VIII. Опираясь на информацию текста, напишите на английском языке

о трех иерархических уровнях руководства в управленческой

деятельности ( 7 - 9 предложений).

IX. Озаглавьте каждый параграф текста. Из предложенных 7 вариантов

(a - g) выберите тот заголовок, который, по вашему мнению, наиболее

точно передает основное содержание параграфа; один из вариантов –

лишний.

Параграф 1 _________________________________________________

Параграф 2 _________________________________________________

Параграф 3 _________________________________________________

Параграф 4 _________________________________________________

Параграф 5 _________________________________________________

Параграф 6 _________________________________________________

a) Levels of Management

b) Definition of Management

c) The Four Meanings of Management

d) The Four Basic Functions of Management

e) Areas of Management

f) The Vice- President Roles

g) Decision - Making as a Management Function

X. Переведите текст контрольной работы № 5 на русский язык.

XI. Задайте к тексту 5-6 вопросов разного типа, отражающих его

основное содержание.

Text B

ЗАДАНИЯ К ТЕКСТУ

I. Прочитайте текст. Опираясь на информацию текста, найдите

ответы на следующие вопросы:

1. Why did the Federal Government of America rescue the Continental

Illinois Bank?

________________________________________________________

2. What are the two reasons that make people oppose to Government

support of private enterprises?

________________________________________________________

3. What are the two reasons that make people favour government support

of private firms.?

a.______________________________________________________

b. ______________________________________________________

II. Письменно своими словами изложите основное содержание текста

на русском языке.

III. Задайте к тексту 6 – 7 вопросов разного типа.

THE ROLE OF GOVERNMENT

In market economies

(1) Government plays an important role in the economy but there is a considerable disagreement among most Americans as to how active this role should be. The question of vital importance is whether government should help private businesses if they go bankrupt.

(2) There has been a lot of debates since 1984 when the nation’s seventh largest bank, Continental Illinois of Chicago was on the verge of bankruptcy. Government leaders feared that if bankruptcy were to occur, public confidence in the banking system of the country might fail. The situation was rather risky and resembled the one in early 1930’s when the collapse of public confidence in the banking system provoked the worst depression in the American history. So, under the circumstances the Reagan Administration decided to save Continental Illinois. It did this by investing $ 4.5 billion in the bank and promising to give as much additional money as necessary to restore the bank to financial health. In exchange the government was to receive 80 percent of Continental Illinois stock.

(3) Critics of government actions argued that government purchase of a private organization such as Continental Illinois was contrary to the spirit of American free enterprise. They also insisted that government should not interfere with the matters of private firms whatever their type or size was, but should let them either legally earn their profits or go bankrupt when they fail to run their business properly. Those who criticize the system say that it is extremely costly to taxpayers and unfair to the rescued firms’ competitors who had to make it all on their own. More than that, it contradicts with the working of America’s market economy.

(4) Supporters of government assistance alleged that the problem was far more serious than just a problem of one single bank. The Continental’s troubles threatened the economy of the country as a whole. For that reason the government was obliged to help Continental.

(5) As a matter of fact, Continental Illinois was not the first company to have been rescued by the federal government, though it was the costliest. In 1975 Washington put up to % 125 million to keep the Penn Central Railroad running. That same year the government also guaranteed a loan of up to $ 250 million to the Lockheed Corporation which was one of the nation’s most important manufacturers of civilian and military aircraft. It was on the brink of bankruptcy when the Nixon Administration decided to rescue it. The biggest government rescue of a private corporation took place in 1979 when the Carter Administration guaranteed $ 1.5 billion of loans to Chrysler Corporation, the nation’s third largest automobile manufacturer.

(6) Supporters of government actions are quick to remind that in each of these cases the rescued companies were restored to health and are now able to “ make it on their own”. Chrysler, Lockheed and Penn Central, for example, repaid their loans to the government with interest. They earned record profits and have been operating without government support ever since. Besides, it helped to keep jobs for thousands and thousands of workers.

Примечание:

on the verge of /

on the brink of на грани

stock (n) акции, акционерный капитал

argue (v) возражать, утверждать

allege (v) заявлять, считать

interest. (n) зд. банковский процент

Контрольная семестровая работа 5

Вариант 2

Text A

THE MANAGERIAL JOB

(1) There are many aspects to the job of a manager and there is no complete agreement as to what exactly the job of a manager is. Some focus on decision-making, especially the kind of decisions that cannot be easily programmed. Others draw attention to leadership styles with an emphasis on particular traits especially those dealing with innovation and risk – taking. Closely related to this approach is the discussion of powers, influence and manager control over the working environment and subordinates. An additional view on the managerial job is the behavior of managers, which concentrates on interrelationships between people, work and organization. Each of these viewpoints has its value.

(2) But despite different approaches to the nature of managerial job, there are three fundamental tasks that make up managerial activities: a) managing work and organization, b) managing people, c) managing production and operations. These three tasks are typical for managers of all types of organizations: business, government or education. Managers accomplish much of their work through other

people. Whether the organization is small or large, private or public, managers must make sure that the work of the organization gets done and the organization itself is managed. Programs must be planned, employees must be advised, and decisions must be made, the tasks must be assigned and authority must be taken. So, managers must know how to motivate, plan, and communicate; they must know interpersonal relations and the behavior of groups of people.

(3) The key responsibilities of managers relate to the five major functions of planning, organizing, directing, controlling and staffing which constitute the framework of managerial activities. Management functions are the set of activities typical for most managerial jobs. The planning function helps an organization define and meet its objectives. The outcome of planning is a plan, which is a written document that specifies the course of action the organization will take. The organizing function includes all managerial activities required to turn plans into action and accomplish the work of individuals, groups, and organizations. Controlling involves overseeing the actual job performance against the planned results. Staffing is forecasting of personnel needs, recruitment and selection, training and development of employees. Decision – making is the most important responsibility of a manager at any level. Decisions are mechanisms by which a manager seeks to achieve some desired state.

(4) In order to adequately and efficiently perform these functions, managers need a number of skills: conceptual skills, human skills, technical and organizational skills. However, a different mix is required, depending on the level of a manager in the hierarchy of the organization. Technical skill is the ability to use specific knowledge or techniques in performing work. All managers must have the technical skills of the people they manage in order to perform their management jobs. Human skill is a reflection of a manager’s leadership abilities: ability to work with, communicate with, and to understand others. While human skill is critical at every level in management, it probably is most important at the lowest level. Conceptual skill is the ability to see the big picture, the complexities of the overall organization and how the various parts fit together. The importance of conceptual skills increases as one rises in management level. Computer abilities are extremely important for all managers as it substantially increases a manager’s productivity.

(5) Managers perform ten different but closely related roles, which can be separated into three different groupings: interpersonal roles (figurehead, leader, and liaison), informational roles (monitor, spokesman, and disseminator), and decisional roles (resource allocator, negotiator, disturbance handler, and entrepreneur).

Примечание.

aspect (n) зд. характеристика; точка зрения

interrelationship взаимосвязь

inherent (adj ) присущий, неотъемлемый

figurehead (n) номинальный руководитель

ЗАДАНИЯ К ТЕКСТУ