Учебно-методический комплекс по дисциплине иностранный язык делового общения
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Economic development In a global market, the odds can seem stacked in favour of the big players. It is the corner shop against the chain store. The top universities are "global institutions, they can attract the best staff, they have links with business, they extend beyond their location", said Keith Herrmann, who is working on a Commonwealth-supported project to make Uganda's universities more attractive to students in east and southern Africa. In contrast, he says that for many universities in Africa, without such links and leverage, the "benefits of globalization are elusive"."Universities are vital, fundamental to getting skilled individuals, it's crucial to economic development," he says, but many African universities are missing out on the upward cycle of more investment, more research and attracting more international students. But there are signs of hope. "There is a change, it's becoming much more open, there is less repression," said Professor Mkandawire. He says there is recognition that switching investment away from universities had been a mistake, which was now being reversed."There are islands of good performance emerging," he said. But he warned that progress was going to take many years of hard work. Section 3. Writing “So much of what we call management consists of making it difficult for people to work” Do you agree with this opinion? Why?/ Why not? Write an essay of not more than 200 words. Section 4. Speaking. Discuss the importance of change management with your partner. Section 5. Translation. Translate the text into Russian. Training your team As a customer care trainer who works with companies of all shapes and sizes, I’m well aware of the ‘extreme cautiousness’ with which most organizations are approaching any purchases – especially when it comes to training their employees to be and do their best. As I see it, there are three main challenges: 1) They have a small training budget – or perhaps no budget for training at all. 2) They’ve downsized, making it difficult for anyone to be away from their desks to attend training sessions for any length of time. 3) Even if they’ve bounced back from tough times, they don’t completely trust that the market will bounce back. As one of my prospective clients put it, “I have to check with my boss when I want to purchase a pencil.” Meanwhile, employees suffer from the stress of the worry and of the extra workloads they carry. That stress affects their relationships with each other and, of course, the experience they provide to their customers. And we all know how negative experiences can erode the bottom line. Test 3. Section 1. Listening. Task 1. Listen to an interview with a famous economist. Use the information from the interview to complete the gaps in the sentences below. Use NOT MORE THAN THREE words. Tape script. Interviewer: Your book discusses the shaper and adapter models. How should strategists think about shaping and adapting in these times? Economist: That depends on how prepared or fortunate you were going into this downturn. No one player can shape the fundamental uncertainties that are driving global capital markets. Interdependent players all over the world are making decisions. No one player—not even a Warren Buffett—can say, “You know, I feel great about things,” and change the dynamics all that much. So in some sense, everyone has to adapt to that macro uncertainty. When it comes to fundamental strategic decisions, the paradox is that for a lot of companies in the most uncertain environments, there’s actually very little uncertainty about what they’re going to do. The situation is very clear because of the condition of their balance sheets. They really have to hunker down. They just don’t have the degrees of freedom to think about fundamental changes in their strategy. On the other hand, there are the fortunate few that have very healthy balance sheets, aren’t so dependent on financing today, and don’t hold a lot of bad assets. They have a real interest in shaping opportunities. Again, they cannot shape the macro environment; they must adapt to that. However, they can fundamentally reshape their industry landscapes with bold M&A plays, R&D that others can’t finance, and entry into new markets. They can make bold moves that may shape the way their markets and industries play out for many years to come by fundamentally changing the competitive dynamics or product positioning. They do have degrees of freedom and thus the opportunity to be successful shapers. Interviewer: Who are these fortunate few? Economist: They tend to be companies with business models that generate a lot of cash and don’t have much debt. That would include a lot of high-tech companies and service businesses in general, which tend to scale up through people rather than through $100 million plants. Similarly, some businesses in the energy, utilities, and telecom sectors rely on fully depreciated assets generating a lot of operating cash. So the fortunate companies are in sectors that have real cash cow businesses, even if these companies can’t completely escape the profitability and growth challenges that will be difficult for any company to avoid in the near future. 1. The speaker mentions … as a person of influence among the players of the global financial market. 2. The speaker thinks that many companies face a paradoxical situation when they do not have enough … to make any fundamental changes in their strategy despite the uncertainty of the market environment. 3. The speaker says that even successful companies cannot change the macroeconomic environment but can only … . 