8. Правила выполнения письменных работ (контрольных тестовых работ).
В ходе выполнения письменных контрольных работ студенты получают лист с контрольными заданиями, при выполнении заданий используют черную или синюю авторучку и выполняют задание на листе формата А4.
Контрольные работы могут проводиться в компьютерном классе. В этом случае контрольные задание выполняется на компьютере, а результат выполнения данных контрольных заданий распечатывается.
9. Комплект индивидуальных заданий (рефератов) по дисциплине, тематика докладов.
Не предусмотрены
10. Образцы студенческой продукции (прикладываются отдельно, если есть в наличии): конспекты лекций, отчеты по лабораторным работам, практическим занятиям, образцы курсовых проектов или работ, индивидуальных заданий, рефератов и т.п.
11. Контролирующие материалы (тесты, билеты, задачи и т.п.) по обеспечению:
См. Приложение №1
12. Материально-техническое обеспечение дисциплины и перечень используемого программного обеспечения:
компьютерный класс (15 рабочих мест : сист.блок P4 C2D/3160 MHz MB/ 320 GB/DVD±RW/ LCD monitor 19"+ 1 проектор + доступ к WiFi)
интерактивная доска – 1 шт.
ноутбук – 5 шт.
проектор – 1 шт.
экран – 1 шт.
программное обеспечение - Windows, PowerPoint, SDL Trados Studio, SDLPassolo, Mentor,
TellMeMore, Microsoft Office 2007
Во время теоретических и практических занятий, а также во время самостоятельной подготовки необходим доступ к сети Интернет.
_____________________________________________________________________________
Разработчики:
___________________ __________________ _____________________
Должность, название кафедры, инициалы, фамилия)
___________________ __________________ _____________________
Должность, название кафедры, инициалы, фамилия)
Заведующий кафедрой __________________________ ___________________________
название кафедры, инициалы, фамилия
Приложение №1
Тестовые задания по темам (для текущего и промежуточного самоконтроля)
Test 1.
Section 1. Listening.
Task 1. Listen to an interview with a famous economist. Use the information from the interview to complete the gaps in the sentences below. Use NOT MORE THAN THREE words.
Tape script.
Interviewer: How do you evaluate the level of business uncertainty today?
Economist: The financial crisis has actually brought greater clarity because it has forced us to recognize that we have a lot more level three and level four situations than we would have admitted a few months ago. They probably were there all along, yet the bias was toward thinking that issues were more at level one and level two. Specifically, we have learned how interdependent our financial markets are and how systemic failure in any important node of the network can work very rapidly through the system and bring liquidity to a halt. So our scenarios about the availability of capital around the world have changed significantly.
Maybe the world and the uncertainties we face haven’t changed all that much as a result of the financial crisis, but our perception of risks has. That means there is a real opportunity to rethink the way we make strategic decisions, the way we plan under uncertainty. We should realize that, across sectors, for most important decisions we’re actually pretty far to the right—levels three and four—in the uncertainty spectrum.
Interviewer: What does that mean in practice for managers?
Economist: Level four situations are, by definition, ones for which you can’t really bound the range of outcomes, because it’s anybody’s guess. I’m sure we’ve all felt a little bit of that in the last few months. So the question is, do you just have to wing it? Is that what strategic decision making comes down to? I don’t think that’s true at all, but level four does require a different mind-set.
From level one to level three, the presumption is that you can do some bottom-up analysis. You can figure out what the value drivers are and do some market research and some competitive intelligence. All this may not give you a precise forecast, but you’ll be able to bound the outcomes somehow. That’s impossible in level four situations, by definition. There’s just stuff that’s fundamentally unknowable—truly an ambiguous world.
On the other hand, that doesn’t mean you can’t be rigorous in thinking through strategic decisions in level four. It just requires you to work backward from potential strategies to what you would have to believe about the future for those strategies to succeed. The classic example would be biotech—early-stage biotech investments have always faced level four uncertainty, because you’re playing with therapies with an ultimate commercial viability that is unknown.
