ТЕХНОЛОГИЧЕСКАЯ КАРТА ПО АНГЛИЙСКОМУ ЯЗЫКУ
Второй семестр
Используемые учебники:
1. Jon Naunton “ Head for business”/ Upper-intermediate/, student’s book, Oxford, 2006
2. Jon Naunton “ Head for business”/ Upper-intermediate/, workbook, Oxford, 2006
3. Virjinia Evans “English Grammar book Round-up-5”, Longman, 2006
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Unit 3
I. Устная тема:“Time management”
План темы “Time-management”
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Unit 4
I. Устная тема: “Internet: pros and cons”
План темы “Internet: pros and cons”
1. History of the Internet
2. Advantages and disadvantages of the Internet in our everyday life life and in business
3.Your personal opinion
Speaking
Ролевые ситуации:
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| 5. | Unit 5 I. Устная тема: “Organizational culture” План темы “Organizational culture 1. Definition 2. Types of organizational culture 3. Rules of behaviour within a company: dress-code, ways of addressing, using telephone and the Internet, parking spaces, overtime, time-management, gift, reward systems 4. Social responsibility of business 5. Your personal comments on the topic Ролевые ситуации: 1. Create a set of rules for your company using ideas from questionnaire (p.51), along with your own ideas 2. You are going to work in a company. You are being explained the rules and regulations of this company by one of its employees. VOCABULARY UNIT 5 (Student’s book) 1. hierarchy 2. an assignment 3. egalitarian 4. chart 5. to bother 6. a start-up 7. to solve 8. to launch 9. to relate to 10. a responsibility 11. to depend on 12. mood 13. an exaggeration 14. a gang 15. paternalistic 16. authoritarian 17. to dare 18. to trust 19. to socialize 20. suffocating 21. smart casual 22. to challenge 23. an unwelcome visitor 24. premises 25. to ban 26. a pay phone 27. to make a fuss 28. a permission 29. an application form 30. a canteen 31. a beard 32. to be against the rules/to respect the rules 33. to prohibit 34. confidential documents 35. to be fed up with smth 36. no-smoking policy 37. to respect smb 38. cigarette ends 39. a parking lot 40. a coffee lounge 41. insurance 42. a fire hazard 43. a notice board 44. to vote for 45. to be forced 46. humiliating 47. to volunteer 48. mind you 49. to disappear 50. a mentor system 51. an experienced member 52. to meet the sales target 53. a nightmare 54. intimidating 55. to gain experience 56. grown-up 57. to cry on smb’s shoulder 58. to spare a thought 59. the basic salary 60. to pay the bills 61. to make ends meet 62. to build up the rapport 63. to close the sales 64. average 65. absenteeism 66. morale 67. staff turnover 68. dramatically 69. viable 70. a sample 71. to undergo clinical trials 72. to charge for 73. a medicine/a drug 74. to suffer from river blindness 75. a disease 76. to dress smartly/casually 77. for work-related use 78. to abuse a privilege 79. a ‘first- come-first-served’ basis 80. to allocate 81. circumstances 82. to clock in/ clock out 83. overtime 84. to share 85. to accept a gift 86. to encourage II. Workbook Unit IV VOCABULARY UNIT 5 (Workbook) 1. bossy 2. a partnership 3. a participant 4. loyalty 5. recruitment 6. charismatic 7. a grant 8. a wage 9. commission 10. a salary 11. a fee 12. a salary 13. bonus 14. to raise/to increase 15. perks 16. a chanting ritual 17. a holiday entitlement 18. downside 19. to drop a hint 20. to be ordained 21. stationary 22. promotion 23. to intervene 24. to share a flat III. Тренинг V/ units 9,10 / IV. Grammar unit 5 - Modal verbs |
Unit 3
План темы “Time-management”
1. Time-management: definition
2. Types of co-workers: “poor delegators”, “tomorrows”, “disorganized types” etc.
3. Some tips (advice) on managing your time
4. Your personal comments on the topic
Pattern topic
In any business, it is important that managers should be effective. They must be able to achieve their objectives, and to 'get the right things done'. For most executives, being effective is easier said than done. The problem is that there are so many pressures on managers, reducing their efficiency. For one thing, their work is fragmented. Most days, they are doing a number of tasks, some fairly trivial, others highly important. They find that they do not have enough time to devote to the really important jobs. Besides, sometimes they are under such pressure that they forget which jobs are important.
The manager also faces another difficulty. He finds that other people take up a lot of his time, so that he has little time of his own. Just as he is ready to tackle that report, a customer will ring up unexpectedly. No sooner has he hung up than Bill, from Sales, drops by his office for a chat. He works on the report for. a few minutes,, then the Personnel Manager calls him. Could he interview someone tomorrow afternoon? And so it goes on. The manager must constantly respond to the' demands that others make on his time.
