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Деловой язык

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Пособие состоит из трех разделов, включающих аутентичные статьи для перевода, обсуждения и реферирования, тесты, разработанные в соответствии с программой дисциплины. Предназначено для студентов ОФО, ОЗФО направления 44.03.05 «Педагогическое образование с двумя профилями подготовки» профиля «Иностранный язык и иностранный язык», для использования на занятиях по учебной дисциплине «Деловой язык».
Деловой язык : методическое пособие / сост. К. М. Нубарян, Т. В. Пьянкова. - Москва : ФЛИНТА, 2021. - 40 с. - ISBN 978-5-9765-4776-6. - Текст : электронный. - URL: https://znanium.com/catalog/product/1852358 (дата обращения: 28.03.2024). – Режим доступа: по подписке.
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ДЕЛОВОЙ ЯЗЫК 

Методическое пособие  
для студентов ОФО, ОЗФО направления
«Педагогическое образование  
с двумя профилями подготовки»  
профиля «Иностранный язык и иностранный язык» 

Москва
Издательство «ФЛИНТА»
2021

УДК 811.111
ББК  81.432.1
         Д9

Рецензент 
кандидат филологических наук, доцент 
Ю.Н. Хоружая 

Составители: 
К.М. Нубарян 
доцент  
Т.В. Пьянкова 

Деловой язык: методическое пособие / сост.:  К.М. Нубарян, Т.В.
Пьянкова. — Москва : ФЛИНТА, 2021. — 40 с. — ISBN 
978-5-9765-4776-6. — Текст : электронный.

Пособие состоит из трех разделов, включающих аутентичные
статьи 
для 
перевода, 
обсуждения 
и 
реферирования, 
тесты, 
разработанные в соответствии с программой дисциплины.   
Предназначено для студентов ОФО, ОЗФО направления 44.03.05 
«Педагогическое образование с двумя профилями подготовки» 
профиля 
«Иностранный 
язык 
и 
иностранный 
язык», 
для 
использования на занятиях по учебной дисциплине «Деловой язык».  

УДК 811.111
ББК  81.432.1 

© ФГБОУ ВО «СГУ», 2020 
© Нубарян К.М., Пьянкова Т.В., 
    составление, 2020

Д29

ISBN 978-5-9765-4776-6

СОДЕРЖАНИЕ

PART I. TEXTS FOR ANALYSIS ………………………………..…………....….
Text 1. The etiquette of remote working …..…………………………………...…..
Text 2. Shorter Hours Make Stronger Businesses…………………………………..
Text 3. Hermès Could Lose Some of Its Sparkle………………………………...…
Text 4. Free Speech at work ……………………………………………………......
Text 5. Marketing and growing a new business…………………………………….
Text 6. Climate philanthropy.………………………………………………….……

PART II. ARTICLES FOR RENDERING…………………………………………
Статья 1. ИП, самозанятый и «нелегальный ремесленник»………………..…...
Статья 2. Карьерный рост или как добиться колоссальных высот: 
16 советов……………………………………………………………………….…..
Статья 3. «Хорошие манеры тихи и приятны»………………..............................
Статья 4. Банки-шоу………..……………………………………………………...
Статья 5. Сделаем это по-быстрому: плюсы и минусы Системы быстрых 
платежей…………………………………………………………………………….
Статья 6. Экология и экономика: как достичь баланса?.......................................

PART III. TESTS…………………………………………………………………...
Библиографический список……………………………………………………….

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PART I. TEXTS FOR ANALYSIS

Read and translate the article. Write out all the unknown words, give their

definitions and make up your own sentences with them. Give a review of the 
article.

Text 1. The etiquette of remote working

Tim Bradshaw is the FT’s global technology correspondent
Feb 29 / March 01.2020
Silicon Valley has been entranced by the idea of “remote working" for 

decades. For all the billions that Apple, Google, Facebook and their start-up 
imitators have spent on elaborate headquarters, many software engineers would 
be happy to swap their starchitect-designed offices for a decent pair of noisecancelling headphones and work from anywhere.

So while few would be quite so crass as to admit it, china’s coronavirus
enforced lockdowns make for a fascinating case study of remote working at 
massive scale. Millions have had to work from home for weeks, prompting a 
spike in second-hand laptop and tablet sales in China and driving Alibaba’s 
collaboration app DingTalk to the top of the Chinese App Store charts.

