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Файл:Практика делового общения на английском языке. Учебное пособие
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5. The largest ... of heat generated is utilizable, but the rest escapes.
b) Translate into English
1. Это способствовало увеличению производительности труда на
10%.
2. Около 50% всего оборудования хранится на этом складе.
3. Они считали этот процент очень невысоким.
4. Почему Вы настаиваете на изменении процента?
Ex. 17. a) Supply the preposition where necessary.
Poland near agreement on bulldozer venture with US
POLAND is in an advanced stage ... negotiation with Dresser
Industries of the US for a joint venture to produce bulldozers and
earth-moving equipment, Mr. Andrej Wojcik, Foreign Trade Minister,
said.
The joint venture would be the largest agreed since legislation
permitting such operations was passed ... the middle of last year. It
could generate sales worth as much as $ 200m (Ь 125m), said. Mr.
Wojcik during a visit ... London which ended yesterday.
Agreement on the deal would mark a breakthrough for the joint venture
scheme, which is regarded as an important plank in Poland's efforts to
boost sales ... manufactured products as its traditional exports, notably
coal, decline.
So far, only a couple ... Western companies have signed joint ventures
amid concern over conditions.
However, Mr. Wojcik said, Poland was also adopting a cautious
approach. «We want the first ones particularly to be successful.»
In a separate effort to boost its trade, the Polish Government is
discussing with its banks a new system ... foreign currency accounts in
which exporters may hold part ... the proceeds of their hard currency
foreign sales.
b) Say what the newspaper writes about the Polish American joint
venture.
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Ex.18. Read the letter.
Gentlemen:
Our client, Lewis International, has requested us to utilize the
opportunity of being in Moscow on other business to bring to your
attention its outstanding capabilities in constructing on a turnkey basis
complete factories for the Food Industry and the Meat Dairy Industry.
If you have any technical assignments for buying such facilities, Lewis
International would be pleased to review your requirements and, if
appropriate, present their offer and/or send their technical specialists to
Moscow to discuss your requirements and their capabilities.
The Lewis companies, Inc., which is the subsidiary involved in
construction, construction management, and turnkey, has been
awarded contracts in many countries for the turnkey supply of cold
storage plants and vegetable processing operations. The contracts
included site and building design, bonding construction, furnishing and
installation of all equipment, plant start-up, personnel training,
production guarantees, and a major maintenance program.
Lewis has a great deal to offer to the Eastern European market,
particularly in the food industry.
Perhaps we could take the opportunity of my next visit to Moscow
m April to discuss the possibilities for organizing scientific and
commercial cooperation between Kazanimport and Lewis
International.
Sincerely yours,
…
Ex.19, a) Read the dialogue.
Slayton: Mr. Bragin, I wonder if I could have your views on our
proposal to build a hotel on turnkey basis for you in Kazan. What are
your ideas?
Bragin: Well, our experts have studied it thoroughly and think it
meets most of their requirements. But I’m afraid I can't give you a
definite answer yet.
Slayton: When will you be able to?
Bragin: I never like promising a date until I know I can honour it —
however, I think you can have our answer in a fortnight.
Slayton: Good. We'll be expecting to hear from you in due course.
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And we do hope you'll entrust us with this
Bragin: Well. Mr. Slayton, just one more point I’m like to bring up.
We need to have the hotel commissioned in April, project. Well, but
not in June, as we wrote in our enquiry. Do you think you'll be able to
meet this new date?
Slayton: You must certainly understand it would involve changes in
the delivery schedule, construction programme, number of workers and
engineers and so on. This is, of course, a big problem. But soluble, I
think. So, to be specific, I’ll contact you next Tuesday at the latest and
let you have our decision then.
Bragin: Fine. No more problems so far.
Slayton: If anything urgent crops up, just ring me up. If by any chance,
I'm not available, you should speak to Mr. Stewart. He's fully informed
about the project, and will have full authority to act on my behalf.
