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day (bpd) by the end of 2009. While production levels dipped slightly in the
late 2008, the government remains confident that it will achieve its production
target. The Saudi government has even given mention to production targets
following 2009, including an increase to 15 million bpd after 2011.
To reach these ambitious production targets and to meet the growing
demand for energy around the world, the country will invest billions of
dollars to boost production capacity by developing new projects and
upgrading existing ones. While the global recession that began in 2008 has
presented new economic challenges, Saudi Arabia is pushing forward with
many of its development projects in the oil and gas sector, as it is a strategic
component of not only the Saudi economy but also the global economy.
Saudi Aramco has extended deadlines for EPC bids in a number of
other projects, including the export refineries at Jubail and Yanbu, in order
to encourage more competitive bidding that reflects declining construction
costs. In March 2009, the Saudi Arabian Ministry of Petroleum and Mineral
Resources announced plans to spend approximately $60 billion on upstream
and downstream operations through 2014. The budget includes allocations
for 144 projects, including 17 mega-projects (valued at more than
$1 billion), 30 large projects, 17 medium-sized projects, and 80 small
schemes.
Increased spending means more business opportunities for private
firms. In 2002, the Supreme Economic Council (SEC) approved a
privatization strategy directed at advancing Saudi Arabia’s privatization
drive and expanding the role of the private sector and foreign investors in
the Kingdom, including petroleum and energy support services. Further,
Saudi Aramco has announced that industry expansion and new production
targets will be met largely through increased private investment.
The U.S. continues to occupy the position of Saudi Arabia’s largest
trading partner. Saudis maintain a preference for American products and
services. In fact, the U.S. Commercial Service estimates that U.S.
companies possess a 50% share of the market for engineered products.
Within the oil and gas sector, there is a constant demand for experienced
companies and quality products in areas such as engineering, design,
construction, and consulting.
23. Discussion.
A mass of facts alone can be as bewildering as unexplored mountains
towering above you in the valley.
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CONSOLIDATION TWO
1. Translate the following sentences into English.
1) The quality of teamwork may be effective by analyzing the following six
components of collaboration among team members (communication,
coordination, balances of member contributions, mutual support, effort,
and cohesion) also teamwork quality as measured in this manner correlated
with team performance in the areas of effectiveness and efficiency.
2) Determine your aspiration and work to create a better one (your
alternative); it's important to think about alternatives because the
negotiation will not always go as well as you hope.
3) A group that worked with an ineffective, culturally incompetent
organization 15 years ago, may not know that the group has the same
name but is in a “second life” - a new staff, a new board, and a new
approach to working with the community.
4) Companies are increasingly trying to step out of low-profit commodity
segments and climb up the technology ladder to more sophisticated
sectors, as well as enjoying many home-player advantages in the more
competitive environment.
5) We outline the moves that international players should make to
continue to capture profitable growth opportunities.
6) Disagree on even a minor point and they will take great pleasure in
engaging in spirited verbal combat, so doing business across culture can
be an unpredictable affair.
7) Cities specialized in extraction and primary processing of natural
resources (extraction and refining of oil and gas, mining of coal and ore,
metallurgy, electric power generation, chemical, pulp and paper industry)
have 140 positions in the ranking, half of them – in the top 100 list.
8) Make sure that the other person has noted it down correctly - especially
numbers, which are often the most difficult thing to understand over the
phone, also let the other person finish speaking – don’t interrupt him or
her even if you think you know what he wants to say.
9) Another example is a negotiation regarding one's salary, an employer
wants to pay as little as possible and you want the opposite, however,
some benefits exist for balancing the salary: add in flexitime,
telecommuting, vacation, etc.; these benefits are more than zero in a
negotiation and both sides can reach an agreement.
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10) A culturally competent organization has the capacity to bring into its
system many different behaviors, attitudes, and policies and work
effectively in cross-cultural settings to produce better outcomes.
2. Check if you remember the following words or word combinations
from the previous units. Translate, make up sentences.
A) To develop an appropriate distribution-partner network, to get closer to
customers and differentiate, the increasingly competitive environment, to
select the right distributor partners, to set up a dedicated businessdevelopment team, to identify small and midsize companies, a trajectory to
become even larger but much more competitive one, to seek to improve
capabilities, to create value propositions for university graduates and
industry experts, to meet the demands of an ambitious workforce,
distribution-partner, increasingly, relationships, dependability, talent
shortages, talent management, crude oil, exporter of petroleum liquids,
consumption, petrochemicals and petroleum refining, recession, declining,
part of industrial complex, vertically integrated holding.
