Test. The Active Voice
1. After lunch the secretary usually . letters to different companies.
write b) is writing c) writes
2. . his head aching yesterday morning?
a) was b) were c) is
3. I .. for my exam on Philosophy all day tomorrow.
a) have been working b) am working c) will be working
4. - What you .. now? - I .. my key. I cant open the door.
a) What do you do, I look for b) What are you do, I looking for
c) What are you doing, Im looking for d) What you doing, Im looking for
5. - Im not sure Ill recognize Eve. I havent seen her for ages. - She . a dark blue pullover and jeans.
a) wears b) will be wearing c) is wearing
6. He to speak to his parents this evening.
went b) is going c) goes
7. James and Phil a tree house.
a) was building b) building c) were building
8. We usually our work at 6.
a) finishes b) finish c) are finishing
9. I . chess for two hours.
play b) have played c) have been playing c) am playing
10. He often to London.
a) go b) goes c) is going
11. My father an analytic programme on TV, while I for the examination.
a) watched/was preparing b) was watching/was preparing c) watched/prepared
12. They .. customers in different cities.
a) have got b) has got c) are having
13. - Where are the children? Its quiet at home. - They . on the carpet and ..
a) lie, are drawing b) are lieing, drawing c) are lying, drawing
14. We dont . out at weekends.
a) goes b) go c) are going
15. The train on time so we were late.
a) didnt come b) wasnt coming c) wasnt come d) didnt came
16. I .. my chief tomorrow.
a) meet b) am meeting c) meets
17. What last Saturday?
a) were they buying b) they bought c) did they buy d) they were buying
18. Listen! Somebody (sing) a lovely song.
a) sings b) is singing c) are singing
19. Mary that he was not right.
a) was understanding b) have understood c) understood d) has understand
20. While I in the garden, I . my back.
a) worked/hurt b) was working/hurt c) worked/was hurting d) was working/was hurting
Complete the sentences with the past simple.
be got up meet have go run drink sleep swim eat
Yesterday I got up early, at about seven o´clock.
1. I ________ a shower and some fruit for breakfast.
2. Then I ________ to the sports centre.
3. I ________ 500 meters in the swimming pool and then
4. I ________ 5 kilometers.
5. At lunchtime I ________ my friends in a café.
6. We ________ some pasta and ________ some juice.
7. After lunch I ______ for a few hours, I ________ tired!
Past Simple (Regular Verbs)
1. I opened the door and ___________ (look) inside.
2. Who ___________ (close) all the windows?
3. I ___________ (carry) my mom´s shopping bag.
4. I ___________ (not climb) over the fence.
5. I ___________ (rip) my shirt.
6. The plane ___________ (land) ten minutes ago.
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7. We ________ (live) in that house when I was a baby.
8. My brother _____ (not cry) when he fell of his bike.
9. We ___________ (walk) to school yesterday.
10. She ___________ (smile) when she saw me.
11. We _______ (hurry) to the station to catch the train.
12. She ___________ (laugh) when I told her the joke.
13. We ___________ (race) each other on our bikes.
14. Dad ___________ (not help) me with my homework.
15. Helen ___________ (whisper) me a secret.
16. Luis Miguel ___________ (hurry) to catch a bus.
17. We ___________ (return) our books to the library.
18. She ___________ (not kiss) the frog.
19. The frog ___________ (change) into a prince.
20. Two doctors ___________ (rush) into the room.
21. I ___________ (not kick) the ball very hard.
22. Who ___________ (invent) the computer?
23. Dinosaurs ___________ (live) many years ago.
24. It ___________ (not snow) last night.
25. They ___________ (not work) until twelve last night.
Past simple (irregular verbs)
