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Файл:Английский язык. Учебное пособие по деловой коммуникации для студентов бакалавриата, обучающихся по направлению 38.03.01«Экономика», профили «Мировая
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Objectives of communication …….of joint activities of people. The following ….: group interaction (cooperation, joint labour), competition (rivalry), confl ict. To communicate ………we
must comply with certain conditions: equality of ……. , equality
of psychological position, equality in leading active communicative role of the interlocutor. Specifying of interaction is that each
participant retains their autonomy and self-regulation, providing
their communicative actions. Non-verbal communication is best
known as the language of posture and gestures, which includes
all the forms of expression rights, which are not based on the
words. In modern psychology there is an opinion that non-verbal
cues of understanding is one of the most important for…………;
non-verbal cues allow us to imagine the real feelings and ideas
of speakers; the fi rst impression makes us certain about the
speaker so it is surely connected with …….as a style of walking, face features and peculiarities, eyes, demeanour, style of
clothing.
SPEAKING
1. Talking point. Work in groups of 3 or 4
In addition to many types of oral reports that you may be
assigned to do for a course, one form deserves particular attention: debate. Learning skills for debates is essential for many
reasons:
A debate is a special type of speaking situation in which
two sides present arguments aimed at helping listeners reach a
decision.
Debates about Facts
Debates about Values
Debates about the Future
Debates about Politics
191
Business Money Motivates Employees to
Work more Productively.
Marketing plan X will increase
product sales.
Education Intercollegiate Athletics Should
Be Abolished at Our College
RENDERING
1. Render into English
Резюме
В общении оратора с аудиторией играет роль не только
голос, но и весь внешний облик. Хорошее общее впечатление от оратора, его манер, позы, жестов крайне необходимы
для успеха речи. Но здесь есть и своя отрицательная сторона. Внешние данные могут отвлечь внимание слушателей
от содержания речи. Это возможно,
если манеры и приемы
оратора не будут помогать лучшему выражению идей, которыми он делится со слушателями, и, следовательно, не
станут служить своему прямому назначению.
Лучшая черта во внешнем облике оратора — корректность. Неотъемлемые качества хороших ораторских манер — непринужденность, воодушевление, уверенность и
дружеский тон. В правильной позе сочетаются непринужденность
осанки и легкость движений. Жесты — это любые движения, усиливающие впечатление от высказываемых идей.
Жестикуляция руками, хотя ее можно классифицировать в
соответствии с назначением (выразительная, описательная,
указующая, подражательная), на самом деле может оказаться разнообразной до бесконечности. При надлежащим
применении жесты, всегда непроизвольно возникающие, но
поддающиеся контролю, представляют собой проявления
настроений и мыслей оратора.
1. Summarize the text
192
UNIT VIII
CORPORATE SOCIAL RESPONSIBILITY
Objectives:
1. To develop skills of reading authentic business texts
and working out the meaning of diffi cult vocabulary from
context
2. To develop spoken fl uency and writing skills
Corporate Social Responsibility (CSR) is a commitment to
integrate social and environmental concerns into a company’s
business model. CSR incorporates public and environmental
interests into corporate decision-making.
Pre-reading. Warm-up
1) What words do you associate with CSR? Write down
fi ve words.
2) What companies/brands implementing CSR do you
know?
3) Do you know companies that have bad reputations for
ignoring environmental interests ?
4) Are there products you won’t buy for ethical reasons? If
so, what are they?
5) What are the advantages for companies? For employees? For other people?
1. Read the article quickly and answer the question below
What advantages of CSR are mentioned?
Employees still value CSR, despite recession Downturn
or no, workers still work harder for fi rms which do the right
193
thing, says survey. Even in a chilly economic climate, people
prefer to work for companies that do right by the environment
and their fellow human beings, it seems. At any rate, that’s
the conclusion of a survey of 1,000 employees by the Kenexa
Research Institute, a division of US-based HR and recruitment
specialist Kenexa. It found that workers who rated their fi rm’s
environmental and corporate responsibility activities positively
were more likely to be proud of the organization, demonstrated
a higher level of job satisfaction, were more likely to say they
wanted to stay, and were also more likely to recommend it as a
place of work to their friends. Plenty of qualitative upside, then,
if not much in the way of quantitative justifi cation. Perhaps they
think that too many numbers would make our heads hurt. The
survey even claims that the benefi ts go all the way to the bottom
line, where responsible fi rms outperform their less-sustainable
rivals on ‘important fi nancial metrics such as diluted earnings
per share’. An impressive claim once again, and one we’d have
been happier to take at face value with a few hard numbers to
back it up. All the same, the fi ndings do seem to indicate that
those sceptics who thought that CSR was a luxury that people
would ditch as soon as some economic heavy weather came
along may have been judging the business community a little
harshly. Nevertheless, the survey also goes on to claim that
many fi rms are missing a trick. Because despite all the good
things that apparently accrue to socially-responsible fi rms, only
40 % of those surveyed said their fi rm was responsible. This
leaves nearly 60 % languishing in blissful ignorance of how
much better things might be, if only they boosted their green
credentials and started to behave a bit more sustainably. Furthermore, even in a recovery as slow and gradual as the UK’s
emergence from recession promises to be, there will still be
increasing competition amongst employers for the best talent.