B) A network of gas station, a tire complex, steadily develop, the most
important projects, petrochemical refineries, implementation of the
project, the purpose of development, a new stage of oil processing
branch, to put pressure on, an informal fact-finding meeting with, to
expect a battery of searching questions, to engage in spirited verbal
combat, the accuracy of cultural stereotypes, good business
relationships, nice-guy behaviour in a boardroom, to report back to
superiors, to be unimpressed by, the most meticulously prepared meeting,
to value efficiency, novelty, systems and technology, to start a meeting
with all the difficult questions, to be convinced as efficient and qualityconscious, to keep competitive edge in the most price-sensitive market.
C) Построить доверительные и хорошие отношения, суждение
человека, оставаться спокойными в любом случае, добраться до
корня проблемы, лучшая альтернатива, гибкой график, отпуск,
дистанционная работа, взаимовыгодное решение, диапазон
возможных соглашений, сильные чувства и эмоции, действительно
должны понять, выгода для одной стороны означает потерю для
другой, переговоры относительно зарплаты, стремление,
пренебрегать достижением цивилизации, важная составляющая
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повседневной жизни, культурная и социальная сферы, помеха,
деловой звонок, обратиться друг к другу, этикет запрещает,
отклоняться от темы, запрещать просматривать списки звонков.
D) Полезные ископаемые, удовлетворить растущий спрос на
энергию, добыча нефти и газа, развивать (модернизировать)
новые (существующие) проекты, увеличение частных инвестиций,
глобальная рецессия, поддерживать предпочтение, стратегический компонент, очистительные заводы, стратегия
приватизации, спрос, крупнейший торговый партнер, деловые
возможности для частных фирм, основное ноу-хау,
идентификация ключевых сторон, дифференцировать в
конкурентной среде, ведущие специалисты, потребности
развития, ведущие сотрудники, корпоративный бренд, эксперт,
конкурентоспособные международные компании, управление
талантами, химические продукты тонкого органического
синтеза, удовлетворить требованиям.
3. Read Text 1 and answer the following questions.
1) What stage of development is your group or team in now?
2) Do all of your teammates perceive your team to be in the same stage of
development?
3) What can you do to promote the movement of your team to the next
higher stage of development?
TEXT 1. TEAM DEVELOPMENT MODELS/STAGES39
Teams mature experientially and in stages; designating a group of
individuals to function as a team is only the first step in team development.
The development of a group of people into a team takes time, commitment
and energy. To become effective, teams must establish common goals, and
their individual focus must be on those goals, ahead of personal needs. The
goal of teamwork is that, with time, a highly successful team will emerge
that exhibits synergy between the individual members of the team.
39
https://itll.colorado.edu/images/uploads/courses_workshops/geen1400/textbook/ch06teamwork_and_
working_in_teams.pdf.
95
Learning to be an effective team member takes time and practice; it is
a learned skill that is mastered over time by team members committed to
the end goal of achieving an effective and pro- ductive team. A key to
building a well-functioning team is the process of reflection, whereby team
members actively think about and discuss among themselves the progress
of their team through the stages of team development. Open and candid
communication among team members regarding the contribution of
individuals to the overall success of the team may be uncomfortable in the
beginning. Repeated brief discussions among the team will make the
process of analyzing team performance more comfortable and natural.
Through practicing teaming skills and reflecting upon ones own and others’
performance as team members, student teams learn teaming skills [8]. Two
models of the phases of team development follow.
1. The Tuckman Model. Tuckman describes four stages through
which groups traverse as they mature into well-functioning teams. Not
every team gets to the “performing” stage, resulting in a myriad of
outcomes. The Tuckman model defines the four identifiable stages of team
development as: forming, storming, norming and performing.
Forming: in this stage, members of the group are polite to each other.
During this period team members assess each other and how they fit into the
group; they test the limits of tolerance of their group members. Little tangible
work is accomplished as people get to know each other. Productive work that
can be accomplished during this time is to agree on group goals and to
establish ground rules for how the team will work together. The group “being
on its best behavior” characterizes the forming stage.
Storming: in the storming stage, members begin to let down their guard
and argue with each other. How- ever, if the conflict is not channeled in a
productive fashion, the team is at great risk of disillusionment. Cliques that thrive
on unhealthy conflict may now form within the team. In this storming phase, the
group should develop strategies for encouraging constructive controversy and
respecting differences of opinion. It is critical that the inevitable conflict that
arises as groups begin to struggle with their differences be channeled in such a
way to foster creativity and allow for the evaluation of a wide range of views.
