5.1 Read and translate the text:

The Company is expanding, and the present factory is rapidly becoming

too small to cope with this increase in production. Some months ago it

was decided that the Company would have to build an extension to the

present factory. An architect, Mr. Norman Phillipson, was called in, and

given the job. He drew up the plans and the firm applied for an I.D.C

(Industrial Development Certificate), which is granted, given, by the

Board of Trade. This was granted provided that the Fuel and Paint Stores

were put in a different position. The authorities are very strict in

seeing that certain rules are obeyed. Possible dangers to health and

safety are carefully considered. When Harper & Grant's new extension is

built on, added, to the existing area they will have three more

divisions of a factory floor, but the present Fuel and Paint Stores

would be too near the new extension. As both these materials are highly

inflammable, it was considered that a fire could spread to the new

extension very easily. The proposed new Paint Store will be protected by

the fireproof wall of the main factory. The County Planning Authority

will also have to approve the plans.

Mr. Grant has called a meeting of a committee who are dealing with the

new extension, with the architect present, to discuss progress. Mr.

Grant is the Chairman in charge of the meeting. Also attending are Peter

Wiles, Production Manager; John Martin, Sales Manager; and William

Buckhurst, the Company Secretary. Also present is lan Hampden, who is

the Personnel Manager: he is in charge of all personnel, the employees,

employed by the Company. The meeting is just about to begin.

5.2 Listen to the dialogue.

(In Hector Grant's office)

HECTOR

GRANT Is the Board Room ready for the meeting, Miss Corby?

ELIZABETH

CORBY Yes, Mr. Grant.

GRANT Where's the agenda?

ELIZABETH It's in the folder. Also a copy of the minutes of the last

meeting.

GRANT I shall need the drawing of the new extension. Where's that?

ELIZABETH It's in the folder, too.

GRANT You haven't forgotten anything?

ELIZABETH I don't think so, Mr. Grant.

(The meeting has just started)

GRANT Well, gentlemen. I don't think we need to read the minutes of

the last meeting, as copies of them have already been

circulated to you. (Murmurs of agreement.) Right. The minutes

of the last meeting are taken as read. Now, let's get on. Mr.

Wiles, will you report, please, on the result of your

interview with the Building Inspector?

PETER Yes. The delay in getting bye-law approval was largely owing

WILES to the fact that the architect had not supplied detailed plans

of the foundations of the new building.

NORMAN

PHILLIPSON I've now given the Building Inspector the detailed plans.

PETER May I go on, Mr. Grant?

GRANT Yes, Peter.

PETER As you know, at the speed we're growing, I have felt right from

the beginning that we ought to have planned a much larger

extension.

GRANT No. We mustn't grow too quickly. Slow but sure is the way this

business will grow. But we went over all this in our original

discussion, so there's no point in going over it all again.

PETER But what will happen, Mr. Grant, when we need to expand again?

If we have to build another extension in a year or two it will

be exasperating to have to go through all this work again.

It's taken a long time to get permission to build, and to

reorganize the machine layout, not to mention the building

costs, which go up every year. Wouldn't we be saving time and

money, if, even at this late date, we build six bays instead

of only three?

JOHN I'd like to have a regional sales office on the new site, too.

PETER If there's any additional space, Martin, I need it for

production or stores.

GRANT May I remind you gentlemen that the space you are arguing

about does not exist. We stick to our present plan. Now,

time's getting on. The next item on the agenda is the report

from the Personnel Manager about the additional labour that's

going to be required. So far, Ian, we've had no difficulty in

obtaining skilled workers, but is this situation likely to

continue or not?

IAN

HAMPDEN Well, the position is this: skilled labour is getting harder

to find. There's plenty of unskilled labour, and I think we

should start a training programme now. Then by the time the

new extension is ready we should have the right number of

trained men.

GRANT Let's see. Phillipson, how long will the factory take to build

once we've got our permission?

PHILLIPSON If the contractors are very efficient I'd say five months,

possibly less.

GRANT Well, Ian, can you produce enough skilled workers in, say, six

months from now?

IAN Yes, I think so.

GRANT Very well, I think we all agree that a training programme

should be started immediately. (Murmurs of assent.) Good. You

will minute that, Mr. Buckhurst, won't you? Also that Mr.

Hampden will make an estimate of the cost. Now we come to item

number three on the agenda. Peter?

