Metodichka_-_Anglysky_yazyk

Self-study

Text 1

Ex. 1 Read the paragraphs (A-I) and put them in a logical order to make a text. The first and the last paragraphs are given. Which words in each paragraph helped you decide?

1. A; 2. __; 3.__; 4. __; 5. __; 6.__; 7. __ ; 8.___; 9. I

Ambition and Growth Help Narrow Gender Gap

Many developing nations have higher ratios of female executives than advanced countries, but change is slow at the bottom. By Roula Khalaf

A.Women cheered, some men booed, but everyone took notice when Christine Lagarde said in 2010 that had Lehman Brothers been Lehman Sisters, the global financial crisis might have looked different. It was only half a joke. As Ms Lagarde,

France’s finance minister at the time and now head of the International Monetary Fund, later wrote: “When women are called to action in times of turbulence, it is often on account of their composure, sense of responsibility and great pragmatism in delicate situations.”

B.According to Grant Thornton’s 2014 Women in Business report, which surveyed about 6,600 privately owned companies in 45 countries, the proportion of senior roles filled by women across the Brics countries (Brazil, Russia, India, China and South Africa) exceeds 30 per cent, compared with about 20 per cent in the G7 group of industrialized nations, and higher than the 24 per cent global average. Some statistics are striking: in China more than 60 per cent of chief financial officers are women. Across the Brics, the percentage of companies that have no women in senior roles has fallen from 39 per cent last year to 18 per cent this year.

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In the boardroom too, women in emerging markets score better than the global average. This special report sheds further light on that progress, with data showing that in China about 30 per cent of entrepreneurs are women. “Emerging markets do seem really to value some of the things that women bring to boards and senior roles,” says Francesca Lagerberg, global head of tax at Grant Thornton. “The approach to business is different and there’s a real recognition that innovation and creativity are sometimes more closely linked to female leaders.”

C.This would seem to contradict perceptions dominant in the west of women in developing nations. The more prevalent image is that tradition in many of these countries, as well as educational and economic disadvantages, limit women’s empowerment in business. To some extent the perceptions reflect reality: although women lead Argentina, Brazil and Chile, 70 per cent of executives in Latin America say family pressures cause women to leave their jobs, according to a survey by McKinsey, the consultancy. In China, women are still expected to put their families first, an attitude reinforced by the one-child policy. Chinese women are also expected to take care of the elderly in the family.

D.What lies behind the numbers? One factor is education: as the authors of Winning the War For Talent point out, women in emerging markets are graduating from universities and graduate schools at rates that match and often outstrip those of men.

Family and tradition can work to women’s advantage. In China, and in countries of the former Soviet Union, women’s participation in the labour force has been encouraged; in conservative societies close-knit extended families and affordable help can make it easier for women to work. The need for women to contribute to the household income has been a driver of ambition.

E.“Observers in the west tend to see third-world women as victims,” write Sylvia Ann Hewlett and Ripa Rashid in their 2011 book Winning the War for Talent in Emerging Markets: Why

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Women are the Solution. “The fact is that no company can afford to ignore highly qualified female talent if it wants to compete in these fast-expanding economies – and win,” the authors say.

F.Perhaps surprisingly, it is an argument that emerging markets have recognized better than the developed world. Amid a growing international debate on bridging the gender gap the rapid economic growth of emerging markets in recent years has greatly increased opportunities for women in business, giving them a boost over their counterparts in developed countries.

G.Institutional backing for working women has also helped, with growing support for remote working arrangements, flexible hours and paid maternity leave. Imposing quotas can be less controversial than in Europe. Ms Lagerberg says more and more business leaders in emerging markets say they back board quotas for women. “It’s telling that people engaged in this are beginning to see where it should go. It might be that quotas come in several years’ time, but business leaders are becoming more conscious about process,” she says.

H.There is still a long way to go. And the risk is that the progress achieved so far will not be accelerated as growth in emerging economies begins to slow. Far too many women still face social pressures to leave their jobs after having children; their entrepreneurial drive is also stifled by constrained access to credit. The wage gap should also narrow.