Things do not get better as he climbs higher in the organization. In fact, they get worse. The higher he goes; the more demands will be made upon his time.
Before being able to control his time, the manager must find out how he is actually using it. He must know where it goes. The best way to do this is to record how he uses time. The usual method is to log the tasks he performs. Either he or his secretary keeps an exact record of how he spends his working day, or week. The manager should not rely on memory when logging time. Not many executives can remember, at the end of the day, all the things they did during the day - all the telephone calls, chats, interruptions, work on the computer, letter-writing and so on. Оne way of logging time is to note down all the activities and indicate how long they took. Thus the log of an executive could look something like this:
This logging of time should be done once or twice a year. It shows the executive how he actually spends his time at work-not how he thinks he spends it.
Once the manager has an accurate picture of how he uses time, he can analyse the time log. This will help him to re-think and re-plan his word schedule.
As a result of this analysis the effective manager will start getting rid of unproductive, time-wasting activities.
He will also get rid of some activities which can be done just as well by someone else. Knowing how to delegate is an essential skill of a manager. This does not mean, of course, that he will be forever ‘passing the busk’ to subordinates! But, where possible, he will try to create more time so that he can attend to important tasks.
Having recorded and analysed time, he can now re-shape his schedule. It is up to him how he does this.
Peter Drucker, the American expert on management, believes that effective executives work systematically to manage time. They must acquire this ‘habit of mind’, this ability to use time efficiently.
Unit 4
План темы “Internet: pros and cons”
1.History of the Internet
2.Advantages and disadvantages of the Internet in our everyday life and in business
3 Your personal opinion
Pattern topic
1 These days with inexpensive air travel, mobile phones, and Internet, teenagers see the world as a smaller plan than it appeared to their grandparents. Of these innovation the Internet appears to be the most potential for global influence, and which will change lives the most.
2 For example, up until recently friendships developed over a lifetime but that has now changed. People often made friends locally at school and continued those friendships into adulthoоd but many young people today find the majority of their friendships over the Internet. This is not restricted to teenager Paula Sen, who has just turned 30, says: ‘I’ve met most of my friends over the Internet, through common interest forums. I couldn’t live without the Internet. It’s my lifeline.’
3 The Internet has also greatly influenced how people buy and sell goods. International Internet shopping is now common, with people buying all sorts of goods, from sites such as Amazon, the most successful online retail site. The international auction site eBay allows millions of participant to buy from and sell to strangers, setting their own prices. But beware-there are as many unscrupulous salespeople online as on the high street.
4 One of the Internet’s greatest success stories is Wikipedia the free online encyclopedia, which is compiled and updated by its users. It carries far more content than any other encyclopedia and is a great starting point for research but remember to double-check important facts as it does contain errors. If you don’t have time to check your facts, consider purchasing a reliable online encyclopedia such the Encyclopedia Britannica. The other major information resource on the Internet is Google, a search engine which finds and ranks web pages according to the number of line made to them.
5 Probably the biggest impact that the Internet has had is the way in which it has influenced social networking. The most frequently ‘googled’ word in the world recently was Bebo-the social networking site-followed by MySpace. People can meet new friends through sites like these, they can renew old acquaintances through sites like Friends Reunited and they can also play games with each other in virtual worlds such as Second Life. This Internet-based, three-dimensional virtual world is ‘inhabited’ by more than 6,6 million residents from around the world, and global companies such as Adidas and Toyota even have outlets there.
6 It’s now much easier to share experiences with others too. Sites such as YouTube allow people to upload and share videos, with unlikely clips becoming huge hits and a number of figures becoming Internet phenomena. Many people remember watching ‘sabre boy’ wielding an imaginary light-sabre, and laughing out loud at his antics.
7 Much of the power of the Internet lies in the fact that people are developing new ways to be creative and innovative, combining ideas and skills without an organization or hierarchy. No one is in overall control. Collective creativity and collaboration are the key ideas. But even more powerful than this is its power to solve crimes, help change the world through giving to charities on sites like justgiving.com or find missing individuals: one website for a missing child was visited by over 40 million people within days of its being set up.
Supplementary material
Is globalization a good thing?
1. Globalization is definitely about progress. It leads to better products, which are more cost effective to produce and therefore cheaper for everyone. It’s about consumer choice. Globalization also connects people by means of communication and offers them new opportunities for travel, work and education. It means a faster rate of development for the whole world. Many poorer countries have benefited from investment as a result of globalization.
2. The global economy simply means sweatshops in poor countries so that rich countries can have cheap goods. There is a lot of inequality involved in globalization and the desire for cheaper products. It also leads to the destruction of natural resources. Globalization benefits the rich nations, who control prices, who influence the economies of poor countries and cause populations to mirage in order to try and improve their lives.