1. I ___________ (loose) my watch in the park.
2. David ___________ (not hurt) his knee.
3. I kicked the ball and it ___________ (break) a window.
4. My new shoes ___________ (not cost) a lot of money.
5. I ___________ (get) this book from the library.
6. We had a garage where we ___________ (keep) our car.
7. Ali ___________ (cut) his knee.
8. The glass ___________ (fall) off the table.
9. The glass ___________ (not break).
10. We ___________ (sell) our old car.
11. We ___________ (buy) a new car.
12. The bell ___________ (not ring).
13. We all ___________ (go) into school.
14. The dog ___________ (catch) the ball.
15. The man ___________ (not kneel) down.
16. Our cat ___________ (run) onto the road.
17. Jane ___________ (not write) a letter.
18. I ___________ (buy) a new camera last week.
19. We ___________ (drive) to a safari park yesterday.
20. Yesterday Dad ___________ (not take) me to the carnival.
21. Elizabeth ___________ (give) Eva a chocolate.
22. Jack and Jill ___________ (not go) up the hill.
23. Her ring ___________ (cost) ten Euros.
24. I ___________ (put) sugar in my coffee.
25. He ___________ (not hit) the ball over the net.
Unit1.
Definition of Management
Management is based on scientific theories and today we can say that it is a developing science.
But knowledge of theories and principles doesn't provide practical results. It is necessary to know how to apply this knowledge. Practical application of knowledge in the management area requires certain abilities or skills. Here is an example:
Depending on its size, an organization may employ a number of specialized managers who are responsible for particular areas of management. A very large organization may employ many managers, each responsible for activities of one management area. In contrast, the owner of a sole proprietorship may be the only manager in the organization. He or she is responsible for all levels and areas of management.
What is important to an organization is not the number of managers it employs but the ability of these managers to achieve the organization's goals, and this ability requires a great skill.
In other words, management is the process of coordinating the resources of an organization to achieve the primary organizational goals.
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MAIN RESOURCES
Managers are concerned with the following main resources:
1. Material resources are physical materials and the equipment used by an organization to make a product. For example, cars are made on assembly lines. These assembly lines and the buildings that house them are material resources.
1. The most important resources of any organization are its human resources people. Some firms believe that their employees are their most important assets. To keep employees content, a variety of incentives are used, including higher-than-aver-age pay, flexible working hours, recreational facilities, lengthy paid vacations, cafeterias offering inexpensive meals, etc.
2. Financial resources are the funds the organization uses to meet its obligations to various creditors. A grocery store obtains money from customers and uses a portion of that money to pay the wholesalers from which it buys food. A large bank borrows and lends money. A college obtains money in the form of tuition, income from its endowments, and federal grants. It uses the money to pay utility bills, insurance premiums, and professors' salaries. Each of these transactions involves financial resources.
3. Finally, many organizations increasingly find they cannot ignore information. External environment including the economy, consumer markets, technology, politics, and cultural forces are all changing so rapidly that an organization that does not adapt will probably not survive. And, to adapt to change, the organization must know what is changing and how it is changing. Companies are finding it increasingly important to gather information about their competitors in today's business environment.
It is important to realize that these are only general categories of resources. Within each category are hundreds or thousands of more specific resources, from which management must choose those that can best accomplish its goals. Managers must coordinate this complex group of specific resources to produce goods and services.
Unit 2
Levels and Areas of Management
1. LEVELS OF MANAGEMENT
Each organization can be represented as a three-story structure or a pyramid. Each story corresponds to one of the three general levels of management: top managers, middle managers, and first-line managers. At the basic level of this pyramid there are operating employees.
TOP MANAGEMENT
MIDDLE MANAGEMENT
FIRST-LINE MANAGEMENT
OPERATING EMPLOYEES
A top manager is an upper-level executive who guides and controls the overall activities of the organization. Top managers constitute a small group. They are generally responsible for the organization's planning and developing its mission. They also determine the firm's strategy and its major policies. It takes years of hard work as well as talent and good luck, to reach the ranks of top managers. They are president, vice president, chief executive officer, and member of the Board.
A middle manager is a manager who implements the strategy and major policies handed down from the top level of the organization. Middle managers develop tactical plans, policies, and st andard operating pro cedures, and they coordinate and su pervis e the activities of first-line managers. Titles at the middle-management level i nclud e division manager, department head, plant manager, and operations manager.
A First-line manager is a manager who c oordin ates and supervises the activities of operating employees. First-line managers spend most of their time working with employees, answering questions, and solving d ay-to-day problem s. Most first-line managers are former operating employees who, owing to their hard work and potentia l, were promote d into management. Many of today's middle and top managers began their careers on this first management level. Common titles for first-line managers include office manager, supervisor, foreman and project manager?"
