Деловой язык

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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39

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”.