Деловой иностранный язык. Ирина Машукова
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Название: Деловой иностранный язык
Автор: Ирина Машукова
Издательство: СФУ
Жанр: Учебная литература
isbn: 978-5-7638-3296-9
isbn:
Take the case of the Eurotunnel. As Britain is now a member of the European Community, her trade with Europe is growing. Unlike the other members of the Community we are an island, separated by an inconvenient expanse of water. Do we build a bridge? Or a tunnel? What would be the advantages of a bridge? And the disadvantages? What sorts of tunnels are available? What would be the benefits of a road tunnel as compared to a train tunnel? How much would each of the alternatives cost? And how much would they cost to maintain? How much traffic could they take? How much revenue could they be expected to earn? And who would provide the funds? These were the questions which needed to be answered by the French and British governments and their respective entrepreneurs before any decisions could be made.
These are, of course, monumental decisions, but the basic principle is the same: the advantages and disadvantages of the various possible alternatives are weighed up and an option is chosen. That is how all our decisions are made.
Task 13. Talking Point 4 – Brain storming
▪ Consider three careers which might be available to you. Make a short list of the potential merits and demerits of each and then decide (and indicate) which of the careers you would prefer.
▪ Make a list of the likely merits and demerits of the Eurotunnel and then decide (and indicate) whether you think Britain do benefit from this venture.
▪ Consider where you will take your next holiday. Make a short list of the options and write under each the merits and demerits of each of the proposals. In the light of your analysis where do you think you will be taking your next holiday? Consult Speaking References p. 126–130.
While preparing, make up a table where you put down all the pros and cons.
Table 1
Available Careers: pros and cons
Task 14. Vocabulary 4
Read the passage filling in the blanks, using words from the list below:
The problems confronting a manager are likely to be and varied and it is not suggested they can always be ________ by reference to a rigid formula, but an analytical and ________ approach is certainly to be commended. Whether the decision ________ to personnel, finance or marketing, the ________of the process are the same.
First, the ________ must be defined. Where it is________ it may be necessary to break it down into parts. All the relevant facts should be and the various aspects of the situation brought together. Then the full ________of alternatives (or options) should be considered. A choice will have to be made between the alternatives and this ________ weighting up the pros and cons of each of the alternatives, before deciding on what ________ to be the best solution in the given circumstances. What is best in the ________ may not be so appropriate in the long-term – and vice versa.
In a business ________ the decisions will be made in terms of a ________ evaluation. The best alternative will either be the option which gives the greatest profitability, or the one which allows a given goal to be achieved with the ________expenditure.
At this ________ the decision is still in the mind and it now requires implementation. Subordinates need to be told what is ________ of them and their ________ need to be monitored to make sure they are ________ with the instructions.
Subordinates are often given the ________ to participate in the phases of the routine. They can information and usefully discuss a situation with their manager.
However, the ________ between the alternatives is the manager's prerogative, since he ________ responsible for outcome.
Task 15. Writing 2
Study the information given below about Juniper LTD and write a report. Consult Writing References, see Appendix III p. 134.
Juniper is a medium-sized company based in Norwich producing a variety of natural health foods in three separate factories around the town. The Personnel Director, Ben Walton, has recently seen some statistics on the subject of lateness and absenteeism among his workforce and they have displeased him. A summary of the figures for the last two years is shown here.
He has asked you as his newly appointed Personal Assistant to write him a brief but formal report (maximum 200 words) setting out your interpretation of these figures. He is considering the possibility of introducing flexible working hours at Juniper and would like to know what you see as the merits and demerits of this proposal. He would also like to know whether you have any other ideas on how the problems of absenteeism and lateness might be tackled.
You may include diagrams in your report if you wish.
Table 2
Juniper Ltd
Task 16. Reading 6
Getting started
▪ Work in groups of three and discuss what managers do, what their responsibilities are.
▪ Is controlling the only function of a manager? Can you think of other functions?
▪ Now read the text, check your ideas and title the text.
So you fancy yourself as a manager? You are not alone in having that ambition. What does it mean to be a manager? I suppose the first thought that comes to mind is that a manager gives orders and tells other people what to do. That is partly true. But it is not quite as simple as that. In fact, managers have to take orders as much as anyone else. The term ‘executive’ actually implies executing orders –orders perhaps not under their power to influence.
Every business has to decide where it is going. What it is trying to achieve. Words like objectives and targets are used in management theory. Whether these targets are related to items such as sales or budgets, they are broken down into sub-targets as they go further down the organisational hierarchy. The managers at the various levels in the structure are given these targets or objectives to achieve. Sometimes they are given considerable freedom to achieve the targets in the way they see the best. Sometimes their independence is limited, perhaps very limited.
Subject to these constraints a manager has certain clear-cut functions. First, he has to plan, to look ahead, to anticipate. When you drive a car you look as far ahead as you can to see what hazards lie ahead. If you see some children playing in the road ahead you start to slow down, check your breaks are working and generally watch for trouble. What would you think of a driver who-kept his eyes on the road – six feet in front of his bonnet? A manager who is able to anticipate problems has more chance of coping with them.
Another function of managers is to control. We have already seen that managers are expected to achieve targets of some sort or another. The manager has to keep these targets clearly in mind when he is involved in the decision-making process. Progress towards the targets needs to be monitored and any deviations corrected. It is a bit like the captain of a liner sailing across the Atlantic to New York. Every now and again he will check to see whether or not the ship is on course. СКАЧАТЬ