Английский язык.
Сборник кейс-заданий

Учебное пособие

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Информация о книге

УДК 811.111(075.8)

ББК 81.2Англ-923

А64

Автор:
Шрамкова Н. Б., кандидат философских наук, доцент кафедры юридического перевода Института юридического перевода Университета им. О. Е. Кутафина (МГЮА);
Дерюгина И. В., кандидат педагогических наук, доцент кафедры юридического перевода Института юридического перевода Университета им. О. Е. Кутафина (МГЮА);
Миловидова А. И., кандидат филологических наук, доцент кафедры юридического перевода Института юридического перевода Университета им. О. Е. Кутафина (МГЮА);
Митрущенкова А. Н., кандидат философских наук, доцент кафедры юридического перевода Института юридического перевода Университета им. О. Е. Кутафина (МГЮА);
Бадаева Т. В., доцент, доцент кафедры юридического перевода Института юридического перевода Университета им. О. Е. Кутафина (МГЮА);
Малыхина И. А., старший преподаватель РЭУ им. Г. В. Плеханова.

Рецензенты:
Калиновская В. В., кандидат филологических наук, доцент, заведующая кафедрой юридического перевода Института юридического перевода Университета им. О. Е. Кутафина (МГЮА);
Мартыненко И. А., кандидат филологических наук, доцент Университета им. О. Е. Кутафина (МГЮА).

Предлагаемое учебное пособие предназначено для обучающихся по образовательным программам высшего образования по укрупненной группе специальностей и направлений подготовки 40.00.00 «Юриспруденция» юридических и экономических специальностей.

Данное пособие содержит оригинальные тексты, освещающие наиболее типичные проблемы, возникающие в ходе ведения предпринимательской деятельности, а также конкретные проблемные ситуации, требующие анализа и поиска оптимальных методов разрешения.

Книга составлена на основе методики, разработанной Гарвардской школой бизнеса.

В пособии предлагается поэтапное формирование навыка анализа и решения проблемы с применением критического мышления в различных режимах коммуникации – индивидуальном, в малых группах, фронтальном.

Существенное внимание уделяется расширению терминологического запаса обучающихся, закреплению навыка реферирования, проведения совещаний и презентаций. Каждый урок содержит актуальные видеоматериалы, соответствующие изучаемой проблеме.

Пособие может быть использовано в качестве самостоятельного спецкурса или интегрировано в основной курс профессионального английского языка обучающихся по юридическим и экономическим специальностям, а также применимо для широкого круга лиц, использующих иностранный язык для профессионального общения.

УДК 811.111(075.8)

ББК 81.2Англ-923

© Коллектив авторов, 2020

© ООО «Проспект», 2020

Введение

Настоящее учебное пособие предназначено для обучающихся образовательных организаций, изучающих английский язык делового общения, и широкого круга лиц, интересующихся сферой бизнеса.

Целью данного пособия является совершенствование коммуникативной компетенции обучающихся в профессиональной сфере, применение знаний обучающихся в нормах, стереотипах и правилах речевого поведения, принятых у представителей международного бизнес-сообщества, а также формирование у них навыков критического мышления и развитие аналитических способностей в процессе рассмотрения проблемных деловых ситуаций (кейсов).

Данное пособие рассчитано на обучающихся, достаточно свободно владеющих английским языком, — на уровне Upper-Intermediate.

Структура пособия

Первая часть¹ включает в себя шесть разделов, в основу которых положен тематический принцип. Структуру каждого раздела составляет: 1) основной текст по теме кейса (практического задания), после-текстовые задания, 2) кейс, комплекс упражнений, способствующих развитию навыков обсуждения, моделированию проблемных деловых ситуаций, формированию и дальнейшему совершенствованию механизмов мышления и аргументативных дискурсивных навыков обучающихся. Пособие снабжено приложением, включающим:

1. Схему (template) анализа кейс-задания.

2. Список литературы и ссылки на видеоинтернет-ресурсы, предполагающие работу с видеоматериалами во время аудиторных занятий.

В разделах сборника кейс-заданий, содержатся материалы, во многом ориентированные на учебные программы международных школ бизнеса: корпоративная культура, социальная ответственность корпораций, слияние и поглощение компаний и т.д.

