Файл: IN_AZ_INGLISH_UMP.pdf

11

substitute 

['s bst tju:t] 

good 

– 

товар

-

заменитель

(

спрос

на

кото

-

рый

изменяется

в

противоположном

направлении

по

сравне

-

нию

со

спросом

на

другой

товар

, 

цена

на

который

изменилась

)

substitute 

n 

(for smth) 

заменитель

(

чего

-

л

.)

decrease 

['di:kri:sj 

n 

(in smth) 

уменьшение

, 

понижение

, 

снижение

(

чего

-

л

.) 

decrease 

[di'kri:s] 

v

уменьшать

(

ся

), 

снижать

(

ся

), 

убывать

complement 

['k mpl m nt]

 good 

– 

товар

-

дополнение

(

спрос

на

который

изменяется

в

том

же

направлении

, 

что

и

спрос

на

некоторые

другие

товары

, 

цены

на

которые

изменились

)

normal 

['n m

ə

l] 

good

 – 

товар

стандартного

качества

inferior 

[ 'f

ə

r

ə

] 

good 

– 

товар

низкого

качества

rise

 [ra z] 

(rose 

[r

ə

z], 

risen

 [r zn]

)

v

подниматься

; 

увеличивать

-

ся

; 

возрастать

fall 

[f l] 

(fell 

[fel], 

fallen 

['f l

ə

n]

)

v 

падать

; 

опускаться

; 

понижать

-

ся

technology

 [t

ə

k'n l

ə

п

техника

, 

технология

input 

[' nput] 

n 

вложение

, 

вводимый

ресурс

, 

затраты

, 

инвестиции

input price 

– 

цена

ресурсов

, 

цена

основных

средств

производ

-

ства

improvement 

[ m'pru:vm nt] 

n 

улучшение

, 

усовершенствование

improve 

[ m'pru:v] 

v 

улучшать

(

ся

), 

усовершенствовать

(

ся

) 

impose 

[ m'p z] v 

(on, upon) 

облагать

(

налогом

, 

пошлиной

кого

-

л

.), 

налагать

(

обязательства

, 

штраф

); 

возлагать

(

на

кого

-

л

.); 

навязывать

(

кому

-

л

.)

private 

['pra v t] 

adj 

частный

; 

личный

; 

собственный

12

Контрольная

работа

№

 3 

«Management» 

I. Read the article and translate it into Russian in written form. 

WHAT IS MANAGEMENT? 

Peter Drucker, the well-known American business professor and 

consultant, suggests that the work of a manager can be divided into 
planning (setting objectives), organizing, integrating (motivating and 
communicating), measuring, and developing people. 



First of all, managers (especially senior managers such as company 
chairmen – and    women – and directors) set objectives, and decide 
how their organization can achieve them. This involves developing 
strategies, plans and precise tactics, and allocating resources of 
people and money. 



Secondly, managers organize. They analyze and classify the activi-
ties of the organization and the relations among them. They divide 
the work into manageable activities and then into individual jobs. 
They select people to manage these units and perform the jobs. 



Thirdly, managers practice the social skills of motivation and 
communication. They also have to communicate objectives to the 
people responsible for attaining them. They have to make the peo-
ple who are responsible for performing individual jobs form teams. 
They make decisions about pay and promotion. As well as organiz-
ing  and supervising the work of their subordinates, they have to 
work with people in other areas and functions. 



Fourthly, managers have to measure the performance of their staff, 
to see whether the objectives set for the organization as a whole and 
for each individual member of it are being achieved.  



Lastly, managers develop people – both their subordinates and 
themselves. 

 
Obviously, objectives occasionally have to be modified or 

changed. It is generally the job of a company’s top managers to con-
sider the needs of the future, and to take responsibility for innovation, 

13

without which any organization can only expect a limited life. Top 
managers also have to manage a business’s relations with customers, 
suppliers, distributors, bankers, investors, neighboring communities, 
public authorities, and so on, as well as deal with any major crises 
which arise. Top managers are appointed and   supervised and advised 
(and dismissed) by a company’s board of directors. 

