Answer the following questions. Give extensive answers.

1. Why are many European businesses making English their official lan­guage?

2. Why do more and more European companies rely on English as their common tongue?

3. What is the language of business?

4. What conditions make you to learn foreign language?

5. What forms of written communication must be translated?

6. What is back-translation?

7. Why do many companies find it beneficial to offer language training programs?

8. Where may plain English be used?

9. What types of limitations does plain English have?

2. Determine which of the following statements are true and which are false. Then put T or F in the blanks. Rewrite false statements to make them true.

1. __ Managerial jobs that don't require fluent English are few.

2. __ The European Commission, with 11 official languages, recently switched to English as its official working language.

3. __ Some multinational companies ask all their employees to use their native language when writing to employees in other countries, regardless of where they're located.

4. __ Language courses may take more time and more money than you can afford.

5. __ U.S. firms always worry about translating their correspondence.

6. __ The training concentrated on practical English for use on the job.

7. __ Plain English is a way of writing and arranging technical materials so that your audience can understand your meaning.

8. __ Plain English cannot help you simplify the messages you prepare for audiences who speak English only as a second or even third language.

 

Assignments_____________________________________________________

1. Say what you have learned about:

The language of business; 2. overcoming language barriers; 3. back-translation; 4. English-Language training programs for employees; 5. Plain English.

Make a plan of the text in the form of questions.

3. Summarize the text.

Vocabulary_______________________________________________________

Below is a list of terms that you could find in the text. Use this as a working list and add other terms that you figured out in the unit.

1. to entwine - сплетать

2. to switch - изменять(ся) ( from; to )

3. tension - напряжение, напряженное состояние,

4. increasingly - все больше и больше, в большей степени, в большей мере

5. to afford - (быть в состоянии) позволить себе, ( can afford, be able to afford )

6. warrantiy - гарантия

7. manual – руководство, наставление, справочник, указатель, учебник

8. to convey - передавать

9. discrepancies - расхождение во мнениях, разногласие, противоречие несогласие

10. grievance – обида, недовольство жалоба

11. decline - упадок

12. murky - густой, плотный

13. passage - отрывок

14. credit agreement – кредитный договор

15. to endorse - индоссировать, делать передаточную надпись

16. loan - заем, ссуда

17. estate - имущество

18. precision – точность, четкость, аккуратность

19. intense - значительный

20. insight – проницательность, способность проникновения в суть (into)

21. to embrace - включать, заключать в себе, содержать

22. to intend - намереваться, планировать, подразумевать

23. _________________________________________________

24. _________________________________________________

25. _________________________________________________

26. _________________________________________________

27. _________________________________________________

 

PART IV

COMMUNICATION SKILLS

IN MANAGEMENT

APPENDIX I COMPANY STRUCTURE

TRADITIONAL ORGANIZATIONS

Structure

· Bureaucratic, hierarchical

· Vertical, isolated functions and deportments

· Internally focused

· Rigid and formal with strong control systems

Values

· Conformity, predictability, and stability

· Command and control

· Mass-produced products in volume

Jobs: Policies, Roles, Responsibilities

· Screens new hires for past performance, using references and individual interview

· Hires the best and trains to climb up corporate ladder

· Assimilates new employees into culture with careful procedures

· Clarifies roles and responsibilities with explicit job descriptions

· Utilizes assembly line and specialized jobs

· Focuses on individual

· Supports lifetime employment

· Values longevity and loyalty

Performance and Reward Systems

· Appraises individual performance

· Specifies outcome of activities and assesses individual on those outcomes

· Appraises performance in comparison to past performance or to others

· Promotes from within along well-defined paths in functional silos

· Provides security and steady pay with perks and benefits to motivate and bond, but with little incentive to change

Training and Development Programs

· Training for specific job

· Development programs for managers and senior executives

ENTREPRENEURIAL ORGANIZATIONS

Structure

· Informal, nonhierarchical

· Flatter, egalitarian

· Externally focused

· More flexible structure and systems

Values

· Innovation, creativity, individuality, risk taking

· Cooperation, communication, relationships, and alliances

· Quality, customization, and speed in making products

Jobs: Policies, Roles, Responsibilities

· Takes time recruiting right individual, and screens for abilities and cultural fit

· Recruits internally and externally

· Defines jobs as needs or opportunities arise

· Moves employees in response to environment

· Stresses egalitarian teamwork and cross-functional teams

· Offers a variety of career paths, multiple ladders, and more complex, less-structured jobs needing cross-functional cooperation

· Tolerates mistakes in learning process

Performance and Reward Systems

· Participative performance evaluation with more than one appraiser

· Appraisal is based on potential value and future contributions

· Performance measures have individual and group criteria, with some compensation fed to team outcomes

· More flexible pay and greater incentives, both monetary and symbolic, encourage better performance, although tendency is toward tower pay scales

· Stress placed on efficiency and results

Training and Development Programs

· Emphasizes training in teamwork and participative skills

· Develops new skills and knowledge through training and development programs

· Long-term development for future challenges

 

 

APPENDIX II COMPANY CULTURE

Analyzing the Organizational Culture and the Discourse Community you canbegin to analyze an organization's culture by asking the following questions:

•Is the organization tall or flat? Are there lots of levels between the CEO and the lowest worker, or only a few?

•How do people get ahead? Are the organization's rewards based on seniority, education, being well liked, making technical discoveries, or serving customers? Are rewards available only to a few top people, or is everyone expected to succeed?

•Does the organization value diversity or homogeneity? Does it value independence and creativity or being a team player and following orders? What stories do people tell? Who are the organization's heroes and villains?

• How important are friendship and sociability? To what extent do workers agree on goals, and how intently do they pursue them?

•How formal are behavior, language, and dress?

•What are the organization's goals? Making money? Serving customers and clients? Advancing knowledge? Contributing to the community?

Organizations, like nations, can have subcultures. For example, manufacturing and marketing may represent different subcultures in the same organization: they may dress differently and have different values.

To analyze an organization's discourse community, ask the following questions:

•What channels, formats, and styles are preferred for communication?

•What do people talk about? What topics are not discussed?

•What kind of and how much evidence is needed to be convincing?

A discourse community may be limited to a few people in an organization. However, some discourse communities span an entire organization or even everyone in the same field in the nation or the world.

APPENDIX III WORKING IN GROUPS

Communication Activities and Phases of Group Development

Phase Events during Phase

Orientation - Group meets. Members decide how to relate to each other. Group tries to define task.

Formation - Members begin to specialize. Leader emerges. Group develops strategy, objectives, and procedures to meet goals.

Coordination - Group finds, organizes, and interprets information; examines its assumptions. Group considers alternatives but no one advocates a specific conclusion.

Formalization - Group makes and formalizes decision.

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