The good news: much of the tech that underpins remote working, such as the

video-conferencing service Zoom and the chat app Slack, is finally mature and 
reliable. The bad news: not much of it comes with а proper user’s manual. That 
has left millions to figure out for themselves how to make sure their Slack joke 
isn’t taken seriously (emoji are your friend) or whether it is acceptable to have 
laundry visible in the background of a video call with colleagues (it’s not).

Speaking to seasoned remote workers in both big companies and start-ups, 

working successfully in a “distributed team” seems to come down as much to 
etiquette as tech.

Step one is to remember where people are. Patrick McKenzie, a Tokyo
based software developer and marketer, has worked for San Francisco-based 
Stripe for more than three years. Yet some colleagues back at the payment 
company’s headquarters still invite him to meetings at 4 am in Tokyo.

“One of the most important things about making remote work well is 

establishing communication norms for it”, says McKenzie.

Maintaining motivation is another quandary for manager of remote teams. 

Ryan Hoover, founder of Product Hunt, a fully remote company of 
20 employees around the world, gets everyone together for a Monday “all 
hands” Zoom video call. “Probably the biggest benefits is seeing each other’s’ 
faces” he says. “Even though it's only a half an hour or so, it makes people 
realize they are working with a team and adds some personality to everyone. 
Every now and then I’ll see someone’s cat walk past the screen”.

Expressing that personality only works if your colleagues can see you. 

Long-time remote workers insist that everyone in a virtual meeting turns on their 
camera.

At Stripe, many have invested in desktop lighting rigs. "Your level of 

happiness on a video chat is quite sensitive to how your co-workers perceive 
you," says McKenzie. "Lighting matters a lot."

Video dial-ins to a physical meeting can be a minefield. Delays on the line 

are one thing; getting people in the room to remember that there is someone on 
the other end of the camera is another. 

Issues like this make some practitioners believe that remote working is an 

''all or nothing" endeavor – not just when it comes to meetings. If a company has 
some employees in a central office but others scattered around the world, the 
remote workers miss out on water-cooler chat and desk-side decision-making or at least worry that they might.

To address this, some start-ups are forcing all their employees to 

communicate important messages online, via Slack or shared documents, even if 
they work in the same physical office.

For Chris Herd, founder of FirstbaseHQ, a start-up that supplies equipment 

for remote workers, this “asynchronous" working style is more relevant than 
questions of “office first" or “remote first". Herd ardently believes asynchronous 
workplaces - where employees rarely get together but make decisions via 
centralized communications systems - arc more productive, allowing for deep, 
uninterrupted focus: “Working in the office can mostly be about that 
instantaneous gratification of availability. It’s just disruption."

A lot of managers in China will be worrying about whether productivity 

takes a hit while their staff stay at home. But for Silicon Valley's evangelists, 
remote working is more than just a stop-gap in a crisis - it is an improvement on 
office life. If the coronavirus continues to spread, many more of us may have the 
chance to find out for ourselves which it really is.  

Text 2. Shorter Hours Make Stronger Businesses

The Wall Street Journal Weekend, Feb. 29 – March 1, 2020
Companies are learning that shrinking workweeks or workdays can 

lead to more engaged, productive employees - and higher profits.

How can you identify your company’s most dedicated, creative workers, the 

ones best able to embrace challenges and adapt to changes? Ask them to work a 
shorter week without reducing their salaries.

In the past year, a few companies have received attention for reducing 

working hours, but a movement has been quietly building for years. In Sweden, 
mechanics at the Toyota Gothenburg service center have worked 6-hour shifts 
and 30-hour weeks since 2003. AE Harris, a Birmingham, U.K., metal 
fabricator, began a 36-hour, four-day week in 2006. Australian software 

company Icelab moved to 32-hour, four-day weeks two years later. Korean ecommerce giant Woowa Brothers, in an industry notorious for long workweeks, 
has gradually shrunk to 35 hours.

Obviously, employees benefit when companies shorten working hours. But 

it turns out that companies can benefit, too. Making the change spurs staffs to 
collaborate more effectively, prioritize more ruthlessly and develop deep respect 
for one another’s time. Leaders gain time to scan the horizon, incubate new 
ideas and recover from their weekly pressures. Of course, this doesn’t work 
everywhere. Some companies find it too disruptive. Financial setbacks can push 
companies to forego experimenting and return to traditional schedules. 
Industries that depend on billing clients by the hour may never make the jump.

But I’ve studied more than a hundred companies in different countries and 

sectors that have shortened their days or weeks without sacrificing productivity 
or profitability - and often improving both. If done right, shorter hours can help 
companies flourish.

