Материал: Английский язык для управления предприятием. Лавриненко И.Ю., Козлова В.В

Task 2. Read and memorize the words below that will help you understand the text.

1.set of objectives [əb`dʒek.tɪv] – комплекс задач

2.be aware of [ə`weə(r)] – быть в курсе, понимать

3.affect [ə`fekt] - затрагивать

4.obvious [ˈɒbvɪəs ] - очевидный

5.rationality [ræʃəˈnælɪtɪ] - рациональность

6.relations [rɪˈleɪʃənz] - отношения

7.intuition [ˌɪntjʊˈɪʃən] - интуиция

8.sensitivity [ˌsɛnsɪˈtɪvɪtɪ] – чувствительность, чуткость

9.essentially [ɪˈsɛnʃəlɪ] - существенно

10.achieve [əˈtʃiːv] - достичь

11.accord [əˈkɔːd] – зд. приписывать, относить, причислять

12.seniority [ˌsiːnɪˈɒrɪtɪ] - старшинство

13.pay-for-performance - оплата за результаты (система стимулирующей оплаты труда, при которой размер заработной платы зависит от производительности или качества работы)

14.collectivists cultures – коллективистские культуры

15.rewards [rɪˈwɔːd] - вознаграждение

16.loyalty [ˈlɔɪəltɪ] - верность

17.theorist [θɪərɪst] - теоретик

18.universalists - универсалисты

19.particularlists - партикуларисты

20.former [ˈfɔːmə] – бывший, зд. первый из перечисленных

21.latter [ˈlætə] – второй из перечисленных

22.take precedence [ˈprɛsɪdəns] - предшествовать, иметь преимущественное значение, превосходить по важности

23.hardly – с трудом, вряд ли

24.tolerate [ˈtɒləˌreɪt] – мириться, принимать

Task 3. Read and translate the text.

Cross-Cultural Management

Managing a truly global multinational company would be much simpler if it requires only one set of corporate objectives, goals, products and services. But local differences often make it impossible. Companies that had to be successful in foreign markets have to be aware of the local cultural characteristics that affect business is done.

The most obvious division that was studied is the one between the countries of North America and North-West Europe and the Latin countries of southern Europe

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and South America. In the first group of the countries mentioned management is largely based on analysis, rationality, logic and systems. For the second group personal relations, intuition, emotion and sensitivity are of much greater importance.

The largely Protestant cultures of the North Atlantic (Canada, the USA, Britain, the Netherlands, Germany, Scandinavia) are essentially individualists. In such cultures status has to be achieved. In most Latin and Asian countries, on the contrary, status is automatically accorded to the boss. This is particularly true in Japan where companies traditionally have a policy of promotion by seniority.

In northern cultures the principle of pay-for-performance often successfully motivates salespeople. The more you sell, the more you get paid. In more collectivists cultures rewards and promotion are expected to come with age and experience.

Another example of an American idea that doesn`t work well in Latin countries is matrix management. The task-oriented logic of matrix management conflicts with the principle of loyalty to the line-superior. Andre Laurent, a French researcher, has said that in his experience, French managers would hardly tolerate with a system in which a few subordinates have to report to two bosses.

In discussing people`s relationships with their boss and their colleagues and friends Trompenaars (a Dutch-French organizational theorist, management consultant, and author in the field of cross-cultural communication) distinguished between universalists and particularlists. The former believe that rules are extremely important, the latter believe that personal relationship should take precedence. According to Trompenaars`s data, there are many more particularlists in Latin and Asian countries than in Australia, the USA, Canada, or North-West Europe.

Source: Ian MacKenzie, A course for Business Studies and Economics students. — 2nd edition. — Cambridge University Press, 2002. — 206 p.p. 36-37.

Task 4. Match the words in two columns.

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Task 5. Use the information in the text to fill in the table below that shows their main differences:

Task 6. Answer the following questions:

1.What makes it difficult to manage a multinational company?

2.What can provide company`s success in the foreign market?

3.What groups of countries are mentioned that possess obvious differences?

4.What is the attitude of individualist countries to status?

5.What does promotion by seniority mean?

6.What does pay-for-performance mean?

7.For what countries is matrix management more acceptable?

8.What is the difference between universalists and particularlists? Give examples of the countries that are: universalists/particularlists.

Task 7. Trompenaars (1993) describes seven aspects of culture that affect behavior. Below there are five of these aspects which contain contrasting features (universal-particular; individual-collective, etc.). Match each feature (1-10) with its correct meaning (a-j):

Source: Simon Sweeney. Series Eddition: Nick Brieger. Professional English Management, 2-nd imprssion 2002, First Published 2002, Pearson Education Limited, Edinburg Gate, Harlow, Essex CM20 2JE, England. Section 3. Unit 21.

Corporate Culture in Action

Imagine you organize a multinational forum. Think of how to make it comfortable for every nation-visitor. Present your ideas.

UNIT 12

FINANCIAL CONTROL

Task 1. Discuss the following questions:

1.When may companies need to conduct financial control? Why?

2.Who may implement it?

3.What does financial stability of a company depend on?

Task 2. Read and memorize the words below that will help you understand the text.

1.expansion project – проект расширения

2.expenses – траты

3.opt to - зд. принять решение

4.financial ratios – финансовые коэффициенты

5.performance – зд. деятельность

6.stacks upвыглядеть на фоне остальных

7.stockpile – делать запасы

8.receivables – счета дебиторов, причитающиеся суммы

9.lender - кредитор

10.balance sheet – балансовый отчет

11.portrait [pɔːtrət] - портрет

12.assets - активы

13.liabilities – обязательства

14.business loan agreement – договор о предоставлении ссуды

15.evaluate – оценивать

16.ratios – коэффициент

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17.liquidity - ликвидность

18.leverage ratio – коэффициент собственных и за мных средств

19.overview – общее представление

20.insight - понимание

21.collection - денежный сбор

22.profitability – рентабельность

23.viability – жизнеспособность

24.solvency – платежеспособность

25.vary – варьироваться, различаться

26.fluctuations – колебание

27.performance – эффективность

28.own – владеть

29.owe – быть должным

Task 3. Read and translate the text.

Company Financial Issues

At some point, most businesses require an in-depth look at their financial structure. An expansion project, low cash reserves or a jump in expenses can prompt you to conduct such an exercise. You might also opt to examine your financial structure if you find yourself borrowing more frequently as your sales increase, or if, for example, a customer wants to place a large order and is asking for longer-than-normal credit terms.

One way to analyze your financial health and identify how it might be improved is by looking closely at your financial ratios. Ratios are used to make comparisons between different aspects of a company's performance or how the company stacks up within a particular industry or region. They reveal very basic information such as whether you have accumulated too much debt, stockpiled too much inventory or are not collecting receivables fast enough.

A common use of financial ratios is when a lender determines the stability and health of your business by looking at your balance sheet. The balance sheet provides a portrait of what your company owns or is owed (assets) and what it owes (liabilities). Bankers will often make financial ratios a part of your business loan agreement.

But ratios should not be evaluated only when visiting your banker. Ideally, you should review your ratios on a monthly basis to keep on top of changing trends in your company. Although there are different terms for different ratios, they fall into 4 basic categories.

Liquidity ratios measure the amount of liquidity (cash and easily converted assets) that you have to cover your debts, and provide a broad overview of your financial health.

Efficiency ratios are often measured over a 3- to 5-year period, these give additional insight into areas of your business such as collections, cash flow and operational results.

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