Добавил:
ivanov666
Опубликованный материал нарушает ваши авторские права? Сообщите нам.
Вуз:
Предмет:
Файл:Английский язык. Учебное пособие по деловой коммуникации для студентов бакалавриата, обучающихся по направлению 38.03.01«Экономика», профили «Мировая
.pdf
e.g. He works as a fi nancier.
She uses email as a way of keeping in touch with her
friends.
b. Before a subject + verb:
e.g. Things happened exactly as I had predicted.
c. To mean ‘because’:
e.g. As Brian’s away today, I’m going to chair this meeting.
d. As a preposition after certain verbs, for example, describe
as, consider as, regard as:
e.g. I know it lost money, but it was regarded as a good investment at the time.
e. With adjectives and adverbs to make comparisons:
e.g. It’s not as profi table as our other businesses.
f. To mean ‘for example’ in the phrase such as:
e.g. Several producers, such as Pepsi, have increased their
prices.
g. With the same … as:
e.g. You work exactly the same hours as me.
Like is used:
h. To mean ‘similar to’:
e.g. Our company is like one big happy family! We just love
working together!
i. To mean ‘for example’:
e.g. Several companies, like Shell and Repsol, have
achieved record profi ts this fi nancial year.
1. Write as or like in each gap and write the correct
meanings (a-i) from the box above after each sentence
1. ………. someone who’s new to this department, she’ll
need a bit of guidance. …
161
2. ………. you already know, we’re going to close these of-
fi ces and move to Prague. …
3. He was recruited into the company ………. a trouble-
shooter. …
4. I, ………. you, think that it’s time to change. …
5. I can’t see any difference. It looks just the same ……….
The previous model. …
6. It’s just ………. I thought — they’ve sent the wrong in-
structions! …
7. Out company, ………. Virgin, is a privately owned busi-
ness. …
8. Several departments, such ………. budgeting and ac-
counts, are going to be amalgamated. …
9. There are several aspects of our culture, ………. Not
wearing ties or having fl exible working hours, which are quite
informal. …
10. They closed the factory, ………. it was not longer profi t-
able. …
11. This factory is often described ………. A showcase for
good working practices in the region.
7. Read Part III and mark the sentences True, False, or
Not Stated.
Skill 3: Dividing Attention Deliberately
Instead of battling distraction, embrace your brain’s
proclivity for it
Seven IBM employees, each in a different location, are on a
conference call. As two of them talk over the telephone line, two
others chat about the conversation via text messages; another
accesses a spreadsheet, trying to answer a question posed earlier in the call; still another Google’s potential competitor; and the
last taps out an e-mail to a colleague who is not on the call. Are
these employees distracted by 21st-century technology? Or has
21st-century technology empowered them to pay attention in a
new, perhaps more natural, creative, and productive way?
162
In the past decade the world has gone from a total of 12 bil-
lion e-mails a day to 247 billion, from 400,000 text messages to
4.5 billion, from an individual average of 2.7 hours a week online
to 18 hours. We may still sit in offi ces or cubicles designed to
shut out the external world, but the centre of our work life is a
computer that keeps us connected to that world—to colleagues,
customers, clients, family, community, entertainment, and hobbies; to everything we know we should be doing and everything
we know we shouldn’t.
Success in 20th-century factories and offi ces may have re-
quired paying strict attention to systematic tasks and taking those
tasks to completion, but that is not a natural way for humans to
operate. Perhaps our 21st-century connectedness gives us the
freedom to acknowledge this. Why should we make undivided
attention an ideal and cling to it in an environment where it is so
hard for us?
The former Apple executive Linda Stone, who coined the
term “continuous partial attention” to describe our habit of constantly scanning the horizon and never fully focusing on a given
task, suggests simply turning technology off. Such controls on
information streams do help some people in some situations feel
more focused and productive. But it’s not clear that their feelings
refl ect reality.
A study of 300 workers conducted at the University of Melbourne shows that although people who use the Internet at work
for personal reasons assume it makes them less productive, it
actually increases their productivity by 9%. That isn’t true for
Internet “addicts” who use social media to excess. But for those
whose minds simply wander between work and play, a break
to surf the web can provide a cognitive refresher that improves
their performance when they return to the task at hand. This
even has its own acronym: WILB, for “workplace internet leisure
browsing.” Maybe managers will learn to embrace it as a positive distraction that relieves stress and boosts creativity.