What sets these firms on a different path? Company founders, having done 

their share of weekends and all-nighters, often encounter a crisis that spurs a 
change. For example, chef Stuart Ralston worked for Gordon Ramsay and then 
opened his own restaurant in Edinburgh, but after three years of long hours 
trying to make it a success, he shifted himself and his employees to four-day 
weeks in 2018. “I was losing too much of myself and my family time,” he said.

To get started, companies look at their weekly revenues to decide whether to 

close during their slowest day or reduce their opening hours. (Many find they do 
comparatively little client business or shipping on Fridays.)

Businesses can then turn to internal changes to become more efficient - for 

instance, by making meetings shorter and confining them to specific periods of 
the day. They set new rules to reduce distractions. At the Copenhagen-based 
consultancy IIH Nordic, workers are given noise-cancelling headphones and 
special music to help them concentrate; red lights and timers on desks signal 
when an employee is heads-down and shouldn’t be disturbed.

Companies develop new cultural norms around time. Garages and nursing 

homes shorten shifts but enforce on-time arrival and reduce breaks.

When he implemented a five-hour day at Blue Street Capital in Huntington 

Beach, Calif., CEO David Rhoades banned impromptu “Got a minute?” 
meetings to reduce distractions. Companies treat working overtime as a problem 
rather than a virtue: At Woowa Brothers, managers now call that a sign of poor 
planning, not proof of an employee’s dedication.

Companies let employees find their own ways to work more efficiently. 

Workers with shorter hours tend to spend less time socializing informally but 
more often get together after work. Boundaries between work and personal time 
get stronger.

Organizational and cultural changes allow companies to maintain the same 

levels of productivity and profitability - or raise them. Microsoft Japan made 
waves in November by reporting that productivity rose nearly 40% during a 

summer trial of four-day weeks, while electricity costs dropped 23%. Woowa 
Brothers said that its revenue grew 10-fold during three years of shortening 
hours. The Glasgow call center Pursuit Marketing said that productivity rose by 
30% with a four-day week. Shorter hours can also bring companies other 
benefits. 

More camaraderie. We tend to think that long hours help to forge closer 

teams. But rising to the challenge of figuring out how to do five days’ work in 
four, breaking down and rebuilding jobs, building a new culture and doing 
something that many people would regard as impossible, brings employees 
together and increases their loyalty to each other and the company.

More independent thinking. Shortening the workweek can make employees 

more invested in the company’s fortunes, encouraging them to innovate.

After moving to a four-day week at the San Diego real-estate firm The 

Goodall Group, employees started developing new initiatives and experiments to 
get things done more effectively. “They started to feel more like owners,” 
founder Steve Goodall says. “All I did was give them a day off.”

Better recruitment and retention. Companies with shorter hours attract top 

talent. Japanese groupware company Cybozu says that shorter workweeks help 
them to compete with Microsoft and Samsung. At the Glebe, a Virginia nursing 
home, annual turnover among nurses’ aides fell from 128% to 44% after they 
moved to a 30-hour week. 

Narrower gender gaps. Working mothers are sought after by businesses with 

shortened hours that need employees who can prioritize, maintain work-life 
boundaries and take commitments seriously.

Chris Downs, co-founder of the London design firm Normally, says that his 

firm’s four-day week “makes it possible for brilliant, experienced, super-focused 
and productive women to come back into work and not feel any less than anyone 
else in that situation.” And everybody works a shorter week, so parents aren’t 
stigmatized for leaving work early.

For many industries, we should no longer argue about whether the four-day 

week or six-hour day could work. Instead the questions are how companies will 
make it work. As Anna Ross, CEO of the Australian cosmetic company Kester 
Black, put it, “We work four days a week because, after a three-day weekend, 
anything is possible.” It’s time for more companies to make the same discovery.

Dr. Alex Soojung-Kim Pang, the author of the book, “Shorter: Work Better, 

Smarter and Less - Here’s How”

Text 3. Hermès Could Lose Some of Its Sparkle

Carol Ryan
The Wall Street Journal Weekend, Saturday / Sunday, Feb. 29 – March 1, 

2020

The demand for secondhand Birkin bags suggests the French luxury 

brand is leaving money on the table.

No other luxury brand plays hard to get with wealthy shoppers quite as well 

as Hermès. But the thriving secondhand trade in its handbags could become a 
risk for the label’s shareholders, even as it creates an investment opportunity for 
lucky customers.

The Parisian company, which got its start making leather saddles and 

harnesses for horses in the 19th century, is a stock-market star. It has given 
shareholders average annual returns of 24% over the past decade and its shares 
now change hands for 41 times projected earnings.

