- •Экономический английский
- •Contents
- •Раздел 1……………………………………………………………………..450
- •Раздел 2…………………………………………………………………..…455
- •Раздел 3……………………………………………………………………..473 Предисловие
- •Методическая записка
- •Part 1 Unit 1
- •1. Business Is Booming Almost Everywhere
- •Vocabulary:
- •2. Lada Can Hear Its Rivals Gaining AvtoVaz' dominance faces a serious threat as foreign car plants spring up in Russia
- •Slow off the mark
- •Vocabulary:
- •3. Can Stringer stop Sony malfunctioning?
- •Vocabulary:
- •4. Carmakers Eye Romania Factory
- •Vocabulary:
- •5. Privatisation Plan for Swisscom
- •Vocabulary:
- •6. Siemens Steps up China Growth
- •Vocabulary:
- •7.Hsbc usa Posts Robust Earnings
- •8.Hidden Value Let Loose Chipmaker Freescale, spun from Motorola, is a prime example of the power of spin-offs
- •9. Philip Morris Moves To Boost Food Unit
- •10. Japanese May Aid Chemicals Industry
- •12. Azucarera Agrees To Acquire Puleva In 590 Million Deal
- •14.Poison Pill Defence For News Corp
- •Part 1 Unit 2
- •Section 1 producing the goods lead-in
- •15. Japan's Production Increases But Analysts Expect Slowdown Soon
- •Vocabulary:
- •16. Manufacturing And the Price of Outsourcing
- •Vocabulary:
- •17.JpMorgan Steps up Indian Offshoring
- •Vocabulary:
- •Section 2 costs and expenses, economies of scale
- •18. Eu Farm Agreement Reached, But Budget Questions Linger
- •Vocabulary:
- •19. Hitachi Raises Flat-panel tv Profile
- •Vocabulary:
- •20. Honda's 2nd Quarter Net Fell 8.5%
- •Vocabulary:
- •21. Ford Posts Record Results in Third Quarter
- •Vocabulary:
- •22. Ericsson Upbeat Despite Drop in Profits
- •Vocabulary:
- •Vocabulary
- •23. Latin America Starts to Compete
- •Its businesses are in better shape than its balance of payments might suggest
- •Vocabulary:
- •24. Bankless Banking
- •Vocabulary:
- •Stolen Jobs?
- •Vocabulary:
- •Part 1 Unit 3
- •Section 1 key economic indicators lead-in
- •Vocabulary
- •Vocabulary practice
- •Texts to translate:
- •25. Eurozone Recovery Boosts Confidence
- •Vocabulary:
- •26. Is the u.S. Current Account Deficit Sustainable?
- •Vocabulary:
- •27. Data Show Europe's Economies Are on Separate Paths
- •Vocabulary:
- •28. Dormant for Now, Inflation Shows Signs of Awakening
- •Vocabulary:
- •29. Will This Slowdown Be Satisfactory?
- •Vocabulary:
- •Section 2 boom and bust lead-in
- •Vocabulary
- •Vocabulary practice
- •Texts to translate:
- •30. Losing Balance and Monentum?
- •Vocabulary:
- •31.The Next Downturn
- •Vocabulary:
- •32. The Economy Is Too Darn Hot
- •Vocabulary:
- •Section 3 record highs and record lows; ups and downs lead-in
- •These words are used to talk about prices when they rise by larger amounts or increase quickly or sharply: jump, leap, roar ahead (up), rocket, shoot ahead (up), skyrocket, soar, surge (ahead);
- •Vocabulary
- •Vocabulary practice
- •33. Russia's booming economy
- •It's not about just oil and gas
- •Saving and spending
- •Home grown
- •Too fast to last
- •Vocabulary:
- •34. Euro-Zone Prices May Heat Up Soon
- •Vocabulary:
- •35. Rise In Orders Fails to Lift Economy Gloom
- •Section 4 money management lead-in
- •Vocabulary
- •Vocabulary practice
- •Texts to translate:
- •36. Tightening Has Begun To Take Hold
- •Vocabulary:
- •37. From t-shirts to t-bonds
- •Vocabulary:
- •38. G7 Cautions on Inflationary Pressures
- •Vocabulary:
- •39. Bank of Japan Pressed to Ease Monetary Policy
- •Vocabulary:
- •40. Fed Report Shows Economy Remains Robust
- •Vocabulary:
- •The Asian Crash
- •Vocabulary:
- •Part 1 Unit 4
- •Section 1 sellers, buyers, consumers, and key players lead-in
- •Vocabulary
- •Vocabulary practice
- •Texts to translate:
- •41. From Market Driven to Market Driving
- •Vocabulary:
- •42. Cadbury Shakes up Its us Drinks
- •Vocabulary:
- •Section 2 marketing mix and target markets lead-in
- •Vocabulary
- •Vocabulary practice
- •Texts to translate:
- •43. Saturated Retail Market Could Limit Expansion
- •44. Mobile Market Expanding Rapidly in India Country adding five million new wireless connections per month
- •Vocabulary:
- •Section 3 products, services and brands; upmarket and downmarket lead-in
- •Vocabulary
- •Vocabulary practice
- •Texts to translate:
- •45. Lg's White-Hot White Goods
- •Vocabulary:
- •46. A Brand New Opportunity In the Empty Nest
- •Vocabulary:
- •47. Everybody Loves a Winner — or do they?