163
Not everyone has the same style or requirements for attention, so a good 21st-century manager needs to fi gure out how
to let multimedia work to everyone’s advantage. Gazing aimlessly out the window is as important to creativity as logging on
to Facebook to view the latest photo of your young nephew and
then returning to work in a better, lighter, more productive mood.
Research shows that accident, disruption, distraction, and difference increase our motivation to learn and to solve problems,
both individually and collectively. The key is to embrace and
even create positive interruptions.
In the future, continuous partial attention will perhaps be
seen not as a problem but as a critical new skill. And maybe we
won’t call it multitasking—we’ll call it multi-inspiring.
https://hbr.org/2012/01/three-skills-every-21st-centurymanager-needs
1. Multi-taking is considered to be an excuse for doing un-
necessary things at the working place.
2. The number of messages sent is increasing daily.
3. Human beings pay strict attention to accomplishing tasks.
4. Turning technology off may probably help employees be
more effective.
5. Cognitive refreshers decreases productivity of workers.
6. Managers will never accept the fact that WILB is benefi -
cial.
7. Distraction is advantageous.
8. Summarize 3 parts of the text “Three Skills Every
21st-Century Manager Needs”
Lexis
1.Complete the following sentences using suitable
words or phrases from the box below
164
Staff, employees, managing director, junior executive, work-
force, senior executives, subordinates, supervisor, superior,
colleagues, middle managers, directors
1. The group of executives working below the top managers
are generally called ………. .
2. Susan is an important person in our company. She is a
member of the Board of ………. .
3. Brian, a recent university graduate, has been with the fi rm
for a year. He is at present a ………. and is being trained for a
managerial position.
4. Their………. is expanding rapidly. They now have over
4,000 employees.
5. At least 50% of our………. have been with the company
over ten years.
6. ………. in an organization generally have more fringe
benefi ts than lower-level managers.
7. We are a small group in the Sales and Marketing Department. Fortunately, I get on well with all my ………. .
8. Our telephone operators work under the direction of a
………. .
9. I work under Mr Brown. He’s my ………. .
10. Anna and Nick work under my authority. I am their boss
and they are my ………. .
11. I am responsible for ………. training and development.
12. A ………. is a person of high rank in an organization,
usually next in importance to the Chairman.
2. Match the management expressions with their defi ni-
tions
1) Direct management of staff.
2) How a company tries to control its brands and brand image.
3) Level between senior management and junior management.
165
4) Managing systems in a company so that each department works effectively and produces products of the required
standard.
5) Process of dealing with diffi cult situations.
6) Process of assessing and measuring possible dangers
and evolving strategies to deal with them.
7) The skill of administering your time so as to work effectively.
8) Appointing people to jobs and dealing with their complaints, problems, etc.
a) risk management
b) personnel management
c) middle management
d) line management
e) quality management
f) brand management
g) crisis management
h) time management
SPEAKING
1. Talking point. Work in groups of 3 or 4
Your local Chamber of Commerce has asked you to investigate ways of motivating staff in local companies in order to produce a happier, more effective and more productive workforce.
Study these ways managers can motivate staff:
• performance pay and bonuses;
• annual performance reviews/ appraisals;
• completions for new ideas;
• empowerment;
• working in teams;
• regular training.
1. What are the advantages and disadvantages of each?
2. And two or three more to the list.
3. Which would you recommend companies in your area to
adopt and which would you ignore?
166
Managing generations
READING II
1. Read a text about Generation Y with some sentences
missing. Choose from the sentences A-H the one which fi ts
each gap. There is one extra sentence which you do not
need to use
A. One company has spent millions on a unique program of
team-building activities and social responsibility initiatives which
are aimed to attract Gen Y employees.
B. Meanwhile, if you’ve got a bone to pick, don’t wait for the
annual performance review.
C. Gen Y-ers are the fi rst generation to be unconsciously
competent users of digital technology.
D. Some have interpreted this as a sign of disloyalty, al-
though research shows that Y-ers are actually no less loyal than
their predecessors.
E. But Ys view it as a method of training and an opportunity
to improve.
F. As with all generations, Gen-Yers range from the worst
slackers to highly competent individuals.
G. Paying attention to them will keep you on your toes ide-
as-wise.
H. In response, businesses can hold onto their best young
staff by making sure that different options are open to them.
U Can Totally Manage Gen Y
As the economy gradually shows signs of improvement,
many organizations are thinking once more about the best way
to attract and retain employees. But there is some uncertainty as
to how best to attract those currently aged between 22 and 29,
commonly termed Generation Y. …(1)… Whether such measures are necessary is debatable, but there are certainly ways in
which businesses can get the best out of their younger employees.