While not fun to work through conflict at the time, a group is well served by
openly dealing with their differences and discussing their strategy for productive
conflict resolution. Tuckman believes that groups that never learn to work
through the storming phase - perhaps because they are conflict adverse and
choose instead to allow one leader to set the direction for the team’s actions - are,
96
in the end, less creative. Additionally, the team members can be divisive because
they never learned to deal with their differences.
Norming: in this stage, group members accept and appreciate the
differences of individuals, learn to productively work through conflict and
focus on the task at hand. The risk of “group think” may be encountered if
individuals “go along” with ideas to maintain harmony rather than
introduce differences of opinion.
Performing: in the performing stage, group members have come to
trust each other; they all reap the rewards as the group transforms into a
productive, fun - and rewarding - team. During this stage, team members
agree on goals; creative brainstorming is fostered; ideas, rather than
personal agendas, are debated; and the team takes collective pride in their
team accomplishments. Creative confrontation and innovative problem
solving characterize this stage.
2. The Cog Model. The Cog Ladder of Group Development
delineates the stages through which a working group passes as it matures
into a well-functioning team. Cog’s model recognizes that team
developments is a process; it takes time and energy to develop a group of
people into a productive team. individuals should expect the team
development process to take time to unfold. Teammates should prepare
themselves for a few difficulties as the roles of individuals within the team
and the personality of the team develop. The five stages of the Cog Team
Development Ladder follow.
Polite Stage: this stage is characterized by politeness as people get to
know each other and establish their individual identities within the group.
Group members go out of their way to avoid conflict during this early phase.
Why are We Here? Stage: in this stage, members of the group
ponder the purpose of the group and their own contribution to it. Members
may also ask the question “Why am I here?”
Bid for Power Stage: in this stage, the traditional roles of individuals
within the group emerge. The roles that have been historically comfortable
for people such as leader, writer, technical expert(s), task master, morale
director, mediator, creative thinker, time keeper, etc., begin to define how
the team will develop. As the roles of individuals emerge, and because the
team has evolved past the polite stage, power struggles between individuals
may begin to surface. Also, as team members begin to have expectations of
each other, they may begin to subtly expect teammates to perform their preferred or “natural” role.
97
Constructive Stage: in this stage, individuals move past performing
the role that is most comfortable to them to performing the role that best
complements the other members of the team. This stage is characterized by
enhanced harmony as team members envision and implement strategies that
promote the pur- pose of the team.
Esprit Stage: in this “all for one and one for all” stage, reached by
few teams, members within the team experience a high interdependence;
the team shares in the esteem of group goals and accomplishments. In this
stage, team members clearly identify with the team; they are proud of being
a team member and demonstrate genuine caring for the welfare and success
of their teammates.
4. Find and translate the following word combinations in text 1; make
up sentences with them.
Creative brainstroming, well-functioning teams, personal agendas,
collective pride, team accomplishments, personal needs, creative
confrontations, innovative problem, productive conflict resolution, common
goals, individual focus, personal needs, highly successfull team, the limits
of tolerance, forming stage, individual identities, historically comfortable
for people, implement strategies, the end goal of achieving, great risk of
disillusionment, team developments, the overall success.
5. Complete the text40 using the following verbs: Appointed, attacked,
combined, defined, constituted, reviewed, supervised, supported.
Large British companies generally have a chairman of the board of
directors who oversees operations, and a managing director (MD) who is
responsible for the day-to-day running of the company. In smaller companies, the
roles of chairman and managing director are usually (1) _______ . Americans
tend to use the term president rather than chairman, and chief executive officer
(CEO) instead of managing director. The CEO or MD is (2) _______ by various
executive officers or vice-presidents, each with clearly (3) ______ authority and
responsibility (production, marketing, finance, personnel, and so on).
Top managers are (4) _______ (and sometimes dismissed) by a
company’s board of directors. They are (5) _______ and advised and have
their decisions and performance (6) _______ by the board. The directors of
40
https://www.scribd.com/doc/87629292/Management
98
private companies were traditionally major shareholders, but this does not
apply to large public companies with wide share ownership. Such
companies should have boards (7) _______ of experienced people of
integrity and with a record of performance in a related business and a
willingness to work to make the company successful. In reality, however,
companies often appoint people with connections that will impress the
financial and political milieu. Yet a board that does not demand high
performance and remove inadequate executives will probably eventually
find itself (8) _______ and displaced by raiders.
6. Based on the information in text B, answer the following questions.
Is it more important to stick to the agenda or generate new ideas?
Who knows to what extent our views are our own and to what extent
culturally conditioned?
7. Read and retell text B; find the following English equivalents
to the given Russian word combinations using the adjectives:
reasonable, reliable, remarkable, surprising, unexpected, wonderful,
excellent, and negligible.
