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Файл:Английский язык. Ч.3. Учебное пособие для студентов бакалавриата, обучающихся по направлению «Туризм», профиль «Международный туризм»
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desperate (adj.) – отчаянный, безнадежный,
безвыходный
syn. hopeless, serious
desperate resistance – отчаянное сопротивление
last desperate attempt – последняя отчаянная
попытка
desperate struggle for life – отчаянная борьба за жизнь
desperate situation – безвыходное положение
to be in desperate need of help – крайне нуждаться
в помощи
desperately (adv.) – крайне, в отчаянии
desperately needed – крайне необходимый
12) to distinguish (v.) – различать, распознавать,
выделять
syn. differentiate
distinguish between – различать
distinguish yourself – выделяться
distinguishable (adj.) – различимый
barely/hardly/scarcely distinguishable – едва различи-
мый
clearly/easily/readily distinguishable – легко различи-
мый
13) precedence (n.) – приоритет, преимущество
syn. priority, preference
take precedence – иметь приоритет
order of precedence – порядок очередности
precedence over – приoритет, верх над
to give precedence – отдавать предпочтение
3. Make phrases by matching an item from each column.
1. cross-cultural a. precedence
2. personal b. changes
3. particular c. restrictions
4. deliberate d. situation
5. desperate e. decision
6. impose f. attention
7. resist g. characteristics
8. take h. communication
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4. Use the phrases from 3 to complete the sentences.
1) What are the _____________ ____________ that a leader requires?
2) You should pay____________ ___________ to spelling.
3) This was a___________ _____________ to deceive us.
4) This is a study of ____________ _____________ in the
global marketplace.
5) Quality should __________ _____________ over cost.
6) For months the company has __________ ___________
in its accounts system.
7) The law __________ new nancial ______________ on
private companies.
8) The economy is in a really _______________
________________ .
5. Complete the denitions with the words in the box.
marketing person awareness yourself
give measure diversity
1) Cultural ___________= differences among people because of their racial or ethnic backgrounds, language,
dress and traditions
2) cultural __________= understanding of the differences
between themselves and people from other countries
or other backgrounds, especially differences in attitudes and values
3) cross-cultural __________= strategic process of marketing to consumers whose culture is different from
that of the marketer’s own culture
4) motivated ___________ = someone who is eager to accomplish a goal
5) desperate ___________= actions taken as a means to
an end
6) distinguish __________= to do something so well that
you are admired and praised for it
7) ________ precedence to= to treat (someone or something) as more important
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6. Read Text A and mark the statements as T/ F/ NM.
Text A
CROSS-CULTURAL
MANAGEMENT
Managing a truly global multinational company would
obviously be much simpler if it required only one set of corporate objectives, goals, policies, practices, products and
services. But local differences often make this impossible.
The conict between globalization and localization has led
to the invention of the word ‘glocalization! Companies that
want to be successful in foreign markets have to be aware
of the local cultural characteristics that affect the way business is done.
A fairly obvious cultural divide that has been much stud-
ied is the one between, on the one hand, the countries of North
America and north-west Europe, where management is largely based on analysis, rationality, logic and systems, and, on
the other, the Latin cultures of southern Europe and South
America, where personal relations, intuition, emotion and
sensitivity are of much greater importance.
The largely Protestant cultures on both sides of the
North Atlantic (Canada, the USA, Britain, the Netherlands,
Germany, Scandinavia) are essentially individualist. In
such cultures, status has to be achieved. You don’t automatically respect people just because they’ve been in a company for 30 years. A young, dynamic, aggressive manager
with an MBA (a Master in Business Administration degree)
can quickly rise in the hierarchy. In most Latin and Asian
cultures, on the contrary, status is automatically accorded
to the boss, who is more likely to be in his fties or sixties than in his thirties. This is particularly true in Japan,
where companies traditionally have a policy of promotion
by seniority. A 50-year-old Japanese manager, or a Greek
or Italian or Chilean one, would quite simply be offended by
having to negotiate with an aggressive, well-educated, but
inexperienced American or German 20 years his junior. He
would also want to take the time to get to know the person
with whom he was negotiating, and would not appreciate an
43
assertive American who wanted to sign a deal immediately
and take the next plane home.
In northern cultures, the principle of pay-for-performance
often successfully motivates salespeople. The more you sell,
the more you get paid. But the principle might well be resisted
in more collectivist cultures, and in countries where rewards
and promotion are expected to come with age and experience.
