Elena gordina. Business issues.

Пособие предназначено для студентов для студентов третьего курса неязыковых вузов, обучающихся по специальности «Переводчик в сфере профессиональной коммуникации». Пособие составлено на основе аутентичных источников. Цель пособия – сформировать умение читать, переводить, пересказывать и обсуждать тексты по специальности. Может быть использовано в качестве базового учебного материала.

Предисловие preface

Учебное пособие предназначено для студентов третьего курса неязыковых вузов, обучающихся по специальности «Переводчик в сфере профессиональной коммуникации». Пособие содержит аутентичные тексты, активную лексику и различные виды упражнений, способствующие развитию навыков устной речи.

Учебный материал организован в 10 блоков (Units), имеющих единую структуру.

Первый раздел (Section 1) KEY VOCABULARY включает базовую лексику, текст и тренировочные упражнения, направленные на проверку понимания прочитанного, а также на активизацию лексического минимума, представленного в тексте. Упражнения на перевод с русского языка на английский способствуют развитию навыков оформления высказываний на иностранном языке и требуют поиска переводческих соответствий.

Второй раздел (Section 2) SKILLS FOCUS предлагает дополнительную информацию по изучаемой теме и упражнения на закрепление и активизацию изученных лексических единиц. Данные задания носят творческий, коммуникативный характер и дают возможность студентам работать группами, инициируя необходимость выражать свои мысли на английском языке. Они могут использоваться для развития навыков спонтанной речи, как в монологической, так и в диалогической форме.

Третий раздел (Section 3) SUPPLEMENTARY READING включает тексты на перевод с английского языка на русский, которые также могут быть использованы для развития навыков просмотрового чтения, и с русского языка на английский.

UNIT 1. THE JOB AUDIT.

SECTION 1. KEY VOCABULARY.

Exercise 1. Match the words with their corresponding definitions.

to employ job to hire trait

employer job market salary requirement

employment economic growth fringe benefits qualification

title opportunity

1. the regular paid work that you do for an employer;

2. a person or company that pays people to work for them;

3. something that is needed for a particular activity;

4. to pay someone to work for you;

5. an increase in the value of goods and services produced in a country or area;

6. a skill, personal quality or type of experience that makes you suitable for a particular job;

7. work that you do to earn money;

8. the number and type of jobs that are available in a particular place;

9. a chance for you to do something successfully;

10. a name that describes a person’s job or position;

11. to employ a person or an organization for a short time to do a particular job for you;

12. money that you receive as payment from the organization you work for, usually paid to you every month;

13. distinguishing quality or characteristic;

14. an additional advantage or service given with a job besides wages.

Exercise 2. Read and translate the text.

The Individual Audit.

It is not selfish for you to think first about yourself when considering your future job. If you know what you want and need in a job, and you can obtain them, then your relationships with your employer, your family, and your friends will probably be satisfying because of your own contentment.

Take a few moments and become familiar with the primary communicator in your job search—you. This self-analysis will aid you in discovering your traits, your strengths, and your weaknesses. Think about what it is that you have to offer the potential employer and what it is you like and what you dis­like in a job. What are you specifically qualified to do? Writing these down, even in the form of lists, will help you inventory yourself.

The specific qualities of people can be placed into three basic trait catego­ries: physical traits, intelligence traits, and personality traits. Different kinds of employment call for people with different traits.

Perhaps like the computer dating analysis, it is necessary for you to match your individual traits with the characteristics that go with a particular job. If your traits do not fit a specific job, it does not mean you are a failure. It just means that you need to select a type of employment that calls for the traits you possess.

It is not necessary to make a value judgment as to whether those traits are good or bad. But it can be helpful to recognize honestly your traits and at­tempt to match them with a job you want.

The individual with the traits cited above is not going to be able to perform or enjoy a job that calls for locating in a smoggy metropolitan area, working odd hours day and night, reading volumes of material, and interacting con­stantly with fellow workers. But the traits listed might match very well with jobs that call for independent work, a steady work day, and intricate types of activities.

Before you ask an employer to hire you—make sure you know yourself and your work-related interests. You should also ask yourself how you feel about:

1. The size of the organization: do you prefer working in a large or in a small organization? Would you prefer being a small fish in a big pond, or would you like to become a big fish in a small pond?

2. What are your salary needs? Now? In the future?

3. How do you feel about the length of the working day? Overtime?

4. How do you feel about evening and weekend assignments?

5. Travel? How frequent?

6. Company dress regulations?

7. Fringe benefits offered?

8. Time spent in commuting?

9. Opportunities for advancement?

10. Types of people you like to work with?

11. Potential for transfer to other cities?

12. Level of job security offered?

Although all these are not involved directly in the job, they are items better thought about first and then discussed at the interview rather than after the job has been accepted. There is no point in locking yourself into a job that you will keep for only a few months . . . and being unhappy with in the bar­gain.

The Job Audit.

It is good to know yourself; but when considering employment, you do not operate in isolation. It is necessary to know and to understand the job mar­ketplace as well as the requirements of specific jobs.

The job market depends upon many things, such as the nature of the econ­omy, the number of people employed, the number of people in the job you want, the forecast for economic growth, and the changes in technology. With many factors influencing the job market, there are many excuses available to people who cannot find the job they want. But, with careful preparation and planning, there are no valid excuses for not landing a job. There are many opportunities for matching your qualifications with the wants of a prospec­tive employer.

Again, planning must be emphasized. It is estimated that about 90 percent of college students get jobs. But, almost one-fourth of them do not get the jobs they want. To avoid becoming one of the unhappy 25 percent, it is necessary to look at employment opportunities, your traits, and job requirements as early as possible.

In the initial job search, exactness is necessary. Remember, there are thousands of exact job titles. Your chance of getting the right job is increased if you are very clear in identifying the job you want. When seeking employment and advancement, vagueness is not a virtue.

Exercise 3. Give the definitions to the words in italics.

1. I’ve applied for a job with the BBC.

2. Every employer should spend money on training.

3. Part-time employment was often the only paid employment women could find.

4. The job market has been particularly weak for unskilled workers.

5. It is necessary to understand the job marketplace as well as the requirements of specific jobs.

6. Philips employs 256,400 people all over the world.

7. At 7% economic growth a year, the economy would double in size less than a decade.

8. Isobel has all the right qualifications to become a good manager.

9. This is an excellent career opportunity for a recent graduate.

10. Her official title is Human Resources Manager.

11. Before you ask an employer to hire you - make sure you know yourself and your work-related interests.

12. She’s on a salary of £ 28,000.

13. A competitive salary with fringe benefits will be offered.

14. It is necessary for you to match your individual traits with the characteristics that go with a particular job.

Exercise 4. Complete the passage using the following words and phrases:

employer, employment, hire, job, job title, job market, job requirements, job opportunities, qualifications.

Years ago individuals joined the 1... ... in their teens. A specified 2... was identified early and obtained. Or a son or daughter followed in a parent’s footsteps. Today, people are finding full-time 3... at a later age; there are infinitely more fields, and consequently more 4... ... available.

Remember, employers rarely 5... just managers, technicians, administrators, or other generalists. The 6... hires a person for an exact job.

