Английский язык. Практический курс для решения бизнес-задач. Нина Пусенкова

– новатор, рационализатор

      innovate v – вводить новшества, делать нововведения

      innovative a – новаторский

      15. contribution (to) n – вклад

      contribute (to) v – вносить вклад

      16. executive n – руководитель

      executive n – исполнительный

      17. founder n – основатель

      found v – основывать

      18. research and development (R&D) – исследования и разработки

      19. goodwill n – добрая воля, деловая репутация; «гудвилл» (статья баланса)

      20. complaint n – жалоба, иск; недовольство

      complain v – жаловаться; подавать жалобу, иск

      21. survey n – обозрение, осмотр, обзор, инспектирование

      survey v – проводить осмотр, обзор, обозрение; инспектировать

      22. bottom line – итоговая строка баланса или счета, финальная прибыль или убыток, окончательный результат, конечная цель

      23. generate profit – генерировать прибыль

      24. warranty n – гарантия (качества); поручительство, ручательство; условие

      25. sales n. pl . – зд. стоимость продаж товаров компании за определенный период

      26. cost n – затраты, издержки, расходы; цена, стоимость, себестоимость

      27. Chief Executive Officer (CEO) – главный исполнительный директор

      28. commitment n – обязательство; приверженность, преданность; совершение

      commit (to) v – брать обязательства, совершать, поручать, вверять; подвергать

      committed (to) a – преданный, приверженный

      29. supervisor n – инспектор

      supervision n – надзор, наблюдение, инспекция

      supervise v – надзирать, наблюдать, инспектировать

      30. assembly line – сборочная линия, конвейер

      31. mission statement – декларация миссии компании

      32. integrity n – целостность, полнота; порядочность

      33. code n – код, кодекс, сборник правил

      34. (in)tangible a – (не)материальный, (не)осязаемый

      Exercise 1. Answer the following questions.

      1. Does corporate culture influence the way organizations are managed? 2. Do efficiency and effectiveness of a company depend on corporate culture? 3. Does corporate culture affect the relations of a company with its stakeholders? 4. How would you define corporate culture? 5. Do slogans really give us a general idea of what the company stands for? 6. Who should create the internal environment in an organization? 7. What are the basic values of successful companies? 8. Is bottom line the only thing that really matters? 9. Are employees always rewarded for quality? 10. Why is it important for companies not to violate any laws and be ethical?

      Exercise 2. The dictionary «Economics» gives the following definitions of the terms «effectiveness» and «efficiency»: «Effectiveness is the achievement of objectives. Efficiency is the achievement of the ends with the least amount of resources.» Make 4—6 sentences of your own using these words in order to emphasize the difference between them.

      Examples: Sibneft was one of the most efficient oil companies in Russia demonstrating a rapid low-cost oil production growth.

      Aeroflot has introduced an effective frequent flyer program.

      Exercise 3*. According to the generally accepted definition, «Stakeholders are the people or institutions that are affected, or might be affected, by an organization’s activities. Likewise, stakeholders can, in return, affect the activities of that organization.»

      The text identifies such stakeholders as customers, suppliers, creditors and competitors. What other stakeholders can you name?

      Exercise 4. «Commitment» means «обязательство» and «приверженность, преданность чему-либо». Make 4—6 sentences of your own using the word «commitment» to emphasize its different meanings.

      Examples: Gazprom has always met its gas export commitments to Western Europe.

      Bosco di Ciliegi is known for its unwavering commitment to customer satisfaction.

      Exercise 5. Study the Hofstede Cultural Orientation Model (1995) that classifies cultures based on where they fall on five continuums, and identify the culture of your company according to these categories:

      1.Individual vs. Collective Orientation

      The level at which behavior is appropriately regulated.

      2.Power-Distance Orientation

      The extent to which less powerful parties accept the existing distribution of power and the degree to which adherence to formal channels is maintained.

      3.Uncertainty-Avoidance Orientation

      The degree to which employees are threatened by uncertainty, and the relative importance to employees of rules, long-term employment and steady progression through well defined career ladders.

      4.Dominant-Values Orientation

      The nature of the dominant values – e.g., monetary focus, well-defined gender roles, formal structure – vs. concern for others, focus on quality of relationships and job satisfaction, and flexibility.

      5.Short-Term