Раздел IV контрольные работы контрольная работа№1 (Вариант 1)

Task 1. Read and translate text 1 and use the information from the text to answer the questions about your Master’s program. Write your answers using the vocabulary in bald from text 1.

1. What is Bologna process? What is its purpose?

2. When did Russia join the Bologna process?

3. What is your first degree?

4. What is the name of your Master’s degree? What is your field of study?

5. What is the type of your Master’s degree?

6. How long is your Master’s program?

7. Do you have to write a thesis?

8. Which disciplines are included in the syllabus of your Master’s program?

9. Why did you decide to enroll on your Master’s program?

Task 2. Translate the paragraphs in bald into Russian.

HOW TO BE A GREAT MANAGER

At the most general level, successful managers tend to have four characteristics:

they take enormous pleasure and pride in the growth of their people;

• they are basically cheerful optimists - someone has to keep up morale when setbacks occur;

• they don't promise more than they can deliver;

• when they move on from a job, they always leave the situation a little better than it was when they arrived.

The following is a list of some essential tasks at which a manager must excel to be truly effective.

Great managers accept blame. When the superior from the head office visits and expresses displeasure, the great manager immediately accepts responsibility. In everyday working life, the best managers are constantly aware that they selected and should have developed their people. Errors made by team members are in very real sense their responsibility.

Great managers give praise. Praise is the most under-used management tool. Great managers are forever trying to catch their people doing something right, and congratulating them on it. And when praise comes from outside, they are swift not merely to publicise the fact, but to make clear who has earned it. Managers who regularly give praise are in a much stronger position to criticise or reprimand poor performance. If you simply comment when you are dissatisfied with performance, it is all too common for your words to be taken as a straightforward expression of personal dislike.

Great managers anticipate people's dissatisfaction: very few people are comfortable with the idea that they will be doing exactly what they are doing today in 10 years' time.

Great managers put themselves about: most managers now accept the need to find out not merely what their team is thinking, but also what the rest of the world, including their customers, is saying. So MBWA (managing by walking about) is an excellent thing, though it has to be distinguished from MBWAWP (management by walking about - without purpose), where senior management wander aimlessly, annoying customers, worrying staff and generally making the nuisance of themselves.

Great managers judge on merit. It's virtually impossible to divorce your feelings about someone - whether you like or dislike them - from how you view their actions. But suspicions of discrimination or favouritism are fatal to the smooth running of any team, so great managers accept this as an aspect of their work that really needs to be worked on.

Great managers exploit strengths, not weaknesses, in themselves and in their people. Weak managers feel threatened by other people’s strengths. Great managers have no truck with the destructive thinking. They see strengths in themselves and in their people as things to be built on, and weaknesses as something to be accommodated, worked on and, if possible, eliminated.

Great managers make things happen. The old-fashioned approach to management was rather like the old-fashioned approach to child-rearing: “Go and see what the children are doing and tell them to stop it!” Great managers have confidence that their people will be working in their interests and do everything they can to create an environment in which people feel free to express themselves.

Great managers make themselves redundant: not as drastic as it sounds! What great managers do is learn new skills and acquire useful information from the outside world, and then immediately pass them on, to ensure that if they were to be run down by a bus, the team would still have the benefit of the new information. No one in the organisation should be doing work that can be accomplished equally effectively by someone less well paid than themselves. So great managers are perpetually on the look-out for higher-level activities to occupy their own time, while constantly passing on tasks that they have already mastered.

Task 2. Find words and expressions that mean:

1. a problem, something that stops or reserves the progress (n.)

2. a boss, a superior (n.)

3. to do better than others (v.)

4. quick, fast, prompt (adj.)

5. express disapproval to a person severely and officially (v.)

6. a person that causes a trouble or offence (n.)

7. causing, ending in death or disaster (adj.)

8. having a strong or violent effect (adj.)

9. to succeed in doing something(v.)

Task 3. Answer the following questions.

1. Why is it important for a great manager to be able to accept responsibility?

2. Why is praise considered to be the most under-used management tool?

3. What is meant by anticipating people’s dissatisfaction? How does this quality help managers deal successfully with employees?

4. What’s the difference between MBWA and MBWAWP?

5. What’s the main difference between a great manager and a weak one?

6. How can employees benefit when a great manager makes himself redundant?

7. What other qualities (personal traits) are important for a successful manager (apart from mentioned in the text)? Enumerate them.

Task 4. Translate the following statements, mark them “true” or “false” and write out the information from the text to prove your decision.