Your local newspaper, state employment agency, and private employment firms are places to learn about 7... ... .When you read the classified ads, examine them with care. Don’t be taken in by the that promises «a minimum of $ 50,000 each year for the right person» but goes on to describe in vague terms the 8... ... .If you are twenty-one years old, and have only part-time experience, don’t waste your time (and employer’s) replying to an advertisement that calls for « ... a minimum of ten years’ experience as a financial officer for a major corporation ... salary to $ 60,000 based on 9... .»

Exercise 5. Match the words and phrases with their corresponding definitions:

1. a steady job

2. to hold down a job

3. to have a nine-to-five job

4. to be out of job

5. a top job

6. to be self-employed

7. to be in employment

8. to be job hunting

a. to keep a job

b. to have a job

3. a permanent job

4. to work regular hours

e. to look for a job

6. a high-ranking job

g. to be unemployed

8. to work independently

Exercise 6. Complete the sentences using the phrases (1-8) from Exercise 5. Change the form of the words where necessary.

1. After 10 years as a freelance journalist, she finally got a... ... working for The Sydney Morning Herald.

2. How long have you ... .... ...?

3. He has ... ... ... since last September.

4. She decided to leave a... ... in advertising to do charity work.

5. He’s never managed to ... ... a regular job.

6. Are you ... ... ?

7. I used to have a... in an office, but now I run my own business.

8. Penny became ... of a single company after several years on staff.

Exercise 7. Translate into English.

A. 1. Он наконец-то нашел постоянную работу.

2. Он старается не потерять работу, поэтому ему приходится много работать.

3. Ей уже давно не нравится то, что у нее нормированный рабочий день. Она мечтает о гибком графике работы.

4. Когда-то он был инженером на металлургическом заводе, а теперь он безработный.

5. Он занимает высокопоставленное служебное положение, т.к. он глава местной администрации.

6. Он работал на крупном промышленном предприятии, но когда предприятие закрылось, он стал работать на себя.

7. У вас сейчас есть работа? Неужели вы безработный?

8. Он ищет работу уже целый год. Когда-то у него была постоянная работа.

B. 1. Работодатель это частное лицо или компания, которые платят зарплату сотрудникам. Работодатель несет ответственность за безопасность труда рабочих.

2. Занятость это оплачиваемая работа на работодателя. Показатель занятости включает в себя работников, занятых полный рабочий день, и тех, кто работает неполный рабочий день.

3. Работа может быть в течение полного ил неполного рабочего дня, постоянной или временной.

4. Рынок труда является в основном неформальной системой, через которую заполняются рабочие места.

5.Зарплата это преобладающая форма оплаты труда. В силу традиции, работники, получавшие жалование ежемесячно, не имели права на оплату сверхурочных. Таким образом, получали зарплату в основном «белые воротнички».

6. Дополнительные льготы предоставляются своим работникам. Это льготы, отличные от зарплаты и премий. К таким льготам могут относиться пользование автомобилем компании, мед. Обслуживание или страхование.

7. Квалификационные требования это требования, предъявляемые к знаниям, навыкам, умениям, опыту нанимаемых работников.

8. Экономический рост это критерий экономического развития. Он выражается в росте валового внутреннего продукта и валового национального продукта на душу населения.

9. Рынок труда это сфера формирования спроса и предложения на рабочую силу. Через рынок труда осуществляется продажа рабочей силы на определенный срок.

10. Квалификация это степень профессиональной подготовки рабочих и служащих к выполнению конкретного вида работы. Ее составными элементами является теоретические знания работника, его практические навыки и профессиональное мастерство.

SECTION 2. SKILLS FOCUS.

Exercise 1. Match the following qualities with their definitions.

1. determined

2. optimistic

3. dynamic

4. aggressive

5. curious

6. easy-going

7. conservative

8. individualistic

9. creative

10. cautious

1. someone who likes to fight

2. someone who doesn’t take risks

3. someone who doesn’t like change

4. someone who has new ideas

5. someone who wants to know about everything

6. someone who won’t be stopped

7. someone with a lot of energy

8. someone who is relaxed and tolerant

9. someone who likes to do things their own way

10. someone who thinks everything will be OK

Exercise 2. Tell about people’s positive and negative qualities.

1. He is intelligent and well infirmed but volatile. He has lost his temper with colleagues more than once.

2. He is pragmatic, hard-working and imaginative, but sometimes he is inclined to steamroller over other people.

3. She is calm and mature for her years and a rapid learner, though sometimes over-cautious.

4. He is exceptionally able, but he has no sense of humor.

Exercise 3. Read the texts.

A. Tell if it is possible to work with these people.

Tarquin Perivale, Junior Accountant Executive.

He is late for work two or three times a week. He never finishes anything on time. He is always talking about how much better his last company was. He has asked about a large pay rise even though he is near the top of the scale for his job: “They can’t expect me to be really motivated unless the financial incentives are there.”

Annette Greenford, Office Manager.

She stays late every night – sometimes until midnight. She knows about everything that happens in the office. She thinks nobody does any work except her. She suggested a new system which will create more work for everybody: “These days clients expect us to be here any time they call. The weekly hours really should be classified as a minimum.”

Mark Hanwell, Copywriter.

He is always upsetting the women in the office with tactless remarks. He talks about sport all the time. He frequently comes in very tired because of late nights. He wants a promotion to Senior Account Executive (the highest-paid post in the department): “Somebody with my energy and imagination definitely ought to be in management.”

Jane Brentford, Art Director.

She can’t remember the names of people in her department. She always talking about big plans, but none of them come to anything. She loses her temper every time someone disagrees with her. She has been promoted to the Board of directors: “It’s been great working with you, and I’ll certainly make sure in my new job that you get credit for all the hard work you’ve put in.”

Tony Hayes, Accountant.

He is always criticizing people. He is obsessed with administration. He has no sense of humor. He has suggested a system of fining people for administrative errors: “Well, mistakes cost money and somebody has to pay for them. People should be more careful.”

Margaret Action, Designer.

She doesn’t listen to other people. She bullies the newer employees and is rude to the receptionist. She is always taking time off for minor illness. She has refused to alter the design of a brochure which the client has complained about: “I’m doing this job and I’m the expert. What he wants is old-fashioned and ineffective.”

B. Tell about the best person you have worked or studied with and what qualities made that person good to work or study with.

C. Use the following phrases to tell about negative qualities of your friend:

• It’s impossible working with him: he’s so…

• I can’t stand the way he’s always…-ing…

• It’s dreadful: every time you …, he …

• Why cant’ he learn to …?

Exercise 4. Read and translate the text.

Desirable and undesirable traits.

During the job interview, the interviewer makes a series of judgments or evaluations about your ability to do the job. All these judgments go towards forming the overall impression that plays a crucial role in the selection procedure.

Three factors are particularly important in the forming of the overall impression: appearance, oral communications, and social skills.

Another factor that is seriously considered in the job interview is “personality”. This factor, however, is more complex, less evident, and more subjectively judged by interviewers than the three just mentioned. The employment representative wants to know your attitude toward, and feelings about, yourself, your past, the company, the job, and the profession so that a prediction about your future performance with the company can be made.

