Языковые средства воздействия в публицистических текстах бизнес-тематики (на материале английского языка)
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Harvard Business Review on Culture and Change / Levy P., Munck B. et al. – Harvard Business Press, 2002. – 179 p. Harvard Business Review on Customer Relationship Management / Prahalad C. K., Ramaswamy Patrica B., Lederer C., Katzenbach Jon R. et al. – Harvard Business Press, 2002. – 208 p. Harvard Business Review on Decision Making / Drucker P. F. et al. – Harvard Business Press, 2001. – 200 p. Harvard Business Review on Entrepreneurship / Bhide A., Sahlman W. et al. – Harvard Business Press, 1999. – 217 p. Harvard Business Review on Innovation / Christensen C. M., Overdorf M., MacMillan I. – Harvard Business Press, 2001. – 222 p. Harvard Business Review on Knowledge Management / Drucker P. F., Nonaka I. et al. – Harvard Business Press, 1998. – 223 p. Harvard Business Review on Leadership at the Top / Khurana R., Wiersema M. et al. – Harvard Business Press, 2003. – 176 p. Harvard Business Review on Leadership / Mintzberg H. et al. – Harvard Business Review, 1998. – 238 p. Harvard Business Review on Managing High-Tech Industries / Ianstin M., West J. et al. – Harvard Business Press, 1999. – 241 p. Harvard Business Review On Managing Projects / Matta F. N., Ashkenas R. N. et al. – Harvard Business Press, 2005. – 190 p. Harvard Business Review on Managing Through a Downturn / Coutu D. L., Rigby D. K. et al. – Harvard Business Press, 2009. – 206 p. Harvard Business Review on Managing Your Career in Tough Times / Banks J., Coutu D.L. et al. – Harvard Business Press, 2010. – 224 p. Harvard Business Review on Motivating People / Manville B., Kerr S. – Harvard Business School Publishing Corporation, USA, 2002. – 212 p. Harvard Business Review on Strategic Renewal / Immelt J. R., Stewart T.A. et al. – Harvard Business Press, 2008. – 207 p. Harvard Business Review on Strategies for Growth / Stalk G. Jr., Pecaut D. et al. – Harvard Business Review, 1998. – 213 p. Harvard Business Review on Teams That Succeed / Katzenbach J. R., Smith D. K. et al. – Harvard Business Press, 2004. – 208 p. Harvard Business Review on Women in Business / Hewlett S. A. et al. – Harvard Business Press, 2005. – 208 p. Harvard Business Review on Work and Life Balance / Friedman S. D., Christensen P., Degroot J. – Harvard Business Press, 2000. – 232 p. Harvard Business Review's 10 Must Reads on Change / Kotter J. P. et al. – Harvard Business Review, 2011. – 207 p. Harvard Business Review's 10 Must Reads on Leadership / Drucker P. F., Kotter J. P. et al. – Harvard Business Review, 2011. – 217 p. Harvard Business Review's 10 Must Reads on Managing Yourself / Christensen C. M., Drucker P. F. et al. – Harvard Business Review, 2011. – 288 p. Harvard Business Review's 10 Must Reads on Strategy / Porter M. E. et al. – Harvard Business Review, 2011. – 288 p. Perlman Alan M. Perfect Phrases for Executive Presentations. – The McGraw-Hill Companies, Inc. USA, 2006. – 220 p. Trump D. (with Meredith Mc Iver). The Way to Success. – John Wiley & Sons, Inc. Hoboken, New Jersey, 2007. – 208 p. Trump D., Meredith McIver How to Get Rich. – Ballantine Books, 2004. – 96 p. Приложение 1 «Основные виды речевого воздействия»
Приложение 2 Иллюстрация темы «Disruptive Self-Expression/Самовыражение, нарушающее общественные нормы» с помощью биографических примеров Отрывок из [Harvard Business Review on Change 1998 67-68]. Consider the case of John Ziwak, a manager in the business development group of a high-growth computer components company. As a hardworking business school graduate who’d landed a plum job, John had every intention of working 80-hour weeks on the fast track to the top. Within a few years, he married a woman who also held a demanding job; soon, he became the father of two. John found his life torn between the competing responsibilities of home and work. To balance the two. John shifted his work hours — coming into the office earlier in the morning so that he could leave by 6 pm. He rarely scheduled late-afternoon meetings and generally refused to take calls at home in the evening between 6:30 and 9. As a result, his family life improved, and he felt much less stress, which in turn improved his performance at work. At first, John’s schedule raised eyebrows; availability was, after all, an unspoken key indicator of commitment to the company. “If John is unwilling to stay past 6,” his boss