- •Section 4 advertsing and promotion lead-in
- •Vocabulary
- •Vocabulary practice
- •Texts to translate:
- •48.Colgate Glides Past Stumbling Competitors
- •Vocabulary:
- •49. Electrolux Blames Fall on Paranoia
- •Vocabulary:
- •Chinese Imports Prompt Posco Discounts
- •Part 1 Unit 5
- •Financial instruments and stock exchanges section 1 raising finance lead-in
- •Texts to translate:
- •50. Stocks in trade
- •Vocabulary:
- •51. Ipsen ipo marks Paris high point
- •52. Swiss Machine Tool Group in ipo
- •Section 2 market players. Trading on the markets lead-in
- •53. Siemens Seeks us Expansion as adRs Launch
- •Vocabulary:
- •54. Bear Markets
- •Vocabulary:
- •Section 3 unveiling results lead-in
- •54. Russian Stocks Climb to Record
- •55. Treasury Prices Fall as Investors Return to Stocks Rally in Equities Markets Puts Pressure on Bonds
- •Vocabulary:
- •Vocabulary:
- •Section 4 derivatives lead-in
- •Vocabulary practice
- •Text to translate:
- •57. Future Perfect
- •Vocabulary:
- •Section 5 wrongdoing, corruption, insider dealing lead-in
- •Vocabulary practice
- •Text to translate:
- •58. Soros found guilty of insider trading
- •59. Toyota Faces Insider Trading Probe Around Share Buyback
- •Vocabulary check
- •Investors shun Fibernet after rights issue
- •1. What was the strategic decision that required the capital Fibernet raised from the rights issue?
- •2. Using evidence from the text and your own knowledge, explain why you think that Fibernet used a rights issue of shares rather than taking out long-term loans.
- •3. Examine the likely reaction of shareholders to this financing decision in:
- •Vocabulary revision – unit 5
- •Part 1 Unit 6
- •Section 1 types of accounting and the basic accounting equation lead-in
- •Vocabulary
- •60. The Power of Four
- •Imbalance sheet
- •Vocabulary:
- •Section 2 the balance sheet
- •Balance Sheet for Wal-Mart
- •61. Bank Reform in Japan
- •Vocabulary:
- •62. Asset Finance
- •Vocabulary:
- •Section 3 financial statements and the bottom line lead-in
- •63. Strong Fundamentals and Fundamental Analysis
- •Vocabulary:
- •Section 4 bankruptcies lead-in
- •Vocabulary
- •64. Bankruptcies reach another record
- •Vocabulary:
- •65. Bad Debts Build up at Lloyds tsb
- •66. Poor Planning
- •Vocabulary:
- •67. Turkey Outlines New Package of Radical Structural Reforms
- •Vocabulary:
- •Europe's Enron
- •Part 1 Unit 7
- •Section1 company structure lead-in
- •68. Tough at the top
- •Vocabulary:
- •69. Fit for Hiring? It’s Mind Over Matter
- •Vocabulary:
- •70. The Truth About Work
- •Vocabulary:
- •71. The new global shift
- •Vocabulary:
- •72. Firing the Boss
- •Vocabulary:
- •73. In the money
- •Vocabulary:
- •74. The rewards of failure
- •75. Executive Pay Soars But May Have Peaked
- •Mitsubishi Motors to rejig structure
- •Part 1 Unit 8
- •76. The physical internet
- •21St-century clippers
- •77. Negotiation Strategies
- •Vocabulary:
- •Troubled Waters
- •Part 1 Unit 9
- •78. Royal Insurance
- •Vocabulary:
- •79. Insuring for the future?