Bragin: Thank you.
b) Reproduce the parts of the dialogue where the businessmen
speak about:
1. the proposal of the foreign company; 2. the possible changes.
c) Think and answer
1. What projects have been developed on a turnkey basis in the
Russia?
2. What problems may arise in the execution of turnkey contracts?
d) Say what you know about plants supplied by the Russia to
some developing countries on a turnkey basis.
Ex. 20. a) Read the newspaper article.
Funds for revival
Two new investment funds are set to be launched this week
investing in the economic regeneration of Eastern Europe and the
depressed British smaller companies sector.
The $ 50 million East European Development fund is to be
established by American group Invesco MIM and the European arm of
Daiwa, the Japanese investment house. To be managed by London-
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based MIM Britannia International, the trust will have a minimum
subscription of $ 250,000 and is set to appeal to international
institutions.
The fund expects to be invested in two years, and managing
director Roy Bracher hopes to bring it to a stock exchange listing —
possibly on an emergent east European market
ASCoT, the Aberforth Smaller Companies Trust, is to be launched
by Edinburgh-based Aberforth Partners.
A £ 15m investment trust investing exclusively in British smaller
companies, the fund has already been preplaced with financial
institutions. Dealings should start in early December.
Aberforth has decided to concentrate all its energies on managing
smaller company portfolios. In the New Year, it hopes to follow
ASCoT with an open-ended smaller companies fund with no front end
charges 2 and a competitive 0.8 per cent annual charges.
b)Summarize what the article says about each fund.
c) Think and answer.
1. Will the funds most probably realize the goals set?
2. Do emergent markets and depressed sectors of economy usually
require new investment funds?
3. Are many funds launched at an international level in such cases?
Ex. 21. Give extensive answers.
1. What forms of international business are widely practiced besides
conventional trade?
2. What is the difference between conventional trade and the above
forms of cooperation?
3. What factors are taken into account when this or that form of
business is chosen?
4. How do financial aspects affect international business?
Ex.22. Agree or disagree with the following statements. Give
your reasons.
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1. Various forms of financial support are practiced in international
business.
2. Similar documents are used in international business irrespective of
the form chosen.
Ex.23. Read, translate and discuss.
Cocoa Futures Tumble as Tensions Ease in Ivory Coast
NEW YORK — Cocoa-futures prices slumped Friday, with
continued bearish sentiment caused by the apparent easing of political
tension in Ivory Coast triggering aggressive long liquidation and new
short selling, traders said.
July futures closed $ 76 lower at $ 1,235 per metric ton on the New
York Coffee, Sugar and Cocoa Exchange. The September contract also
slipped $ 76 closing at $ 1,265.
Analysts said the settlement of a strike at Brazil's chief cocoaexporting port of Recife and reports of much-needed rain in growing
regions of West Africa also inspired bearish-ness.
Life-of-contract highs had been reached in late May following
public unrest in Ivory Coast caused by the proposed implementation of
austerity measures. But an easing in those tensions, reports of
tradehouse selling in the cash market and a slowdown m the
accumulation of supplies had combined to pressure prices, traders said.
Commission-house analysts said solid selling was sparked when
July and September contracts broke through $ 1,280 and $ 1,305 per
ton, respectively.
The U.S. declines followed steep falls in London, where July
futures went the £ 40 ($ 7.50) limit down shortly before the close at £
810 offered, and the market was shut until the start of the closing call.
July then closed £ 46 per ton down at £ 805, while September lost £
50 to £ 822 a four-week low.
Ex.23. Read and reproduce.
8 Ways to Avoid Litigation When You Sell a Business
Based on recent litigation storm clouds, business owners
planning exit strategies better batten down their legal hatches.
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As a small business owner, your company most likely represents a
significant portion of your net worth. That’s why it’s crucial not to let
litigation wash it away when the time comes to convert your years of
hard work into cash.