Whereas a candidate’s underlying motivations, attitudes, and feelings may not be clearly revealed in resumes and letters, these personality traits are sought out and frequently discovered within the face-to-face exchanges of the interview. A technique for exploring one’s personality is referred to as depth interviewing. Broad, open-ended questions are put to the interviewee, and the resulting responses are followed up by probing questions that elicit more details, revealing feelings and attitudes. Probing questions often deal with reasons behind an act and the feeling associated with the act. Here is such a depth-interviewing exchange:

Broad, open-ended questions:

“Tell me about yourself at Murphy’s Store.”

Probe 1:

“How did you go about getting your promotion to assistant selection supervisor?”

Probe 2:

“Why did you handle it that way?”

Probe 3:

“How did you feel when you receive the promotion over Judy Sticker, who had been there three years longer than you?”

Depth-interviewing techniques have the appearance of casual conversation but actually reveal much information to the skilled interviewer about the inner workings of one’s personality. In such conversation, be careful to reveal attitudes, feelings, and motivations that are desirable.

Do not be deceived by the cordiality of an interviewed and curious interviewer; such behavior is essential to place you at ease, get you to talk, and make you reveal everything about yourself. Be as honest and frank as possible in revealing positive personality traits that will help on the job. But before uttering a negative, cynical, pessimistic, resentful, or antagonistic remark, think twice. The fact is that the prospective buyer will decide to buy your talents for your positive qualities and will decide to reject your talents for your negative qualities.

The following list contains many desirable traits:

• Professional appearance

• Good speaking skills

• Good listening skills

• Adaptability

• Enthusiasm and determination

• Self-confidence

• Practical and realistic approach

• Courtesy, appreciativeness, and consideration

• Believability and persuasiveness

• Willingness to work hard and assume responsibility

• Imaginativeness, creativity, and resourcefulness

• Good sense of humor

• Conscientiousness and dedication

• Insightful, thoughtful, and analytical

• Alert and attentive

• Honest and truthful

• Logical and well organized

The following list contains many undesirable traits:

• Poor appearance

• Inability to express oneself

• Poor listening skills

• Lack of preparation for interview

• Lack of common courtesy

• Lack of confidence, interest, and enthusiasm

• Passiveness and indifference

• Conceit and overconfidence

• Negative, apologetic, and insecure

• Evasive, deceitful, and dishonest

• High-pressure selling

• Long-winded or abrupt

The likehood is that you now possess many of the positive traits needed to make that favorable personal impression. Try not to be shy, meek, and overly modest, or embarrassed in expressing your desire for the job and your reasons for qualifying. Only you can state your case.

SECTION 3. SUPPLEMENTARY READING.

Exercise 1. Read and translate.

Selection at Toyota.

Toyota Motor Corporation was founded in 1937 by Kiichiro Toyoda. The current president is Shoichiro Toyoda, son of the founder. The younger Toyoda wanted to become a scientist or an entrepreneur, but instead he was trained as an engineer to work in his father's firm. When his father died suddenly in 1952, the company was struggling to recover from a bitter labor dispute. In a surprise move, senior executives asked the young engineer to take over despite the fact that he was still in his twenties. Working with Eiji Toyoda, the chairman of the board, Shoichiro Toyoda established a corporate structure that relies on consensus decision making. Consensus decision making is a slow process; however, once a decision has been made the action necessary to implement it is almost unbelievably quick because all of the parties concerned are already informed and ready to move.

Because of Toyota's slow decision-making process, employee selection at the new Toyota facilities takes far more time than it would at a similar facility run by a U.S.-based firm. A quality control manager at Toyota’s Georgetown plant, for instance, underwent 25 hours of paper-and-pencil tests, workplace simulations, and a probing interview before finally landing the job. Because those 25 hours were spread out over 25 days, the applicant had to work on another job while awaiting the results from Toyota. The applicant felt that procedure was worthwhile, however, and his willingness to submit to it demonstrated his commitment to working for Toyota.

Every person who applies for a job at Toyota's Georgetown plant undergoes a battery of tests lasting at least 14 hours. Literacy is important because Toyota expects employees to be able to read material and instructions to constantly learn on the job. Each applicant's level of technical knowledge is assessed because neither certificates and diplomas nor years of experience are reliable indicators of what an applicant really knows about a job. Interpersonal skills are also evaluated because everyone must get along with everyone else in order to create the work culture valued by Toyota.

The tests begin with coverage of reading, mathematics, manual dexterity, "job fitness," and, where appropriate, technical knowledge. One of the most important parts of the initial tests is the job fitness part, which deals with the potential employee's attitude. There are 100 items with which respondents must agree or disagree.

After the initial tests. Toyota uses workplace simulations developed for Toyota by a private consulting firm. Groups of applicants deal with different problems such as ranking automobile features in terms of potential market acceptance. Multiple evaluators observe the groups and take on who says what.

Toyota hires carefully. It is careful because it wants to preserve its corporate culture. Toyota wants to maintain a culture that emphasizes teamwork, corporate loyalty, and versatility. Members of the organization must be able to cooperate to accomplish the organization's goals. Toyota promises long-term employment and loyalty to the worker and expects loyalty from the worker in return.

Toyota can afford to be choosy. The initial number of applicants for the 2.700 production jobs at Georgetown was 90,000 from every county in Kentucky. After the first round of screening, there were still about 40.000 applicants. There were also thousands of applicants for 300 office jobs. No labor agreements in any way restricted the number of applicants, and economic conditions in Kentucky were poor, creating a large pool of available workers. However, Toyota's reputation as a good place to work and the good reputation of Japanese firms in general also stirred interest in and enthusiasm for working for Toyota.

In Japan, a company like Toyota would recruit nearly all of its employees from high schools. Indeed, the initial group of workers hired at George­town was very well educated. All had at least high-school diplomas: many had college degrees; and a very few had MBA degrees (they were hired for leadership rather than production positions). Toyota tends to emphasize education rather than experience because experience is so frequently inap­propriate and the company must spend time and money for retraining. It is less costly and easier to train workers, especially if their educational background indicates that they can learn well and fast.

Exercise 2. Translate into English.

Преодолейте «тестофобию».

Все чаще при приеме на работу кандидаты проходят тестирование. Отказ от этой процедуры менеджеры воспринимают как негативный симптом. Кандидату не следует опасаться тестов, потому что в целом процедура тестирования полезна.

Основная цель тестирования заключается в том, чтобы определить способности и характер кандидата для выяснения, какую работу лучше всего ему предоставить и стоит ли его дополнительно обучать. Кроме того, необходимо выявит скрытые цели и мотивы поиска работы, и жизненные ценности. Все это необходимо для того, чтобы понять насколько качества и установки кандидата соответствуют принципам корпоративной культуры фирмы.

Каждый стремится казаться лучше, чем он есть. Но отвечать на вопросы лучше честно, ибо серия похожих вопросов выявит вашу искренность. В компании с хорошей организацией труда и здоровой корпоративной культурой тест – нужный инструмент в работе.

Существует два вида тестов.

Профессиональные, когда кандидату предлагают что-то вроде контрольной по его основной профессии. Это могут быть вопросы или проверка на профессиональных тренажерах так, переводчику предложат перевод, программиста могут усадить за компьютер. Перед бухгалтером выложат пасьянс из накладных и спросят, в каких случаях используют эти бумаги.