3. Globalization is just another of aspect of evolution. It is a new name for an old process. Surely the coming of the railways and industrialization hundreds of years ago was globalization. It enables products to be produced wherever it is most efficient to do so. I think it means great social and economic progress for developing countries. I don’t understand this anti-globalization movement and feeling. Surely free markets and the free movement of people, goods and service are beneficial to economies all over the world?
4. Globalization’s only good for those who are already economically strong. It’s the big multinational companies who really benefit, and it worries me that sometimes they seem to have more power and influence over our lives that elected governments. Some of them are actuality richer that whole countries, which must be a bad thing.
Unit 5
План темы «Organizational culture»
1. Definition
2. Types of organizational culture
3. Rules of behaviour within a company: dress-code, ways of addressing, using telephone and the Internet, parking spaces, overtime, time-management, gift, reward systems
4. Social responsibility of business
5. Your personal comments on the topic
Pattern topic
Organizational culture
Organizational culture is a set of assumptions, believes, values and norms, which are accepted by all members of the organization. Some important components of organizational culture are: the system of seniority, the style of conflict resolution, the system of communication, the person’s place in an organization, the company’s traditions and rituals. It’s obvious that according to these components there can be a lot of types of the organizational cultures. Let’s consider a few of them.
The first type is the family culture. It is highly personal with close face-to-face relationships. This organizational culture is very hierarchical. The boss is usually quite authoritarian; he is like the carrying father for all workers. The other type of organizational culture is the Eifel tower culture. It also has a steep hierarchy. Everybody knows where their responsibilities begin and end. As opposed to the family culture this culture is very impersonal. Authority depends on the person’s position in the hierarchy. Things are different in the company with the guided missile culture. It is quite egalitarian, because most of the time people work in teams on specific projects and each member is an expert in his or her own way. This culture as the Eifel tower one is impersonal. The last organizational culture I’m going to tell about is the Incubator culture. It’s very personal and egalitarian with almost no structure at all. For the people who work in the company with this type of culture it’s not really a job, it’s more a way of life. Self-expression and self-fulfillment are very important here.
Within the companies with different types of organizational culture there are different rules of behavior. For example, forms of address vary from very formal, when everyone addresses each other with their title and surname, to very informal, when people at all levels use first names. Concerning working space companies differentiate, too. Somewhere everyone has his or her own office; in other organizations people have their workstations in an open-plan area. Somewhere people even have to ‘hot-desk’ and take whatever working space is available at the moment. Similarly different organizations have different dress-codes: from jackets and ties to smart casual style; different rules of parking: from having person’s own reserved parking space to parking on ‘first-come-first-served’ basis; different reward systems: from a guaranteed basic salary to commission only. Also there are usually some rules about using telephones and the Internet, about timekeeping and overtime and about accepting gifts at work. But whatever rules the organization has, it’s supposed to be socially responsible.
Social responsibility of business observes the norms and rules which aren’t clearly established by the government, but which have an influence on the quality of people’s life. There are three main concepts of the socially responsible business. They are the concepts of corporative egoism, corporative altruism and of enlightened self-interest. I want to tell about it at greater length. This concept insists that socially responsible business is even more profitable in the long term than the business which is concentrated only on increasing current profits at any cost. Spending money on social and philanthropic programs, the organization makes its future and its profits more stable. I think it’s a very good point especially as it can be an incentive for all businesses to be socially responsible.
Supplementary material
Social Responsibility
Being ‘socially responsible’ implies playing more than just an economic role in society.
Increasingly, firms are being expected by society to play a direct role in meeting community needs in the Arts and education, in health and environmental matters, and in social welfare, in addition to their roles as employers and producers. In response to the pressure to be ‘ socially responsible’, many firms have at demonstrating that corporate organizations are just as capable as individuals of being ‘good citizens’.
There are two ways of encouraging commercial enterprises to develop a sense of social responsibility:
1) they can be forced by law, or
2) they can be persuaded voluntarily.
In Britain, as in most other states, the law plays an important, though not dominant role, in regulating the relationships between firms and their various stakeholders. So, for example, there are law designed to protect the community from less welcome effects of commercial activities, such as industrial pollution, unsightly building developments and hazardous products. However, when we are discussing ‘social responsibility’ we are generally referring to voluntary measures undertaken by firms as part of their wider role in society.
Most firms are likely to operate their social responsibility programmes from the point of view of enlightened self-interest. By contributing to those activities which, even in prosperous countries, are never sufficiently funded by the state, a firm can ensure that its reputation is maintained in society. In previous centuries, it was wealthy landowners and princes who patronized the arts and social welfare. Today such patronage is exercised by large business enterprises. As in previous times, patronage can bestow a number of benefits on the patron, notably the establishment of a high reputation for good works.