Предполагается, что на работу с каждым разделом потребуется 4–6 академических часов, или 28 часов на всю первую часть из 6 разделов.

В международной практике анализа деловых ситуаций используются многочисленные методы и подходы. Авторы (составители) данного сборника предлагают использовать формат, полностью соответствующий реалиям бизнес-среды: объективная оценка ситуации в компании, анализ возможных рисков и рассмотрение вариантов решения проблемы.

Тексты и кейс-задания выделяют специфический языковой корпус и акцентированы на конкретные виды коммуникации в профессиональном контексте. В то же время преподавателю и обучающимся предоставлена возможность более творчески изучить предложенный материал, используя ролевые игры, презентации, публичные выступления, дискуссии и дополнительные задания с привлечением интернет-ресурсов.

Unit I.
CONFLICT MANAGEMENT

Part I

Task I. Study the text and prepare a short summary of the main issues

Conflict at work

As conflict entails both positive and negative implications, it must be looked into and managed properly and timely. The management must survey the situation to decide whether to stimulate conflict or to resolve it. The first type is interpersonal conflict. It involves a clash between two or more individuals and is probably the most common and most recognized conflict. This may involve conflict between two managers who are competing for limi-ted capital and work force resources. As a rule, interpersonal conflicts tend to occur when there are three equally deserving members of staff and they are all up for promotion, but only one of them can be promoted because of budget and positional constraints.

Another type of interpersonal conflict can relate to disagreements over goals and objectives of the organization. For example, a company CEO sets long-term targets of breaking into a new market segment while the Sales Manager insists on the need to enhance the existing customer relations and develop a new product for the given target customers. Alternatively, two marketing managers may argue as to which promotional methods would result in higher sales. These controversies are particularly hard to resolve, as they are based upon opinions rather than facts. Facts are generally indisputable and result in agreements. Opinions are highly personal and subjective and may provide for criticism and disagreements. These conflicts are often the results of personality clashes. People with widely differing characteristics and attitudes are bound to have views and aims that are inconsistent with the views and aims of others.

Conflict between the Individual and the Group

All formal groups as well as informal groups have established certain norms of behavior and operational standards that all members are expected to adhere to. In case a new boss comes and tries to introduce new patterns of work, the staff might resist the change. This conflict may also be bet-ween the manager and a group of subordinates or between the leader and the followers. A manager may take a disciplinary action against a member of the group, causing conflict that may result in reduced productivity and low staff morale.

Inter-group Conflict

An organization is an interlocking network of groups, departments, sections and work teams. One of the most common conflict is between line and staff. The line managers may resent their dependence on staff for information and recommendations.

The staff may resent their inability to implement their own decisions and recommendations. The conflicts are caused by task inter-dependencies, which often leads to overlapping tasks. These inter-unit conflicts can also result from inconsistent rewards and differing performance criteria for different units and groups. For example, sales representatives who depend upon their commission as a reward for their efforts may promise their customers certain quantity of the product and delivery times that the manufacturing department may find impossible to meet, causing conflict between the two units.

A conflict at work is sometimes a tough obstacle to overcome, but the sky is the limit. Here are a few useful approaches to follow:

1. Focus on the Problem, not the Person.

2. Listen and Learn as Much as You Advocate.

3. Do the Hard Creative Work.

4. Stress the Legitimacy of Your Desires.

5. Consider Your Alternatives.

6. Get Commitments in Writing.

Task II. Comprehension check

1. Why should conflict at work be tackled by the management?

2. What types of conflict does the text deal with?

3. What is the common cause for interpersonal conflicts between the staff members?

4. Why are opinion disagreements highly personal?

5. What could be the consequences of a disciplinary action for the rest of the staff?

6. Name the reasons for inter-group conflicts.

7. Which of the hints to overcome a conflict with a boss do you consider the most reasonable? Why?

Part II

Case 1

Creative Advertising Novelty (CAN) is an Irish advertising agency based in Dublin. It deals with various advertising projects from creating a TV commercial or a newspaper ad to viral advertising and a nation-wide advertising campaign. Half a year ago, its Asian Advertising and PR Manager, Rian Murphy, moved up the career ladder and was headhunted to a new pro-mising position in a rival company. A new manager replaced him. Anna Schultz had very good background and qualifications. She had previously been a PR manager with an established French ad agency and under her supervision, the department managed to attract new target corporate clients and to create a series of very successful advertising campaigns for Yves St. Loren and Nina Richie.

