Деловой иностранный язык

5. How long have you been _________?

6. The level of ________ is rather high in many countries.

7. More people are now ________ in service industries than in manufacturing.

Task 11. Talking Point 3

? What positions can be named as: directors, senior/middle, junior/supervisory, workforce; blue-collar and white-collar?

? What did cause the reduction of demand for unskilled worker in 1980s? What was the consequence of it?

? Can you name the sources and effect of white-collar workers or management redundancy last decade of twenty century?

? Expand the process of organisational structure delayering.

? What does author mean for economic recovery?

? Speak to the Figure 4. How can you describe it in accordance with present-day situation?

? Consult Speaking References p. 126–130.

Task 12. Vocabulary 3

Match the words listed below with the definitions which follow:

1) without hurrying

2) to show clearly that sth exist or is true

3) closely connected with sth that has just been mentioned

4) a difficult time for the economy of a country, when there is less trade and industrial activity than usual and more people are unemployed

5) to make sth increase, or become better or more successful

6) a change that sb/sth causes in sb/sth else

7) the total amount of money that needs to be spent by a business

8) connected with work in office

9) people who do physical work in industry

10) the process of improving or becoming stronger again

11) a range or variety of sth

Task 13. Vocabulary 3

Paraphrase the following sentences, if necessary use English–English dictionary:

1. Under the definite circumstances whole layers of management, junior, middle and senior, were removed from the organisational structure.

2. The question which must be asked about this widespread downsizing is whether companies will be able to sustain this if and when full economic recovery were to occur with the attendant increased demand for labour.

3. Partly it was to take advantages of the latest technological developments, first used widely by Japanese industry, and partly to effect operational cost savings.

4. Business, whose structure became shorter and squatter, got much wider spans of control.

Task 14. Reading 4

Getting started

? Before reading the text, discuss in small groups why even big and successful companies have losses. What are the potential dangers they can meet?

? Give examples of companies that met difficulties in manufacturing their goods but overcame them and recovered. Dwell on the strategies that helped them to survive.

? Read the text, neglect the gaps and check if your ideas are right. Consult Vocabulary p. 145–146.

? Read the text again where seven sentences have been removed. Choose from sentences A–F the one which fits each gap 1–5.

How to go about it

1. Check that the whole sentence fits in with the meaning of the text before and under the space.

2. Pay attention to the connections between the language in the text and the language in the missing sentences.

3. Find the connections between pronouns and other words.

4. When you think you have found the sentence, read the whole paragraph again to check that it fits.

5. Complete the rest of the spaces with appropriate sentences.

BIG BLUE: DELAYERING THE ORGANISATION

Founded in 1911, US corporation IBM (International Business Machines), or Big Blue as it is nicknamed, began its existence producing clocking-on machines and punch-card tabulators, used in the 1890 US census. It had been the most successful mainframe computer manufacturer in the world, with a monopoly position in corporate sales (80 per cent of the market).

However, IBM neglected the growing Personal Computer (PC) market in the 1980s, producing only a high-cost limited range with poor performance characteristics. It also neglected the production of chips (buying in from Intel) and software (buying in from Microsoft). The rapid development of IBM-PC clones produced in the Far East to fill the gap caused by the limitations of IBM's product range hit IBM seriously.

Founded in 1911, US corporation IBM (International Business Machines), or Big Blue as it is nicknamed, began its existence producing clocking-on machines and punch-card tabulators, used in the 1890 US census. It had been the most successful mainframe computer manufacturer in the world, with a monopoly position in corporate sales – 80 per cent of this was aggravated by the rapid growth in PC performance, meaning that corporate customers increasingly used networked PCs rather than buying large mainframes.

By the beginning of the 1990s large losses were being sustained (in 1993 alone it lost $8.1 billion, the biggest annual loss in US corporate history) and IBM was forced to embark on a major corporate restructuring and delayering programme, including all its sites in the EU, in order to save itself. To illustrate the depth of its fall in 1987 IBM had a market value of $107 bn. By 1992 it was $26.5 bn.

In the EU the highly competitive PC market and weakening of the EU economies in the early 1990s as they moved into recession worsened the position of IBM in the EU since sales fell.

The main strategy was to devolve IBM's divisions into 13 autonomous units to address the perceived problem of excessive centralism, these being required to compete against each other (similar to the US government’s treatment of monopolies). Large numbers of senior executives were dismissed and a quarter of the workforce in total was made redundant; in 1992 alone this exceeded 40 000 people, and in 1993 another 45 000 were dismissed.

Additionally over $20 bn of assets have been sold or closed down.