I.Some experts warn that improvements at the top do not necessarily mean progress at the bottom. The picture for senior women in emerging markets may be brighter than in the west, but women’s participation in the labour force is lower than in Europe or the US. Ms Zahidi says that in rapidly growing economies such as Brazil, China and Indonesia, women are joining the labour force at relatively faster rates than men. But in India, women’s participation in the workforce has risen only 4 per cent, to 34 per cent, in the past eight years. “It is also the country where a lot of the poverty and illiteracy is concentrated among

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females,” Ms Zahidi says. “Because of cultural implications you see a divergence between lowand high-income women.” [15]

Ex. 2. Find in Text 1 English equivalents given in bold for the following Russian words and word combinations.

1.развивающиеся рынки

2.ограниченный доступ к

3.удаленная, дистанционная работа

4.дружная/сплоченная большая семья (т.е. состоящая из нескольких поколений)

5.из-за, вследствие, на основании

6.сглаживание гендерных различий

7.разница в оплате труда

8.отражать

9.поддержка (зд. преимущество)

10.быстро растущие экономики

11.частные компании

12.пролить свет на что-либо

13.средний мировой показатель

14.противоречить представлениям о чем-либо

15.семейный доход

16.сталкиваться с социальным давлением

17.декретный отпуск

18.квота в составе совета директоров

19.неграмотность

20.расширение возможностей женщин

21.превышать

22.добиваться успеха, набирать очки

23.поддержка со стороны компании, организации

24.расхождение, несоответствие

Ex.3 Find in Text 1 what the following figures relate to.

70 per cent 6,600 30 per cent (2 facts) 60 per cent 18 per cent 264

Ex.4 a) Match 1- 6 with a-f to make expressions from the text.

1.	household	a. leave
2.	remote	b. family
3.	gender	c. working
4.	maternity	d. market
5.	emerging	e. gap
6.	extended	f. income

c)Match the expressions from ex.4a to their definitions.

1.a family unit that includes grandmothers, grandfathers, aunts, and uncles, etc. in addition to parents and children (ant. nuclear family)

2.the difference in the attitudes, behaviour, abilities, etc, of men and women, or boys and girls

3.a period of paid absence from work, in Britain currently six months, to which a woman is legally entitled during the months immediately before and after childbirth

4.The combined gross income of all the members of a household (place of residence) who are 15 years old and older.

5.a financial or consumer market in a newly developing country or former communist country

6.a situation in which an employee works mainly from home and communicates with the company by email and telephone

Ex. 5 Complete the notes below to show the main points of the text. Use the words from the list.

educational	economic	women’s empowerment
family	responsibility	household income
pragmatism	education	creativity
family support	institutional backing	labour force
victims
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Ambition and Growth Help Narrow Gender Gap

1.Traditionally women in developing countries are considered to have ____________ and ____________ disadvantages, to face

__________ pressures and to be seen as ______________.

2.The rapid economic growth of emerging markets has greatly increased ____________________ in business.

3.Emerging markets seem really to value the things women bring into business such as ______________, __________________,

_________________.

4.One of the causes of women’s empowerment in emerging markets is a higher level of _________________ in comparison with men.

5.Women in developing countries have to work to contribute to

_________________________.

6.____________________ enables women to work effectively being sure that the children are looked after.

7.Business leaders are becoming more conscious about highly qualified female talent and ready to provide

__________________________.

8.Though there are significant improvements in the role of women in the __________________ the progress is very slow especially at the bottom.

Text 2

Ex. 6 Read the text and fill in the gaps (1-5) with the best sentence (A-E) from the list below. Which words helped you with your answers?

A. Mr Mitchell explains: “Many multinational organizations increasingly identify and adopt new and innovative ways of working that are coming in at a regional or country-specific level, and bring this back to the corporate centre.”

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B. It even has a director of employee engagement, Clare

Grundy, who explains: “When we hire people, in any market where we operate, we consider whether their style and approach will be a good fit with our values and with our existing employees.”

C. International branches might have the same logo above the door, but what happens behind it – from pay and benefits to leadership styles and attitudes toward diversity – can vary widely from country to country.

D. “The corporate and local elements influence the policies, so it’s not a matter of saying: ‘This is the policy, it comes from HQ and there is no room for any deviation’.

E. Some of the really recognizable values such as the focus on the client, or compliance and ethics – all these things have to be truly the same and cannot be changed.

