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Файл:Focus on topics. Family & work. A Guide for students and teachers. Учебное пособие
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B __________________________________________________,
I suggest that the working should first be improved.
12. Translate the speech patterns into English.
1. Вам бы лучше остаться дома и отдохнуть.
2. Вы бы лучше приняли их предложение.
3. Нам надо торопиться. Нас ждут.
4. Подождите минутку. На стол накрывают.
5. Пожалуйста, подождите, пока начальник закончит свою
речь.
6. Боб выключит телевизор, если он будет мешать его работе.
7. Управляющий сказал, что воспользуется нашей помощью.
8. Елена спросила, приняли ли наше предложение.
13. Answer the questions related to a resume.
1. What do the letters CV stand for?
2. Is a resume the same as a CV?
3. What are the resume formats?
4. What are the resume components?
5. What do a) the education and b) the work experience
component contain?
6. How does the reference component look like?
14. Give the English equivalents of the Russian proverbs.
1. Лиха беда начала.
2. Делу время, потехе час.
3. Праздность – мать всех пороков.
4. Мешай дело с бездельем, проживешь век с весельем.
5. Повторение – мать учения.
* * *
101
SUPPLEMENTARY TEXTS
BUSINESS LIFE
There are at least three aspects of American business life that people
from abroad notice very quickly. The first is one that may not seem to be a
matter of culture, but probably is. American executives (if they are male) are
likely to be tall. Studies done at the University of Pittsburgh have shown a clear
correlation between a male executive's height and his status in his organization.
Taller men are more likely to get to higher positions in their organizations and
to be paid higher salaries. Foreigners who meet high-level American executives
are likely to be dealing with tall males. Tallness is associated in many people's
minds with the strength, power and competitiveness that are idealized in
American business.
Another characteristic foreigners notice is informality. They may not
witness a president being tossed into a swimming pool by the vice presidents,
but they are likely to see and hear much more informal behaviour than they
would among colleagues at home. American businesspeople, at least as much
as so-called average Americans and probably more so, address other people by
their first names, make jokes, and use a vocabulary and tone of voice suitable
for informal relationships. They may dress relatively casually; men may
remove their coats and loosen their neckties if they are in a long meeting.
Because they are likely to equate formality with discomfort, they are likely to
urge others to "relax" during their dealings.
There are women in American executive circles. They are still in a mi-
nority, and they encounter many obstacles in their efforts to advance, but they
hold responsible positions in a growing number of organizations. Visiting
businessmen are well advised to be ready for the possibility that they will be
interacting with a woman who has expertise and authority they assumed only a
man could have.
They may appear informal and relaxed, but American executives
generally work hard. They will devote long hours – as many as 16 or 18 per
day – to their jobs. They may consider their work to be more important to them
than family matters and social relations. Americans use the term "workaholic"
to describe a person addicted to work, one who spends as much time as
possible on the job and seems to think of little else. Workaholics are by no
means rare in the American business world.
American executives often embarrass their foreign counterparts by
doing manual work or by doing tasks that elsewhere would be done only by
lower status people – asks such as serving coffee, rearranging the furniture
102
in a meeting room, or taking out a calculator to figure out a problem that
came up during a meeting.
Punctuality and schedules are important. Meetings and
appointments ideally begin and end "on schedule." The topic that I
supposed to be treated during the meeting or appointment is generally
expected to be covered by the scheduled ending time. Delays cause
frustration. Getting behind schedule is likely to be considered an example
of bad management.
In keeping with their notions about the importance of using time
wisely and getting the job done, American executives generally want to "get
right down to business". They do not want to "waste time" with
"formalities" or with long, preliminary discussions. In fact, they are usually
quite uncomfortable with purely social interactions while they are working.
Americans generally have no particular interest in getting personally
acquainted with the people with whom they deal. As long as they believe
the other party is trustworthy in business dealings and has the ability to
deliver whatever product or service is being discussed, the Americans will
proceed in an impersonal manner. They value decisiveness and efficiency.
Concerns about human relations are lower down in their scale of priorities.
Western Europeans are likely to carry on in about the same way, but people
from most other parts of the world are likely to find the American approach
cold or otherwise uncomfortable.
