Английский язык (стр. 4 )

The fifth and highest category concerns self-actualization needs: the desire to develop as a person, to maximize one’s potential, and to achieve the goals one has set for oneself. According to Maslow, employees will only be motivated if they are able to realize their goals (concerning creativity, responsibility or whatever) through their work.

As a need is satisfied, it becomes less important. For example, the more money one has, the less motivating it is to earn more – although, of course, this doesn’t stop people wanting it! In fact, pay becomes a social or psychological matter rather than an economic one. When needs are satisfied, their capacity to reward and to act as an incentive diminishes. In Work and the Nature of Man (1966), Frederick Herzberg argued that things like good salaries and benefits, job security, status, good company administration and labor relations, cannot motivate workers. They are merely “satisfiers” or, more importantly, “dissatisfiers” where they do not exist. “Motivators”, on the contrary, include things such as having a challenging or interesting job, recognition, responsibility, promotion, and so on.

Clearly, not everybody in manufacturing industry or routine service industry jobs can expect challenging and interesting work or promotion to the highest positions of responsibility. For this reason, many people have disputed Maslow’s theory. For example, self-realization and self-actualizing needs are probably far more prominent among university graduates and at higher levels of a company than at lower levels, where social and security needs, and even a desire to avoid responsibility, might be dominant. Not everybody can actualize himself or herself at work. Yet even workers who cannot be, or do not want to be, involved in planning, decision-making, controlling and organizing, can be given a variety of tasks, rather than be expected to perform the same boring, repetitive, mechanical task eight hours a day or more.

1.  The possibility of losing their job generally motivates people to work harder.

2.  Workers need to be accepted and respected by their colleagues and superiors.

3.  After a certain point, people are no longer motivated by money.

4.  According to Maslow, a good working environment will motivate employees.

5.  According to Herzberg, providing good working conditions is necessary.

6.  Educated people are more likely to want to achieve things in their jobs.

7.  Managers have to ensure that everybody has an interesting job.

8.  Switching among several boring, repetitive tasks is better than doing only one.

PART II

Paragraphs 1-9 contain advice for business leaders. Choose the appropriate heading A – I for each paragraph.

A leader should be a good teacher and communicator. A leader must manage time and use it effectively. A leader must have technical competence. A leader must provide vision. A leader must be visible and approachable. A leader should be introspective. A leader should be dependable. A leader should be open-minded. A leader should have a sense of humour. In large organizations, leaders should spend no more than four hours a day in their offices. The rest of the time, they should be out with their people, talking to lower-level employees and getting their feedback on problem areas. They should be making short speeches and handing out awards. They should be traveling widely throughout their organizations. The best leaders are those whose minds are never closed and who are eager to deal with new issues. Leaders should not change their minds too frequently after a major decision has been made, but if they never reconsider, they are beginning to show a degree of rigidity and inflexibility that creates problems for the organization. Executives must take a disciplined approach to their schedules, their post, their telephone calls, their travel schedules and their meetings. Staying busy and working long hours are not necessarily a measurement of leadership effectiveness. Leaders may run efficient organizations, but they so not really serve the long-term interests of the institution unless they plan, set goals and provide strategic perception. The leader must be willing to pass on skills, to share insights and experiences, and to work very closely with people to help them mature and be creative. Leaders should let people know that life is not so important that you can’t sit back occasionally and be amused by what is happening. Laughter can be a great reliever of tension. Reliability is something that leasers must have in order to provide stability and strength to organizations. Leaders must be willing to be flexible but consistency and coherence are important elements of large organizations. Leaders must not only understand the major elements of their businesses but must also keep up with any changes. Leaders should be able to look at themselves objectively and analyze where they have made mistakes and where they have disappointed people.

PART III

Complete the text using words from A to O.

A analyze	F train	K perform
B improve	G contribute	L use
C select	H commercialize	M form
D communicate	I understand	N risk
E measure	J divide	O work out

You want me to explain what management is? Well, I guess I can manage that! Actually, management as we (1) ………….. it today is a fairly recent idea. Most economists in the 18th and 19th centuries, for example, wrote about factors of production such as land, labor and capital, and about supply and demand. An exception was Jean-Baptiste Say, who invented the term “entrepreneur”, the person who sees opportunities to (2) ………….. resources in more productive ways.

Entrepreneurs are people who are alert to so-far undiscovered profit opportunities. They perceive opportunities to (3) ………….. new technologies and products that will serve the market better than it is currently being served by their competitors. They are happy to (4) ………… their own or other people’s capital. They are frequently unconventional, innovative people. But entrepreneurship isn’t the same as management, and most managers aren’t entrepreneurs.

