Вопрос № 1072379 - Английский язык

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Mr. Klimov: One hears over and over again that what a modern enterprise needs in a 1_______. What do you think of the problem?
Mr. Sage: The importance of a good manager can’t be overestimated.
Mr. Klimov: What do you think makes a good manager?
Mr. Sage: First of all 2_______ and personal conduct.
Mr. .Klimov: What personal traits must a good manager have?
Mr. Sage: A good manager must be flexible, 3_______, and keep a sense of proportion. Besides, he must have a leading ability.
Mr. Klimov: I see, and what professional skills should managers have?
Mr. Sage: Managers must know how 4_______ and how to achieve them, how to divide work and how to coordinate the activities of individuals. They must know how to take corrective action if the organization is not progressing towards its goals.
Mr. Klimov: Management is often called the art of getting things done through people. What’s your point of view on the essence of management?
Mr. Sage: The essence of management is to create an environment where individuals, working together, can perform effectively and efficiently. Nowadays managers must be more skilled in handling people.
Mr. Klimov: Yes, managers must understand that human resources are a very important part of any business. The manager’s job is very interesting, isn’t it?
Mr. Sage: Yes, and given the opportunity I would choose the same career, again.

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Interviewer: In this part of the interview I’d like to ask each of you in turn what you consider to be the three most important qualities for a good manager. Perhaps we could hear your ideas first, Mr Dawson.
Mr Dawson: Well, I think that at present 1_______ is the ability to deal with other people. I know that we are a manufacturing industry but I feel very strongly that we also have a great responsibility towards our personnel. Secondly, well, let me see ... yes, in my opinion, the second most important quality must be the ability to talk to our personnel about their jobs, their futures, their problems, etc., to be able to relate to them, you know. And, thirdly, well ... I suppose I’d put adaptability as the third most important quality. I think that fits in with the other two points I mentioned to give my idea of 2_______.
Interviewer: Well, thank you for your opinions, Mr Dawson. Perhaps, we could hear your views now, Mr Ellis.
Mr Ellis: Well, I consider the present situation requires a rather different approach to the whole question of management and, therefore, different qualities for managers. I believe that a good manager is one who can persuade people that his way is right. Isn’t that why he is a manager? Getting people to accept his decisions and to follow his leadership that, in my view, is the mark of a good manager. Secondly, I feel that he should be firm with his people. That’s how they’ll come to respect him. And thirdly, I’m of the opinion that he should be 3_______. In this day and age the pressures and strains are so great that only the fittest can survive, and those are the ones that should be the managers. Mentally competent, of course, but physically competent also.
Interviewer: Well, thanks, Mr Ellis. Could we hear what you think, Mrs Merton?
Mrs Merton: Yes, certainly. I think my views, probably, represent a mixture, or synthesis, of my colleagues’ opinions. The most important quality is, in my opinion, the ability to think flexibly, to find new answers and new solutions. Secondly, I feel that as managers we should be able to handle people, as I am sure that for the company good labour relations means a happy and secure future. But this doesn’t mean that we should be too lenient, nor too 4_______. Now, the third quality should be, in my view, the ability to direct and control people effectively.
Interviewer: Well, thank you all for your opinions.

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Interviewer: In this part of the interview I’d like to ask each of you in turn what you consider to be the three most important qualities for a good manager. Perhaps we could hear your ideas first, Mr Dawson.
Mr Dawson: Well, I think that at present 1_______ is the ability to deal with other people. I know that we are a manufacturing industry but I feel very strongly that we also have a great responsibility towards our personnel. Secondly, well, let me see ... yes, in my opinion, the second most important quality must be the ability to talk to our personnel about their jobs, their futures, their problems, etc., to be able to relate to them, you know. And, thirdly, well ... I suppose I’d put adaptability as the third most important quality. I think that fits in with the other two points I mentioned to give my idea of 2_______.
Interviewer: Well, thank you for your opinions, Mr Dawson. Perhaps, we could hear your views now, Mr Ellis.
Mr Ellis: Well, I consider the present situation requires a rather different approach to the whole question of management and, therefore, different qualities for managers. I believe that a good manager is one who can persuade people that his way is right. Isn’t that why he is a manager? Getting people to accept his decisions and to follow his leadership that, in my view, is the mark of a good manager. Secondly, I feel that he should be firm with his people. That’s how they’ll come to respect him. And thirdly, I’m of the opinion that he should be 3_______. In this day and age the pressures and strains are so great that only the fittest can survive, and those are the ones that should be the managers. Mentally competent, of course, but physically competent also.
Interviewer: Well, thanks, Mr Ellis. Could we hear what you think, Mrs Merton?
Mrs Merton: Yes, certainly. I think my views, probably, represent a mixture, or synthesis, of my colleagues’ opinions. The most important quality is, in my opinion, the ability to think flexibly, to find new answers and new solutions. Secondly, I feel that as managers we should be able to handle people, as I am sure that for the company good labour relations means a happy and secure future. But this doesn’t mean that we should be too lenient, nor too 4_______. Now, the third quality should be, in my view, the ability to direct and control people effectively.
Interviewer: Well, thank you all for your opinions.

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Stephen Leacock: Can I see the manager?
Clerk: Certainly.
Stephen Leacock: Are you 1_______?
Manager: Yes.
Stephen Leacock: Can I see you alone?
Manager: Come in here. We’re safe from interruption here. Sit down. You’re one of Pinkerton’s detectives, I suppose.
Stephen Leacock: To speak the truth, I’m not 2_______ at all. I’ve come to open an account. I intend to keep all my money 3_______.
Manager: A large account, I suppose.
Stephen Leacock: Rather a large one. I intend to place in this bank the sum of fifty-six 4_______ now, and fifty dollars a month regularly.
Manager: OK, no problem.

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The ancient Greeks were among the first to develop a concept of law that separated everyday law from religious beliefs. Before the Greeks, most civilizations attributed their laws to their gods. Instead, the Greeks believed that laws were made by the people for the people.
Draco drew up Greece’s first written code of laws in the 7th century ВС. Under this code, death was the punishment for most crimes. Thus, the term “draconian” usually applies to extremely severe measures.
The ancient Greek concept of “natural law” (the belief that certain basic principles are above the laws of a nation) and the development of the first true legal system had a profound effect on the modern world.
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Every country tries to provide laws which will help its people to live safely and comfortably. But no country has been successful in producing laws which are entirely satisfactory.
The main aim of law is to consolidate and safeguard the social and state system and its economic foundation. Thus, law is a system of rules established by the state.
The laws made by the government of one country are often very different from the laws of another country. Law today is a complex of different and relatively independent national systems.
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