167
One thing Ys crave is feedback — a dull word for anyone
from former generations, where the term tends to have negative
connotations.…(2)… By tapping into this channel and providing constructive advice, managers can motivate and coach their
young staff. Giving praise can boost morale and will also clarify
what you expect from your employees. …(3)… Point out where
they went wrong and how they can improve on the same day.
…(4)… They grew up with the internet, and while their written skills and memorizing skills may not be as honed as their
predecessors, the skills gained in front of the screen can benefi t
all businesses. Brought up on Google, they know how to do onthe-spot research to fi nd solutions and information in minutes.
Moreover, in a world of fast-changing technology, they are also
best placed to tell you what the next up-and-coming thing is on
the blogosphere. …(5)…
Gen Y-ers tend to be optimistic and have a rosy outlook
about their long term opportunities. Consequently, they are
switched on to the idea of choice, and so they are more likely to
shop around to fi nd the position they really want, or the organi-
zation that they really want to join. …(6)… But since they do not
face the same constraints as previous generations have done in
their life decisions, they will explore different career paths rather
than locking on to one. …(7)…
2. Fill in the gaps choosing the correct variant. (0) is
done for you
Be a better boss by doing less work
Delegation is an essential skill for any manager who (0)
……B…. their business to grow. But, if you have spent time
building up your business, it can be diffi cult to (1) ………. Con-
trol responsibility to others. Many managers fear that delegating
means employing more staff, but it is often simply a question of
(2) ………. the workload.
168
The fi rst step towards effective delegation is to work out
which tasks you must do yourself. Begin by writing down everything you do over a two-week (3) ………. and then analyse how
you spend your time. (4) ………. How much of what you do is
critical to achieving your business goals, and this will help you
decide what you can delegate.
You can only delegate if you (5) ………. People with the right
skills and experience to delegate to. Don’t delegate to the wrong
person, and make sure staff understand (6) ………. What they
have to do. If such as key performance measurable objectives
(7) ………. Or timescales are not clear, staff are left thinking that
are doing a good job, (8) ………. Actually their efforts don’t fully
(9) ………. your expectations.
Remember, too, that the person you are delegating to must
feel they are being rewarded, not punished. People are often
willing to (10) responsibility for tasks above their grade, but there
is a fi ne line between giving them tasks they fi nd enjoyable, and
exploiting them. Ask your staff what tasks they would like to (11)
………. And how they feel about the responsibility involved.
Give staff the freedom to (12) ………. tasks in their own way.
Explain what end result you (13) ………., but give them choices
on the means to achieve it, and don’t interfere. However, that
doesn’t mean taking no interest. It is important to (14) ……….
controls in place at the beginning so you can evaluate if the task
is being done properly, and have a weekly review to (15) ………
progress.
0. A desires B wants C aims D hopes
1. A hand over B get across C bring about D make out
2. A recirculating B redistributing C recycling D rerouting
3. A stage B term C time D period
169
4. A Regard B Believe C Refl ect D Consider
5. A go over B take on C keep up D send out
6. A exactly B actually C certainly D truly
7. A indicators B symbols C signs D notices
8. A because B whereas C so D since
9. A complete B reach C meet D arrive
10. A hold B accept C agree D carry
11. A promise B endeavour C commit D undertake
12. A perform B function C deliver D operate
13. A hope B think C expect D wish
14. A build B fi t C let D put
15. A trace B monitor C enquire D detect
Case Study
A chain of fi tness centres needs to fi nd a new manager in
Argentina. Appointing the right person is key for the success of
the business.
Background
Easy Fitness owns and operates a chain of health and leisure clubs in the UK. One year ago, the company decided to
enter the South American market. It began by opening 5 clubs
in Buenos Aires, Argentina. The clubs appeal mainly to people
aged 20-45. All the clubs have a gym with the latest equipment,
an aerobics studio, a swimming pool, a sauna, sun decks, a
café, a bar and a clubroom. Four of the clubs are located in areas where large numbers of Italians and French immigrants live.
The performance of the clubs has been disappointing, and
none of them has reached their turnover and profi t targets. Many
numbers have not renewed their membership, and the clubs
have not attracted enough new members. Easy Fitness recently
advertised for a General Manager. His/Her main task will be to
boost sales at the clubs and increase profi ts.
170
Соседние файлы в предмете [НЕСОРТИРОВАННОЕ]