- •80. Papers, papers everywhere
- •Shop Around for the Best Car Insurance
- •Vocabulary:
- •Методические рекомендации
- •Основы реферирования и аннотирования. Практические рекомендации
- •Part 2 Unit 1
- •One world?
- •Vocabulary:
- •1. Read and translate the text.
- •2. Make an annotation on the text. Expand the debate on globalisation
- •Vocabulary:
- •1. Read the text and outline the key points.
- •2. Translate the text.
- •3. Make a précis and an annotation on the text. Global capitalism, r.I.P.?
- •Vocabulary:
- •«Globalisation»
- •Part 2 Unit 2
- •Trade winds
- •Vocabulary:
- •1. Read and translate the text.
- •2. Make an annotation on the text. The Harsh Truth About Outsourcing
- •It’s not a mutually beneficial trade practice – it’s outright labor arbitrage
- •Vocabulary:
- •1. Read and translate the text.
- •2. Make a précis and an annotation on the text. The race for the bottom
- •Vocabulary:
- •1. Read and translate the text.
- •2. Make a précis and an annotation on the text. Spoiling world trade
- •Vocabulary:
- •1. Read and translate the text.
- •2. Make an annotation on the text. Nothing’s free in this world
- •Vocabulary:
- •«World Trade»
- •Part 2 Unit 3
- •Bearing the weight of the market?
- •Vocabulary:
- •1. Read and translate the text.
- •2. Make a précis and an annotation on the text. The future of the state
- •Vocabulary:
- •1. Read and translate the text.
- •2. Make an annotation on the text. Are the poor different?
- •Vocabulary:
- •1. Translate the text.
- •2. Make a précis and an annotation on the text. Globalisation and tax
- •Shopping around
- •Vocabulary:
- •1. Translate the text.
- •2. Make an annotation on the text.
- •Inflation is dead
- •Vocabulary:
- •«Inflation»
- •Part 2 Unit 4
- •The “euro”
- •Vocabulary:
- •1. Translate the text.
- •2. Make an annotation on the text. Asking for trouble
- •Vocabulary:
- •1. Read and translate the text.
- •2. Make an annotation on the text. The Perils of Partnership
- •Vocabulary:
- •1. Read and translate the text.
- •2. Make a précis and an annotation on the text. Euro Blues
- •In search of reality
- •Vocabulary:
- •«Europe. Economic and Monetary Union» Topics for discussion
- •Part 2 Unit 5
- •Worldbeater, inc.
- •Vocabulary:
- •1. Translate the text.
- •2. Make an annotation on the text. Behind america’s small business success story.
- •Vocabulary:
- •1. Translate the text.
- •2. Make an annotation on the text. Thoroughly modern monopoly
- •Vocabulary:
- •1. Read and translate the text.
- •2. Make a précis and an annotation on the text.
- •Vocabulary:
- •«Business and Businesses» Topics for discussion
- •Part 2 Unit 6
- •Instant coffee as management theory.
- •Vocabulary:
- •1. Translate the text.
- •2. Make an annotation on the text. Why too many mergers miss the mark
- •Vocabulary:
- •1. Read the text and answer the questions on it:
- •2. Make a précis and an annotation on the text. Johannesburgers and fries.
- •Vocabulary:
- •«Management. Marketing». Topics for discussion
- •Part 2 Unit 7
- •A smoother ride, but less fun
- •Vocabulary:
- •1. Translate the text.
- •2. Make an annotation on the text. Dancing in Step
- •Individual stockmarkets are increasingly being driven by global rather than local factors
- •Vocabulary:
- •1. Read and translate the text.
- •2. Make an annotation on the text.
- •Investors in south-east asian equities
- •Vocabulary:
- •1. Read the text and outline the key points.
- •2. Translate the part “Do you want to be in my band?” from English into Russian.
- •3. Make a précis and an annotation on the text. Fixed and floating voters
- •Vocabulary:
- •1. Translate the text.
- •2. Make an annotation on the text. The uneasy crown
- •Making their case
- •Old hands
- •When the credit stops
- •Vocabulary:
- •«Financial Markets». Topics for discussion
- •Part 2 Unit 8
- •How safe is your bank?