So, what is management? Well, it’s essentially a matter of organizing people. Managers, especially senior managers, have to set objectives for their organization, and then (5) …………. how to achieve them. This is true of the managers of business enterprises, government departments, educational institutions, and sports teams, although for government services, universities and so on we usually talk (6) ………….. the activities of the organization and the relations among them. They (7) …………….. the work into distinct activities and then into individual jobs. They (8) ……………… people to manage these activities and perform the jobs. And they often need to make the people responsible for performing individual jobs (9) …………. effective teams.

Managers have to be good at communication and motivation. They need to (10) ………… the organization’s objectives to the people responsible for attaining them. They have to motivate their staff to work well, to be productive, and to (11) …………….. something to the organization. They make decisions about pay and promotion.

Managers also have to (12) …………… the performance of their staff, and to ensure that the objectives and performance targets set for the whole organization and for individual employees are reached. Furthermore, they have to (13) …………… and develop their staff, so that their performance continues to (14) …………….. .

Some managers obviously (15) …………..these tasks better than others. Most achievements and failures in business are the achievements or failures of individual managers.

PART IV

Read the following passage and choose the correct word from A, B or C to fill each gap.

Recent research at business schools in the USA has shown that traditional management styles are rapidly becoming obsolete. In the traditional model, senior management exercises its (1) ………… to ensure that decisions are carried out by (2) …………… at lower levels of the company (3) ……………….. . However, in today’s rapidly evolving business environment, it has become clear that (4) ……………… is something that all managers will have to live with and adapt to. In the modern digital organization (5) ………………… is no longer restricted to senior managers, and employees are not expected to blindly (6) …………….. orders from above. Because of the increasing complexity of business, managers have had to (7) ……………. tasks to people at lower levels and to (8) ………………….. them to take the necessary decisions. It has become a system where what you achieve, in other words your (9) ………………, is what determines not only the respect that other people in the organization have for you but also how you are (10) ……………. for the work that you accomplish. As one manager puts it, “Today you have to be very careful about what you say to someone who works for you because tomorrow that same person could be your boss!”

1. A custom	B gesture	C authority
2. A bosses	B subordinates	C partners
3. A culture	B hierarchy	C headquarters
4. A initiative	B change	C etiquette
5. A knowledge	B communication	C decision-making
6. A obey	B operate	C value
7. A reward	B signal	C delegate
8. A empower	B infer	C familiarize
9. A relationship	B education	C performance
10. A rewarded	B scheduled	C measured

PART V

Which terms are defined below?

an organization’s staff or work force; the people it employs employees under someone else’s authority or control raising someone to a higher grade job the extent to which a job can be considered as permanent to assign or designate resources for a particular purpose to give an incentive to someone, to encourage the situation in which people work: the amount of space and light, the noise level, the relations between workers and managers, etc. money paid (per hour or day or week) to manual workers

PART VI

Listen to an extract of an interview with a professor of Business Studies about the subject of Motivation.

Listen to the interview and mark the statements TRUE or FALSE, according to the recording.

1.  The most important thing for a manager is motivation.

2.  Managers find motivation easy because they are trained.

3.  Money is the most important factor for workers.

4.  Workers at Western Electric increased productivity after management started to include them in decision making.

5.  The company Kochums changed from being a failing company to a successful one after

changing their motivation practice.

3.  Пример зачетного/экзаменационных текстов для 2 курса

Text 1

At the beginning of the 21st century, the accounting profession in the United States was rocked by a series of scandals. In 2001 the Enron Corporation, a major energy-trading company, acknowledged that its financial statements for nearly five previous years were erroneous because the company had failed to follow generally accepted accounting practices. Instead of the massive profits it had reported, the company revealed that it had actually lost $586 million from 1997 through 2001.

The Enron scandal was followed in 2002 by another infamous case of accounting fraud involving another prominent corporation known as WorldCom, Inc., a major telecommunications company. The company admitted that it had failed to report more than $7 billion in expenses over five quarterly periods and had actually lost $1.2 billion during that period, although its financial reports indicated that it had been profitable. The vast sums of money involved made it the largest accounting fraud ever.

The U. S. Congress responded to these accounting scandals by passing legislation that imposed the strictest government oversight of the accounting profession since the 1930s. The new law, known as the Public Company Accounting Reform and Investor Protection Act of 2002, created the Public Company Accounting Oversight Board, a five-member board under the supervision of the SEC. The law gave the board the authority to investigate and penalize accounting firms that audit the financial statements of publicly traded companies in a substandard manner. The board was required to set accounting rules and standards with the SEC’s approval and to perform annual audits of any accounting firm that supervises the financial reports of more than 100 public companies.

Under the law, all accounting firms that audit publicly traded companies must register with the federal government. The oversight board has the power to suspend accounting firms and individual CPAs found guilty of violations and may impose substantial fines against both individual accountants and a CPA firm. The board may also refer cases to the Justice Department for criminal prosecution.