Anna is a very ambitious, target-oriented, driven and energetic person. She is organized, punctual, and extremely demanding. Once she sets the task for the team, she expects everybody to work like clockwork — with no interruption, no irrelevant questions. The deadlines she sets are short and frequent meetings with the team are considered an effective tool for problem solving and monitoring the progress of the project.

The main target of CAT now is to increase its market share of the Japanese advertising market and to increase sales of its ad product using various advertising media.

Unfortunately, despite Anna’s impressive experience and professionalism, she hasn’t come up to the expectations of the company bosses so far. In fact, since she was appointed, a number of problems have come up.

1. The staff of A and PR department are not used to her management style. They prefer open discussion during highly informal meetings and many of the staff are often late for Anna’s meetings of have no specific plan or report at hand. Anna bawled out some of the team members publicly for their lack of initiative. As a result, they never spoke out during brain-storm and idea-generating meetings again.

2. Anna Shultz sends regular reports to her boss about the performance of each member of the Ad department. Meanwhile, the staff feel stressed-out and often blame each other for not meeting the deadline and the team spirit and morale is becoming very low.

3. Anna thinks that the relations between her and the members of her team are tense and hostile because she comes from a more formal and task-oriented culture while the Irish, the Australians and the Italians who constitute the international team, are too easy-going, light-headed, irresponsible and disorganized.

4. Anna frequently recalls the working style and corporate culture in her previous companies as an example to follow for her present subordinates. However, she has heard several times already that Rian was a much better boss and that the sales figures were higher and everyone got regular bonuses for creativity and innovation.

5. The potential corporate clients in Japan turned out to be reluctant to negotiate the terms of a new advertising deal. Anna cannot figure out what went wrong. She was active and took the initiative, her team offered their vision of the campaign and she had hoped 2-day talks would be completed successfully. In fact, the talks reached the deadlock.

The managing Director, Brian Ferry, is facing a dilemma: either to replace Anna or to do something about her team. Neither of the options seems constructive.

Task I. Comprehension check

1.1. Read the case and answer the questions.

1. What line of business is CAN engaged in?

2. What kind of changes have taken place in the last 6 months?

3. Is Anna’s background relevant to her current job?

4. Why is her boss worried about her team performance?

Task II. Understanding Details

2.1. Read the following statements and say if they are true or false according to the text.

1. Creative Advertising Novelty deals with TV commercials in Ireland.

2. The former Asian Advertising and PR Manager, Rian Murphy, got a high-status position with a competitor.

3. Anna Schultz is a trainee who used to work as a cosmetics consultant with Yves Rocher.

4. The business objective of CAN is to break into Japanese market.

5. The staff are hostile to Anna.

6. The Japanese clients are not ready to cooperate.

7. Anna’s boss is confronted with a tough task to take stringent measures.

8. The poor staff performance is totally the fault of the members of the team.

Task III. Vocabulary

3.1. Match the expressions with their definitions.

1) based in | a) occur, happen
2) deal with | b) work experience
3) a TV commercial | c) across the country
4) viral advertising | d) a short advertising film
5) nation-wide | e) do the business, work in the field of …
6) move up a career ladder | f) advertising on the Internet
7) be headhunted | g) a job offering good career prospects
8) a promising job | h) competitor
9) rival | i) to get an employment contract with another company
10) background | j) to perform steadily and very efficiently
11) to work like clockwork | k) be unwilling
12) to come up | l) quality of an employee’s work
13) performance | m) be located
14) be reluctant |

3.2. Translate the collocations from Text 1 and Case Study into Russian.

1) negative implications

2) move up a career ladder

3) look into the problem

4) a promising job

5) resolve a controversy

6) to work like clockwork

7) workforce resources

8) viral advertising

9) members of staff

10) idea-generating meeting

11) be up for promotion

12) to negotiate a deal

13) positional constraints

14) to feel stressed-out

15) to enhance customer relations

16) to face a dilemma

17) low staff morale

18) to reach the deadlock

19) overlapping tasks

20) to negotiate a deal

3.3. Translate the collocations from Text 1 and Case Study into English

1) межличностный конфликт

2) рекламный ролик

3) проанализировать ситуацию

4) легкомысленный и безответственный

5) цели и задачи организации

6) напряженные отношения

7) методы стимулирования продаж

8) увеличить долю рынка

9) неоспоримый факт

10) целеустремленный и ориентированный на достижение результата

11) несовместимые взгляды

12) выявить проблему («что пошло не так»)

