Английский язык

Содержание

1. Тексты №1……………………..……..…………………………………….….....….3
2. Текст №2…………………..………………..……………………………..……..….4
3. Текст №3…………….……………..……………………………………….….…....6
4. Текст №4…………………………………………………………….........................8
5. Перевод текста №1……………………………………………………………...….10
6. Перевод текста №2………………………………………………………...…….....11
7. Перевод текста №3……………………………………………………………..…..14
8. Перевод текста №4…………………………………………………..……………..16
9. Лексико-грамматические упражнения……………………………………………18

Введение

Текст № 1
The manager’s role
1. Our society is made up of all kinds of organizations, such as companies, government departments, unions, hospitals, schools, libraries, and the like. They are essential to our existence, helping to create our standard of living and our quality of life. In all these organizations, there are people carrying out the work of a manager although they do not have that title. The vicechancellor of a university, the president of a students' union or a chief librarian are all managers. They have a responsibility to use the resources of their organization effectively and economically to achieve its objectives. 
2. Are there certain activities common to all managers? Can we define the task of a manager? A French industrialist, Henri Fayol, wrote in 1916 a classic definition of the manager's role. He said that to manage is «to forecast and plan, to organize, to command, to coordinate and to control». This definition is still accepted by many people today, though some writers on management have modified Fayol's description. Instead of talking about command, they say a manager must motivate or direct and lead other workers. 
3. Henri Fayol's definition of manager's functions is useful. However, in most companies, the activities of a manager depend on the level at which he/she is working. Top managers, such as the chairman and directors, will be more involved in long range planning, policy making, and the relations of the company with the outside world. They will be making decisions on the future of the company, the sort of product lines it should develop, how it should face up to the competition, whether it should diversify etc. These strategic decisions are part of the planning function mentioned by Fayol. 
4. On the other hand, middle management and supervisors are generally making the day-to-day decisions which help an organization to run efficiently and smoothly. They must respond to the pressures of the job, which may mean dealing with an unhappy customer, chasing up supplies, meeting an urgent order or sorting out a technical problem. Managers at this level spend a great deal of time communicating, coordinating and making decisions affecting the daily operation of their organization.

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