PETER Our I.D.C. was granted provided the Fuel and Paint Stores were

placed in a different position to avoid the danger of fire.

Mr. Phillipson has now proposed that we rebuild the present

Managers' garage as a Paint Store. This would be a great

saving in time. It's on the other side of the delivery bay,

and would halve the time taken to unload and store the stuff.

IAN Where shall we put our cars?

JOHN Well, they can stand in the car park like everyone else's.

GRANT Just a minute, gentlemen. What is all this going to cost?

PHILLIPSON I propose to extend the present garage to meet the west wall

of the delivery bay and knock in a door here. The present

Paint Store can then be used for other storage.

PETER Splendid. Just what we need.

GRANT Very well - yes, this does seem a sensible solution. If we are

all agreed...? (Murmurs of "yes".) Right. I presume there is

no other business? (Chorus of "no"s, "don't think so"s.) Very

well, the meeting is over. Thank you very much, gentlemen...

5.3 Answer the questions:

1. Where do directors of a firm usually have their meetings?

2. How do meetings usually begin?

3. What do we call the prepared list of matters to be discussed?

4. How would the Chairman of the meeting refer to the next subject

to be discussed?

5. What three reasons did Peter Wiles give for wanting a larger

extention than the one planned?

6. What labour problems did Ian Hampden see in connection with

building the extention?

7. How did he propose to solve the problem?

5.4 Find definitions for the terms:

skilled, estimate, agenda, machine layout, contractor, building bye-laws,

minutes, folder

a. list of points to be discussed at a meeting

b. a kind of file in which papers can be kept

c. a written summary of what is said at a meeting

d. rules and regulations concerning building in the area

e. the disposition of machines

f. expert in some particular general skill

g. an outside firm doing a special job under contract

h. a forecast of the cost of goods or services on which a decision to

proceed or not can be made

5.5 Fill in gaps in the sentences:

1. An architect was called ... and given the job. 2. The firm applied

... an Industrial Development Certificate, which is ... by the Board of

Trade. 3. The ... are very strict in seeing that certain rules are ...

4. Fuel and paint are highly ... 5. Mr. Grant is the Chairman in ... of

the meeting. 6. The copy of the ... of the last meeting is in the

folder. 7. The minutes of the last meeting have been ... to you and so

they are taken ... ... 8. The delay in getting bye-law ... was largely

owing to the fact that the architect had not supplied detailed plans of

the ... of the new building. 9. We went ... all this in our original

discussion, so there's no ... in going ... it all again. 10. It has

taken a long time to get ... to build. 11. We ... to our present plan.

12. So far we have had no difficulty in ... skilled workers, but is this

situation ... to continue or not? 13. Mr. Hampden will make an ... of

the cost. 14. This would be a great ... ... time; it would halve the

time taken to ... and store the stuff. 15. That seems a ... solution.

5.6 Read about minutes of meetings.

There are different kinds of meetings: committee meetings, staff

meetings and so on; and some are more formal than others. The meeting of

the extention committee was rather informal. We talk of holding a

meeting, which means the same as having a meeting. During the meeting

the Company Secretary (a position usually held by a person highly

qualified in accounts, often an accountant or a lawyer, and not to be

confused with an ordinary secretary) made a note of the matter

discussed, decisions taken and so on. Later that day he dictated these

notes to his secretary, who then typed them. Everyone who was at the

meeting, and others who may have to know about it, will get a copy of

the minutes.

MINUTES OF A MEETING TO DISCUSS FACTORY EXTENSION,

10th OCTOBER, 197..

3 p.m.

1. Minutes of last meeting held on 26th September, at 3 p.m., were

approved.

2. (a) The Production Manager reported on his interview with the local

Building Inspector, and said that detailed plans of the foundations were

required.

(b) The architect reported that the plans had been drawn up and sent

to the Building Inspector.

3. (a) The Personnel Manager reported on labour available for the new

extension, and suggested a programme should be put in hand to train

workers.

(b) It was agreed that a training programme should be started

immediately, and that an estimate of the cost should be provided by the

Personnel Manager.

4. (a) The Production Manager reported that the I.D.C. was granted,

provided that the Fuel and Paint Stores were placed in a different

position to avoid the danger of fire.

(b) The architect's proposal to rebuild the present Managers' garage

as Fuel and Paint Stores was agreed.