13) личный конфликт (столкновение)

14) качество работы персонала

15) применить дисциплинарноe взыскание

16) вопросы, не относящиеся к делу

17) придерживаться установленных норм поведения

18) регулярно получать премии

19) не оправдать ожиданий

20) привлекать новых корпоративных клиентов

3.4. Complete the following sentences to summarize the case above. Use the words and expressions from the Glossary.

1. Creative Advertising Novelty is a company that deals with …

2. A new advertising and PR Manager has been hired because…

3. However, Anna Schultz if facing problems with her staff as a result of …

4. The major sources of concern are:

5. The matter demands an urgent solution as …

6. Hence, the Managing Director is confronted with a dilemma …

7. Unfortunately, neither solution leads to …

3.5. Summarize the Case in 5 sentences.

Task IV. Cast of characters. Chronology

4.1. Identify the person/persons involved in the conflict.

4.2. Describe the events as they took place.

Task V. Issues and Options

5.1 Try to predict some of the ‘pitfalls’ to solve the case.

5.2. Identify the core issue of the case in one sentence. Sort out the immediate problem and the long-term one.

5.3. Give your idea of the underlying causes of the conflict. Give your reasons and present arguments.

Use the following phrases, presenting your option:

In my opinion,

From my point of view,

As I see the problem,

The underlying issue is to …

The best option is definitely …

It appears quite reasonable to …

5.4. List alternative options highlighting advantages and disadvantages of each option. You may use the following to help you:

There may be some other options to consider …

Another realistic option could be to …

On the other hand, they could as well …

Alternatively, the boss can/ could/ might

5.5. Identify the decisions that need to be made.

The major task is to …

The three crucial decisions to be made are:

The problems that require an urgent solution include …

First of all … should/ will have to/ needs to/ is to/

Next, / after that, /having done that, /

And finally, / and the last task/objective/

It is extremely important to settle the issue of …

It is of vital importance to …

It is crucial to …

5.6. Identify risk factors.

There is a good deal of risk here because …

This decision is fraught with certain risk as …

The biggest risks are:

This may lead to … /cause/ result in

They should take into consideration the fact that …

The factor/aspect of … presents the biggest risk for the company as …

Task VI. Recommendations and Plan of Action

6.1. Express your recommendations precisely. Justify your choice.

6.2. Work in teams of three persons and prepare a written plan of action.

6.3. Prepare a short presentation to persuade the audience to follow your recommendations.

Glossary

entail — повлечь за собой, предусматривать

implications — возможные последствия

look into — разобраться, рассмотреть, заняться решением вопроса

involve — включать в себя, быть связанным с

be up for — рассматриваться, выдвигаться в качестве кандидата

constraint — ограничение

relate to — относиться к, быть связанным с

goals and objectives — цели и задачи

СEO — Chief Executive Officer — руководитель организации, Главный исполнительный Директор, Генеральный Директор

set a target — поставить цель

break into a market — выйти на рынок, проникнуть на рынок

enhance — повысить, улучшить

result in/ from — привести к/ явиться следствием, результатом чего-либо

controversy — разногласия, спор

indisputable — неоспоримый, бесспорный, несомненный

provide for — предусматривать, содержать положения, предусматривающие …

inconsistent with — несовместимый с

adhere to — придерживаться, соблюдать, исполнять

resist — сопротивляться, противостоять

subordinate — подчиненный

take a disciplinary action against smb. — применить дисциплинарное взыскание к кому-либо

cause (n) (v) — причина, вызывать, служить причиной

staff morale — настроения в коллективе, моральный дух

resent — обижаться

depend on/upon — зависеть от

overlapping tasks — частично совпадающие задачи (у разных отделов или сотрудников)

performance — качество, результативность работы

commission — комиссионное вознаграждение (у агентов по продажам)

reward — награда

to meet delivery time — соблюдать сроки поставки

to overcome an obstacle — преодолеть препятствие

the sky is the limit (id) — нет ничего невозможного

to follow an approach — применить подход

advocate (v) (n) — выступать в защиту, в поддержку, сторонник, защитник (идеи)