Существуют также личностные тесты. В одних вас могу попросить рассказать о хобби, эпизодах из жизни. В других ответы готовы и нужно выбрать «да» или «нет». Здесь может быть доля коварства. Например, в вопросе «Готовы ли вы работать по 12 часов в день?» - может быть скрыта попытка выяснить вашу искренность, а не трудолюбие или преданность фирме.

Советы по тестам.

• Никогда не отказывайтесь от тестирования.

• Поговорите с теми, кто уже прошел через это.

• Подберите информацию об отрасли и продукции, которую выпускает данная фирма.

• Не опаздывайте, пунктуальность – тоже тест.

• Сначала прочитайте весь тест, потом заполняйте.

• Лишний вопрос по тексту, конечно же, лучше, чем неправильно заполненная анкета.

UNIT 2. CAREER STAGES.

SECTION 1. KEY VOCABULARY.

Exercise 1. Match the words with their corresponding definitions.

career rivalry to train

skill competitor to deal with

stage successor vacation

competence sponsorship organization

retirement

a. skill that you need to do a particular job;

2. competition between people, companies, organizations etc. that are in the same business or selling goods or services in the same market;

3. one of several points that something reaches as it grows and develops;

4. an ability to do something well, especially because you have learned and practiced it;

5. a job or profession that you have been trained for and intend to do for your working life, and which offers the chance to be promoted ( move up through different levels);

6. to do business with a person or company or to have a business connection with them;

7. a rival in business offering the same or similar goods or services;

8. to teach someone or to be taught the skills and knowledge needed for a particular job;

9. the act of leaving a job because you have reached the end of your working life, or the period of your life after you do this;

10. the act of officially supporting a proposal or suggestion;

11. a period of time when people are on holiday or not working;

12. a company, business, group etc. that has been formed for a particular purpose;

13. person who succeeds another.

Exercise 2. Read and translate the text.

Career Stages.

People move through stages as they grow and mature. From infancy to adolescence to adulthood, our needs, our wants, our goals, and our hopes change. We move through career stages too, in which our task and emo­tional needs change as well. (Table ).

We begin in the trial stage, where we explore job opportunities. Emo­tionally we're ready to start settling down after years of high school and college.

Next we move into the establishment stage. Here we confront the chal­lenge of our job, develop organizational and task competence, and take on different responsibilities as we advance. Emotionally we begin to deal with competitors and rivalry, face work-family conflicts, and expand our independence.

By the time we enter the midcareer stage, we have to update our skills and develop new ones to meet new responsibilities. We also begin to train younger employees. At the same time, our emotional needs are changing.

We become aware of our own mortality, and begin to rethink our relationships at work and home.

In the late-career stage we begin planning foe retirement, choosing and developing our successors. We move from a power role to sponsorship - of peoples, ideas, and organizational programs. Emotionally we want to leave our mark, to see our work used as a basis for others' efforts, and to create a new identity for ourselves outside the organization.

The stages are there in every career. What isn't is self-management. Most of us spend more time planning a week's vacation than we do set­ting the direction of our careers. Yet managing our own careers is prob­ably the most important job we have.

Table . Career stages and needs.

Stage	Task needs	Emotional needs
Trial	Varied job activities	Self-exploration Settling down
Mid career	Technical updating New-skill development Training and coaching younger employees	Express feelings about morality Rethink relationship to work, family, and community
Late career	Retirement planning Identifying and developing successors Shift from power role to sponsorship Activities outside the organization	Leave a mark Sense of identity in extraorgaizational activities

Exercise 3. Give the definitions to the words in italics.

1. We move through career stages too.

2. We try to choose goals that help us to grow in our careers.

3. To remain in the guild, members must maintain their standards of professional competence.

4. We have to update our skills and develop new ones to meet responsibilities.

5. Retailers have been pressing manufactures to keep prices from rising as they face heavy store-versus-store rivalry.

6. I have dealt with their company for a long time.

7. So now that our competitors are running into a bit of trouble, we can concentrate more on this export business.

8. We also begin to train younger employees.

9. On December 10^th, Charles Stevenson celebrated his much deserved retirement after thirty-seven years of dedicated service with the company.

10. In the late-career stage we begin planning for retirement, choosing and developing our successors.

11. The project has benefited from the personal sponsorship of the new technical director.

12. We want to create a new identity for ourselves outside the organization.

13. Mr. Williams was on vacation and couldn’t be reached.

Exercise 4. Complete the passage using the following words and phrases:

to retire, stage, skills, growth, job choice, job search, contributor, organization, accomplishments.

In the organizational entry 1... , the individual has the task of selecting a first job and an organization in which to being pursuing one’s chosen occupation. The 2... ... associated with this stage may take a number of months to complete and may lead to a 3... ... that is compatible with one’s talents and career values.

The early career stage brings two major phases. In the first phase, the individual is usually concerned mainly with learning about the job and the 4... , as well as being accepted as an able 5... . In the second phase, the individual is typically heavily oriented toward building a record of significant 6... that relates to success as the individual has defined it. This stage typically extends from age 25 to about 40.

The mid career stage is a time of adjusting to middle adulthood and attempting to find ways of continuing 7... (rather than stagnating or allowing one’s 8... to become obsolete).

The late career stage begins somewhere around age 55 and extends until a person actually 9... .

Exercise 5. Match the words and phrases with their corresponding definitions:

1. to be a real career woman

2. to be career-minded (oriented)

3. to be a career politician

4. a brilliant career

5. to deal in

6. to be promoted

7. to retire

8. to take early retirement

1. to move up through different levels

2. b. to spend one’s life working as a politician

c. a working life which is very successful

4. to be interested in and spend most of the time on her job

5. to retire before the usual age

6. to buy and sell

7. to give a lot of attention to one’s job

8. to stop working

Exercise 6. Complete the sentences using the phrases (1-8) from Exercise 5. Change the form of the words where necessary.

1. Judith is very ... .

2. She’s just ... ... which means a company car and an extra five thousand.

3. When he retires he will be able to look back over a ... ... .

4. Elaine has become a ... ... ... .

5. 290 employees are eligible to ... ... ... .

6. Since she ... from the company, she has begun to work as a volunteer for a charity.

7. Francis is going to ... ... ... .

8. They mainly ... ... cruelty-free cosmetics.

Exercise 7. Translate into English.

1. 1. Ей пришлось делать выбор между семьей и работой, и она выбрала работу. Она деловая (работающая) женщина.

2. Он интересуется только работой, видимо, поэтому у него нет семьи.

3. Он профессиональный политик и посветил этой деятельности всю свою жизнь.

4. Он начал свою трудовую деятельность, работая клерком в небольшой фирме. Сейчас он президент крупной компании. Он сделал блестящую карьеру.

5. Они торгуют автомобилями, которые привозят из Юго-Восточной Азии.

6. Он продвинулся по службе, обойдя других.

7. Он ушел в отставку после 30 лет преданной службы.

8. Он был вынужден уйти в отставку, не достигнув пенсионного возраста.

2. 1. Мастерство (квалификация) – способность решать различные задачи. Мастерство может предполагать физическую сноровку, умственные способности или и то и другое.