4. The speaker mentions the companies from the three sectors - … - which succeed due to huge amounts of operating cash they generate. Section 2. Reading Task 1. Read the text. Mark the statements below the text as TRUE or FALSE. How to Be a Better Team Contributor More and more often, employees are expected to contribute to the performance and success of their work teams. While it sounds great on paper, it isn't all that easy to work in a team, since often team members are different in style, attitude, commitment and work ethic. If you are a work team member, supervise, manage or lead a team, take a good look at these tips and hints which will make it easier for team members to contribute more productively to their teams, and decrease friction among team members. Stay tuned to the Teamwork File, though, because we have more suggestions on this topic! Stop the Blaming Cycle Often teams get bogged down in blaming members when things go wrong. As a team member you can do two things to stop this wasteful and destructive team behavior. First, eliminate blaming language you may use. Replace blaming and finger-pointing comments or questions with a focus on solving problems, or preventing problems. Second, if other team members get into the blaming cycle, step in and "turn" the conversation back to a constructive approach. For example, here's a good phrase: "Ok, maybe we could save some time here by trying to ensure that the problem doesn't happen again, so what can we do to prevent it next time?" Focus on the Present and Future This is related to the blaming cycle. Don't dwell on the past. Use the past (successes and team failures) to help the team determine where they need to go to improve. You can't change the past -- you can only use it to learn from. Stop Back Channel Talk Talking about a team member in private with other team members usually involves a blaming process. While sometimes it's good to vent frustration about a fellow team mate, you shouldn't be doing it within the team. It's counterproductive, and harmful. Stop doing it unless you have a specific, constructive reason for doing so. Personal Responsibility Take responsibility for your behavior and the results that your team produces, but NOT the behavior of your team mates. When you take responsibility for another member's actions, you will tend to want to change your team mate, something that often creates dissension. Finally, focus on YOUR contributions. Don't spend your time thinking about or telling team mates what THEY should be doing for the team. Think about what you can contribute, and how you can contribute more effectively. Then do it. For example, if you have a great suggestion, don't dump it in the group with the expectation that someone else will implement it. You offer to do it...after all it's your suggestion. 1. Team members should first find whom to blame for the problems in the company and then start solving them. 2. Team members should use the past experience in order to prevent future mistakes. 3. Each team member is responsible for the results of the whole team. Task 2. Read the text. Find the information in the text which is necessary to answer the questions below. When Teams aren't Important or Desirable On the surface of it, it would appear that effective teams are always good, and that it is always worthwhile to invest in team-building activities. That worries me. So far I have found nothing that works as a panacea for the ills of everything, particularly in the area of organization improvement. We know that teams don't always make the workplace better, in terms of work climate or productivity. The North American effort to transplant Japanese Quality Circles has taught us that at least some team-building efforts can result in chaos and negative outcomes. So that we don't become blindly enamored with the notion of teams we need to look at whether there are situations where a team-based workplace may not be effective, and where investment in team-building activities may be a wasted investment. When organization improvement efforts "go wrong", it is often because implementors forget that anything that occurs in an organization exists within an organizational system, or context. When we forget this, and don't consider related parts of the system, we get into trouble. Teams work within an organizational context that will either support teamwork or discourage it. In some cases, other factors in an organization will totally preclude effective teamwork, and can suggest that a team-based workplace is inappropriate. Some tasks require teamwork, while some tasks are best done by a single individual working alone. Some require a mix. If you have a predominance of job tasks that are best done independently, then productivity can suffer if you try to shoehorn them into a team situation. Writing is an example of a task that is best carried out by a single individual. Having more than one person working simultaneously on the same piece of work is likely to stop effective writing in its tracks, because teamwork disrupts a process that occurs primarily in a single brain. Putting together an entire magazine, however, is an example of a mixed task. Some parts of the process, particularly the creative components, benefit from team involvement, and all tasks depend on team coordination. Fire-fighting, however, is best done by a highly integrated team, because it is complex, and the safety of all depends on the ability of members of the team to act in a concerted way. That's way we rarely hear of the superstar firefighter. 1. What Japanese management methods did not work in the North American environment? 