Although the tasks of a manager can be analyzed and classified in 

this fashion, management is not entirely scientific. It is a human skill. 
Business professors obviously believe that intuition and ‘instinct’ are 
not enough; there are management skills that have to be learnt. Druck-
er, for example, wrote over 20 years ago that ‘Altogether this entire 
book is based on the proposition that the days of the «intuitive» man-
ager are numbered,’

1

 meaning that they were coming to an end. But 

some people 

are 

clearly good at management, and others are not. 

Some people will be unable to put management techniques into prac-
tice. Others will have lots of technique, but few good ideas. Out-
standing managers are rather rare.

II.

 Vocabulary 

Complete the following sentences with

these words. 

achieved

board of directors    communicate

innovations 

manageable    performance    resources    setting     supervise

 
1.

Managers have to decide how best to allocate the human, physical 
and capital ...........................................available to them. 

2.

Managers – logically – have to make sure that the jobs and tasks 
given to their subordinates are.......................................... 

3.

There is no point in ............................objectives if you don’t 
…………………………………….. them to your staff. 

4.

Managers have to .................... their subordinates, and to measure, 
and try to improve, their .................................................. 

5.

Managers have to check whether objectives and targets are being 
........................................ 

6.

A top manager whose performance is unsatisfactory can be dis-
missed by the company’s ......................................... 

1

 Peter Drucker: 

An Intruductory View of Management

14

7.

Top managers are responsible for the .......................... that will al-
low a company to adapt to a changing world. 

III. 

Writing

(8-10 sentences) 

 
Is management an art or a science? An instinct or a set of skill and 

techniques that can be taught? 

Контрольная

работа

№

 4 

«Marketing» 

I. Read the whole text and translate the passage: (4) in written 
form 

THE CENTRALITY OF MARKETING 

1.

Most management and marketing writers now distinguish be-
tween selling and marketing. The ‘selling concept’ assumes that 
resisting consumers have to be persuaded by vigorous hard-
selling techniques to buy non-essential goods or services Products 
are sold rather than bought. The 'marketing concept', on the con-
trary assumes that the producer's task is to find wants and fill 
them. In other words, you don’t sell what you make, you make 
what will be bought. As well as satisfying existing needs, market-
ers can also anticipate and create new ones. The markets for the 
Walkman, video games, personal computers, and genetic engi-
neering, to choose some recent examples, were largely created ra-
ther than identified. 

2.

Marketers are consequently always looking for market opportuni-
ties – profitable possibilities of filling unsatisfied needs or creat-
ing new ones in areas in which the company is likely to enjoy a 
differential advantage, due to its distinctive competencies (the 
things it does particularly well). Market opportunities are gener-

15

ally isolated by market segmentation. Once a target market has 
been identified, a company has to decide what goods or service to 
offer. This means that much of the work of marketing has been 
done before the final product or service comes into existence. It 
also means that the marketing concept has to be understood 
throughout the company, e.g. in the production department of a 
manufacturing company as much as in the marketing department 
itself. The company must also take account of the existence of 
competitors, who always have to be identified, monitored and de-
feated in the search for loyal customers. 

3.

Rather than risk launching a product or service solely on the basis 
of intuition or guesswork, most companies undertake market re-
search (GB) or marketing research (US). They collect and analyse 
information about the size of a potential market, about consumers' 
reactions to particular product or service features, and so on. Sales 
representatives, who also talk to customers, are another important 
source of information. 

4.

Once the basic offer, e.g. a product concept, has been established, 
the company has to think about the marketing mix, i.e. all the var-
ious elements of a marketing programmer, their integration, and 
the amount of effort that a company can expend on them in order 
to influence the target market. The best-known classification of 
these elements is the ‘4 Ps’: product, place, promotion and price.

2

Aspects to be considered in marketing products include quality, 
features (standard and optional), style, brand name, size, packag-
ing, services and guarantee. Place in a marketing mix includes 
such factors as distribution channels, locations of points of sale, 
transport, inventory size, etc. Promotion groups together advertis-
ing, publicity, sales promotion, and personal selling, while price 
includes the basic list price, discounts, the length of the payment 
period, possible credit terms, and so on. It is the job of a product 
manager or a brand manager to look for ways to increase sales by 
changing the marketing mix. 

5.

It must be remembered that quite apart from consumer markets 
(in which people buy products for direct consumption) there ex-
                                     

2

 See E. Jerome McCarthy: B

asic Marketing: A Managerial Approach, 

ami 

virtually all marketing textbooks since.