5.7 Make groups of four or five people and perform a meeting on

expanding your business or, on the contrary, reducing production and

sales. One person will minute proposals and decisions and read the

minutes aloud afterwards.

5.8 Complete the passage with the given words.

agenda, proposal, alternatives, views, agree, should, waste, opinion,

people

ONE MAN'S MEET IS ANOTHER MAN'S POISON

There are many different sorts of business meeting, and how the

participants behave varies from country to country. In France meetings

are generally used for briefing and coordination rather than discussing

... and making decisions. They follow a detailed ..., and comments are

well thought out rather than spontaneous. The same is true at formal

meetings in Germany, where you ... be well prepared if you wish to

express an opinion. In the UK, on the other hand, participants often

arrive at meetings unprepared, and papers distributed beforehand will

not be read. This does not prevent anyone from expressing an ... or

putting forward a ..., though. Everyone is expected to contribute their

... .

Meetings in Italy seem to be the most informal in Europe. They do

not usually follow an agenda and ... often come and go as they please.

In fact, sometimes Italian meetings are more like a social gathering,

used to reinforce a sense of togetherness.

It is very different in Spain, where meetings do little to create a

team spirit. The Spanish prefer to be independent and make decisions on

their own. Meetings are often a ... of time because it is impossible to

get everyone to ... .

(Note the play on words: the original saying from which the title

was made is "One man's meat is another man's poison". What is the

Russian equivalent of the proverb?)

5.9 Translate the sentences.

1. Рост производства, несомненно, потребует приема на работу новых

сотрудников; придется организовать для них специальную программу

обучения. 2. Мы подали заявку на строительство нового здания; разрешение

будет дано при условии, что пристройка займет менее тысячи квадратных

метров. 3. Городские власти одобрили наш план строительства. 4. Не могу

найти свой экземпляр протокола вчерашнего заседания, хотя они были

розданы всем сегодня утром. 5. Я с самого начала чувствовал, что этот

проект никуда не годен. Нет никакого смысла на нем настаивать. 6. Мы

долго думали, каково будет наилучшее расположение станков. 7. Мы будем

придерживаться нынешнего плана. 8. Следующий пункт повестки дня -

сообщение мистера Дола о конкуренции в сфере гостиничного бизнеса. 9.

Подрядчики работают с недостаточной производительностью; боюсь, они не

уложатся в срок, и тогда мы не начнем производство автомобилей на новых

площадях к сентябрю, как собирались. 10. Мы постараемся избежать этой

опасности. 11. Это изрядно сэкономит время и увеличит прибыль,

получаемую нашим отделом. 12. Здесь будут ворота для въезда грузового

транспорта. 13. Не понимаю, почему шеф отказывается принять ваше

предложение; оно представляется мне разумным решением проблемы.

5.10 A conference is to be held. The person responsible for booking

rooms is talking to a conference manager about his requirements. Choose

the correct options from the words in brackets.

MANAGER: Could we just (run/see/speak) through your (wants/wishes/

requirements), and I'll give you an idea of what rooms would be (fine/

well/suitable).

CLIENT: Yes, of course. We'll be starting at six in the evening,

and we'll need three rooms at the same time. The Chief Executive Officer

will be (giving/saying/addressing) a talk to the sales force, so we'll

need a room for about a hundred or so (members/audience/delegates).

MANAGER: What sort of (chair/seating/sitting) arrangements will you

need for that?

CLIENT: Theatre-(method/style/way) would be fine for that, because

it's not a (workroom/workshop/workhouse). We also need another room for

the technical support group, and that'll be for about thirty-five

people, and that'll have to be (teaching/lesson/classroom) style. And

the last group, the eighteen directors, need the same.

MANAGER: That's fine. You also mentioned something about an

(demonstration/exhibition/manifestation).

CLIENT: Yes, really we're looking for a fairly large room -

something in the region of 200 to 250 (square/squared/cubic) metres.

MANAGER: That's no problem. I can think of a couple of (occasions/

possibilities/chances).

CLIENT: Good, and then afterwards we'll need a room for dinner, and

we're (awaiting/intending/expecting) about a hundred and sixty to a

hundred and eighty for that, but I'll let you have the (accurate/exact/

defined) figures nearer the time.

MANAGER: That's all fine. Are there any other things that you can

(think of/consider/require)?

CLIENT: Oh yes, there's one other thing - the exhibition needs

(allowance/space/place) for a twenty-five metre stand, so we're looking

for a room that's a rectangle rather than a square.

