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ДИСЦИПЛИНА «ДЕЛОВОЙ ИНОСТРАННЫЙ ЯЗЫКСтр 1 из 9Следующая ⇒
ДИСЦИПЛИНА «ДЕЛОВОЙ ИНОСТРАННЫЙ ЯЗЫК В ПРОФЕССИОНАЛЬНОЙ СФЕРЕ »
ENGLISH FOR BUSINESS, RESEARCH AND DEVELOPMENT
Утверждено редакционно-издательским советом университета в качестве учебного пособия для студентов магистратуры по всем техническим направлениям подготовки всех форм обучения
Красноярск 2018 УДК 811.111: 001.8 ББК 81.2Англ я73 R
Авторы: М. В. Савельева, Я. И. Войтальянова, А. Е. Гончаров, Т. Н. Куренкова, О. В. Маслова
Рецензенты: Доктор педагогических наук, доцент М. Г. Янова (Красноярский государственный педагогический университет имени В. П. Астафьева); кандидат филологических наук, доцент Т. В. Стрекалева (Сибирский государственный университет науки и технологий имени академика М. Ф. Решетнева)
English for business, research and development: учеб. пособие/ R: М. В. Савельева, Я.И. Войтальянова, А. Е. Гончаров, Т. Н. Куренкова, О. В. Маслова; СибГУ им. М. Ф. Решетнева. – Красноярск, 2018. – 88с.
Предназначено для студентов магистратуры по всем техническим направлениям подготовки всех форм обучения, изучающих дисциплину «Деловой иностранный язык в профессиональной сфере». Материал пособия расширяет кругозор, как в профессиональной области, так и в области делового общения, помогает совершенствовать навыки академического (научно-делового) письма и устного выступления на английском языке с учетом существующих академических (научных) целей, знакомит студентов с деловой терминологией.
УДК 811.111: 001.8 ББК 81.2 Англ я73
© СибГУ им. М. Ф. Решетнева, 2018 © Савельева М. В., Войтальянова Я. И., Гончаров А. Е., Куренкова Т. Н., Маслова О. В., 2018 ОГЛАВЛЕНИЕ
Предисловие. ............................................................................................. 4 Unit 1. Companies........................................................................................ 5 Unit 2. Resume, CV................................................................................... 22 Unit 3. How to write a cover letter............................................................ 30 Unit 4. Documentation for an engineer. Grant proposal writing process. 38 Unit 5. Writing a proposal......................................................................... 52 Unit 6. Writing an executive summary…………………………………..59 Unit 7. Writing a report............................................................................. 64 Unit 8. Making a presentation................................................................... 73
Послесловие. ............................................................................................ 75 Библиографический список. ............................................................... 76
ПРЕДИСЛОВИЕ Дисциплина «Деловой иностранный язык в профессиональной сфере» предназначена для дальнейшего совершенствования компетентности в деловом иностранном языке, но при осуществлении профессионального подхода в выборе изучаемого материала. Дисциплина рассчитана на проведение занятий со студентами магистратуры технических направлений подготовки очной формы обучения, имеющими уровень подготовки не ниже Intermediate. Авторы пособия проработали большое количество современных материалов по деловому иностранному языку, по академическому письму и по обучению иностранному языку в профессиональной сфере, многие из которых стали основой для заданий курса. По замыслу авторов, магистранты должны получить качественную подготовку по мере прохождения курса, так как все практические задания выполняются с учетом их профессиональных интересов и магистерских исследований, что подчеркивает практическую значимость созданного пособия. Цель учебного пособия состоит в том, чтобы сформировать у магистрантов навыки в области деловой коммуникации, академического и профессионального письма, и обобщить их опыт в области профессиональной коммуникации. Пособие должно использоваться при подготовке к аудиторным занятиям, для самостоятельной работы студентов, на сервере дистанционного образования. Необходимость написания пособия обусловлена отсутствием учебных разработок, специально предназначенных для обучения деловому английскому языку в профессиональной сфере. Пособие содержит необходимую общую информацию и полезные рекомендации для выполнения творческих заданий, которые подготовят студентов магистратуры к реальным действиям в их профессиональной жизни. В начале каждого раздела (Unit) поставлены учебные задачи, далее следует основная вводная информация по теме, изучение которой дает возможность ознакомиться с содержанием темы и получить инструкции для самостоятельных действий. В качестве дополнения приведен список активной лексики, который может пополняться студентами в процессе их работы с материалами пособия и собственными исследованиями. Пособие состоит из восьми разделов (Units): “Companies” – составитель доцент Куренкова Т.Н., “Resume, CV”, “How to write a cover letter”– составитель доцент Маслова О.В., разделы “Documentation for an engineer. Grant proposal writing process”, “Writing a proposal” – подготовлены Войтальяновой Я.И.; разделы “Writing an executive summary”, “Writing a report” – подготовлены доцентом Савельевой М.В., “Making a presentation”– Гончаровым А.Е. UNIT 1 COMPANIES Questions 1. What are the most common types of companies in the UK? 2. How are Limited Liability Companies subdivided? 3. By whom are Limited Liability Companies headed? 4. Who usually owns corporations in the USA?