1. The latest crisis has shown that financial markets are … and liquidity problems in one part of the world are very quickly transferred to the other.
2. The speaker insist that managers should change their perception of risk and the way they … .
3. The speaker recommends to do a … analysis to make predictions about the possible outcomes of their financial decisions.
4. The speaker gives the example of … industry as the one with the most uncertain outcomes.
Section 2. Reading
Task 1. Read the text. Mark the statements below the text as TRUE or FALSE.
The Manager's Role
It is unfortunate that many managers want to stimulate the development of high-performance teams, but do not see themselves as active players in the process. Sometimes, this comes from a mistaken idea that a team should be self-contained and owned by the team members. In fact, teams should be owned by its members, but the manager or supervisor plays THE KEY ROLE in setting the climate for the development of teams.
We can't overstate this point. If you want to encourage team functioning, it is very likely that you, yourself will have to change. If you don't, any team approach is doomed to failure. If you look at teams in other contexts, you will quickly realize that leadership determines success. A sports team has a coach, a symphony orchestra has a conductor. These teams don't spontaneously develop without effective leadership, but develop and grow with the help and guidance of a leader whose job is not to control, but to teach, encourage, and organize when necessary. A good way to describe the role of the manager is a catalyst, a force that causes things to happen for other people, and the team.
Not only is the manager's role critical, but it changes over the lifespan of the team-building process. In the beginning of the process of team-building, the team members may need a good deal of help developing their mission and purpose, identifying what they want to accomplish, and, more importantly, with the development of interpersonal and group skills such as conflict resolution, meeting management, etc. They may also need constant reminder that the manager is serious about the team, meaning that its activities and decisions or recommendations will be implemented wherever humanly possible. The manager may even be called upon to act as a mediator, when conflict cannot be resolved by the team members.
As a team grows and matures, the manager might become an equal team member, or may find that the team doesn't require ongoing involvement. Or not.
1. Managers may not be effective team members.
2. Effectively working teams do not need a leader.
3. The role of manager in a team may change with time.
Task 2. Read the text. Find the information in the text which is necessary to answer the questions below.
Some Critical Leadership Factors
We can describe some important leadership factors that will affect the team building process, and its success. While these are particularly applicable to the formal work unit leader (i.e. the manager), they apply also to team members who are performing in a leadership capacity.
Highly developed inter-personal skills and understanding of some basic psychology regarding what makes people commit to, and perform.
Must recognize the importance of balancing between tasks (getting the job done) and people (ensuring that team members are satisfied with the process of getting the work done).
Willingness to listen and ability to communicate. Leaders must have a preference to listening and understanding rather than controlling and talking.
Show Constancy of Purpose. Leaders must commit themselves to the team, and not give up when the going gets rough, or success is slow to come.
Show Consistency in Behaviour. Leaders must behave in a consistent manner regarding team work. Leaders who sometimes encourage team process and sometimes bypass the team confuse the hell out of everyone. When this happens, nobody takes teams seriously.
Model Desireable Team Behaviour. The team will take its cues from its leader, or the manager. You cannot break inter-personal rules, not listen, and use autocratic prerogatives, and expect members of your team to believe that you REALLY value working together.
Be Able To Deal With Problem Team Members. Sometimes a team does not have the internal resources to deal with a member that is uncooperative or so unskilled in group behaviour that he or she becomes a barrier. A manager must be able to coach when necessary, problem-solve, establish consensus and mediate.
1. What for should managers study psychology?
2. What are the most important communication skills for a leader?
3. How should leaders behave if the team faces some problems on the way to success?
4. What can inconsistent behavior of a team leader result in?
Task 3. Analytical reading/ rendering.
Read the text. Render it in Russian. Analyze the issues discussed in the text and the arguments proposed by the author. Make a conclusion.