Selling a business involves substantial amounts of money and a
wide range of issues including warranties and representations,
disclosures and contractual obligations. Consequently, there are many
opportunities for litigation to arise. Not only is litigation highly
unpleasant and disruptive to your lifestyle, it is also very, very
expensive - even if you win.
But other than wishing, hoping and praying, what’s a small
business owner to do? Rather than complaining try something more
constructive. Here are eight strategies to follow when selling your
business that can help minimize litigation issues.
1. Honesty is the best insurance policy. Tell the truth about your
business. Do not attempt to hide any problems or issues that, if left
undisclosed, might be the basis for future litigation. Rest assured that
the cost of disclosure in a transaction is very small when compared to
the cost of litigation for non-disclosure.
2. Develop a confidential business review. This is a high-quality
and comprehensive document that describes your business and its
background. Within this document, clearly disclose any negative
issues that are involved in the business. Not only will disclosure
reduce litigation risks, it will also add to your credibility with potential
buyers and save you time by eliminating those who are unwilling to
accept the realities of your business.
3. Accurately communicate historical financial results. Do so
in a manner that demonstrates the earning power of your business.
Ideally, this information will be presented in a summarized format that
recasts your discretionary and certain other expenses to show
EBITDA (Earnings Before Interest, Taxes, Depreciation and
Amortization).
4. Require your buyer to go through extensive due diligence.
Due diligence is the process by which a buyer conducts an
independent investigation of the information you have provided about
your business. The written due diligence materials should be
incorporated into the final legal documents to minimize your litigation
risks.
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5. Assemble a strong team of experienced professionals. Your
accountant and your attorney will play key roles, and their expertise
will reduce litigation risks. You may also benefit from the assistance
of an experienced intermediary, broker, or merger and acquisition firm
that specializes in selling privately owned businesses. However,
before hiring an intermediary, make certain that they do not charge
up-front fees and that they have a litigation-free track record.
6. Ensure that closing documents are thorough and complete.
Not only must these documents contain appropriate legal language,
they also must anticipate and address potential disagreements that may
occur after closing – disagreements on issues like equipment or
inventory values and condition, collection of accounts receivable and
more. These issues are easily addressed during the courtship phase
with a buyer, but they can cause major problems after the transaction
is closed and the honeymoon phase is over.
7. Be careful with employment, transition and consulting
agreements. If you enter into longer term agreements with your
buyer, make sure the terms are entirely consistent with your retirement
plans. Otherwise you run the risk of being unwilling or unable to
perform your obligations, and that can lead to litigation.
8. Maintain confidentiality throughout the entire selling
process. Although confidentiality will not directly protect you from
litigation, it will help minimize the risk of losing valuable employees,
customers and vendors during the process. One of the best ways to
avoid litigation is to help ensure your buyer’s success, because that
success significantly reduces the basis for damage claims.
The goal is a successful, worry-free transition. Take the time to
recognize and act on the many opportunities you have to minimize
your litigation risks and reap the benefits later.
Barry Evans
A New Vision of Leadership
The 21st century leader is one who empowers others to be
leaders. Managers and supervisors must now embrace the techniques,
challenges and benefits of Facilitative Leadership.
Consider the following quote:
The old world was composed of bosses who told you what to do
and think, told you to keep your head down and mouth shut, and made
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all the decisions, .....In the new world, no manager can know
everything or make every decision. Now, to be successful, a manager
has to work in partnership, in collaboration, with everyone, and tap
everyone's ideas and intelligence. Managers now are coaches,
counselors and team builders...Their job is to find people with talent
and skill, and help them work together toward a common purpose.
From: Ron Zemke, 'The Call of Community', TRAINING,
Vol.33, No.3, 1996, p.28
The statistics are alarming.
• Less than half of all employees feel a strong personal attachment
to their organizations.
• Sixty percent of employees don't feel their companies develop
them for the long term.