2. Отставка – это сложение своих полномочий должностным лицом.

3. Конкурент – лицо, группа лиц, фирма, предприятие, соперничающие в достижении идентичных целей, в стремлении обладать теми же ресурсами, благами, занимать положение на рынке.

4. Соперничество – финансовая поддержка или помощь в обмен на рекламу своей деятельности или продукции.

5. Конкуренция – соперничество на каком-либо поприще, борьба за достижение лучших результатов. Это соперничество между частными производителями за более выгодные условия производства и сбыта товаров.

6. Карьера – деятельность на каком-либо поприще, продвижение в служебной деятельности, достижение известности и славы.

7. Преемник – это тот, кто занял должность своего предшественника или продолжатель чьей-либо деятельности.

8. Преемник может получить от своего предшественника какие-либо права, обязанности и общественное положение.

9. Отпуск – освобождение от работы или службы на определенный срок для отдыха и других целей.

10. Компетенция – это область вопросов, в которых человек хорошо осведомлен.

11. Организация – это государственное учреждение или предприятие.

12. Коммерческая организация это юридическое лицо. Основная цель такой организации – получение прибыли.

SECTION 2. SKILLS FOCUS.

1. Read the text. Discuss the advantages and disadvantages of strict written dress codes from the point of view of the company and the employee.

It is said the president of IBM once went to visit a client. As he was travelling up in the lift he noticed that the other occupant was a man whose appearance left a lot to be desired. His clothes were hideous: a collection of violent colors and busy patterns.

After he had concluded his business with the client, he mentioned the man in the lift. “I’m surprised you let your employees come to work dressed like that.” The client smiled. “I know the man,” he said, “He’s not one of my employees: he is one of your engineers. He came to service the computer.”

From that day on IBM had one of the strictest dress codes in American corporate life: dark suit, black socks, white shirt, sober ties. Managers who had been seen wearing a coloured shirt would sometimes come to work to find half a dozen brand new white shirts sitting on the desk, still wrapped in cellophane. There would be no accompanying note; none was necessary.

2. Read the text and answer the questions.

What You See Is Not Necessary What You Get.

The clothing we wear at work shapes other people’s expectance of us. Feelings about people’s competence, intelligence, attitudes, trustworthiness, and many other aspects of their personalities are conveyed by the colors, styles, and fit of their attire. Although some organizations such as Levi Strauss & Co. have adopted casual dress code, other encourage more conservative dress. Susan Bixter, well-known image consultant, says traditional business dress is generally classic and conservative and changes little from year to year. In a conservative business setting, men and women should avoid clothing that is more appropriate for leisure activities.

Some companies, such as the National Car Rental Company and the Century 21 Real Estate Corporation chain, encourage their employees to wear specially designed uniforms, called “career wear”, to ensure that the employees will convey the “right” message and instill confidence in their customers.

Just how important is the “right look”, and how does what people wear influence our expectations of them? Imagine that you have just checked into a hospital to be operated on the next day. When you get to your room, you are told that the following people will be coming to speak with the next several hours:

• The surgeon who will do the operation

• A nurse

• The secretary for the department of surgery

• A representative of the company that supplies televisions to the hospital rooms

• A technician who does laboratory tests

• A hospital business manager

• The dietitian

You have never met any of these people before and do not know what to expect. The only thing you do know is that they are all women.

About half an hour after your arrival, a woman appears at your door dressed in a straight, red wool skirt, a pink-and-white striped polyester blouse with a bow at the neck, and red medium-high-heel shoes that match the skirt. She is wearing round gold earrings, a gold chain necklace, a gold wedding band, and a white hospital laboratory coat. She is carrying a clipboard.

Questions:

1. Which of seven people listed do you think is standing at your door? Why?

2. If the woman were not wearing a white hospital laboratory coat, how might your perception of her differ? Why?

3. If you find out that she is the surgeon who will be operating on you in the morning, but you initially thought she was someone different, how confident would you feel in her ability as a surgeon? Why?

Exercise 3. Read and translate the text.

When two people meet, their potential for building a relationship can be affected by many factors. Within a few moments, one person or the other may feel threatened, offended, or bored. Roger Ailes, communication adviser to three presidents and consultant to numerous Fortune 500 executives, say people begin forming an opinion of us in a matter of seconds. He believes that most people assess the other very quickly and then settle on a general perception of that individual. Ailes says it is very difficult for us to reverse that first impression.

Thinking/Learning Starter.

To test the practical application of Roger Ailes’s guidelines in a real-life setting, examine it in the context of your past experiences. Review the following questions and then answer each with yes or no. Give your reasons.

1. Have you ever entered a restaurant, hotel, or office and experienced an immediate feeling of being welcome after your first contact with an employee?

2. Have you ever met someone who immediately communicated to you the impression that he or she could be trusted and was interested in you welfare?

3. Have you ever placed a telephone call and known instinctively within seconds that the person did not welcome your call?

The Image You Project.

Image is a term to describe how other people feel about you. In every business or social setting, your behaviors communicate a mental picture that other observe and remember. This picture determines how they react to you. Your image depends on more than exterior qualities such as dress and grooming. In the words of James Gray, the author of The Winning Image, “Image is more than just a veneer.” He observes,

Image is a tool for communication and for revealing your inherent qualities, your competence, abilities and leadership. It is a reflection of qualities that others associate with you, a reflection that bears long-lasting influence in your bid for success. Image is not a tool for manipulation. Nor is it a false front. It cannot substitute for substance.

In many respects, the image you project at work is very much like a picture puzzle. It is formed by a variety of factors, including manners, self-confidence, voice quality, versatility, integrity, entrance and carriage, facial expression, surface language, competence, positive attitude, and handshake. Each of these image-shaping components is under your control.

Surface Language.

As noted earlier, we base opinions about other people on both facts and assumptions. Unfortunately, assumptions often carry a great deal of weight. Many of the assumptions you develop regarding other people are based on surface language, a pattern of immediate impressions conveyed by appearance. The clothing you wear, your hairstyle, the fragrances you use, and the jewelry you display all combine to make a statement about you to other.

According to many writers familiar with image formation, clothing is particularly important. John Molloy, author of Dress for Success and The Woman’s Dress for Success Book, was one of the first to acknowledge publicly the link between image and wardrobe. According to his research, what you wear influences your credibility and likeability.

Although a more relaxed dress code has evolved in recent years, people judge your appearance long before they judge your talents. It would be a mistake not to take your career wardrobe seriously. Bixter suggests that those making career wardrobe decisions should keep in mind that three things haven’t changed.

1. If you want the job, you have to look the part. Establish personal dress and grooming standards appropriate for the organization where you wish to work. Before you apply for a job, try to find out what the workers there are wearing. If in doubt, dress conservatively.

2. if you want the promotion, you have to look promotable. A good rule to follow is to dress for the job you want, not the job you have. If you are currently an office worker and want to become an office manager, identify the successful office managers and emulate their manner of dress.

3. if you want respect, you have to dress as well as or better than your industry standards. One would expect to find conservative dress standards in banking, insurance, accounting, and law, and more casual dress standards in advertising, sports entertainment and agriculture. Spend time researching the dress and grooming standards in the industry in which you hope to find a job.