Central to these stellar returns are two handbags, the Birkin and Kelly, that 

sell for tens of thousands of dollars. The models contribute 25% to 30% of total 
sales, according to estimates from Bernstein analyst Luca Solca and luxury 
accessories reseller Privè Porter that are cited in a coming book about the Birkin 
resale market titled “Moneybags.” Based on Hermès full-year numbers released 
this week, the Birkin and Kelly bags probably generated between €1.7 billion 
and €2.1 billion ($1.87 billion and $2.31 billion) of revenue for the brand in 
2019.

Production of the two models is strictly rationed, with approximately 

120,000 units made every year, based on Bernstein Research analysis. That 
means Birkin and Kelly hunters leave Hermès boutiques empty-handed more 
often than not. But the bags are readily available secondhand on a growing 
number of websites. While there has always been a brisk resale market for the 
bags, e-commerce and social-media platforms like Instagram make the trading 
transparent and global.

The resale activity is double-edged for Hermès. Along with privately owned 

watchmakers Rolex and Patek Philippe, it is one of the few brands whose goods 
are more expensive to buy used than new. For most luxury labels, a used 
handbag sells at a 35% discount to store prices, according to UBS research. Not 
so Hermès: Shoppers can expect to pay a 50% to 100% premium to store prices 
for unusual colors.

The premium is enormously flattering for the company, but also suggests 

Hermès is leaving money on the table – perhaps more than necessary to sustain 
its products’ desirability. A customer who pays $12,000 for a basic Birkin 
35-centimeter calfskin in a boutique today could immediately sell it to a dealer 
for around $14,000, according to Privè Porter, who will in turn sell it on 
Instagram for $18,000 to $22,000 depending on the color.

Shoppers who are tired of their purchase can also make a tidy profit by 

consigning bags at auction. At a recent Christie’s sale of collectible handbags, 
Birkins and Kellys sold at a 77% premium to the midpoint of their estimates on 
average. There are signs that the bags are being flipped for profit. One rare white 
crocodile Birkin made in 2019 had been sold at auction for Ј125,000 ($161,000) 
by November, around triple what was paid for it in store.

The other problem with Hermès’ tight-supply strategy is that it pushes 

frustrated customers into the secondhand market, where management has no say 
over the quantity, authenticity or presentation of its goods.

It is difficult to estimate the size of the resale trade in Hermès bags. Paris
based Collector Square sold 1,500 Kelly and Birkin bags in 2019, Privè Porter 
another 750. Christie’s sold approximately 420 in four handbag sales throughout 
the year. That may not sound like a lot, but the number of bags sold by just three 
resellers is equivalent to 2% of the 120,000 units that Hermès is expected to 
produce this year.

The total number is likely to be higher. Large consignment sites like The 

Real-Real won’t disclose how much of their sales came from the two Hermès 
bags last year, but lists 320 Birkin bags currently for sale and a further 
1,100 recently sold.

All designer brands are keeping a close eye on the growing online market 

for secondhand luxury. Given how particular they are about prices and where 
their goods are sold, it is not inconceivable that labels will move to control 
reselling activity. This is already happening in the Swiss watch business, where 
used models make up 10% of all luxury watches sold every year, according to 
Credit Suisse.

Cartier’s owner Richemont bought secondhand trader Watchfinder & Co. in 

2018, for example. Hermès can probably sit on the fence for now, but it faces a 
dilemma if the market grows much larger. If the company did want more sway 
over secondhand sales, management would have to pay a hefty premium to buy 
back bags. It would also have to devise a system that prevents shoppers from 
flipping Birkin and Kelly products back to the company for profit.

Of course, the easiest way for Hermès to take the heat out of the resale 

market would be to make the bags more readily available in its boutiques. At the 
same time, readier access would undermine the appeal of owning a Birkin or a 
Kelly. Getting the balance just right might not be easy.

Text 4. Free Speech at work

The Economist February 29, 2020
Working nine to five. Companies should be prevented from trying to 

silence their employees

Can you really lose your job for posting an opinion on Twitter, or even for 

clicking “like” on somebody else’s message? Surprising though it may be to 
employees who expect firms to indulge their odd working hours, their tastes in 
coffee and their pets, the answer is often yes. Pascal Besselink, an employment 
lawyer in the Netherlands, reckons that about one in ten abrupt sackings there is 
connected to behaviour on social media. 

Controversial opinions were once expressed in bars after work, and went no 

further. Today Twitter and other social media broadcast employees’ thoughts; 
they also make it easy for anyone who is offended to put together a mob and 
retaliate against the poster and their employer. Jittery firms respond by sacking 

the offender. Some, like General Motors, have introduced conduct codes which 
police workers’ speech even when they are not at work. 