2. What task does the author mention as the one that is better performed individually? 3. What task does the author mention as the one that is better performed in a mix of individual and team work? 4. What task does the author mention as the one that is better performed by a team? Task 3. Analytical reading/ rendering. Read the text. Render it in Russian. Analyze the issues discussed in the text and the arguments proposed by the author. Make a conclusion. Sport and business team up for social change By Bill Wilson Business reporter, BBC News Sport and corporate social responsibility is an idea that has been fighting to establish itself in the past few years. It emerged as a theme in the latter part of the last decade, as sport and business found ways to work together towards social change. But the concept was in danger of being stopped in its tracks by the global economic downturn. At the same time, for those projects that did manage to get off the ground, there was the danger of cynics seeing them as a cheaper option to traditional forms of sport sponsorship. However, there is now a feeling that sport and CSR is moving close to the heart of the sponsorship agenda in its own right. Sport, firms involved in sport business, worthwhile social projects - all are looking to come closer together. 'Growing relationships' "With the London 2012 Olympic Games a year away, and the legacy issues surrounding that event, the subject is obviously a very topical one," says Keir Gordon, of sports law practice Charles Russell, whose clients include Manchester United, Bolton Wanderers and Mercedes. "What is clear to us, in our work in sport and with corporate clients, is that the relationship between sport and business around corporate social responsibility projects is a growing area." And all participants are agreed that it is about more than simply giving money. One project has seen car giant Ford working with UK football anti-racism campaign Kick It Out, engaging young people around the company's plant at Dagenham, outside London. The partnership, which aims to educate young people around the east of London on diversity and other issues, enjoys the involvement of current and former players such as Luther Blissett, Kieron Dyer and Bobby Barnes. 'Power for change' Heading up Kick It Out's side of things is former Aston Villa, Celtic, Pisa, Charlton, Luton and Chelsea player Paul Elliott. "Our campaign is about using the power of football to make meaningful, sustainable change," Mr Elliott told a Sport Business Group conference discussing Sport and Social Responsibility. "Sport is finally realizing how important corporate social responsibility projects are." He said that in the past two years, there had been 25,000 community visits by footballers, including anti-racism projects and visits to prisons. "Football is a powerful brand for change, not just in the short and medium term, but in the long term," says Mr Elliott. "A partnership with the right brand, such as Ford, was very important to us. We don't want to be associated with brands which just talk about CSR, but with ones who want to align their own objectives alongside ours." Every year Ford, which has been a Champions League sponsor since its inception in 1992, and Kick It Out hold a number of events, promoting a message of "respect, inclusion and diversity" to youngsters. "It is absolutely something that we still want to commit to, and we have remained committed through some challenging times in the past, and will be no doubt in the future," says Mitra Janes, diversity and inclusion manager of Ford. "But there are lots of different ways that we can reach out to our communities - through giving up our own time as employees and volunteering to help a whole range of institutions. "It is not just about handing over cash, it is about touching as many different people in as many different ways in the communities in which we operate." New model Another organization that supports projects using sport's potential to improve lives is Beyond Sport, which aims to facilitate relationships between sports projects and business backers. In fact, its raison d'etre is to raise money and services from corporations around the globe, which are then awarded to projects Beyond Sport deems the most suitable. Partners include Barclays, Time magazine, United airline, Unicef, Price Waterhouse Coopers and Heidrick & Struggles. Beyond Sport will back seven community projects around the globe each year, and it estimates the packages can each be worth approximately $200,000 when the services element is taken into account, although the cash element comes in at about $15,000. "I think this model of sponsorship, with a social element, will be the model of sport sponsorship over the next 20 years," says the man behind Beyond Sport, Nick Keller. "I don't think we will see many blue-chip brands take up sponsorship in future without a social element."Sport, and sport for development, offers a corporate social responsibility vehicle that allows brands to market themselves in a different way." He says firms involved, such as PWC, which is in the process of supporting a number of Beyond Sport initiatives around the world, can see benefits for their staff too. And the 40-year-old former rugby player agent denies the CSR strand has vanished off the agenda, saying it has, if anything, become stronger in the past few years. "Brands are now looking to engage employees, shareholders, clients and customers, in a more serious discourse about wider engagement with society," he insists. "This is not just about charity, or corporate giving - it is good business to do 'good business'." |
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