Lead-in The sole proprietor This is the simplest and the oldest form of business enterprise and often referred to as the one-person business. A single person provides the capital, takes the decisions, and assumes the risks. He or she is solely responsible for the success or failure of the business and has, therefore, the sole rights to such profits as may be made, or, alternatively, bears the sole responsibility for such losses as may accrue. The one-person business is still far more numerous than any other types of business organization, but in terms of total output employment, value of capital employed, or value of total output, it is relatively unimportant compared with the joint stock company. The strength of this type of firm lies in the direct personal interest of the proprietor in the efficiency of his enterprise. Ownership and control are vested in one person who enjoys all the fruits of success and hence has a great incentive to run the firm efficiently. Since the proprietor is the sole decision-taker and has no need to consult colleagues when changes of policy are required we should expect this type of organization to be extremely flexible and capable of quick and easy adjustment to changes in market conditions. The great disadvantage of the sole proprietor from an enterprise lies in the fact that the owner is personally liable for the debts incurred by his firm and his liability is unlimited. All his personal possessions are at risk and may be seized to meet creditors demands in the event of the business becoming insolvent. Another disadvantage of this type of firm is the strict limitation of its ability to acquire capital for expansion. Finance is restricted to the amounts which the entrepreneur is able to provide from his own resources and whatever sums he can borrow on his own security. We find the one-person business prevalent in farming, retailing, building, repair and maintenance work, and personal services such as hairdressing [1].
The partnership Partnerships are voluntary combinations of from 2 to 20 persons formed for the purpose of carrying on business with a view of profit. This type of organization represents a logical development from the one-person business since the obvious method by which such a firm may acquire further capital is to form a partnership. The motive, however, may not be financial and partnerships are often formed in order to bring new ability and enterprise into the business. The partners usually share in the task of running the business, but a partner need not play an active role. A person who joins a partnership, supplying capital and sharing in the profits, but taking no part in the management is known as a dormant or sleeping partner. Partnerships are a common form of business organization in such professions as law, accountancy, surveying, and medicine. The advantages of this type of firm are similar to those of the one-person business. It is a flexible organization which allows a greater degree of specialization than the one-person business. Partners usually specialize in one or more aspects of the business; one may be responsible for buying, one for selling, one for production, and so on. Since it has greater access to capital, it can achieve greater size than the sole proprietor. The great disadvantage, like that of the one-person business, is the fact that the liability of the partners is unlimited and they are all fully liable for the acts of the other partners. There are, however, some limited partnerships which have to be registered – with the Registrar of Companies. In such firms some partners (e.g. dormant partners) may have their liability limited to some specified sum, but at leasonet of the partners must have unlimited liability. The survival of a partnership depends upon the continued harmonious relationship between a number of people in situations which often give much cause for disagreement. Thus, where trading risks are very great, the partnership is not а vary stable type of organization [1].
The joint stock company The most important form of business organization in the UK is the joint stock company. Basically, it consists of an association of people who contribute towards a joint stock of capital for the purpose of carrying on business with a view to profit. A company may be defined as a legal person created to engage in business, capable of owning productive assets, of entering into contracts, and of employing labor in the same way as an individual. There are two kinds of joint stock company, the private company and the public company. In 1986 there were some 860 000 joint stock companies in the UK, of which about 6 000 were public companies. The public companies are much larger units and account for about two-thirds of all the capital employed by companies. In general, private companies are small firms, often consisting of the members of one family. Both public and private companies must have at least 2 members. A public company must have a minimum allotted share capital of 50 000 pounds (sterling) of which at least one-quarter has been paid up. A private company must include the word “limited” in its name while a public company must have the words “public limited company” at the end of its name although this can be abbreviated to plc. The basic distinction between a private and a public company is that a public company can offer its shares and debentures for sale to the general public. In the case of a private соmpany it would be a criminal offence to ask the public to subscribe to its shares. All companies must file annually, with the Registrar of Companies, details of their turnover, profits, assets, liabilities and other relevant financial information about their structures and activities [1].