Thinking/Learning Starter.

Do you recall a teacher, or supervisor whose surface language impressed you – either positively or negatively? What specific elements (such as dress or hair style) were evident in this person’s surface language? What type of image do you think he or she was trying to project?

SECTION 3. SUPPLEMENTARY READING.

Exercise 1. Read and translate.

Career-Related Myths.

Many myths related to career planning and advancement are held by employees. Frequently, such myths are misleading and can inhibit career planning and growth. The purpose of this section is to explore these myths and provide evidence disproving them.

Myth 1: There is always room for one more person at the top. This myth contradicts the fact that the structures of the overwhelming majority of today's organizations are shaped like a pyramid, with fewer positions available as one ascends the pyramid. Adherence to this myth fosters unrealistic aspirations and generates self-perpetuating frustrations. There is nothing wrong with wanting to become president of the organization; however, an individual must also be aware that the odds of attaining such a position are slim. For example, General Motors Corp. has approximately 748,000 employees and only one president. The major lesson to be learned from Myth 1 is to pick career paths that are realistic and attainable.

Myth 2: The key to success is being in the right place at the right time. Like all the career-related myths, this one has just enough truth to make it believable. One can always find a highly successful person who attributes all his or her success to being in the right place at the right time. People who adhere to this myth are rejecting the basic philosophy of planning: that a person, through careful design, can affect rather than merely accept the future. Adherence to Myth 2 is dangerous, because, it can lead to complacency and a defeatist attitude.

Myth 3: Good subordinates make good superiors. This myth is based on the belief that these employees who are the best performers in their current jobs should necessarily be the ones who are promoted. This is not to imply that good performance should not be rewarded, for it should. However, when an individual is being promoted, those making the decision should look carefully at the requirements of the new job in addition to the individual's present job performance. Flow many times has a star engineer or salesperson been promoted into a managerial role, only to fail miserably? Similarly, outstanding athletes are frequently made head coaches, and everybody seems surprised when the former star fails in this job. Playing a sport and coaching require different talents and abilities. Because someone excels at one job does not mean that he or she will excel at all jobs.

Myth 4: Career planning and development are functions of the human resources de­partment. The ultimate responsibility for career planning and development belongs to the individual and not to the human resource department or the individual's manager. Personnel specialists can assist the individual and answer certain ques­tions, but they cannot develop a career plan for the person. Only the individual can make career-related decisions.

Myth 5: All good things come to those who work long, hard hours. People guided by this myth often spend 10 to 12 hours a day trying to impress their managers and move ahead rapidly in the organization. However, the results of these extra hours on the job often have little or no relationship to what the manager considers important, to the person's effectiveness on the job, and (most important in this context) to the individual's long-range career growth. Unfortunately, many managers reinforce this myth by designing activities "to keep everyone busy."

Myth 6: Rapid advancement along a career path is largely a function of the kind of manager one has. A person's manager can affect an individual's rate of advancement. However, those who adhere to this myth often accept a defensive role and ignore the importance of their own actions. Belief in this myth provides a ready-made excuse for failure. It is easy and convenient to blame failures on one's manager.

Myth 7: The way to get ahead is to determine your weaknesses and then work hard. To correct them. Successful salespeople do not emphasize the weak points of their products; rather, they emphasize the strong points. The same should be true in career planning and development. Individuals who achieve their career objectives do so by stressing those things that they do uncommonly well. The secret is to capitalize first on one's strengths and then try to improve deficiencies in other areas.

Myth 8: Always do your best, regardless of the task. This myth stems from the puritan work ethic. The problem is that believers ignore the fact that different tasks have different priorities. Because there is only a limited amount of time, a person should spend that time according to priorities. Those tasks and jobs that rank high in importance in achieving one's career goals should receive the individual's best effort. Those tasks that do not rank high should be done but not necessarily with one's best effort. The idea is to give something less than one's best effort to unimportant tasks in order to have time to give one's best effort to the important tasks.

Myth 9: It is wise to keep home life and work life separated. An individual cannot make wise career decisions without the full knowledge and support of the spouse. Work­ing husbands and wives should share their inner feelings concerning their jobs so that spouses will understand the basic factors that weigh in any career decisions. A healthy person usually has interests other than a job. Career strategy should be designed to recognize and support, not contradict, these other interests. Career objectives should be a subset of one's life objectives. Too often, however, career objectives conflict with rather than support life objectives.

Myth 10: The grass is always greener on the other side of the fence. Regardless of the career path the individual follows, another one always seems a little more attractive. The fact is, however, that Utopia docs not exist. More than likely, the job that John Doe holds involves many of the same problems that every working person might face. As the individual assumes more and more personal responsibilities, the price of taking that "attractive" job becomes higher in terms of possibly relocating, developing a new social life, and learning new duties. This is not to say that job and related changes should not be made - however, one should avoid making such changes hastily.

Myths Held by Managers.

In addition to the previously described myths held by employees, management personnel often hold certain myths related to career planning. Some of these are described below. It will raise expectations. Many managers fear that an emphasis on career planning will raise employee expectations to unrealistically high levels. Career planning should do just the opposite. It should bring employee's aspirations into the open and match their skills, interests, and goals with opportunities that are realistically available. We will be overwhelmed. This myth is based on the fear that employees will deluge their managers for information about jobs in other parts of the organization and that employees will expect the organization to provide them with a multitude of career opportunities. While this fear is very realistic in the minds of many managers, it is basically unfounded. Our managers will not be able to cope. Management often becomes concerned that introducing career planning will place their managers in a counseling role for which they are ill prepared. While coaching and counseling should be an important pan of any manager's job, the key to career planning is to place the responsibility primarily on the employee. We do not have the system in place. This myth is based on the belief that before the organization can introduce career planning, it must first put in place a whole series of other human resource planning mechanisms, such as job posting and succession planning. In actuality, many organizations have implemented successful career-planning programs with few formal mechanisms beyond the basic requirement of providing employees good career-planning tools.

Exercise 2. Translate into English.

Вверх по служебной лестнице.

Американский менеджмент отличается от восточного и европейского особой демократичностью. Считается вполне естественным, если мелкий служащий записывается на прием к боссу и высказывает ему свои соображения по улучшению работы фирмы. В американских фирмах перед сотрудником открываются самые широкие возможности для самореализации. Скорость продвижения по служебной лестнице довольно высока. Чтобы карьерного роста не произошло, работник сам должен всячески ему препятствовать. Для каждого сотрудника составляют план работы на год. Предполагается, что после завершения этого периода он должен быть переведен на более высокую должность. В европейских и японских компаниях такой план не составляется. Все, что требуется от сотрудника – не проявлять свои таланты, а прилежно и аккуратно работать. Желание выдвинуться будет пресекаться и может привести только к одному: увольнению. Несмотря на то, что в американских компаниях самый высокий уровень заработной платы, топ менеджеры чаще всего используют нематериальные формы стимулирования сотрудников. Вместо выплаты премии к празднику, устраивается вечеринка в престижном ресторане или организуется выезд за город, что способствует сплочению коллектива.

