Compensation programs and regulations make up the majority of rewards programs, but they can also include employee benefits and other extrinsic rewards that meet employee demands.

The main goal of a rewards program in an organization is to properly implement a compensation system within human resource management. The majority of businesses aim to implement pay-for-performance compensation plans that give market-competitive pay and permit compensation difference based on employee performance. Pay for performance starts with an organizational culture that says it wants to reward top performers to boost organizational performance and care for people who can have the biggest influence.

Text 2. BUILDING A FUTURE-PROOF ORGANIZATION

A company can gain a competitive advantage by hiring outstanding individuals, but a lot of businesses don't do it well. The hiring and recruitment processes sometimes take place in a reactive manner – when someone quits the company, everyone scrambles to fill the void. Very few businesses adopt a long- er-term, proactive strategy and seek to develop a strategic plan for hiring new employees. According to the authors of the article "The Ultimate Guide to Recruitment in Good Times and Bad" (Fernandez-Araoz, Groysberg, Nohria, HBR, 2009), a thorough and strategic hiring procedure should incorporate the following vital steps:

•Determine the precise competencies needed in each job you need to fill.

•Predict your future leadership needs based on your strategic business plan.

•Create a candidate pool that is sizable enough.

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Today, parts of the talent acquisition process are frequently outsourced to outside recruiters rather than being handled internally by human resources staff. Although it is not a problem to outsource specific searches, internal HR and talent acquisition staff must be in charge of developing the overall recruiting function strategy. By utilizing the approach and skills that the HR team develops, contract recruiters may then assume control of a portion of the total process.

High-level leadership candidate recruitment and hiring entails unique risks and benefits. If a crucial leadership post remains unfilled for an extended period of time, the organization is at risk. Because there are fewer candidates available for these high-level positions and the choice of the best personnel is so important to the organization's future, these positions are frequently more difficult to fill. The benefit, however, is that the HR/talent acquisition professional can gain a competitive edge through the hiring of essential high-level talent if they exercise due research and define the goals, competencies, and skills for the position clearly.

Text 3. TECH IN HUMAN RESOURCES

During the past few years, there has been a boom in HR technology and innovation, which has made some of the old HR systems from the previous decade seem rather obsolete. Mobile technology, social media, data analytics, and learning management are some of the trends that are fueling this innovation in HR technology. As these trends don't seem to be slowing down anytime soon, human resources professionals need to be aware of some of the major technological advancements that have resulted from them.

Some of these HR technology advancements were covered by Josh Bersin of Bersin by Deloitte, Deloitte Consulting LLP in his post "9 HR Tech Trends for 2017" on SHRM.org (Jan. 2017). The "performance management revolution" and the new emphasis on managing performance by team rather than merely by hierarchy is one of these technological advancements. Technologies for performance management have improved in agility and real-time, with integrated pulse surveys and simple goal tracking. Now, new performance management tools enable ongoing, real-time, and dynamic input and tracking of performance data instead of the formal, annual procedure that puts everything on hold.

The "growth of people analytics" is another identified HR technology trend. The discipline of data analytics has grown tremendously, and HR has adopted it as well. Several disruptive technologies in this field are predictive; they enable the study of data related to employment changes and the forecasting of successful vs failed outcomes. Technologies that use predictive analytics can examine communication and email habits to identify time-management strategies or pinpoint potential security breaches. Another outstanding analytics tool is a badge that listens to workers' voices and can tell whether someone is stressed out. If you ask me, that is either extremely cool or really eerie.

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As a human resources professional who grew up in the era of numerous in-class trainings and week-long leadership programs, I find the "maturation of the learning market" to be an intriguing development. With the introduction of some of these cutting-edge HR tools, learning processes have undergone significant changes. Although many bigger businesses still use outdated learning management systems (such as Cornerstone, Saba, and Success Factors), there are a lot of fresh, competitive alternatives that concentrate on scaling video learning across the board. The focus has shifted from learning management to learning, with the option to enroll in, monitor, and even take courses online. These YouTube-like learning applications are becoming increasingly popular among businesses, and it is expected that the number of these applications will increase in the coming years.

Technologies that manage wellness, the contingent workforce, and HR procedures using artificial intelligence are other noteworthy advances. It is incredible to consider how many intriguing and cutting-edge technologies are being developed for the human resources field. One of the most important investments a business can make is in its people resources, therefore it is encouraging to see that this degree of innovation is being used to manage, engage, and develop this investment.

Text 4. A HUMAN RESOURCE MANAGEMENT INTRODUCTION

In its initial "wave," human resource management was essentially a com- pliance-type job, with HR staff members responsible for enforcing employee compliance and managing continuing administrative procedures. The construction of HR practice areas that might be based on best practice models came under the spotlight in the second wave of HR. The idea that HR should be a true partner to the business and should support the business strategy through its programs and services was introduced with wave 3 of HR. In the fourth wave, HR is still a business partner, but it also looks beyond the organization to customers, investors, and communities to determine how it can be competitive in terms of consumer share, investor confidence, and community reputation.