Other reform measures under the new law required that chief executive officers (CEOs) and chief financial officers (CFOs) of publicly traded companies of a designated size sign statements affirming the accuracy of their firm’s financial reports. Any CEOs or CFOs who “willfully and knowingly” permit misleading information in those reports could face prison terms. The law also prohibited accounting firms from offering many consulting services to clients contemporaneously with a mandated audit. The purpose of this provision was to prevent conflicts of interest. During the Enron scandal, it was revealed that Andersen earned greater amounts of money from providing consulting services to Enron than it obtained from performing auditing services.

TEXT 2

Исследование Международного валютного фонда, проведенное недавно, подтверждает, что процессы разъединения и глобализации могут происходить параллельно. Исследователи разбили 106 стран на три группы: развитые, развивающиеся и развивающиеся с низким уровнем доходов населения (которые в меньшей степени интегрированы в мировую экономику); а затем измерили, как изменилась корреляция между ними по мере роста трансграничных денежных потоков.

Выяснилось, что сейчас развитие экономик действительно более синхронизировано как среди развитых, так и среди развивающихся стран. Но совершенно неожиданным оказалось то, что за последние два десятилетия уровень держав на развивающиеся страны резко снизилось.

Согласно популярному тезису, в эпоху глобализации экономические циклы все более синхронизируются, потому что все мы находимся в одной лодке. Но он основывается на устаревшей точке зрения, что бедные страны экспортируют экономической активности стран третьего мира разошелся с показателями развитых. Влияние богатых в основном в богатые. Вместо этого торговый оборот между развивающимися странами теперь увеличивается все быстрее, и сейчас он достигает более половины всего их экспорта. В целом развивающиеся экономики сегодня поставляют больше в Китай, чем в США.

Некоторые эксперты оспаривают такие выводы. Они утверждают, что эти данные главным образом отражают импорт в Китай компонентов для дальнейшей сборки, а затем готовый товар экспортируется в США, и потому на них также повлияет замедление экономического роста. В этом есть некоторая доля истины. Однако, как отмечают аналитики компании BCA Researh, экспорт азиатских товаров в КНР все сильнее определяется спросом на ее внутреннем рынке. К тому же все большую часть экспорта развивающихся стран составляет сырье, продаваемое в Китай.

Приложение 1

Рекомендации по подготовке презентации

(выдержки из учебно-методического пособия Ненашева пособие по подготовке к устному выступлению-презентации. Спб ф ГУ-ВШЭ, 2009)

SECTION 1. GENERAL RECOMMENDATIONS

Introduction

Presentations and reports are ways of communicating ideas and information to a group. But unlike a report, a presentation carries the speaker's personality better and allows immediate interaction between all the participants. A good presentation has:

Content - It contains information that people need. But unlike reports, which are read at the reader's own pace, presentations must account for how much information the audience can absorb in one sitting. Structure - It has a logical beginning, middle, and end. It must be sequenced and paced so that the audience can understand it. Where as reports have appendices and footnotes to guide the reader, the speaker must be careful not to loose the audience when wandering from the main point of the presentation. Packaging - It must be well prepared. A report can be reread and portions skipped over, but with a presentation, the audience is at the mercy of a presenter. Human Element - A good presentation will be remembered much more than a good report because it has a person attached to it. But you still need to analyze if the audience's needs would not be better met if a report was sent instead.

1. PREPARING THE PRESENTATION

Can you name the 3 most important things when giving any presentation?

Number 1 is. . . Preparation

Number 2 is. . . Preparation!

Number 3 is. . . Preparation!!

PREPARATION IS EVERYTHING!

With good preparation and planning you will be totally confident and less nervous. And your audience will feel your confidence. Your audience, too, will be confident. They will be confident in you. And this will give you control. Control of your audience and of your presentation.

WHY? WHO? WHERE? WHEN? HOW? WHAT?

WHY? Objective

Before you start to prepare a presentation, you should ask yourself: "Why am I making this presentation?" Do you need to inform, to persuade, to train or to sell? Your objective should be clear in your mind. If it is not clear in your mind, it cannot possibly be clear to your audience.

WHO? Audience

"Who am I making this presentation to?" Sometimes this will be obvious, but not always. You should try to inform yourself. How many people? Who are they? Business people? Professional people? Political people? Experts or non-experts? Will it be a small, intimate group of 4 colleagues or a large gathering of 400 competitors? How much do they know already and what will they expect from you?

WHERE? Venue

"Where am I making this presentation?" In a small hotel meeting-room or a large conference hall? What facilities and equipment are available? What are the seating arrangements?

WHEN? Time and length

"When am I making this presentation and how long will it be?" Will it be 5 minutes or 1 hour? Just before lunch, when your audience will be hungry, or just after lunch, when your audience will be sleepy?

HOW? Method

How should I make this presentation?" What approach should you use? Formal or informal? Lots of visual aids or only a few? Will you include some anecdotes and humour for variety?