- •Vocabulary:
- •1. Read and translate the text.
- •2. Make a précis and an annotation on the text. The Collapse of Barings
- •Vocabulary:
- •1. Read the text and outline the key points.
- •2. Translate the part “Liquid refreshments” from English into Russian.
- •3. Make a précis and an annotation on the text. Central banks on the trail of the mutant inflation monster
- •Vocabulary:
- •1. Read and translate the text.
- •2. Make a précis and an annotation on the text. Monopoly Power Over Money
- •Vocabulary:
- •1. Read the text and outline the key points.
- •2. Translate the part “Spot the trend” from English into Russian.
- •3. Make a précis and an annotation on the text. The lloyds money machine
- •Vocabulary:
- •1. Read the text and outline the key points.
- •2. Translate the part “Old news” from English into Russian.
- •3. Make a précis and an annotation on the text. Rattling the piggy bank
- •Vocabulary:
- •Лексико-грамматические трудности перевода экономических текстов с английского языка на русский.
- •Лексико-грамматические трудности перевода экономических текстов с английского языка на русский.
- •Методическая записка
- •Раздел 1. Сущность процесса перевода. Словарь и словарные соответствия. Узкий и широкий контекст.
- •Раздел 1
- •Раздел 1
- •§1 Определение перевода
- •§2 Словарь и словарные соответствия
- •§3 Узкий и широкий контекст
- •Раздел 2
- •Раздел 2
- •§1 Перевод некоторых категорий слов
- •1.1 Термины
- •1.2 Сложные слова
- •1.3 Неологизмы
- •1.4 Имена собственные и географические названия
- •1.5 Названия организаций, учреждений, компаний и их сокращения
- •1.6 Интернациональные слова. Псевдоинтернациональные слова. Понятие коннотации слова
- •§2 Перевод сложных атрибутивных конструкций
- •§3 Перевод заголовков
- •§ 4 Лексические трансформации в процессе перевода
- •4.1 Дифференциация и конкретизация значений
- •4.2 Генерализация значений
- •4.3 Смысловое или логическое развитие при переводе
- •4.4 Антонимический перевод
- •4.5 Добавления и опущения слов в процессе перевода
- •§ 7 Способы передачи некоторых стилистических особенностей в процессе перевода
- •Раздел 3
- •§ 1 Выбор грамматической конструкции при переводе
- •§ 2 Порядок слов
- •§3 Модальные и вспомогательные глаголы
- •3.1 May (might)
- •3.2 Must
- •3.3 Should
- •3.5 Have to
- •3.6 Can (could)
- •§4 Инфинитив
- •4.1 Инфинитив в различных функциях
- •4.2 Инфинитивные конструкции
- •§ 5 Герундий
- •5.1 Герундий в функции обстоятельства
- •5.3 Герундиальный комплекс
- •§6 Причастие
- •6.1 Причастие в различных функциях
- •6.2 Причастные конструкции
- •6.3 Абсолютная причастная конструкция с предлогом with
- •6.4 Причастие в функции союзов и предлогов
- •§7 Страдательный залог (пассив)
- •§ 8 Оборот it is (was)… who (that, when и т.Д.)
- •§ 9 Служебные слова
- •9.1 Since
- •9.2 While
- •9.5 Once
- •9.6 Well
- •§ 10 Артикль
- •10.1 Определенный артикль
- •10.2 Неопределенный артикль
- •§ 11 Сослагательное наклонение
- •§12 Эллиптические конструкции
- •§ 13 Обзорные упражнения
- •Список использованной литературы
73. In the money
Executives have enjoyed an astonishing pay bonanza. Edward Carr explains why most of them deserved it
RIGHT and left, Americans and Europeans, stockmarket investors and anti-globalisation campaigners all share one belief: top managers pay themselves too much. The evidence seems to bear them out. For almost half a century the ratio of top executives' pay to median earnings was as smooth as a boardroom table. Then, starting in America in the 1980s and a few years later elsewhere, this ratio began to increase before taking off exponentially and peaking around the turn of the millennium. At that point the worker on an American shop floor was earning in a year roughly what his boss on the top floor took home each evening.