Even when they seem to be socializing, as at a dinner or reception
with business colleagues, their main purpose is more likely to be discussing
business than becoming personally acquainted with other people.
American businesspeople, probably even more noticeably than
.Americans in general, prefer to think and analyze in quantitative terms.
They want "hard data" and "facts and figures" when they are analyzing a
business situation and trying to make a decision. The assumption is that
wise decisions are made on the basis of "objective" information,
uncontaminated considerations of personal feelings, social relations or political advantage.
American executives frequently use the term "bottom line ", which
refers to the final entry in an accounting statement. They want the statement
to show a profit. Nothing else is as important. The purpose of a business is
to make a profit, and executives are evaluated with reference to their
contribution to the company's financial standing.
The written word is supremely important to American
businesspeople. They make notes about conversations, keep files on their
103
various projects, and record the "minutes" of meetings. The contract or the
agreement must be written down in order to be taken seriously. And every
written word is important. It must be the correct word, the one that makes
clearest what each party's rights and obligations are.
To Americans in business, then, it seems perfectly natural to
consult lawyers about contracts and agreements. Lawyers are trained to
select the proper words and to correctly interpret documents. Americans
have difficulty in understanding that people from elsewhere might consider
oral agreements to be adequate. Businesspeople from abroad might feel
insulted by the Americans' insistence on having written agreements,
viewing the Americans' attitude as an indication of distrust.
Meetings are a common phenomenon in the business world, but
what actually happens in meetings varies greatly, not just from country to
country but from organization to organization. Meetings can have a variety
of purposes-sharing information, giving instructions, heightening
enthusiasm and dedication, discussing issues and problems, suggesting
solutions, and no doubt others. The mix of these various purposes probably
varies in different countries and different organizations. Americans like to
know explicitly what the purpose of any given meeting is. "What's the point
of this meeting?" they may ask.
The leader's role in meetings varies. The leader might be the one
who opens the meeting, does all the talking, and then dismisses those who
have attended. Or the leader may play the role of a moderator, opening the
meeting and then allowing others to discuss matters and make decisions.
The role of those attending the meeting differs too. They may be
expected to sit quietly and listen, or to offer suggestions, comments or even
to challenge ideas others put forth.
In the ideal American meeting, the leader encourages active
participation of all those who might have ideas to contribute. The people at
the meeting offer ideas and information intended to help illuminate the
subject under discussion. They may openly and bluntly disagree with each
other. Witnessing such meetings can shock foreigners who are accustomed
to more formal, hierarchical arrangements, where the leader firmly controls
what takes place and participants either remain silent or mask any
disagreement they might have with what others say.
In American meetings, issues are often resolved by means of a vote.
"The majority rules", Americans often say – not just in this context but in
others too. The practice of voting in meetings might disconcert foreigners
who are accustomed to a system in which decisions must be unanimous, or
104
one in which the people in authority are the ones who make the decisions.
So far we have been talking about "business" as it relates to
encounters between American executives and executives from abroad.
Much international business activity involves only executives. They meet,
explore possible business relationships, negotiate contracts, then return to
their daily routines in their own offices.
Some foreign executives stay longer in the States and have the
opportunity to observe other aspects of American business besides
executives' behavior. Whether they are continuing to work with the
executives or are supervising American workers, they will have to
accommodate themselves to the workings of the organization's lower levels.
The better they understand how the organization is set up and how it
operates, the more effective they can be. This chapter concludes with
comments about a few aspects of American business operations that stand
out in the minds of many foreign visitors.
Americans' notions about equality strongly influence what happens
throughout business organizations. Although people at various levels are
quite aware of the status differences among them, they may not display
superiority or inferiority in open ways. Rank-conscious foreigners are made
to feel uneasy by the relatively relaxed and informal interactions they will
see between lower status employees and those with higher status.