India's fashion industry faces challenges to go global
By Nidhi Dutt
Presenter, India Business Report, BBC World, Mumbai
Fashion, flamboyance and looking good have always been integral parts of Indian culture. The high-end of fashion was long the preserve of the country's elite. However, that is no longer the case. As the middle class grows, wages rise, and style becomes more accessible, the Indian market is turning into a place of great opportunity, for both local and international designers. Lakme Fashion Week, the country's premier fashion event, has now entered its 13th year. Some 78 designers from across India converged on Mumbai, the country's entertainment and financial capital, to showcase their wares as part of this season's fashion week. From commercial collections to haute couture, experts say that by and large they put on impressive shows.
Rising popularity
Event organizers say it has, over the years, witnessed a steady rise in attention from international outlets, fashion representatives and buyers. According to official figures, last year close to 160 buyers registered for the five-day event. This year, that number has risen to some 190. Of these buyers, 40 represent international firms and brands. Organizers concede that these are not big figures when compared with the packs of hungry buyers and brand representatives that attend fashion weeks in London, Paris, Milan and New York. But when it comes to an emerging market such as India, it shows that companies and some of the industry's most influential people are watching closely, and expecting more.
Mainly domestic
Anil Chopra, chief executive of Lakme Fashion Week, is convinced that deals are being done - though it is hard to ascertain exactly how much business is generated through such events because interactions between designers and buyers remain confidential. Much of the interest is being generated by buyers from the Middle East, according to Mr Chopra. The style and type of clothes that Indian designers tend to produce are well suited to neighbouring markets that not only associate with the aesthetic but rely on India for such output, he says. When it comes to looking further afield, the production of garments for American and European markets is "not that significant", he adds. And that perspective is supported by the numbers: Some 95% of business conducted as a result of fashion week is domestic.
Dressing the West
Indian designers are renowned for their flair and attention to detail. Those that produce traditional garments are singled out for their ornate craftsmanship. Christian Leone, vice president of brand relations for online luxury website Gilt Groupe, says that while many of these garments are beautifully made, they remain hard to sell to even the most fashion-savvy clients in the United States and Europe. While buyers and stores may consider buying parts of traditional collections or outfits, selling them as a whole is, at present, difficult. Essentially, international markets work on principles of commercial viability and wearability. This makes the traditional Indian look hard to push on shop floors. The type of clients that Indian designers are trying to reach at home and abroad are very distinct, and both are looking for markedly different things. Imran Amed, founder and editor of fashion consultancy website the Business of Fashion, points out that they have to be more decisive about which market they are looking to appeal to. In recent years there has been a certain element of schizophrenia in the Indian fashion industry when it comes to picking what to focus on, Mr Amed says.
Domestic bliss
Mr Chopra says that India's top designers have toyed with the idea of chasing foreign markets. However, the real money and prestige has always come from impressing domestic buyers. In his post-show press conference at this year's event, designer Sabyasachi Mukherjee remarked that he sells to around 17,000 clients every year. Given India's population, this it not a big number. However, consider the average cost of a Sabyasachi shalwar kameez, around $500 (£308), and it is clear that he tailors his garments to attract India's moneyed elite. Observers of the Indian market say that the growing wealth and disposable incomes of the country's middle and upper classes is creating big opportunities for local producers, particularly high-end designers. As a result, their need then to look outside India for haute, niche and commercial success is limited.
Going global
There are, however, some designers that will always long for the runways of London, Paris and New York. And many of them, Mr Amed observes, are young start-ups. For any fashion designer looking to crack the international business, knowing the statistics is critical, he says, insisting that for every 100 brands that are created only one is commercially successful. Mr Amed says that some Indian designers still struggle with the fundamental ideals of what makes an international fashion label successful: Professionalism, reliability, and quality. A major challenge that buyers and consultants foresee for Indian designers is that of supply and delivery. Mr Amed says that the international fashion industry is speeding up. Production processes are getting faster and lead times are shrinking. With the delicate production of most Indian garments, the question, analysts say, is simple: If Indian designers want to compete in international markets, can they meet these short deadlines and still produce high quality clothes?
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