Оказать давление на переговорах, культурная осведомленность,
каменная тишина, непредсказуемое дело, поддерживать деловые
отношения, осведомленность, оспаривать, точность культурных
стереотипов, подготовленная встреча, основан на доверии, за
длительный период времени, оживленные итальянцы, укреплять дух
товарищества, срочная доставка, превосходство, долгосрочные
деловые отношения, тщательно подготовленные аргументы, пленник
культуры, коллективное мышление, повестка дня, горячее обсуждение.
TEXT. 1.1. BOARDROOM CULTURE CLASH:
an unpredictable affair41
Try to put pressure on a Japanese in a negotiation and you will be met
with stony silence. Hold an informal fact-finding meeting with a German and
you can expect a battery of searching questions. Disagree with the French on
41
Lees Gerald, Thorne Tony. English on Business. Practical English for International Executives. Chancerel
International Publishers, 1993.
99
even a minor point and they will take great pleasure in engaging in spirited
verbal combat. Doing business across culture can be an unpredictable affair.
Cultural Awareness: Most of us prefer to do business with people
we like. And it should come as no surprise that the people we like tend to be
like us. So whilst we may dispute the accuracy of cultural stereotypes it is
generally agreed that good business relationships are built on cultural
awareness. Across national frontiers “nice guys” do more business than
nasty ones. But what constitutes nice-guy behaviour in a boardroom in
Miami is not necessarily what they expect in Madrid.
The US Perspective: For instance, most Americans will insist on the hard
sell. It’s not enough that you want to buy their products; you must let them sell
them to you. They have to report back to superiors who will be as interested in
how the deal was struck as the result. Systems and procedures matters.
The Spaniards Trust You: The Spanish, on the other hand, are
unimpressed by the most meticulously prepared meeting and pay much more
attention to people. In this they are more like the Arabs or the Japanese. In the
Middle and Far East business is built on trust over a long period of time.
Spaniards may come to a decision about whether they trust you a little sooner.
Animated Italians: Italians too tend to feel that the main purpose of
meetings is to assess the mood of those present and reinforce team spirit.
There may well be a lot of animated discussion at a meeting in Italy, but the
majority of decisions will be, made elsewhere and in secret.
Succeed with the Germans: Don’t be surprised if the Germans start a
meeting with all the difficult questions. They want to be convinced you are as
efficient and quality-conscious as they are. They will be cautious about giving
you too much business until you have proved yourself. They will demand
prompt delivery and expect you to keep your competitive edge in the most
price-sensitive market in Europe. Succeed and you will enjoy a long-term
business relationship.
Adversarial Meetings: The French will give you their business much
more readily. But they will withdraw it just as fast if you fail to come up with
the goods. Meetings in France tend to be adversarial. Heated discussion is all
part of the game. Germans will be shocked to hear you question their carefully
prepared arguments. The Spanish will offer no opinion unless sure of
themselves, for fear of losing face. But French executives prefer to meet
disagreement head on, and the British tendency to diffuse tension with humour
doesn’t go down too well.
Prisoners of our culture: Ask yourself whether meetings are
opportunities to network or get results. Is it more important to stick to the
100
agenda or generate new ideas? Is the main aim of a meeting to transmit or
pool information? It all depends on where in the world you hold your meeting
and whether you belong to an individualistic business culture like the French,
Germans and Americans or to a collective one like the British, Japanese and
Greeks. Indeed, who knows to what extent our views are our own and to what
extent culturally conditioned? For in business, as in life, “all human beings
are captives of their culture”.
8. Study the meaning of the following word combinations; make up
sentences with them.
- an informal fact-finding meeting with …
- to expect a battery of searching questions …
- to engage in spirited verbal combat …
- the accuracy of cultural stereotypes …
- good business relationships …
- nice-guy behaviour in a boardroom …
- to report back to superiors …
- to be unimpressed by …
- the most meticulously prepared meeting …
- to value efficiency, novelty, systems and technology …
- to start a meeting with all the difficult questions …
- to be convinced as efficient and quality-conscious …
- to keep competitive edge in the most price-sensitive market …
- to come up with the goods …
- tend to be adversarial …
- carefully prepared arguments …
- to meet disagreement …
- tendency to diffuse tension with humour …
- the opportunities to network or get results …
- belong to an individualistic or collective business culture …
9. Find in text below English equivalents to the given word
combinations.
Безрассудное расширение, химическая промышленность, период
консолидации и роста, иностранные инвестиции, проблема во многих
сегментах продукта, международная/региональная компания, доступ
к сырью для промышленности, специализированная сторона рынка,
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