New Twist on ‘Think global, act local’

Common Culture Leaves Room for Local Adaptations

Core values transcend borders but ideas can come from the regions, too, writes Tim Smedley

It has long been a mantra in the business world that international companies must “think global, act local”. This suggests that operating as they do in a global marketplace they should respect local norms, values and expectations or face the consequences.

The same has applied to the management practices of top employers. (1)___ However, there are signs that organizations are rejecting such localized approaches and instead unifying their global operations under one banner of “the way we do things”.

Simon Mitchell, European and multinational segment marketing director at talent consultancy DDI, says the best global employers “need a degree of commonality in leadership, on the understanding that a common culture is more useful”. He adds: “Managers and leaders are now heading teams of people with a wide breadth of experience, from a broad range of cultures, who are probably all at different points in their careers and lives. The best

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way to ensure organizations remain productive and effective is by setting some common standards of behaviour.”

Santander, for example, has banking operations in more than 40 countries, with 182,000 employees based primarily in Europe and North and South America. Javier Bugallo, its head of HR corporate policies, says: “We are moving towards having more corporate policies and ensuring that the same experience is felt in all places. (2)

___ It is important that the employee experience, the employee value proposition, is similar . . . and harmonized.”

While some scope remains for local differences, the idea is that a Santander manager can step into a branch in Argentina and feel a culture similar to that of the US or Portuguese offices. “Employee engagement in the past used to be something more local and it is becoming more international,” says Mr Bugallo, who adds that the bank is working on a common global set of leadership principles.

[…]

The new approach of some global employers is to avoid imposing “group-wide rules” from a central headquarters. Modern best practice is instead to consider each local adaptation as a potential global policy. (3) ___” Whether that is an updated assessment process or a fresh performance management system, businesses have started to recognize that “not every great new idea comes from their head office”, he says. […]

“For a cross-border policy to be introduced successfully, employers need full leadership commitment and a comprehensive communication plan.” The one thing top global employers do is maintain a consistency and quality of employee engagement. Drinks firm Diageo was recognized as the world’s eighth best multinational workplace by the Great Place to Work institute in 2013. (4) ___

An annual “values survey” – now in its 11th year – helps to understand how employees are feeling in every area of the business.

“These results are then mapped against the organization and reports are generated for every team”, says Ms Grundy.

It is still a case of thinking global and acting local, then. But multinational employers increasingly see local and global as equal

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partners that influence each other. “We must ensure there is always a local element that is protected and helps make up the business goals,” says Mr Bugallo at Santander. (5) ___ It works more or less as a balance between the corporate values and the local.” [24; 2-3]

Ex.7 Find in Text 2 English equivalents given in bold for the following Russian words and word combinations.

1.возможность, простор

2.столкнуться с последствиями

3.последовательность, согласованность

4.навязывание (правил)

5.отклонять, отвергать

6.вовлеченность сотрудников

7.подобный, похожий на что-либо

8.обеспечивать, убеждаться

9.единая (корпоративная) культура

10.штаб-квартира, управление

11.полный, исчерпывающий

12.объединять

13.производить, вырабатывать (зд. составлять)

14.преданность делу

15.основные ценности

16.социальный пакет, предлагаемый сотруднику

Ex. 8 Make derivatives of the words in the table. More than one answer is possible.

	verb	noun	adjective
1.		value
2.			global
3.			local
4.		consequence
5.	to apply
6.		benefit
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7.		diversity
8.	to consult
9.			productive
10.		proposition
11.			similar
12.		engagement
13.		commitment
14.			comprehensive
15.		consistency

Ex. 9 Complete the sentences with the derivatives of the words in brackets.

1.If a company, industry or economy _____________ (global), it no longer depends on conditions in one country, but on conditions all over the world.

2.Our competent and reliable service team already offers you effective help by telephone, as it is often possible

______________ (local) and solve a problem fast by talking about it directly.

3.The programme contains recommendations___________ (apply) to monitoring and improving both the programme and the set of tasks resulting from it.

4.They are likely to be long-term activities and their __________

(benefit) effects take time to be realized.

5.Improved access to education and better-quality education will help reduce some of the wage gap and, more importantly, allow women _______________ (diversify) by widening the opportunities available to them.

6.In cooperation with our local sales partners we ____________

(consistent) place great emphasis on qualification and thus ensure excellent ________________ (consult) quality and competence in solving problems.

7.It is appropriate to pay attention to the _____________ (similar) and differences between group classification criteria adopted in

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