В японских компаниях корпоративная культура построена абсолютно по-другому. Бизнес там в основном семейный. Именно поэтому главный критерий оценки специалиста – преданность компании как семье. Начальник для подчиненного – учитель и наставник. Ему нельзя возражать и советовать. Не следует также выходить за рамки должностных обязанностей. Руководящие посты обычно занимают японские или корейские менеджеры, поэтому специалисту другой национальности сделать карьеру необычайно сложно. Продвижение работника по служебной лестнице возможно лишь в случае увольнения или смерти вышестоящего сотрудника. Даже небольшого повышения можно ждать от 6 до 15 лет.

Немецкие топ менеджеры предпочитают не покупать, а «выращивать» персонал, и поэтому достаточно редко подбирают сотрудников через кадровые агентства. Если немецкой компании требуется сотрудник с опытом работы, то немаловажно, чтобы до этого кандидат не часто менял работу – это свидетельствует о его стабильности и надежности. Руководители ценят в работниках спокойствие, уравновешенность, лояльность к компании и отсутствие ярко выраженного стремления к карьере. Чтобы продвинуться по служебной лестнице, требуется от трех до пяти лет.

UNIT 3. RECRUITMENT.

SECTION 1. KEY VOCABULARY.

Exercise 1. Match the words with their corresponding definitions.

recruiter pool expertise

recruitment vacancy to fill a job

to interview applicant line manager

interview candidate clerical personnel (staff)

human resource department

employment office (agency)

a. the person who holds an interview;

b. the process or the business of recruiting new people;

c. someone who helps companies and organizations to find new people to work for them;

d. someone who is being considered for a job;

e. a group of people who are able to do a particular job, if they are needed;

f. a job that is available for someone to start doing;

g. the department in an organization that deal with employing, training, and helping employees;

h. to find and employ a suitable person to do a job that has been advertised;

i. business that works for organizations to find people when the organizations need them;

j. people who work in offices;

k. a person who applies for a job;

l. to ask someone questions, especially in a formal meeting, in order to find out if they are suitable for a job;

m. a manager who is directly in charge of producing goods or providing services, and who works most closely with ordinary employees;

n. special skills or knowledge in an area of work or study.

Exercise 2.Read and translate the text.

Recruitment involves seeking and attracting a pool of people from which qualified candidates for job vacancies can be chosen. Most organizations have a recruitment (or, as it is sometimes called, employment) function. This function is managed by the human resource department. In an era when the focus of most organizations has been on efficiently and effectively running the organization, recruiting the right person for the job is a top priority. The magnitude of an organization's recruiting effort and the methods to be used in that recruiting effort are determined from the personnel planning process and the requirements of the specific jobs to be filled. If the forecast human resource requirements exceed the net human resource requirements, the organization must actively recruit new employees. On the other hand, recruitment should be concerned with seeking and at­tracting only qualified job candidates. Successful recruiting is difficult if the jobs to be filled are vaguely defined. Regardless of whether the job to be filled has been in existence or is newly created, its requirements must be defined as precisely as possible for recruiting to be effective. Job analysis provides information about the nature and requirements of specific jobs. Job analysis gives the nature and requirements of specific jobs. Human resource planning determines the specific number of jobs to be filled. Recruitment is concerned with providing a pool of people who are qualified to fill these vacancies.

Who Does the Recruiting, and How?

In most large- and middle-sized organizations, the human resource department is responsible for recruiting. These organizations normally have an employment office within the human resource department. The employment office has recruiters, interviewers, and clerical personnel who handle the recruitment activities both at the organization's offices and elsewhere. The role of those in the employment office is crucial. Walk-ins/write-ins respondents to advertising, and present employees responding to job postings develop an impression of the organization through their contacts with the employment office. If the applicant is treated indifferently or rudely, a lasting negative impression can be developed. On the other hand, if the applicant is pleasantly greeted, provided with pertinent information about job openings, and treated with respect, then a lasting positive impression is likely to result. Having employees trained in effective communication and interpersonal skills is essential in the employment office. When recruiting away from the organization's offices, the role of the recruiter equally critical. Job applicants' impressions about the organization are significantly influenced by the knowledge and expertise of the recruiter. In small organizations, the recruitment function, in addition to many other responsibilities, is normally handled by one person - frequently, the office manager. It is also not unusual for line managers in small organizations to recruit and interview job applicants.

Exercise 3. Give the definitions to the words in italics.

Impress the interviewer by expressing your interest in and desire to work for the company.

Recruitment is concerned with a providing a pool of people who are qualified to fill these vacancies.

Advertising recruiter Judy Cunningham used to receive a lot of job orders involving freelance work.

The selection process is concerned with choosing from the pool of qualified candidates the individuals or a group of individuals most likely to succeed in a given job.

Taiwan offered a pool of cheap labor.

When there is a vacancy in a company, it is the job of the Personnel Manager and his department to manage the recruitment of a new employee.

The Human Resources department is responsible for recruiting.

Human resource planning determines the specific number of jobs to be filled.

The personnel department may use commercial and government employment offices and consultants.

Computers are replacing thousands of clerical staff and middle managers.

This information helps management to make a final decision on the number of applicants they can short-list for interview.

She was appointed without any other candidates being interviewed.

We must give more authority to line managers to make operations more responsive to customers.

Job applicants’ impression about the organization are significantly influenced by the knowledge and expertise of the recruiter.

Exercise 4. Complete the passage using the following words and phases:

interview, recruits, recruiters, opportunity, applicant’s resume, placement center, the human resource department, work experience, work part time, be promoted.

Campus recruiting activities are usually coordinated by the university or college 1... ... . Generally, organizations send one or more recruiters to the campus for initial 2... . The most promising 3... are then invited to visit the office or plant before a final employment decision is made.

If campus recruiting is used, steps should be taken by the 4... ... ... to ensure that recruiters are knowledgeable concerning the organization and the job to be filled and that they understand and use effective interviewing skills. College 5... generally review an 6... ... before conducting the interview.

Another method of tapping the products of colleges, universities, technical/vocational schools, and high schools is through cooperative work programs. In these programs, students may 7... ... ... and go to school part time, or they may go to school and work at different times of year. These programs attract people because they offer an 8... for both a formal education and 9... ... . As an added initiative to finish their formal education and stay with the organization, employees are often 10... when their formal education is completed.

Exercise 5. Match the words and phrases with their corresponding definitions.

a vacancy

staff

be on the staff. to

to seek

to be qualified

to be qualified for

an opening

to handle

a. people

b. to search

a job

3. have the necessary skills, knowledge or experience for

to deal with or have responsibility for

to be a member of

a job

to have an official record that you have completed the necessary training

Exercise 6. Complete the sentences using the phrases (1-8) from Exercise 5. Change the form of the words where necessary.

1. I hear you’re looking for an ... in international sales.

He ... ... the editorial ... of the New York Times.

The ... are not very happy about the latest pay increase.

There is a ... for a shop assistant on Saturdays.

If you can’t ... the job I’ll get someone else to do it.

Most of the posts would be taken by the short-term unemployed, the group that is actively ... jobs.

Tim is now a ... architect.

Exercise 7. Translate into English.

A.

1. У нас появилась вакансия на складе.