And if the sharpest tools on the jobs market are all looking for
fi rms whose social conscience matches their commercial performance, it behoves every employer to make sure their credentials are up to the mark. It might help you get the most out
of your existing staff, too.
194
Read the article again and
• Explain the meaning of the phrases in italics
• answer these questions
1. What does the writer mean by qualitative upside? What
four examples are given?
2. What point is the writer making by referring to quantita-
tive justifi cation?
3. Why did some people think that fi rms would ditch their
CSR?
4. How are 60% of companies languishing in blissful igno-
rance?
5. Who are the sharpest tools on the jobs market? What two
things are they looking for?
The Corporate Social Responsibility Debate (August
10th, 2011)
Corporate Social Responsibility (CSR) is a commitment to
integrate social and environmental concerns into a company’s
business model. CSR incorporates public and environmental
interests into corporate decision-making.
Advocates of CSR believe that a corporation should not
only be responsible to shareholders but also to the environment
and company stakeholders. These stakeholders may include
employees, customers, communities, and related groups that
support the organization. Approaches to implementing CSR include community-based development, creating better business
practices to manage risk, and philanthropy.
195
READING
A. Corporate Social Responsibility
Corporate Social Responsibility (CSR) is a special concept
in the business world. In the late 20th century, a growing number
of corporations began to think about their impacts on society
at large, primarily because consumers became more aware of
corporate activities around the world. Many of these corporations decided to embark on Corporate Social Responsibility programmes designed to offset some of their effects on the world
while also generally improving corporate practices. CSR has
both fans and detractors, as one might imagine. The fact that
the issue has become so publicized is viewed as a positive start
by many people on both sides.
A company which has decided to establish a Corporate Social Responsibility programme generally includes a discussion
of the programme in its mission statement, making the existence
of the programme transparent to stockholders and other interested parties. Most corporations also have a CSR department,
which manages the company’s social programmes and make
sure that the company’s efforts in the fi eld of Corporate Social
Responsibility remain in the eyes of the public.
The scope of a Corporate Social Responsibility programme
tends to be most varied. Many corporations start at home, by trying to include improved conditions for their employees, with offerings like higher wages and health benefi ts. The next step often
addresses corporate suppliers, both at home and abroad, with a
focus on creating production without the use of child labour and
other ethically questionable practices. Many corporations also
add a charitable aspect to their Corporate Social Responsibility
programmes. For example, an oil company might contribute to
habitat restoration in the area historically used for resource extraction. Other companies simply donate large amounts of funds
to charities, usually commonly tied in with their own work.
Fans of CSR suggest that these voluntary efforts on the part
of corporations show a genuine desire to do business in an ethical and responsible way. Some more cynical fans also point out
196
that corporations known for their CSR programmes tend to retain employees longer. Furthermore, companies which tout Corporate Social Responsibility programmes often perform well on
the market, with consumers actively seeking out their products.
Detractors believe, however, that Corporate Social Responsibility is simply a smokescreen or window dressing, which covers
up more egregious issues. By putting their ethical initiatives at
the forefront, companies can bypass a great deal of consumer
concern.
http://www.wisegeek.com/what-is-corporate-social-respon-
sibility.htm
Answer the questions:
1. What is Corporate Social Responsibility?
2. Why did corporations begin to think about their impacts
on society?
3. Why did corporations choose CSR programmes?
4. What steps do corporations usually take to establish a
Corporate Social Responsibility programme?
5. Who usually manages the company’s social programmes?
6. What do corporations try to offer to their employees?
7. What other aspects do corporations add to their pro-
grammes?
8. What do CSR fans suggest?
9. What do detractors think of CSR programmes?
10. What is your personal attitude to CSR programmes?
A. Corporate Responsibility of US Companies
US companies are not as heavily regulated as those in other
developed nations, and corporate responsibility is not addressed
as a regulatory compliance issue but rather from a social and
moral choice perspective.
In the US, the notion of a triple-bottom-line approach to business success has always been a voluntary one. So while stakeholders’ expectations that companies adopt more sustainable
business practices that benefi t people and society in addition
197
to profi ts are growing, the truth remains that companies are not
obliged to participate.