Human resources compliance, employee selection and hiring, performance management, salary and benefits, as well as talent development and succession planning are some of the crucial areas that HR supports within the employee life cycle process.

Text 5. MANAGEMENT OF HUMAN RESOURCES AND COMPLIANCE

Human resources aid in safeguarding the business and its workers by ensuring that they are abiding by the many rules and laws that control the employment relationship. Noncompliance can have a significant negative impact on an organization's finances, legal standing, or reputation. The Fair Labor Stand-

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ards Act (FLSA), the Age Discrimination in Employment Act (ADEA), the Americans with Disabilities Act (ADA), and the Family and Medical Leave Act (FMLA), among others, are some of the major laws that HR manages compliance around.

The best methods for educating and holding accountable personnel include providing reference materials for assistance with the requirements, education and training to clarify them, and scheduling frequent compliance audits to make sure procedures are being followed. Regular internal HR audits help the company prepare for and feel at ease with its

Text 6. IMPROVE WORKER PERFORMANCE AND MOTIVATION

In order to inspire and promote both individual and group performance, which results in overall organizational performance, productivity, and growth, it is important to implement both performance management and incentives systems. Systems of performance evaluation and compensation are also "cultural" in that they offer a window into how an organization handles the performance (or lack thereof) of its employees and the degree to which it is prepared to reward and discriminate based on that performance. The best strategies for differentiating and rewarding employees, which will also influence employee performance and motivation, have been much discussed throughout the years.

We first need to define the words before we can discuss best practices and findings in rewards and motivation systems. Rewards systems are the framework that an organization (typically through human resources) designs and oversees to make sure that employee performance is reciprocated with some kind of reward (for example, monetary or other extrinsic) that will drive and motivate the employee to keep working for the organization. Compensation programs and regulations make up the majority of rewards programs, but they can also include employee benefits and other extrinsic rewards that meet employee demands.

The main goal of a rewards program in an organization is to properly implement a compensation system within human resource management. The majority of businesses aim to implement pay-for-performance compensation plans that give market-competitive pay and permit compensation difference based on employee performance. Pay for performance starts with an organizational culture that says it wants to reward top performers to boost organizational performance and care for people who can have the biggest influence.

Text 7. WORKPLACE DISCRIMINATION

When an employee or applicant is treated unfairly at work or throughout the recruiting process due to an identity group, condition, or personal attribute like the ones listed above, it is considered workplace discrimination. Marital status can be a source of discrimination, as in the case of someone who is subjected to employment prejudice due to the traits of their spouse. When the perpetrator

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shares the same protected status as the victim, such as when someone discriminates against someone based on a common national origin, that is also considered discrimination.

Section VII of the Civil Rights Act of 1964 established the Equal Employment Opportunity Commission (EEOC), whose main objective is to outlaw employment discrimination on the basis of race, national origin, sex, gender, handicap, religion, or pregnancy status. The EEOC provides rules for treatment relating to employment and enforces laws. Additionally, it has the power to look into claims of workplace discrimination, make settlement offers, and, if required, launch legal actions when the law has been broken.

Under the laws passed and enforced by the EEOC, all forms of workplace discrimination are forbidden. Additionally, the EEOC considers workplace harassment and sexual harassment to be forms of workplace discrimination and requires that men and women receive the same compensation for equal labor.

The Equal Pay Act of 1963, an amendment to the Fair Work Standards Act of 1938, covers the equal pay requirement. The provisions of the act, which sought to redress pay disparities between men and women, are essentially applicable to all businesses. Even though they perform the same or equivalent tasks as men, women still earn around 80 cents for every dollar earned by males more than 50 years later.

Text 8. PROGRAMS FOR DIVERSITY TRAINING

Managers will have a difficult time understanding how to manage diversity as the workforce gets more varied. One of the choices to be considered is whether a company should provide diversity training and, if so, what subjects and problems should be covered in light of the company's objectives. Since the Civil Rights Act of 1964, which encouraged corporate diversity training with the organizational goal of merely complying with the law, there has been discussion on the usefulness of this type of training. Previous studies have shown that it can be helpful to employees or harmful, but as diversity training has developed through time, it has become a crucial tool for businesses to manage diversity.

Diversity training changed from focusing primarily on compliance to addressing the requirements of women and minorities as they entered the workforce at a quicker rate in the 1980s through the late 1990s. Sadly, Whites and men felt that this kind of training singled them out as the issue; occasionally, such training was set up as "confession" sessions for White staff members to admit their involvement in institutional racism. Unsurprisingly, this kind of training frequently had the reverse effect of what was intended – it further polarized employees from one another.

In recent years, diversity training has changed to emphasize three things: 1) developing cultural competence with relation to coworkers, 2) appreciating differences, and 3) understanding how diversity influences business decisions.

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