2. Мы испытываем нехватку обслуживающего персонала.

3. В профессорско-преподавательский состав нашего вуза входят только высококвалифицированные специалисты.

4. Он сотрудник газеты «Вечерняя Москва».

5. Он ищет работу. Он ищет место повара.

6. Он получил квалификацию врача.

7. Ее готовили к работе переводчика.

8. Он проходил подготовку для получения звания капитана.

9. У вас есть вакансия в банке?

10. Мы вас вызовем, как только у нас откроется вакансия.

11. Если ты справишься с работой, то вскоре получишь продвижение по службе.

12. Ей приходится обрабатывать документы.

B.

1. Интервьюер – специалист, который проводит собеседование с претендентами на вакантное место.

2. Пул – это форма объединения, соглашения между предпринимателями, обычно носящая временный характер.

3. Вакансия – это рабочее место, которое работодатель намеревается заполнить, если появится приемлемый претендент.

4. Количество рабочих вакансий измерить трудно, так как не существует стандартного способа объявления вакансий и последующего заполнения их.

5. Интервью – это беседа по ранее намеченному плану с претендентом или претендентами на вакантное место.

6. Кандидат – это человек, выдвигаемый для назначения на какую-нибудь должность, или для приема в какую-либо организацию.

7. Бюро по трудоустройству проводит систему мероприятий в целях содействия населению в подыскании, направлении и устройстве на работу, в соответствии с призванием, способностями, профессиональной подготовкой, навыками и образованием.

8. Отдел кадров ведет учет основного состава работников транспортного предприятия.

9. Специальные знания – это совокупность умений, навыков и знаний, полученных в процессе практической деятельности.

10. Наем временных работников производится начальником отдела кадров.

11. Наниматель – это специалист, нанимающий на работу временных и постоянных сотрудников.

12. Заявитель – это человек, претендующий на вакантную должность и направляющий письменную просьбу в отдел кадров.

SECTION 2. SKILLS FOCUS.

Exercise 1. Read the following information and do the tasks.

Phillipe is a 23 year old Frenchman who recently qualified as an accountant. He wants, eventually, to have his own business as a consultant. He has received three job offers.

1.

Company	XTA
Activities	Produces electronic components for the automobiles and aerospace industries
Workforce	11,000
Headquarters	Tokyo
Date founded	1955
Notes	XTA is a Japanese multinational with offices in 16 countries. They are very well-established and have a good name in the industry. They are also quite bureaucratic and highly structured. Most of the top jobs are in the headquarters in Tokyo.
Job title	Accountant Assistant
Salary	£12,500
Contracts	2 years
Responsibilities	Working in XTA’s administration centre for the British Isles in Culloch, a village of 2,000 people in Northern Scotland, under the supervision of a Junior Accountant. The job consists of processing expense claims.

2.

Company	SUTTON’S
Activities	Design and markets computer-controlled restaurant equipment
Workforce	100
Headquarters	Oxford
Date founded	1995
Notes	SUTTON’S was set up by Jeff Sutton. It is privately held (there are five shareholders). Its products are designed by Jeff Sutton, who is an ex-chef. The company has been successful and is growing rapidly. It is also a young company: the average age of the staff is 28.
Job title	Accountant
Salary	£13,500
Contract	6 months
Responsibilities	Working in Sutton’s offices in Oxford under the supervision of the Chief Accountant. Working on day to day accounts and participating in a project to set up a new accounting system.

3.

Company	VOUVRAY
Activities	Designs, produces and markets cosmetics and perfume
Workforce	2,000
Headquarters	Paris
Date founded	1932
Notes	VOUVRAY is a family firm. All shares in the company and most top jobs are held by members of the Vouvray family. There are offices in New York and London, though policy is set from Paris. The company has a well-known name and a high-quality, upmarket image
Job title	Junior Accountant
Salary	£12,000
Contract	12 months
Responsibilities	Working in Vouvray’s Central London offices under the supervision of a Senior Accountant. The job consists of running the pay roll, and working on quarterly accounts for the UK operation.

Task 1. Discuss the advantages and disadvantages of the offers. Give your reasons.

Task 2. Role-play a conversation between Phillipe and his English uncle, a retired company chairman.

Task 3. Write a letter in which Phillipe accepts or refuses one of the jobs.

Exercise 2. Read the following information and do the task.

H&I (Harris and Ives) investment Services is a British company which provides ethical portfolio management to private investors. For example, some investors wish to avoid companies which pollute the environment or which operate in oppressive states. H&I creates and manages individualized portfolios to suit the ethical concerns of their clients.

H&I have decided to set up an office in Poland. One employee is to go to Warsaw for six months. There are basically four tasks:

1. To select a trustworthy partner in Poland with sufficient capital

2. To find and rent suitable premises

3. To find ways to publicize H&I’s service

4. To supervise operations in the first three months.

If the employee is successful she or he will be made a partner of H&I. Four names have been put forward, for very different reasons.

John Siemiradzki is 24 years old. He is of mixed Polish-British parentage and bilingual in English and Polish. He grew up in Britain, but he has visited Poland many times. He has been working for H&I for two years and is a Junior Economist. He joined the company straight from university; he has never had any other job. He holds a bachelor’s degree in Economics and has just begun studying for an MBA in his own time – the company is helping to pay his fees. His immediate superior says he is intelligent and well-informed but volatile. He has lost his temper with colleagues more than once.

Jacqui Dubois is 26 years old and French. She has lived in the UK since she was 11 years old. She has been working for H&I for three years. She is currently a Researcher – a post she has held for one year. Previously she was an Assistant Researcher. She joined H&I direct from university and has never worked in any other company. She has a bachelor’s degree in Eastern European Studies and a master’s degree in Economics. She speaks Polish and French fluently, and has good Russian. During her bachelor’s degree she lived in Warsaw for one year. Her immediate superior says she is calm and mature for her years and a rapid learner, though sometimes over-cautious.

Dave Glade is 36 years old and British. He has been working for H&I for ten years. During this time he has become a key person. For the last two years he has been in charge of marketing and public relations. He has dealt with a number of new ventures on behalf of the company, most with great success. He started work as an Office Junior in an insurance company after leaving school at 16. He now has a bachelor’s degree in Economics, which he took as a mature student at 30. He speaks a little Russian and no other foreign languages. He has visited Eastern Europe numerous times on business. His colleagues describe hi, as pragmatic, hard working and imaginative, but sometimes inclined to steamroller over other people.

Art Leeward is American born. He is 35 years old. He has been in the UK working for H&I for eight years – previously he worked for the Bank of America in Chicago. He is a Senior Economist, and has a great deal of experience of joint ventures in Latin America. He has a bachelor’s degree in Economics, an MBA and a PhD in Political Science. He is the author of “Economics and Culture: How Multinationals Operate in the Developing World”. He speaks fluent Spanish, but no other foreign languages. He has never previously visited Eastern Europe. His immediate superior says he is exceptionally able.

Task 1. Tell about strengths and weaknesses of each candidate. Give your reasons.

Task 2. Role-play a meeting. Decide how to rank the four candidates (from one to four) according to how well-suited you think they are to the task. Present you decision and give short explanation.

Exercise 3. Read the Memo and the Appraisal form.