Most people think they know what lay behind this. Greedy chief executives, abetted by weak, sycophantic boards, gorged themselves at the expense of savers—more often than not the very pension and mutual-fund investors who, as workers, had seen their salaries and benefit packages fail to grow. To add to the grievance, many executives did not seem to deserve such rewards. Extraordinary pay for great performance is fine, it is routinely said. But many executives have been paid a fortune for presiding over mediocrity. The Corporate Library, an American corporate-governance consultancy, last year identified 11 large and well known but poorly governed companies, including AT&T, Merck and Time Warner, where the chief executive had been paid at least $15m a year for two successive years even as the company's shares had underperformed. Robert Nardelli received a $210m pay-off when he lost his job earlier this month even though the shares of his company, Home Depot, fell slightly during his six years in charge. Carly Fiorina, ejected from Hewlett-Packard almost $180m better off—including a severance payment of $21.6m—after a lacklustre tenure as chief executive, let it be known in her autobiography that money was not important to her. Not everyone believed her.
National pay schemes vary greatly, and America remains ahead of, and more extreme than, other countries. But over the past decade all markets have displayed the same pattern: widening gaps between managers and workers and greater emphasis on long-term incentives. It is hard to see how this could have been caused by universally poor governance across so many different systems.
The chief mistake of the past 15 years was the granting of too many share options to too many people on terms that were too generous. That was costly and unwarranted, but it stemmed more from foolish accounting and tax policies supercharged by bull-market mania than from a sinister plot hatched in the executive suite.
This is not to deny the abuses and downright crookery that have marred executive pay. Even now, dozens of senior managers are under investigation for “backdating” their share options—illegally manipulating the timing of grants to increase the likelihood of a payment. Nor is it to assert that all is right in the boardroom. Indeed, the case for reform is strong.
It is, however, to argue that popular opinion is wrong. The lion's share of the executives' bonanza was deserved—in the sense that shareholders got value for the money they handed over. Those sums on the whole bought and motivated the talent that managed businesses during the recent golden age of productivity growth and profits. Many managers have done extremely well over the past few years; but so, too, have most shareholders.
Between 1993 and 2003 the total pay of the top five executives in the Standard & Poor's 1,500, which accounts for roughly 80% of listed American companies by value, amounted to some $350 billion, according to Lucian Bebchuk and Yaniv Grinstein, of Harvard and Cornell Universities. The share of earnings consumed by those people's pay rose from 5.2% in the first five years of that period to 8.1% in the second five. And this is without counting the value of pensions, which can boost the total by as much as a third.
Although overpaying a chief executive on its own is unlikely to bankrupt a company, there are other reasons to care about top pay. One is incentives. The role of pay is not to get executives to work harder (most are workaholics already, toiling towards an appointment with the heart surgeon), but to recruit good managers and get them to take difficult decisions. Shutting a subsidiary, sacrificing a pet project or forgoing a tempting acquisition is not much fun. Without the spur of high pay, managers tend to avoid such things.
Executive pay is also the most controversial aspect of the increasing inequality that has appeared over the past couple of decades. As the topmost echelon appears to be capturing a huge share of new wealth, everyone else's wages have barely shifted. This would be disruptive even if managers were felt to deserve what they are paid. It would be explosive if high pay continued to be seen as a swindle. Ultimately, businesses function with the blessing of workers, shareholders, customers and voters. If business leaders are universally seen as immoral and grasping, cynicism and mistrust will flourish and choke enterprise. Jeb Bush, a Republican former governor of Florida and no enemy of business, gave warning last year that “if the rewards for CEOs and their teams become extraordinarily high with no link to performance, then it undermines people's confidence in capitalism.”
Across the rich economies, governments have begun to demand disclosure of pay and new corporate-governance codes. In America's Congress Charles Grassley, a Republican and former head of the Senate committee on finance, is calling for boards to “do their job” instead of being “in hock” to managers. Barney Frank, the new Democratic head of the House financial-services committee, is likely to introduce a bill on pay.
All this makes business people extremely nervous. The difficulty is that they find it hard to discuss pay. (Imagine the talking point: “I am worth $100m because...”) Their case is seldom heard or examined. But “it is a societal problem,” says Jay Lorsch, of Harvard Business School. “If the business community doesn't do something, we are going to get more pressure from the federal government—and we don't want that.”
The arguments about pay are subtle and complex. They start with that moment in the 1980s when the long-established relationship between workers' and managers' pay began to break down. What could explain such a turning point?