5.11 Now let us speak about international meetings. Imagine that you are

attending a two-day conference at the international headquarters of your

company. Top managers from all over the world are going to be present,

but you encounter a few problems. Decide what to do about them and

explain your decision.

1. Before the conference, the organizers send you some working papers.

Will you

* study the papers thoroughly, even if you have to stay up all night;

* have a quick look at them on the plane;

* do something else? (What?)

2. Your Finance Director is supposed to attend the conference with you,

but something important has come up and she cannot. Will you

* go alone;

* see if her deputy can attend instead, even though he has a much

lower status in your organization;

* do something else? (What?)

3. This morning's meeting is supposed to be about next year's budget.

However, you have had an idea about the distribution system that you

want everyone to discuss. Will you

* keep quiet and discuss the budget;

* introduce the topic of the distribution system;

* do something else? (What?)

4. The subject of this morning's meeting has little relevance to your

are of work. You have a phone call to make and you would like to leave

half-way through. Will you

* leave without saying anything;

* wait until the meeting is over to make your call;

* do something else? (What?)

5. The weather is very hot and the sun is beating through the meeting

room windows. You are getting uncomfortable. Will you

* remove your jacket and loosen your tie;

* do nothing;

* do something else? (What?)

6. You are sitting in a small meeting, listening to the Production

Manager's report. You are not an expert on the subject of production but

suddenly you have an idea. Will you

* indicate that you would like to speak and tell everyone your

suggestion;

* keep quiet and speak to the Production Manager later;

* do something else? (What?)

7. You are putting forward a proposal that several people at the meeting

disagree with. You are absolutely sure that you are right and they are

wrong. Will you

* stick to your guns;

* drop the proposal;

* do something else? (What?)

5.12 Now compare your answers with the following comments from John

Mole, a consultant on international human resources development.

PREPARING FOR INTERNATIONAL MEETINGS

Germans, Dutch and Danes will be well prepared. They will expect

briefing papers which they will study and amend and whose implications

they will have very carefully researched. British, Italian, Spanish and

Greek participants will have skimmed through the papers on the plane and

some may still be leafing through them at the meeting.

SENDING A SUBORDINATE

If a participant cannot attend, British, Dutch and Danish managers will

send a subordinate who may be much more junior. Spanish, French and

North American managers will either send an immediate and trusted deputy

or no one at all. Not used to meetings between people of different

status, they will ignore the deputies of others.

STICKING TO THE AGENDA

Participants from the USA, Germany, Denmark and the Netherlands will

expect to keep to the agenda. Participants from Portugal, Greece and

Italy will feel free to introduce unscheduled topics at any time.

LEAVING A MEETING

Some participants, probably French or Italian, may feel less bound by

the discipline of a meeting than others. They may leave to make phone

calls or attend to paperwork if the discussion is not directly relevant

to them. In the UK it is not acceptable to leave a meeting half-way

through.

DRESS CODES

In most German offices, you keep your jacket on and buttoned up unless

you are alone. Shirt sleeves are a sign of relaxation and not getting

down to work. But in the Netherlands, taking off the jacket means

getting down to work. In a Spanish meeting it is common to take off

jackets and even loosen your tie.

CONTRIBUTING IDEAS

At a meeting in Germany, it is important to come very well prepared and

not comment on things you are not qualified to speak about. In the

Netherlands, everyone is expected to contribute, whatever their

seniority.

DEALING WITH CONFLICT

Commitment and tenacity, even to the point of obstinacy, are prized in

the West. To change your mind, to give up a position without a struggle,

are signs of weakness. Sticking to your guns in an argument, not letting

go, even in unimportant matters, indicates strength of character. To a

Japanese, it is the opposite.

5.13 Translate the article.

ЧЕГО НЕ ХВАТАЕТ НЕМЕЦКИМ МЕНЕДЖЕРАМ?

Опрос 490 менеджеров стран ЕС (кроме ФРГ), проведенный французской

газетой с целью выяснить, какого они мнения о своих немецких коллегах,

показал, что большинство респондентов считают немцев прекрасными

организаторами и признают за ними ряд других достоинств - таких как

трудолюбие, энергия, добросовестность, пунктуальность и т.п., однако

видят в них один существенный недостаток: отсутствие чувства юмора.