Departments of a company The list of departments below is typical for many business – each one corresponds to a business function. Companies also have other departments related to their own particular business activity. ● Production might also include Purchasing and Quality Assurance (QA). ● Operations refers to all the internal processes of a company and might include, for example, Logistics. ● Sales might also include Business Development. ● Customer Services might include Technical Support. ● Marketing might include Market Research. ● Communications refers to all promotional activities including a strong focus on Public Relations (PR). ● Finance has many subdivisions, such as Financial Control, Treasury, Accounts and Payroll (= managing salary payments). ● Human Resources (HR). ● Information Technology (IT). ● Research and Development (R& D). ● Legal [5].
Structure of a plant Job skills and requirements 1. Interpersonal Skills: Plant managers must be able to speak with employees, other department managers and senior management. 2. Leadership Skills: Plant managers must be able to motivate employees to keep operations running smoothly. 3. Problem-Solving Skills: Plant managers must be able to quickly ascertain a situation and be decisive in solving it, such as identifying defects in the production line. 4.Time Management: Plant managers face production deadlines, shipping dates and more and must manage their time accordingly [2].
UNIT 2 RESUME, CV Questions 1. What are the basic rules of writing a resume? 2. What are the basic rules of writing a cover letter? 3. When will this useful information be used by you in future? Lead-in Technical Skills
Professional Experience Education Task 2.5 Here's an outline of the sections which should be included in every Resume. Match sections (from 1 to 7) with the corresponding descriptions of what is to be written in each of it (from A to J).
Нестандартное резюме Если Вы решили написать нестандартное резюме, имейте ввиду - такая стратегия хороша не во всех случаях. Как руководство к действию она может быть принята представителями творческих профессий, которым " позволено" отходить от стандарта. Что же касается специалистов других (не творческих) профессий - инженеров, водителей, бухгалтеров, и т.п., - то здесь предпочтительнее соискателям оставаться в рамках официально утвержденных норм. Это связано, прежде всего, с тем, что от специалистов данного профиля требуется точность, скрупулезность и обязательное соблюдение должностных инструкций. Следует учитывать, что кадровые агентства, как правило, используют присланные им резюме как источник получения необходимой информации о соискателе, поэтому она в " сухом" виде переводится в стандартный бланк резюме, в котором " творческие вольности" аннулируются. Если вы присылаете нестандартное резюме непосредственно работодателю, тогда есть шанс, что ваш творческий подход будет по достоинству оценен тем, кому он, собственно и предназначался [9]. Task 2.10 Below you can find a list of positive features of an applicant who wants to fill IT Manager position. Which features can please a hiring manager up to your mind? Can you think of some more important features? IT manager should be: - able to get on with people easily and effectively; - able to study for extra qualification; - motivated to do the tasks he is given; - outgoing with his colleagues; - dynamic in case of emergency; - effective in some difficult situations; - energetic all the time, especially in the evening; - enthusiastic when some innovated ideas are needed; - experienced person in the sphere of his professional development; - natural leader and a self-determined person; - flexible in behavior and communication; - healthy and ready to go in for sports; - young or middle-aged; - diplomatic with colleagues and superiors; - competitive and have a strong will to struggle; - able to produce creative ideas; - knowledgeable and ready to get new information; - willing to accept responsibility; - strong physically; - interested in the latest sport’s news; - He should have good academic background in the sphere of his professional interest.
Questions 1. Why is it so important to get ready for the interview? 2. What are the main secrets of a successful interview? 3. Why is it important to be polite but firm during the interview? 4. Would you like to be an interviewer once upon a time? Lead-in Answer some questions. 1. Do you know what a Cover letter is? 2. Have you ever written a Cover letter? 3. What is a Cover Letter written for? 4. Do you know the rules of writing a Cover letter? 5. Are you really sure that it is important to write a Cover letter? 6. Have you ever read professionally written Cover letters?
Task 3. 5. Generally, а Cover letter contains a number of sections. Match sections (from 1 to 6) of an example of a Cover letter task 3.4 with the corresponding passages 1 -6 (task 3.5) Use information of task 3.4.
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