wondered, “is he really committed to his job? Why should I promote him when others are willing and able to work all the time?” But John always met his performance expectations, and his boss didn’t want to lose him. Over time, John’s colleagues adjusted to his schedule. No one set up conference calls or meetings involving him after 5. One by one, other employees began adopting John’s “6 o’ clock rule”; calls at home, particularly during dinner hour, took place only when absolutely necessary. Although the 6 o’ clock rule was never formalized, it nonetheless became par for the course in John’s department. Some of John’s colleagues continued to work late, but they all appreciated these changes in work practice and easily accommodated them. Most people in the department felt more, not less, productive during the day as they adapted their work habits to get things done more efficiently-for example, running meetings on schedule and monitoring interruptions in their day. According to John’s boss, the employees appreciated the newfound balance in their lives, and productivity in the department did not suffer in the least. Tempered radicals know that even the smallest forms of disruptive self-expression can be exquisitely powerful. The story of Dr. Frances Conley offers a case in point. By 1987, Dr. Conley had already established herself as a leading researcher and neurosurgeon at Stanford Medical School and the Palo Alto Veteran’s Administration hospital. But as one of very few women in the profession, she struggled daily to maintain her feminine identity in a macho profession and her integrity amid gender discrimination. She had to keep her cool when, for example, in the middle of directing a team of residents through complicated brain surgery, a male colleague would stride into the operating room to say, “Move over, honey.” “Not only did that undermine my authority and expertise with the team,” Dr. Conley recalled later, “but it was unwarranted-and even dangerous. That kind of thing would happen all the time.”Despite the frustration and anger she felt, Dr. Conley at that time had no intention of making a huge issue of her gender. She didn’t want the fact that she was a woman to compromise her position, or vice versa. So she expressed herself in all sorts of subtle ways, including in what she wore. Along with her green surgical scrubs, she donned white lace ankle socks — an unequivocal expression of her femininity. In itself, wearing lace ankle socks could hardly be considered a Gandhian act of civil disobedience. The socks merely said, “I can be a neurosurgeon and be feminine.” But they spoke loudly enough in the stolid masculinity of the surgical environment, and, along with other small actions on her part, they sparked conversation in the hospital. Nurses and female residents frequently commented on Dr. Conley’s style. “She is as demanding as any man and is not afraid to take them on,” they would say, in admiration. “But she is also a woman and not ashamed of it.” 1 Подробнее с данной теорией можно ознакомиться на электронном ресурсе А.А. Котова www.harpia.ru 2Термин П.Б. Паршина. См., например, Паршин П. Б. Речевое воздействие: основные сферы и разновидности / Паршин П. Б. // Рекламный текст. Семиотика и лингвистика. – М.: Изд. дом Гребенникова, 2000. – С.55-73. 3Термин Е.В. Шелестюк. См.: Речевое воздействие: онтология и методология исследования: диссертация доктора филологических наук, – Челябинск, 2009, – С. 95. 4Цитируется по: Доценко Е. Л. Психология манипуляции. Феномены, механизмы, защита – М.: ЧеРо, Изд-во МГУ, 1996, – С. 180. 5Определение дается по Суперанская А.В., Подольская Н.В., Васильева Н.В. Общая терминология: Терминологическая деятельность. – М.: УРСС Эдиториал, 2005. – С. 67. 6Здесь и далее русский перевод дается по словарю Abbyy Lingvo, Electronic Dictionary, Build 14.0.0.390, кроме специально отмеченных случаев. 7См.: Данюшина Ю.В. Многоуровневый анализ англоязычного сетевого бизнес-дискурса: дис. ... доктора филологических наук, – М., 2011, – С. 14. 8 См., например 160. Трунова О. В. Природа и языковой статус категории модальности (на материале английского языка) Текст.: учеб. пособие / О.В. Трунова. Барнаул Новосибирск: Изд-во БГПУ, 1991. - 130 с. 9 Subjectivity is an essential criterion for modality. Modality could, that is to say, be defined as the grammaticalization of speakers’ (subjective) attitudes and opinions. 10 Курсив наш. |
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