Вопрос № 867586 - Английский язык

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Interviewer: One hears over and over again that what a modern enterprise needs is a good manager. What do you think of the problem?
Adams: The importance of a good manager can’t be overestimated.
Interviewer: What do you think makes 1_______?
Adams: First of all high standards of professional knowledge and personal conduct.
Interviewer: What personal traits must a good manager have?
Adams: A good manager must be flexible, must have confidence in himself and others, and 2_______. Besides, he must have leading ability.
Interviewer: I see, and what 3_______ should managers have?
Adams: Managers must know how to set up goals and how to achieve them, how to divide work and how to coordinate the activities of individuals.
Interviewer: Management is often called the art of getting things done through people. What’s your point of view on the essence of management?
Adams: 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.
Interviewer: Yes, managers must understand that 4_______ are a very important part of any business.

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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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Michael Volkov: Good morning. 1_______?
Peter Brown: Good morning. You’re an Italian company, aren’t you?
Michael Volkov: No, actually we’re Russian. 2_______.
Peter Brown: I’m afraid, I don’t think I know your products.
Michael Volkov: It’s our first time at a British trade fair.
Peter Brown: I’d like to have a look at your 3_______. Can we make an appointment some time later for today?
Michael Volkov: With pleasure, Mr…?
Peter Brown: Brown. Peter Brown. 4_______. We’re a large chain of office furniture stores here in the UK.
Michael Volkov: How do you do? I’m Michael Volkov.
Peter Brown: How do you do?
Michael Volkov: Now, let me look at my diary. What about 3 o’clock this afternoon?
Peter Brown: 3 o’clock is fine.
Michael Volkov: Good. I look forward to seeing you then.

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Mr. Sikorski: You are one of the leading 1_______ on management. 2_______?
Mr. Sage: Basically it’s a functional form of organization with departments for Marketing, Production, Finance and so on.
Mr. Sikorski: If I’m not mistaken, this form is more common for small firms, isn’t it?
Mr. Sage: Yes, it is. As the firms become larger and more complex departmentalization by product, territory or customer may be more effective.
Mr. Sikorski: I see. Organization structure also includes an idea of relationship between the positions and people who hold the positions. What can you say here?
Mr. Sage: 3_______.
Mr. Sikorski: Yes, but as far as I know, the line organization works only for small companies. Large companies need people who are not a part of the chain of command.
Mr. Sage: That’s right. Large companies need people like lawyers, financial and other experts whose jobs are known as staff positions. Large companies use a line and staff organization structure.
Mr. Sikorski: And what span of management is best?
Mr. Sage: You’ve raised the most difficult question I must say. There is no one answer to it. In general, a broad span of management reduces a total number of managers but a narrow span makes possible close supervision.
Mr. Sikorski: What’s the most typical management hierarchy in the US companies?
Mr. Sage: Typically, there are three levels within management. They are supervisory managers, middle managers, and top managers.
Mr. Sikorski: What’s your idea of a 4_______ business?
Mr. Sage: I, personally, believe that business is well managed if everyone has a clear idea of what his or her job is.
Mr. Sikorski: I can’t agree more with you.

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Secretary: Mrs. Anne Lucas’ Shoes. Good afternoon.
Martin: 1_______. It’s Martin Reyser.
Secretary: I’m sorry, Mr. Reyser, he’s on the other line at the moment. Will you hold?
Martin: Yes, OK, thank you… Jeff? Hello, it’s Martin.
Jeff: Oh, hi, Martin. What’s so urgent?
Martin: 2_______. I think I’ve got something good for you.
Jeff: A new supermarket chain?
Martin: Better than that, our partners want to know more about our 3_______ range. 4_______. I met one of them in the shoe store. He was interested in our models. He liked them very much, so we chatted briefly and that was it.
Jeff: Wonderful. Anyway, Martin, I’ll be on the next plane tomorrow morning. Can you pick me up at the airport? I’ll ring you quickly from the Heathrow.
Martin: Sure.
Jeff: And thanks again. If things go well, it will be a real breakthrough.
Martin: I’ll get the champagne ready.
Jeff: Do that – but don’t open it yet! See you tomorrow.

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Clerk: Amtrak. 1_______?
John: I’d like to book one ticket to New York.
Clerk: One-way or round-trip, please?
John: 2_______.
Clerk: When would you like to leave and to come back?
John: The day after tomorrow. And I have to return on Sunday next week.
Clerk: Which train, please?
John: 3_______ there is a train that leaves for New York at about 10 a.m. I’d rather take this one.
Clerk: Do you prefer a smoking car or a car for nonsmokers?
John: For nonsmokers, please.
Clerk: So I’ll reserve for you one ticket for the 9.45 Saturday train. And what about your way back? There is a train arriving here at 8.20.
John: That suits me all right. 4_______. When is the train arriving in New York?
Clerk: At 12.20. Your name, please?
John: John Smith. How much is it totally?
Clerk: 103 dollars.
John: Where can I get the tickets?
Clerk: At the railway station, window 5.