5.14 You have attended an international conference. Keep in mind the

aspects considered above and tell your colleagues about the subject of

the conference and your impressions of the arrangements and participants'

behaviour.

5.15 And finally we shall pay some attention to another point that has

been mentioned in this unit, that is, education and training. As we have

said, your business is expanding; that means that you are in need of new

workers who are to be trained. Consider this problem and speak on the

point.

* What are the special skills to be trained?

* When will the course of training start?

* How long will it last?

* Who will be the trainer?

* How much will the whole project cost?

5.16 Translate the abridged article, written by Nadya Krylov, business

consultant from the USA.

СОЛИДНЫЙ ВОЗРАСТ И ВЫСОКИЙ ЧИН НЕ ПОМЕШАЮТ ВАМ УЧИТЬСЯ

Большинству людей сегодня понятно, что в современном мире

необходимо овладевать новыми знаниями и новыми навыками: не столько

из-за того, что старые знания больше не годятся, сколько потому, что

экономика работает на основе постоянного преобразования.

В российских условиях особую важность приобретает тот факт, что

основания для повышения менеджеров меняются. Сегодня руководители

компаний создают новые критерии, по которым они выбирают или повышают

людей. Недавно я провела встречу с группой предпринимателей, чтобы

проанализировать их отношение к августовским событиям (имеется в виду

августовский кризис 1998 г.). Оказалось, что самые большие уроки

руководители извлекли, оценивая деловые качества людей: они поняли, кто

на что годится. Одной компании пришлось уволить половину сотрудников, и

оказалось, что оставшиеся способны выполнять прежний объем работы (при

этом продолжительность рабочего дня не увеличилась). Руководители также

отметили, что они начинают искать людей на основе новых критериев. Чаще

всего менеджеры говорили о том, что им хочется нанимать и сохранять

людей, готовых учиться. Представители некоторых компаний отметили, что

сегодня им безразлично, имеют люди опыт той или иной работы или нет:

если те настроены учиться, они готовы их учить.

По моим наблюдениям, у менеджеров сегодня три основных мотивации

для учебы: "голод", ощущение своего "несоответствия" (inadequacy) и

желание подтвердить свою интуицию. "Голод" - это потребность в знаниях.

"Несоответствие" - это понимание того, что ты мог бы быть

другим. Менеджеры осознают, что они не используют свой потенциал, а

учеба - это путь развития личности. Очень часто я встречаю людей,

которые идут учиться, чтобы подтвердить то, что они уже делают, но

делают интуитивно, и ликвидировать пробелы в своих знаниях.

Я все реже сталкиваюсь с предрассудками по поводу возраста или

положения в обществе - буквально все идут учиться. Некоторые объясняют

это непригодностью старых навыков (но, по-моему, это только от части

правильно). Я все чаще встречаюсь с энтузиазмом, а не с мотивацией

принуждения.

Другой существенный аспект учебы, особенно важный для менеджеров с

лидерскими качествами, - это готовность к экспериментам, новым (даже

страшным) ощущениям. Если десять лет назад одним из ключевых качеств,

которые я наблюдала, была боязнь риска и нежелание принимать решения

(что для меня означает болезненный страх перед ошибками и провалами), то

сегодня я встречаю людей, которые не боятся пробовать что-то новое и

рисковать (что тесно связано с готовностью учиться, так как новички

всегда делают ошибки).

("Карьера - капитал")

UNIT 6

APPOINTING THE NEW ADVERTISING MANAGER

advertise рекламировать

advertising, publicity реклама, рекламирование

advertising campaign рекламная кампания

advertising manager заведующий отделом рекламы

advertisement, advert, ad рекламное объявление, реклама

advertiser 1. рекламодатель 2. журнал или газета с объявлениями

commercial рекламная передача; рекламный ролик на ТВ

copywriter автор рекламного текста

visualizer генератор идеи рекламного объявления

typographer человек, подбирающий шрифты для рекламы

layout размещение, компоновка элементов рекламного объявления

proof макет

hoarding рекламный щит

applicant претендент (на место)

short list список кандидатов, отобранных для собеседования

account фирма или клиент, чью рекламную деятельность ведет

рекламное агентство

account executive сотрудник рекламного агентства, ведущий рекламную

деятельность конкретной фирмы

brief инструктировать, ставить задачи

leaflet рекламный проспект (один или несколько сложенных вместе

листков)

brochure рекламный проспект в виде книжечки

logo фирменный или товарный знак