• Only 40% of employees feel their organizations show care and
concern for them.
• The average employee has 12-15 jobs during his or her career
and 5-7 by the time he or she turns 30.
• Only 24% of employees are truly loyal to their organizations meaning that they have a strong personal attachment to their
companies and plan to stay for the next two years.
• Replacing key employees costs between 70 to 200% of their
annual salaries.
• 57% of employees say they are unhappy in their current job.
With a talent shortage looming, unhappy and disloyal employees,
costly turnover and decreasing productivity---all of which have a huge
impact on an organization’s bottom line---leaders and managers are
finding it difficult to stay competitive in today’s global marketplace.
How is a leader to retain the best and brightest talent, foster
productivity, and cultivate a competitive edge?
Leaders first need to understand the changing mindset of
American workers.
What contributes to job satisfaction? It is rarely just a paycheck.
According to the Retention and Engagement Drivers Report by The
Jordon Evans Group, August 12, 2004:
48.4% say Exciting Work and Challenge
42.6% say Career Growth, Learning, and Development
41.8% say Working with great people in positive relationships
Underlying these statistics are employees’ expectations of certain
unwritten privileges: to maintain their differences, to be who they are,
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to have the opportunity to express themselves and their ideas, and to
be heard in a meaningful way.
The good news is that employees who are given these “privileges”
have a much higher sense of job satisfaction, are more committed to
the organization, more productive and have higher retention rates.
They deliver high performance, and give their very best in completing
tasks in which they have assumed some personal control.
Across the board in today’s society, people are demanding more
involvement in the decisions that affect them. No longer do we find
the blind acceptance of previously unchallenged authorities such as
governments, institutions, or even workplace management. Whether
leaders like it or not, today’s norm of rapid-fire, on-demand
information transfer has set up a cultural expectation of choice,
responsibility and freedom.
Today’s challenges call for a fundamental transformation of
management style and culture.
To accommodate this transformation, leaders will need to develop
new skills and put on several more hats than they may currently be
wearing. The 21st century facilitative leader must act as:
Coach
The new leader must make a conscious effort to hear and understand
the content, meaning, and feeling related to what is said. He or she
must raise employees’ awareness of facts, issues, and implications,
and impart responsibility to increase individual and corporate
productivity.
Dreamer
The new leader must be non-judgemental when looking at new ideas.
Be receptive to new visions, even if they may seem impractical or
unrealistic at first.
Innovator
The new leader must ignite a fire within the staff or group, and keep it
well lit. The leader must establish the organizational momentum and
keep the pace. He or she must generate and embrace change.
Explorer
The new leader must follow experimental trails in the search for new
ground. Be adventurous, unconventional. Challenge your personal
limits and take risks.
Connector
The new leader must find similarities and commonalities where others
149
see only differences. He or she must look for individuals’ potential in
forming teams and assigning tasks. He or she must be flexible and
open, and observe with all senses.
Builder
The new leader must be detailed, resourceful, focused and inventive.
He or she is process-oriented and can visualize materials coming
together to create a finished product.
Clairvoyant
The new leader must be aware of the signs of potential strain,
weariness, aggravation and disempowerment, and be proactive to
avoid dysfunctional behavior.
Praiser
The new leader should, at every opportunity, praise the effort put
forth, the progress made, and the results achieved. Praise well, praise
often, praise specifically!
All of these skills and qualities must be developed in today's
leader. But it is just as important to know where these qualities are
represented on your team, or if any of them are missing. Knowing
how your co-workers think and are prone to act is paramount to
effective teamwork. This knowledge is also extremely valuable for
leaders when forming sub-teams and assigning tasks to know the
6
creative mindsets of their team members
.
Travis Blackwell
Ex. 24. Vocabulary
to adapt
conventional
conventional trade, conventional weapons
turnkey
transactions
joint
joint efforts joint-stock company
venture
mixed companies
mixed commissions
marriages
feelings
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