Trompenaars gives the example of a sales rep in an Italian
subsidiary of a US multinational company who was given a
huge quarterly bonus under a new policy imposed by head
ofce. His sales – which had been high for years – declined
dramatically during the following three months. It was later
discovered that he was deliberately trying not to sell more
than any of his colleagues, so as not to reveal their inadequacies. He was also desperate not to earn more than his boss,
which he thought would be an unthinkable humiliation that
would force the boss to resign immediately.
Trompenaars also reports that Singaporean and Indonesian managers objected that pay-for-performance caused
salesmen to pressure customers into buying products they
didn’t really need, which was not only bad for long term business relations, but quite simply unfair and ethically wrong.
Another example of an American idea that doesn’t work
well in Latin countries is matrix management. The task-oriented logic of matrix management conicts with the principle of loyalty to the all-important line superior, the functional
boss. You can’t have two bosses any more than you can have
two fathers. Andre Laurent, a French researcher, has said
that in his experience, French managers would rather see an
organization die than tolerate a system in which a few subordinates have to report to two bosses.
In discussing people’s relationships with their boss and
their colleagues and friends, Trompenaars distinguishes between universalists and particularists. The former believe
that rules are extremely important; the latter believe that
personal relationships and friendships should take precedence. Consequently, each group thinks that the other is corrupt. Universalists say that particularists ‘cannot be trusted
because they will always help their friends’, while the second
group says of the rst ‘you cannot trust them; they would not
44
even help a friend’. According to Trompenaars data, there are
many more particularists in Latin and Asian countries than
in Australia, the USA, Canada, or northwest Europe.
(http://doclecture.net/1-10769.html)
Statements
1) Local differences in corporate objectives, goal, policies
etc. simplify greatly managing a global multinational
company.
2) Local cultural characteristics awareness is needed to
be successful in foreign markets.
3) Management styles in developed and developing
countries differ greatly.
4) Individualist cultures traditionally have a policy of
promotion by seniority.
5) Well educated young and aggressive managers from
the USA or Germany would be offended by having to
negotiate with a 50 year old Japanese, Greek or Italian manager.
6) Managers in Asian countries, particularly in Japan
usually prefer to get to know the persons they are negotiating with.
7) The more you sell, the more you get paid principle
motivates sales salespeople both in individualist and
collectivist cultures. F
8) Particularists believe that personal relationships and
friendships are more important than rules.
7. Answer the questions based on the text above .
1) Why is it impossible to follow one set of corporate objectives, goals and policies while managing a multinational company?
2) What has led to the invention of the word “glocalization”?
3) What do companies operating in foreign markets
should pay attention to if they want to be successful?
4) How does management in North America and NorthWestern Europe differ from that in Latin cultures of
southern Europe and South America?
5) In what cultures is status denitely accorded to the
boss following a policy of promotion by seniority?
45
6) Why is the principle of pay- for- performance could be
resisted in collectivist cultures??
7) What was the attitude of some Asian managers towards the principle of pay-for-performance according
to Trompenaars?
8) Why doesn’t matrix management work well in Latin
countries?
9) What is the difference between universalists and particularists ?
10) In what cultures do particularists predominate?
8. Choose the correct explanation for the phrases in bold .
They are from the text.
1) …they have to be aware of the local characteristics...
a) to be ignorant about
b) to know about
2) …can quickly rise in the hierarchy.
a) can be promoted
b) can be demoted
1) He was also desperate not to earn more than his
boss…
a) was afraid not to earn more
b) was afraid to earn more
4)…to pressure customers into buying products…
a) to make customers buy
b) to prevent customers from buying
9. Find a word in the text that matches each denition
below. The words appear in order.
1) Someone who likes to behave or do things differently
from other people. _________________
2) One in which people tend to view themselves as
members of groups( families, work units, tribes, nations), and usually consider the needs of the group
to be more important than the needs of individuals.
_________________
3) Multiple command-and-control structure in which
some employees have dual responsibilities and dual
bosses. _________________
46
4) A person characterized by universalism, as in knowl-
edge, interests, or activities. _______________
5) One who holds to particularism. _________________
10. Work in pairs. Find in the dictionary the meaning of the
terms “universalism” and “particularism”. Exchange
your ideas. Report your ndings to the class, also using
the examples from text A.