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Operating employees are not managers. They are qualified and non-qualified persons working for the organization. For their labour or services they get salaries or wages. They represent the work force of the organization.
2. AREAS OF MANAGEMENT
An organizational structure can also be divided more or less horizontally into areas of management. The most common areas are finance, operations, marketing, human resources, and administration. Depending on its purpose and mission, an organization may include other areas as well research and development, for example, or risk management.
A financial manager is primarily responsible for the organization's fi nancial resour ces. Accounting and investment are specialized areas within financial management. Because financing affects the operation of the entire firm, many of the presidents of the largest companies are people who got their "basic training" as financial managers.
An operations manager creates and manages the systems that convert resources into goods a nd servi ces. Traditionally, operations management is equated with the production of goods. However, i n recent years m any of the techniques and procedures of operations management have been applied to the production of services and to a variety of non business activities. Like financial management, operations management has produced a good percentage^ today's company presidents.
A marketing manager is responsible for the e xchange of products between the organization and its customers or clients. Specific areas witlnnmariceting are marketing research, advertising, promotion, sales, and distribution.
A human resources manager is the charge of the organization's human resources programs. He or she en gages i n human resources planning, design systems for hiring, training, and appraising the performance of employees, and ensures that the organization follows government regulations concerning employment practices.
An administrative manager (also called a general manager) is not asspcmted with any specific functional area but provid es overall administrative leadership. A hospital administrator is a good example of an administrative manager. He or she does not specialize in operations, finance, marketing, or human resources management but instead coordinates the activities of specialized managers in all these areas.
Unit 3
Management Skills
Effectiveness of a manager's activity depends on certain important skills. These skills can be divided into seven different categories: conceptual, decision making, analytic, administrative, communicational, interpersonal and technical.
1. A conceptual skill is the ability of a manager to see the 'general picture" of an organization. Managers must understand how their duties and the duties of other managers fit together to plan their activity in a proper way and get the required results. This skill is very important for top managers because it helps them plan "super goals" and develop proper strategies for the whole ^ ^ organization.
2. A decision making skill is the ability of a manager to choose the best course of actions of two or more alternatives. A manager must decide the following:
1) What objectives and goals must be reached?
2) What strategy must be implemented?
3) What resources must be used and how they must be distributed?
4) What kind of control is needed?
In short, managers are responsible for the most important decisions which are required to carry out any organizational activity.
3. An analytic skill is the ability to determine the most important problem of many other problems and identify the causes of each problem before implementing a proper action plan. This ability is especially important for top managers because they have to solve complex problems.
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An administrative skill is the ability of a manager to keep to the organizational rules specified for the production process, within a limited budget, and coordinate the flow of information and paper work in his group and in other groups.
5. A communicational skill is the ability of manager to sharehis ideas and opinions with other people both orally and in writing. This skill is a decisive factor of a manager's success. Some investigations show that top managers and middle managers spend approximately 80% (percent) of their work time in communicating
with each other.
Thus, a communication skill enables managers to hold meetings, write clear letters and explanatory notes, make reports, etc.
6. An interpersonal skill (psychological skill) is the ability to deal effectively with other people both inside and outside the organization. It is the ability to understand the needs and motives of other people. This skill is very important for a good psychological atmosphere for successful activity in the common work in future. If the interpersonal relations are good, a manager will be successful in getting a support in the development and implementation of organizational plans.
7. A technical skill is a specific competence to accomplish a task. The lower is a manager's level in the organization, the closer is his/her connection with the production process. Thus first-line managers have the closest connection with the production process. They need high technical skills to provide technical guidance for the subordinates. Top managers don't need these skills as much as first-line managers but the knowledge of the technical sphere is useful for all the managers.
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10-15 ,
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Simferopol
Simferopol the administrative, industrial and cultural centre of the Crimean Region, is situated in a vast hollow between the Outer and Inner Ridges of the Crimean Mountains, on the banks of the Salghir River.