A firm may judge its self-interest correctly when it punishes workers who 

speak out. America’s National Basketball Association probably lost hundreds of 
millions of dollars this season because of a Chinese blackout imposed after the 
general manager of the Houston Rockets tweeted in support of democracy in 
Hong Kong. Sacking him would have been costly, too - but not that costly.

Though it is not necessarily in companies’ interests to allow the free 

expression of opinion, it is clearly in society’s interest. Free speech, including 
by employees, is a cornerstone of democracy. At the moment workers are too 
easily gagged. 

In countries such as America most employees have scant protection against 

punitive employers. In others, laws written to protect religious freedom are 
being extended to govern other beliefs and views. British judges have decided 
that ethical veganism deserves legal protection. A think-tank was ruled to have 
acted legally when it did not renew the contract of a researcher after she tweeted 
that biological sex is immutable (see International section). This case-by-case 
evolution leaves employees and employers unsure which views are acceptable 
and where. 

In laying down clearer rules, legislators should remember that offending and 

harassing are different. It is not reasonable for companies to try to prevent their 
employees from expressing displeasure at gay marriage, no matter how strongly 
others disagree - at least if that is not relevant to the job they do. But an 
employee who repeatedly says at work that gays are damned, even after being 
told to stop, has crossed the line into harassment. That should be grounds for 
dismissal. 

There is also a difference between what people do at work and what they do 

outside. Speech is like a dress code. Just as companies can demand that their 
employees look the part while at work, they should be able to restrict what they 
say there, provided they are clear and fair about it. After people go home, 
though, they should be able to express their opinions freely, just as they are free 
to change into jeans and a t-shirt. A woman fired in 2004 by a housing firm for 
displaying a sticker backing John Kerry on her car was poorly treated. The 
situation is more complicated when it comes to public figures such as sports 
stars, who in effect sell their image as well as their labour. Firms will lobby to 
preserve their freedoms. But robust laws against unfair dismissal that protect 
speech would help them stand up to complaints from angry mobs and the 
Chinese government. Politicians should hold their nerve. Many complain that 
their constituents have become so ideological and tribal that they have forgotten 
how to talk to those with opposing views. Geographical and technological 
spaces are increasingly segregated. That makes it all the more important that 
people encounter different views at work - and especially outside it.

Text 5. Marketing and growing a new business

Finweek March 5, 2020
How can entrepreneurs get customers to recognize their brands and 

upscale a venture once it is settled? Small business and social media 
marketing

Social media has allowed companies to leapfrog traditional media and forge 

relationships with customers. With an already large and growing flock to these 
digital platforms, marketers and businesses are milking widespread use by 
connecting with target audiences directly.

Developing the social media brand
Develop a brand from day one. Be clear on what it is that sets you apart 

from the crowd and make sure you tell the world about it through clear, 
consistent marketing. Don’t leave branding and marketing for later, explains 
Bernard Jansen, marketing consultant at Firejuice. Learn to attract customers to 
you via social media marketing and build a distinctive brand, according to him.

Personalization
One brand that has inarguably harnessed the free marketing tool that is 

social media, is Nando’s. The fast food chain has mastered what Charne 
O'Haughey, social specialist at Reprise Digital SA, refers to as “personalizing 
segmentation”. She says that while a business or brand has a main identity, a key 
aspect that could be leveraged off is the ability to personalize ads to reach 
different target segments, which Nando’s does.

“Social platforms offer advanced targeting options, including customisation 

of audiences, and on various platforms we can include more than one primary 
copy, headline copy, description copy, and customizable placements,” she says.

Navigating various social media channels 
Nando’s has done a lot of testing over the years as each of their social media 

channels (Twitter, Facebook, LinkedIn and Instagram) has morphed to find their 
niche. The fundamental question the brand’s social media marketing team ask 
themselves is what people are using each platform for and how they can best 
position Nando’s in a way that adds to what content people are consuming, 
rather than being intrusive, according to the company’s social media marketing 
team.

Nando’s selects different channels according to the message it wants to 

convey and depending on who the audience is, according to the team. Each 
platform serves a different purpose, so creating communication that fits the 
environment is an important marketing discipline, not only in the digital space, 
they say.

The joys and pitfalls of social media marketing
The biggest difference between social media channels and the more 

traditional media is the ability to allow brands to be in step with market 
sentiment. The reputation of Nando’s – for instance of being a brand that’s in 

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