Aligning with, or perhaps because of, noncompulsory corporate responsibility practices, corporate activities encompassing corporate responsibility in the US go beyond environmental,
legal and workplace issues to ones that best enhance a company’s external reputation. Philanthropy, employee engagement
and employee volunteerism — are key areas of a company’s
corporate responsibility platform.
US companies have had the luxury of defi ning and interpret-
ing their own performances. Subsequently they have been able
to measure and promote activities with greater freedom than
their international counterparts.
Interestingly, US companies are much more explicit in their
public statements on a commitment to corporate responsibility
than their peers elsewhere, particularly Europe. But the lack of
defi nition has led to confusion on terminology — ranging from
social responsibility to sustainability, community investment and
corporate citizenship and confusion as to what they mean. For
some companies corporate responsibility is defi ned as philan-
thropic giving, while others include business activities ranging
from raw material sourcing to employment practices. As corporate responsibility becomes more widely understood, accepted
and practiced within mainstream companies, however, there is a
company’s corporate responsibility platform.
Changing attitudes
Sustainable business is undergoing what Aron Cramer, chief
executive of Business for Social Responsibility, calls a “confl u-
ence of practice.” Historically, corporate responsibility activities
within a corporation have been led by a single department responsible for reporting, implementing initiatives and communicating activities within areas such as philanthropy, volunteerism
and environmental affairs.
Today, responsibility is increasingly embedded into core
business functions and decisions, such as supply chain, transportation, engineering and marketing. Corporate responsibility
experts are increasingly serving as resources for those function-
198
al decision-makers. Cramer says: “Companies are moving beyond philanthropy endeavours to look at corporate responsibility
as a driver of innovation and competitiveness.” Companies now
understand that corporate responsibility innovation must begin
at the research and development phase. “It’s less about managing risks and more about how sustainable business practices
can impact competitive differentiation and drive innovation,”
Cramer says.
Chipotle Mexican Grill, a US chain of quick-serve Mexicanstyle food, set out in 2001 to demonstrate that sustainably and
responsibly sourced food could be provided in a low-cost, fastfood environment. Today, Chipotle serves more naturally raised
meat than any restaurant in the world, and was the fi rst national
US chain to serve dairy products from animals treated without
recombinant bovine growth hormone. Customers responded.
Although Chipotle raised prices on some products following the
switch to naturally raised meat products, sales for them doubled. Chipotle has produced double-digit profi t gains in each of
the past nine years, unlike many within the competitive quickservice restaurant industry.
Other companies have demonstrated a similar commitment
to innovation and customer development — GE’s ecomagination and healthymagination are two leading examples; another is
Intel’s Classroom PC. Mitch Jackson, vice-president for environmental affairs and sustainability at FedEx, agrees. “Our goal is
to get CSR to the research and development level, which helps
us propel innovation forward and fi nd solutions to existing and
potential customers’ needs in a sustainable way,” he says.
http://www.triplepundit.com/2011/03/case-study-corporatesocial-responsibility/
1. Scan the text for
* key areas of a company’s corporate responsibility platform.
* current meaning of sustainability
* the change of development of business responsibility
* the difference of CSR in Europe and the USA
199
2. Skim the above text and answer the questions below
a) What is a “confl uence of practice” according to Aron
Cramer?
b) When was Chipotle Mexican Grill set up?
c) How can CSR propel innovation forward?
d) Specify a triple-bottom-line approach to business.
B. Work in pairs. Skim the text below and discuss the
question “What CSR is not?”
It is important to stress that the study of CSR focuses largely
on the margins of a business’ discretionary actions and obligations. This is rather than any legal or regulatory obligations individuals and corporations face in the day-to-day management
of operations within any specifi c industry. To break these rules
and regulations is to break the law. Such infractions are simply actions that are illegal. Of course, adhering to the law is an
important component of an ethical organization’s ethos, but it
is not the primary concern of CSR, which primarily deals with
decisions incorporating discretionary actions. CSR is a business
strategy and, therefore, represents actions that need to be positively selected, or avoided. CSR advocates believe there is strategic advantage to a company that makes these choices.
It is also important that CSR focuses on areas of immediate
relevance to an organization’s sphere of operations. CSR is not
about pursuing the CEO’s pet interest and ‘saving the whales.’
CSR should be distinguished from concepts such as ‘strategic
philosophy’ and ‘cause-related marketing,’ which are valid business strategies and form an element of an organization’s CSR
policy, but are not a central component of CSR. CSR is a much
more holistic approach to business, which is designed to enhance corporate success because of its relevance, rather than
represent something unconnected to an organization’s core
business.
http://www.ecrc.org.eg/uploads/documents/articles_a%20
guide%20to%20corporate%20social%20responsibility.pdf
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