Английский 11 упражнений 3 семестр
| Цена, руб. | 300 |
| Номер работы | 3266 |
| Предмет | Иностранные языки |
| Тип работы | Контрольная |
| Объем, стр. | 6 |
| Оглавление | КОНТРОЛЬНАЯ РАБОТА (III семестр) для студентов направления «Менеджмент» Работа с текстом Global careers Ideally it seems a global manger should have the stamina of an Olympic runner, the mental agility of Einstein, the conversational skill of a professor of languages, the detachment of a judge, the tact of a diplomat, and the perseverance of an Egyptian pyramid builder. And that’s not all. If they are going to measure up to the demands of living and working in a foreign country, they should also have a feeling for the culture; their moral judgment should not be too rigid; they should be able to merge with the local environment; and they should show no signs of prejudice. Thomas Aitken According to Colby Chandler, the former Chief Executive of Eastman Kodak Company, “these days there is not a discussion or a decision that does not have an international dimension. We would have to be blind not to see how critically important international experience is.” International companies compete with each other for global executives to manage their operations around the world. Yet what it takes to reach the top of a company differs from one country to the next. For example, where as German and Swiss companies respect technical creativity and competence, British and French companies often view managers with such qualities as “mere technicians”. Likewise American companies value entrepreneurs highly, while their British and French counterparts often view entrepreneurial behaviour as highly disruptive. Similarly, whereas only just half of Dutch managers see skills in interpersonal relations and communication as critical to career success, almost 90 per cent of their British colleagues do so. Global management expert, Andre Laurent, describes German, British and French managers’ attitudes to management careers as follows: German managers, more than others, believe that creativity is essential for career success. In their mind, successful managers must have the right individual characteristics. German managers have a rational outlook; they view the organization as a co-ordinated network of individuals who make appropriate decisions based on their professional competence and knowledge. British managers hold a more interpersonal and subjective view of the organizational world. According to them, the ability to create the right image and to get noticed for what they do is essential for career success. British managers view organizations primarily as a network of relationships between individuals who get things done by influencing each other through communicating and negotiating. French managers look at organizations as an authority network where the power to organize and control others comes from their position in the hierarchy. French managers focus on the organization as a pyramid of differentiated levels of power. They perceive the ability to manage power relationships effectively and to “work the system” as critical to their career success. As companies integrate their operations globally, these different national approaches can send conflicting messages to success-oriented managers. Subsidiaries in different countries operate differently and reward different behaviours based on their unique cultural perspectives. The challenge for today’s global companies is to recognize local differences, while at the same time creating globally integrated career paths for their future senior executives. There is no doubt the new global environment demands more, not fewer, globally competent managers. Global experience, rather than side-tracking a manager’s career, is rapidly becoming the only route to the top. But in spite of the increasing demand for global managers, there is a potentially diminishing interest in global assignments, especially among young managers. A big question for the future is whether global organizations will remain able to attract sufficient numbers of young managers willing to work internationally. Упражнение 1 Прочитайте и устно переведите весь текст. Упражнение 2 Сделайте правильный выбор. 1. Выберите наиболее верное объяснение предложения “there is not a discussion or a decision that does not have an international dimension” (строчка 2). a) international issues are not often discussed when companies take decisions. b) international issues must always be considered when taking a business decision. II. Выберите наиболее верное объяснение фразы из текста “mere technicians” (строчка 10). a) people who have some technical skills but no management skills b) people who are excellent engineers Упражнение 3 Ответьте на вопросы по тексту. 1. What do international companies compete with each other for? 2. What do German and French companies respect? 3. How do British and French companies view entrepreneurial behaviour? 4. Creativity is essential for career success in the opinion of German managers, isn’t it? 5. What kind of view of organizational world do British managers hold? 6. Do French managers view organizations primarily as a network of relationships between individuals or a pyramid of differentiated levels of power? 7. How can different national approaches influence the activity of international managers? 8. Is an interest in global assignments growing among young managers? Упражнение 4 Сопоставьте термины на английском языке и их определения на русском языке. 1. stamina a) способность думать быстро и разумно 2. mental agility b) физическая или умственная выносливость при выполнении какого-либо дела 3. detachment c) способность быть вежливым и осмотрительным в том, что вы говорите или делаете 4. tact d) желание продолжать попытки выполнить сложную задачу 5. perseverance e) отсутствие эмоциональной вовлечённости во что-либо Упражнение 5 Подберите английские эквиваленты из текста для следующих словосочетаний на русском языке. Составьте свои предложения на английском языке с каждым словосочетанием. 1. разрушительное поведение 2. ориентированные на успех менеджеры 3. продвижение по службе 4. заводить в тупик 5. понижающийся интерес Упражнение 6 Сопоставьте глаголы с предлогами. Переведите их на русский язык. 1. based a) up to 2. compete b) on 3. have a feeling c) from 4. differ d) with 5. measure e) for Упражнение 7 Дополните предложения глаголами из упр. 6. 1. German managers take decisions … their professional knowledge. 2. The qualities most valued in managers … country to country. 3. To operate successfully in different countries you need to … good … different cultures. 4. In a global company, managers from different countries … each other for the top jobs. 5. Expatriates who don’t … to the demands of working and living abroad sometimes return from their foreign assignment early. Упражнение 8 Выпишите из текста три предложения с глаголом сказуемым в форме Present Simple, Present Continuous, Present Perfect. Переведите предложения на русский язык. Упражнение 9 Подчеркните неличные формы глагола (инфинитив, герундий, причастие I, причастие II) в следующих предложениях и определите их функцию в предложении. Переведите предложения на русский язык. 1. International companies compete with each other for global executives to manage their operations around the world. 2. German managers have a rational outlook; they view the organization as a co-ordinated network of individuals who make appropriate decisions based on their professional competence and knowledge. 3. British managers view organizations primarily as a network of relationships between individuals who get things done by influencing each other through communicating and negotiating. 4. The challenge for today’s global companies is to recognize local differences, while at the same time creating globally integrated career paths for their future senior executives. 5. But in spite of the increasing demand for global managers, there is a potentially diminishing interest in global assignments, especially among young managers. Упражнение 10 Письменно переведите I абзац текста (курсивом). Упражнение 11 Ответьте письменно на вопрос. What qualities from the list of Thomas Aitken do you consider the most important for a global manager? What other qualities can you add? Give reasons for your choice. |
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20.11
Виктория, большое вам спасибо! Очень быстро все, даже не ожидала ))
Екатерина -
11.11
Сергей, большое Вам спасибо, защитила на отлично! Сказали, хорошая работа. Этого бы не было без Ваше
Наталья -
01.11
Это все благодаря вам. Я уже по вашим материалам тут все изучаю. Спасибо огромное вам и автору! Гос
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