legitimacy — законность

consider alternatives — рассмотреть все возможные варианты

commitment — обязательство

TV commercial — рекламный ролик на ТВ

viral advertising — реклама в Интернете

advertising campaign — рекламная кампания

PR (public relations) — связи с общественностью

move up a career ladder — подняться по карьерной лестнице

headhunt — переманивать (обычно ценного сотрудника)

promising position — перспективная должность

rival — соперник, конкурент

background and qualifications — опыт работы и образование

established company — авторитетная компания, со сложившейся репутацией

under supervision — под руководством

work like clockwork — работать как часы (слаженно и без сбоев)

relevant/ irrelevant — относящийся к, значимый/ не имеющий отношения, несущественный

meet the deadline — соблюдать сроки

market share — доля рынка

(not) to come up to expectations — (не) оправдать ожидания

be appointed — быть назначенным

lack of initiative — безынициативность

blame smb. for doing smth. — винить кого-либо в чем-либо

hostile — враждебный

constitute — составлять, состоять из, представлять

negotiate the terms — обсуждать условия (сделки, договора)

reach the deadlock — зайти в тупик

Unit II.
CULTURE AND BUSINESS

Part I

Task I. Study the text. Identify the message and the main areas of business culture. Use the vocabulary given below

Business Culture

Many professionals err thinking it is enough to speak a common tongue when dealing with people from other cultures. In fact, spoken language is only 30% of communication. Cultural awareness should be applied in every aspect of intercourse: in negotiating, selling, advertising and promotion of products, etc. It covers language, the lifestyle and the behavioral patterns of the people in the country of interest. How people say things, how they listen, body language and how they perceive authority all influence interactions. Not recognizing those vital factors can result in serious miscommunication. Independence and personal initiative characterize US communication style because US work culture is very outcome-oriented. People of higher status are given the authority to make decisions, and they are expected to speak up. In the US they usually don’t hesitate to say, ‘Sure, I can do it’. US communication style also prioritizes clarity. Feedback is given in a very distinct way in the US, too. A negative is often heavily sandwiched between multiple positives. Even though English is a common language, there are clear distinctions in communication style between the UK and the US. In general, communication in the UK is more hierarchical, conservative and indirect. In particular, the prevailing UK communication style involves a lot of ‘downgraders’, words or phrases that introduce criticism in order to soften it. In many Asian cultures, criticism or suggestions are generally not voiced outright. We should also remind people that British English and US English are not the same. To ‘table’ something means to put it aside in the US, and in the UK it means to discuss it at that moment, for example. If entrepreneurs use and implement their knowledge, it would immensely help in developing a successful international business.

Study the vocabulary:

to err — ошибаться, заблуждаться

error — ошибка

(cross-)cultural awareness — межкультурная осведомленность (знания о культуре и традициях других стран и народов)

intercourse — связь, общение

to advertise (ze — Am.E.) — рекламировать

behaviour (ior — Am.E.)/ behavioural (ioral — Am.E.) — поведение, поведенческий

country of interest —( зд) целевая культура

to perceive — воспринимать, осознавать, понимать

interaction — взаимодействие

not recognis (z — Am.E.) ing — непризнание( syn: non-recognition)

to result in … — привести к, повлечь за собой

miscommunication — недопонимание, недоразумение

to characterise (ze — Am.E.) — характеризовать

to be outcome-oriented — работать на результат

to hesitate — колебаться, сомневаться, быть в нерешительности

to prioritise (ze — Am.E.) — расставлять приоритеты

feedback — обратная связь

to be sandwiched between — быть зажатым (между)

heirarchy , hierarchical — иерархия, иерархический

downgraders — зд.: фразы, снижающие степень категоричности высказывания

criticism — критика

to soften — смягчать

to voice — высказывать, выражать (словами)

to remind sb. of sth. — напомнить кому-либо о чем-либо

to put sth. aside — откладывать что-то

an entrepreneur — предприниматель

to implement — внедрять, воплощать

immensely — чрезвычайно, в большой степени

Task II. Comprehension check

1. What is cultural awareness and why is it important?

2. Which factors can cause miscommunication?

3. How can the American style of communication be characterized?

4. How can the British communication style be characterized?

5. How would you