WHAT? Content

"What should I say?" Now you must decide exactly what you want to say. First, you should brainstorm your ideas. You will no doubt discover many ideas that you want to include in your presentation. But you must be selective. You should include only information that is relevant to your audience and your objective. You should exclude all other ideas. You also need to create a title for your presentation (if you have not already been given a title). The title will help you to focus on the subject. And you will prepare your visual aids, if you have decided to use them. But remember, in general, less is better than more (a little is better than a lot). You can always give additional information during the questions after the presentation.

Notes

When you give your presentation, you should be - or appear to be - as spontaneous as possible. You should not read your presentation! You should be so familiar with your subject and with the information that you want to deliver that you do not need to read a text. Reading a text is boring! So if you don't have a text to read, how can you remember to say everything you need to say? With notes. You can create your own system of notes. Some people make notes on small, A6 cards. Some people write down just the title of each section of their talk. Some people write down keywords to remind them. The notes will give you confidence, but because you will have prepared your presentation fully, you may not even need them!

Rehearsal

Rehearsal is a vital part of preparation. You should leave time to practise your presentation two or three times. This will have the following benefits:

you will become more familiar with what you want to say you will identify weaknesses in your presentation you will be able to practise difficult pronunciations you will be able to check the time that your presentation takes and make any necessary modifications

So prepare, prepare, prepare! Prepare everything: words, visual aids, timing, equipment. Rehearse your presentation several times and time it.

2. STRUCTURE

A well organised presentation with a clear structure is easier for the audience to follow. It is therefore more effective. You should organise the points you wish to make in a logical order. Most presentations are organised in three parts, followed by questions:

Beginning	Short introduction	welcome your audience introduce your subject explain the structure of your presentation explain rules for questions
Middle	Body of presentation	present the subject itself
End	Short conclusion	summarise your presentation thank your audience invite questions
Questions and Answers

As a general rule in communication, repetition is valuable. In presentations, there is a golden rule about repetition:

Say what you are going to say, say it, then say what you have just said.

In other words, use the three parts of your presentation to reinforce your message. In the introduction, you tell your audience what your message is going to be. In the body, you tell your audience your real message. In the conclusion, you summarize what your message was.

We will now consider each of these parts in more detail.

Introduction

The introduction is a very important - perhaps the most important - part of your presentation. This is the first impression that your audience have of you. You should concentrate on getting your introduction right. A good presentation often starts out with an icebreaker such as a story, interesting statement or fact, joke, quotation, or an activity to get the group warmed up. The introduction also needs an objective, that is, the purpose or goal of the presentation. This not only tells you what you will talk about, but it also informs the audience of the purpose of the presentation.

The following table shows examples of language for each of the following functions. You may need to modify the language as appropriate.

Function	Possible language
1 Welcoming your audience	Good morning, ladies and gentlemen Good morning, gentlemen Good afternoon, ladies and gentleman Good afternoon, everybody
2 Introducing your subject	I am going to talk today about... The purpose of my presentation is to introduce our new range of...
3 Outlining your structure	To start with I'll describe the progress made this year. Then I'll mention some of the problems we've encountered and how we overcame them. After that I'll consider the possibilities for further growth next year. Finally, I'll summarize my presentation (before concluding with some recommendations).
4 Giving instructions about questions	Do feel free to interrupt me if you have any questions. I'll try to answer all of your questions after the presentation. I plan to keep some time for questions after the presentation.

Body

The body is the 'real' presentation. If the introduction was well prepared and delivered, you will now be 'in control'. You will be relaxed and confident.

The body should be well structured, divided up logically, with plenty of carefully spaced visuals.

Remember these key points while delivering the body of your presentation:

do not hurry be enthusiastic give time on visuals maintain eye contact modulate your voice look friendly keep to your structure use your notes signpost throughout remain polite when dealing with difficult questions

Conclusion

The following table shows examples of language for each of these functions. You may need to modify the language as appropriate.

Function	Possible language
1 Summing up	To conclude,... In conclusion,... Now, to sum up... So let me summarise/recap what I've said. Finally, may I remind you of some of the main points we've considered.
2 Giving recommendations	In conclusion, my recommendations are... I therefore suggest/propose/recommend the following strategy.
3 Thanking your audience	Many thanks for your attention. May I thank you all for being such an attentive audience.
4 Inviting questions	Now I'll try to answer any questions you may have. Can I answer any questions? Are there any questions? Do you have any questions? Are there any final questions?

Questions

Keep cool if a questioner disagrees with you. You are a professional! No matter how hard you try, not everyone in the world will agree with you!

Although some people get a perverse pleasure from putting others on the spot, and some try to look good in front of the boss, most people ask questions from a genuine interest. Questions do not mean you did not explain the topic good enough, but that their interest is deeper than the average audience.