History
A famous archaeological site known as Scythian Neapol*, the remnants of an ancient capital of the Crimean Scythians**, is located within the city's boundaries.
Later, the Crimean Tatar*** town of Aqmescit was located in the area of modern Simferopol.
Russians renamed the city Simferopol in 1784 after the conquest of Crimea by Catherine II of Russia. In Greek Συμφερόπολις (Sympheropolis) means "the city of usefulness". In 1802 Simferopol became the administrative center of the Taurida Governorate****. During the Crimean War***** of 1854-1856 Russian army reserves and a hospital were located in the city. More than 30,000 Russian soldiers were buried in the vicinity of the city.
In the 20th century Simferopol once again was affected by wars in the region. At the end of the Russian Civil War, the headquarters of General Pyotr Wrangel, leader of the anti-Bolshevik White Army, were located there. On November 13, 1920 the Red Army captured the city and on October 18, 1921, Simferopol became the capital of the Crimean Autonomous Soviet Socialist Republic.
During the World War II Simferopol was occupied by the German army between November 1, 1941 and April 13, 1944. Germans perpetrated one of the largest war-time massacres in Simferopol, killing in total over 22,000 locals mostly Russians, Jews, Krymchaks, and Gypsies.
The Soviets liberated Simferopol in April, 1944. And on May 18 the Crimean Tatar population of the city with the whole Crimean Tatar nation was forcibly deported to Central Asia.
After the war, on April 26, 1954, Simferopol, together with the rest of Crimea, was transferred from Russia to the Ukrainian SSR by Nikita Khrushchev.
Modern city
After the collapse of the Soviet Union in 1991, Simferopol became the capital city of the Autonomous Republic of Crimea within independent Ukraine. Today it has a population of 363,600 (as of 2004). Modern Simferopol has retained its nucleus with historically valuable buildings. Interesting public edifices constructed according to individual design are now being built in the centre. Large housing estates with multistorey buildings have sprung around it during the last decades.
After Crimean Tatars returned from the exile in 1990s several new Crimean Tatar suburbs were erected.
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The city has a railway station, serving millions of summer tourists each year, and the Simferopol Airport. The world's longest trolley bus line connects Simferopol to Yalta on Crimea's Black Sea coast.
Simferopol has a wide range of food-processing industries and makes wine, tobacco and cigarettes. There are also light engineering and consumer goods industries, producing machine-tools, television sets, clothing and footwear in Simferopol.
There are teacher-training, medical and agricultural institutes and several research establishments in Simferopol.
:
Present Simple and Continuous meetings on the topic of brands
1. A challenger is growing very quickly this year.
2. A limited edition of your chief competitor is selling very well right now.
3. Brand awareness is dropping at this time.
4. Brand loyalty is declining at the moment.
5. Current demand for your products is decreasing at the moment.
6. Every month you produce more goods than you sell
7. Half the employees are in the middle of working on a product that you dont think will be successful.
8. It only usually takes one year to reach the mature part of your products lifecycle.
9. Modern society is changing more and more rapidly
10. Premium products are becoming more popular at this time.
11. Sales of your brand are slowing down this year.
12. The economy is improving now but your products arent selling more
13. The market segment that your brand is in is presently shrinking.
14. You have found out what new product a competitor is halfway through developing.
15. You usually get more negative comments than positive comments on social media
16. You want to change how often you launch new products.
17. Your brands image isnt improving even though you are spending lots of money on marketing
18. Your company is the only one in your market segment who never pays for product placement.
19. Your company regularly spends too much money on marketing.
20. Your company sometimes becomes the market leader but quickly loses that position.
21. Your competitors almost always beat you to the market with the next generation products
22. Your competitors are currently stretching their brands
23. Your competitors are investing more money than you in developing countries at the moment.
24. Your competitors are presently shrinking their product ranges.
25. Your competitors offer huge discounts every summer
26. Your competitors spend more on their annual research and development budget.
27. Your customers profile is now changing
28. Your main competitor launches a new product three times a year
29. Your main competitor spends millions of dollars on product endorsement annually.
30. Your market share is currently going down
31. Your product range doubles every year.
32. Your products normally cost 10% more than those of your competitors.