11. Find a short video on the Internet about cross-cultural
management and give a Presentation according to the
following plan
• Introduce new words or phrases
• Provide key words or phrases (upon your own choice)
• Summarize the main ideas of the video
• Ask questions to check comprehension
• Prepare and show on the screen 2- 3 tasks for your
classmates (translation, matching, lling in the gaps
etc.)
12. Read Text B and match the headings with the correct
paragraphs.
A. Cultural Competence and Etiquette
B. Training for Cross-Cultural Management
C. Introduction
D. Managing Multiple Cultures
E. Managing Unfamiliar Cultures
Text B
CROSS-CULTURE
MANAGEMENT DEFINITION
____Сross-culture management occurs when a manager
manages someone from a different culture than her own. This
management challenge is increasingly common as businesses
expand overseas, hire immigrants and work to increase diversity. Cross-cultural management requires specic skills, and
businesses that wish to succeed at such a management style
may need to offer employees additional training.
47
____One common manifestation of cross-cultural management is when a manager has to work within an unfamiliar
culture. If your business expands overseas, for example, you
might send your best manager to manage a local plant. While
a good manager may be adept at increasing productivity, every culture has distinctive values and attitudes that affect
productivity and success. Without adequate training, your
manager might not be able to motivate people from India or
China as effectively as he motivates Americans.
____Your manager doesn›t have to move to another country -- or even another neighborhood -- to engage in cross-cultural management. Whenever a manager works with someone
who is more familiar with his native culture than with your
manager›s culture, she›s engaged in cross-cultural management. For example, if your rm hires immigrants or recruits
from a local Native American reservation, your managers
likely practice cross-cultural management every day. Managers who are unfamiliar with staff culture may inadvertently
offend their employees or even behave in a way that seems
discriminatory.
____Businesses are increasingly focused on cultural competence. What›s polite or professional in one culture may not
be so in another. For example, some cultures prefer a more
direct style of communication than Americans do. Likewise,
managers need at least sufcient cultural information to avoid
being offensive. Referring to «Native American culture» as a
monolithic type reects ignorance of individual tribal identity
and may upset Native American employees.
____If your manager works with a specic culture, it›s
best to provide her training in that culture. A local guide,
an expert on a specic culture or even continuing education
classes on the culture can help. If, however, you want your
manager to work with a variety of cultures, generalized cultural competence training is best. Such training focuses on
avoiding offensive terminology, not taking one›s own values
for granted and a willingness to learn from others.
(http://www.ehow.com/facts_6955562_cross_culture-
management-denition.html)
48
13. Find a word or a phrase in the text that has a similar
meaning.
1) management issue ________________________
2) to enhance variety __________________________
3) that aim to get a success ______________________
4) in a strange culture ____________________________
5) may be an expert in increasing productivity __________
6) without proper training ____________________
7) can unintentionally insult ______________________
8) moreover ______________
14. Complete these sentences with an appropriate preposition.
1) Cross-cultural communication is imperative ____
companies that have a diverse workforce and participate ____ the global economy.
2) This course will enable you to increase your aware-
ness ____ issues to be considered when companies decide ____ expand beyond their domestic market.
3) Increasing globalization has proved the need for man-
agers to be sensitive ___ the cultural aspects ____ decision-making.
4) Cross-cultural management focuses ___ the cultural
dimensions that characterize different societies.
15. Video Managing Across Cultures: What to do when you
don’t know a culture (1.34)
https://www.youtube.com/watch?v=1F1KMyACDH0
Before you watch
1) Tick the behavioral characteristics needed when
working across cultures .Add two more of your own.
• To be patient
• To listen
• To respect
• To ask close-ended questions
• To be enthusiastic
• To be serious
• ______________________
• ______________________
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After you watch
2) Check your guesses. Circle the points in 1) mentioned
in the Video.
3) Answer the question. What is advised on effectively
working with and managing across cultures that you
may be unfamiliar with?
4) Choose the correct prepositions.
a. So what we can do at / in this situation?
b. Show that you are interested in / of the culture.
c. Don’t take a nod of the head or silence to / for either
understanding or agreement.
d. Listen very carefully at / to the replies
16. Work in pairs or small groups. Role-play an interview
with an expert in cross-cultural management. Make up a
list of questions using the information in texts A and B.
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