Another manifestation of the equality assumption is the prevalence
of written rules and procedures. If people are considered equal, then they
must be treated fairly or "impartially," that is, without reference to their
own particular personalities. Fairness is best assured, in the typical
American view, if there are written rules and procedures that apply to
everyone equally. So there will be written procedures for hiring, training,
evaluating, disciplining, and terminating employees. There will be written
procedures for handling employee complaints. There are job descriptions,
safety rules, and rules for taking "breaks" (rest periods) from work. Great
stress is placed on carrying out the written procedures completely and
correctly.
Foreign visitors are likely to think the constraints Americans
impose on themselves by means of their rules are excessive, especially if
labour union rules are added to those of the company.
Foreign visitors may see more employee turnover than they are
accustomed to. America is still a more mobile society than most (the rate of
mobility may have slowed recently), so people change jobs relatively
readily. It is unusual to find .a strong sense of company loyalty at the lower
105
ranks of a business. People have their jobs to earn a living, and in many
ways it does not matter to them just where that living comes from. They do
what they are supposed to do (according to a written job description,
usually), collect their pay and go home. Supervisors are often seeking ways
to enhance employees allegiance to the company, in the belief that
employees who are more "loyal" will be more productive.
Finally, there is the matter of American workers' attitudes toward
foreign executives. As has already been pointed out, Americans generally
know little about other countries. They generally assume their own country
is superior. While they may know full well that a foreign executive outranks
them, they may still deem themselves superior in some way simply because
they are Americans.
DRESSING FOR BUSINESS
UNDERL
psychological, cultural, and social factors that impinge on the personal
dress habits of women, there is as yet, no clear-cut solution to the problem
ambitious women must face in investing a suitable costume for their
business role. The most important consideration for women is the
underlying symbolism of clothing. In business you are not dressing to
express personal taste; you are dressing in a costume which should be
designed to have an impact. If your clothes don't convey the message that
you are competent, able, ambitious, self-confident, reliable, and
authoritative, nothing you say or do will overcome the negative signals
emanating from your apparel.
BE AWARE OF THE UNIFORM CONCEPT.
women
Your first prerequisite is to study the attire of men in your department or
company. For instance, if the important men wear dark, conservative suits
with white shirts and red ties, you do not “fit in” if you are partial to busy
prints, exuberant colours, extravagant hats, mod fashions, or lacy, frilly
blouses. You may be a genius at that business but probably you will never
make it far up that hierarchical ladder. On the other hand, if you work for a
go-go company where hard-driving male executives· have adopted high-
dress wholly at variance with the 'uniform' of their male associates.
YING SYMBOLISM.
Given all the historical,
An amazing number of
106
style Italian jeans, expensive leather boots and suede jackets as a trendsetting uniform, you are an eyesore if you appear in inconspicuous navy
knits with sedate pumps and a string of pearls.
DRESS VERSUS SUITS. There is a feeling of defenselessness or
nakedness about dresses when all the men in the room wear jackets. When
you think in terms of symbolism, it seems quite obvious that a man's jacket
is his “mantle of authority”. The first thing a man does when preparing for a
business meeting or visiting his boss is to don his suit jacket. Many women
executives unconsciously adopt this idea. Some wear dress costumes with a
matching or contrasting jacket; others wear sleeveless tunics which seem to
serve the same purpose. At any rate, a separate jacket or shoulder mantle of
some nature (like a shirt over a T-shirt or turtleneck sweater) gives a feeling
of strength and control to women's appearance.
A woman who hopes to manage affairs and exert authority must
avoid any kind of dresses which portray her as weak or indecisive. The
“little girl” look is anathema – pinafores, ruffles, cute prints, clinging fabric
and feminine frills will contradict any effort to be viewed as forceful.
SKIRT SUITS VFRSUS PANTS SUITS. There doesn't seem to be
any difference whether a woman chooses skirts or pants to go with her
jacketed costume as long as the skirt is appropriate for her daily activities.
Before buying your skirt, walk around in it to make sure you can get into a
car, mount the bus steps, climb stairs or get on the commuter train without
looking awkward, ungainly or inept. A clumsy or mincing gait suggests that
such a person may be clumsy or inept in other ways. Test it in a mirror and
see if it rides up above your knees when you sit down. If your skirt distracts
your own attention and observers' attention from the business matter under
discussion, it is not acceptable as a work uniform.