1. Successful managers are happy when their staff make progress in the company.

2. Successful managers try to be positive even when times are difficult.

3. Successful managers tell head office if any of their staff make mistakes.

4. Successful managers praise their staff as often as they can.

5. Successful managers encourage their staff to speak out if they are unhappy.

6. Successful managers make sure they know what’s going on outside their organization.

7. Great managers don’t want and never deal with their employees’ weaknesses.

8. Great managers never dislike any member of their staff.

9. Successful managers concentrate on their employees’ weak points and reprimand their poor performance.

10. Successful managers enjoy new challenges.

11. Successful modern managers wander around the office and tell their staff to stop doing something they don’t like.

12. Successful managers find it easy to delegate authority.

13. Higher-level employees in an organization should often do work that a less-paid employee can cope with.

14. Great managers create good working environment for their employees’ self-fulfillment and self-expression.

Task 5. Write all possible root words of the following words from the text and translate them into Russian.

Management, dissatisfaction, develop, displeasure.

Task 6. Choose the right tense form of the verb.

1. In the 70s and 80s, most managers (1) expected / have expected to continue working until retirement at sixty or sixty-five. But now, the situation (2) changed / is changing. Since the beginning of the 90s, many managers in their forties and fifties (3) lost / have lost their jobs.

2. Sometimes the reason for making managers redundant is a company buy-out or restructuring. Also, the recession of the late 1980s and early 1990s (4) caused / has caused many redundancies. But it is also true that fixed-term contracts (5) becomes / are becoming more popular, and many companies (6) prefer / are preferring younger managers.

3. The result is that large numbers of unemployed managers (7) are still looking / still look for work now. And, for those who are over fifty years old, it’s not certain that they (8) are finding / will find full-time employment again.

4. What can a manager (9) does / do in this situation? One important lesson is that every manager must be ready for change. You know that you (10) go / are going to the office tomorrow morning, but you can’t be certain that your job (11) will exist / is existing a year from now.

Task 7. Complete the sentences using the information below.

1. Renate … in 1969. 2. … from 1989 to 1995. 3. In 1996 …. 4. Since 1998 …. 5. … since February 2000. 6. Pierrre… in 1955. 7. From 1976 to 1982 …. 8. After this … from 1982 to 1990. 9. In 1990 … Biofoods. 10. … head of Export Sales in Basle since 1994.

Biofoods International, HQ, Basle, Switzerland Export department staff for the current year Renate b. 1969, Karlsruhe, Germany; 1989-1995 Economics and Computing, Univ. Munich; 1996 joined Biofoods as computer operator; 1998 trainee manager; February 2000 responsible for Southern Europe. Pierre b. 1955, Amience, France; 1976-1982 electrical engineering Univ. Nates; 1983-1990 General Electronics San Diego, USA; 1990 joined Biofoods France; head of Export Sales in Basle since 1994

Task 8. Put the verbs in brackets in the right tense form Present Simple, Present Continuous, Future Simple, Future Continuous, Future Perfect или Future Perfect Continuous (Active).

1. Will you be able to find out when the first plane to Paris … (leave)? 2. Tomorrow, I … (ask) the boss for a rise and that’s definite! 3. By the time I retire, I … (work) here for 10,000 working days. 4. She … (fly) to Spain on Tuesday to meet our clients in Seville. 5. I … (put) the documents in the post to you first thing tomorrow. 6. Please, don’t disturb me for the next half hour, I … (phone) Tokyo. 7. Excuse me, Mr. Grey, when … you … (write) to our Chinese clients? 8. While you … (be) in Stockholm, … you … (see)Mr. Olsson? 9. Don’t worry, I’m sure the spare parts … (arrive) soon.

Task 9. Put the sentences in the Passive Voice. Translate the sentences into Russian.

1. The corporation’s sales and service organization covers the country. – The country …. 2. We enclose payment together with our order. – Payment …. 3. The customer will receive the delivery on Friday. – The delivery …. 4. They had notified him before the invoice arrived. – He …. 5. FCS are only marketing their new dental equipment in Europe. – FCE’s new dental equipment …. 6. They have enlarged the premises since my last visit. – The premises …. 7. According to a recent report the group is making similar investments in other parts of the world. – Similar investments …. 8. The clerk finally found the notes under the filing cabinet. – The notes …. 9. We will produce the components at our French factory. – The components …. 10. We will reduce costs if we use less paper. – The costs …

Task 10. Put the sentences into the Active Voice.

1. The first fax machines were installed in 1988. – The firm …. 2. Further modifications will be made to this service to other customers. – The suppliers …. 3. The systems are easily operated by ordinary office staff. – Ordinary office staff …. 4. The new software can be mastered easily in a couple of days. – You …. 5. Increased productivity has been achieved by using better trained staff. – Using better trained staff …. 6. The invoices are now sent out a week earlier. – The department …. 7. Better results can only be achieved if you work harder. – You …. 8. The new note-taking method will be introduced in our office. – We …. 9. He wasn’t warned about the dangers of not co-operating with the personnel manager. – I …. 10. All relevant information about the meeting was supplied in advance. – The organizers ….