Once a woman starts wearing pants suits she finds it very difficult
to go back to skirts and dresses They give absolute freedom of motion,
allow you to run or bend over without adopting all the female contortions
that impede physical movement. But they must fit perfectly, you should feel
as comfortable in them as in a second skin.
COLOURS ARE AMBIVALENT. Most businessmen find that dark
blues, grays, pinstripes, and subtle plaids convey the symbol of authority
most effective
impression with their distinctive colors or patterns that men cannot get
ly.
However, women executives can probably exert a stronger
107
away with. No man could wear a red suit, for instance, but a woman dressed
in the red colour spectrum has a definite air of confidence and assurance.
Any such powerful colours must be counteracted with blending and
softening blouses and scarves.
WEAR SHOES YOU CAN WALK IN. Foot-crippling shoes have
long contributed to keeping women in their place. A serious business
cannot be delayed just because an executive's feet hurt. Urban businessmen
do a lot of walking around, and women executives must be ready to join
them and keep up with them.
BUY CLOTHES WITH POCKETS AND DUMP YOUR
BURDENSOME HANDBAG. There's no denying that women need
handbags to transport keys, money, cheque books, glasses, make-up,
cigarettes, credit cards, note-books, and assorted sundries between home
and office. Nevertheless, there are powerful reasons not to drag
encumbrance all over a business office, especially to meetings. The typical
male outfit contains an average of nine pockets, while women's clothes
usually have none or no adequate ones, thereby forcing women to carry a
hampering weight in the form of exterior hand baggage.
So get rid of the physical and psychological handicap of a handbag;
slip your money, papers, comb and lipstick in your pockets. To be able to
do this, insist that all your clothes have functional pockets and not cheap
imitation flaps. No - pockets is an inferiority symbol.
BE CAREFUL ABOUT UNIQUELY FEMALE ACCESSORIES.
There's one cardinal rule: don't wear anything that jingles, wiggles, clanks
or glitters. Executive insignia are silent, understated and unobtrusive –
never sexy.
JEWELLERY. Dangling earrings, charm bracelets, chain collections
or garish, attention-getting items that distract listeners from what you are
saying or ordering
a wardrobe of decorations; they stick to one or two favorites that look (and
are) expensive, and wear them repeatedly. So women should avoid wearing
junk and select with care whatever they put on.
PERFUME. Save it for after-work hours when it can perform its
function of making you a desirable sex object. Whether cheap or expensive,
perfume is overpowering and headachy in a small office or a closed
conference room.
will dilute any woman's authority image. Men seldom have
108
MAKE - UP AND HAIRSTYLES. Remember that your make-up and
hairdo must hold up under all the exigencies of a business day without
excessive attention. It goes without saying that all touch-ups, including
lipstick, must be done in private. Naturalness, as opposed to painted
artificiality, is the aim.
* * *
Teacher’s notes
Contents
Unit 1. Family
● Map of the Unit 110
● Division into lessons 111
● Answer key & Tape-script 113
● Conclusions 120
Unit 2. Work
● Map of the Unit 122
● Division into lessons 123
● Answer key & Tape-script 125
● Conclusions 135
109
MAP OF THE UNIT
Sections
Unit
1
FAMILY
Listening
Text.
Family background
Reading
Text.
My family
Writing
Summary of fa
mily
history
. Drawing a family
Speaking
Personal relationships and family life
Discussion
Family life: pros & cons
Vocabulary
Word field: family
Functions
Asking for personal information
Grammar
Conditional sentences
Country Study
Legislation
concerning marriage, children and
Ways of learning
Instruction for a listening task
Monologue about the stereotypical family in GB
Extract from textbook about family life and
relations
tree
Monologue
speech
Dialogue
personal relationships
family life legislation
Presentation of phrases.
Speech patterns:
to want smb to do smth
would like smb to do smth
to allow smb to do smth
to make smb do smth
to see
to hear smb do smth
to observe
Questions:
Types. (General, Special,
Disjunctive, Alternative)
Direct, Indirect
Word – building
Suffixes of different parts of speech
(n, v, adj, adv, num)
related issues
(continued from p.110)
110
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