Профессиональный английский язык: сила мотивации = Professional English: Power2Motivate

 

Министерство науки и высшего образования Российской Федерации 

Сибирский федеральный университет 

 
 
 
 
 
 

Е. Б. Гришаева 

 
 
 
 

ПРОФЕССИОНАЛЬНЫЙ  

АНГЛИЙСКИЙ ЯЗЫК: 
СИЛА МОТИВАЦИИ 

 

PROFESSIONAL ENGLISH: 

POWER2MOTIVATE 

 
 

Учебное пособие 

 
 
 
 
 
 
 
 
 
 
 

Красноярск 

СФУ 
2021 

УДК 811.111(07) 
ББК 81.432.1я73 
Г859 
 
 
Р е ц е н з е н т ы: 
Т. Н. Хомутова, доктор филологических наук, доцент, зав. кафедрой 
лингвистики и перевода института лингвистики и международных коммуникаций 
Южно-Уральского государственного университета; 
Д. Гиллеспи, доктор философии, профессор кафедры перевода и языковых 
коммуникаций факультета иностранных языков Томского государственного 
университета 
 
 
 
 
 
 
 
 
Гришаева, Е. Б. 
Г859 
 
Профессиональный английский язык: сила мотивации = 
Professional English: Power2Motivate : учеб. пособие / E. Б. Гришаева. – 
Красноярск : Сиб. федер. ун-т, 2021. – 164 с. 
 
 
ISBN 978-5-7638-4539-6 
 
 
Приведены аутентичные англоязычные материалы, рассматривающие 
сферу деловой и профессиональной коммуникации с позиции трансдисци-
плинарных подходов, направленные на формирование универсальной компетенции 
осуществлять деловую коммуникацию в устной и письменной 
формах на иностранном языке. 
Предназначено для занятий в рамках дисциплин «Иностранный язык», 
«Иностранный язык в бизнес-пространстве», «Профессионально ориентированный 
иностранный язык», «Междисциплинарная среда профессионального 
развития: деловой иностранный язык», «Профессиональный иностранный 
язык» для студентов, обучающихся по направлениям 38.03.01 «Экономика», 
38.03.02 «Менеджмент», 38.03.03 «Управление персоналом». 
 
 

Электронный вариант издания см.:

http://catalog.sfu-kras.ru

УДК 811.111(07)
ББК 81.432.1я73

 
 
ISBN 978-5-7638-4539-6 
© Сибирский федеральный университет, 2021 

ОГЛАВЛЕНИЕ 

Введение ...................................................................................................... 4 

UNIT 1. OFFICE POLITICS ....................................................................... 6 

UNIT 2. SOCIAL, ECONOMIC  
AND TECHNOLOGICAL CHANGE ....................................................... 14 

UNIT 3. LEADERSHIP DEVELOPMENT .............................................. 26 

UNIT 4. HANDLING PRESSURE ............................................................ 39 

UNIT 5. LEARNING AND DEVELOPMENT (L&D) ............................ 45 

UNIT 6. MILLENNIALS ........................................................................... 50 

UNIT 7. EFFECTIVE EMPLOYMENT BRANDS .................................. 56 

UNIT 8. ORGANISATIONAL STRUCTURE ......................................... 66 

UNIT 9. EMPLOYMENT TERMINATION ............................................. 83 

UNIT 10. LEGAL MEDIATION ............................................................... 91 

UNIT 11. PROFILE ................................................................................... 96 

UNIT 12. IMPROVING GENDER EQUALITY .................................... 102 

UNIT 13. INFRASTRUCTURE OF CARE ............................................ 115 

UNIT 14. MANAGEMENT AND MANUFACTURING ...................... 125 

APPENDIX............................................................................................... 135 

CASE STUDIES ....................................................................................... 136 

TOP 10 OIL AND GAS COMPANIES IN THE WORLD ..................... 136 

TOP 12 BEST SKIN CARE BRANDS ................................................... 141 

THE TOP E-COMMERCE COMPANIES .............................................. 150 

 

Введение 

Учебное пособие «Профессиональный английский язык: сила 

мотивации / Professional English: Power2Motivate» предназначено для 
практических занятий по дисциплине «Иностранный язык» для студентов, 
обучающихся по направлениям подготовки: 38.03.01 «Экономика»; 
38.03.02 «Менеджмент» и 38.03.03 «Управление персоналом». 
Издание является продолжением серии пособий по профессионально-
ориентированной коммуникации, которые были опубликованы в Сибирском 
федеральном университете в 2010 и 2015 годах. Цели настоящего 
пособия – совершенствование уровня владения английским 
языком, формирование у обучающихся универсальных и профессиональных 
компетенций, включая прагматико-ориентированное владение 
основными видами речевой деятельности, такими как чтение, 
письмо, аудирование, и осуществление эффективной коммуникации 
 учетом основных принципов поведенческой экономики и трансдис-
циплинарных подходов.  

Аутентичный материал учебного пособия и задания к текстам 

направлены на формирование у студентов цельной картины профессиональной 
коммуникации в экономическом и бизнес-пространстве. 
Отобранные ресурсы ориентированы на формирование прагматической 
и дискурсивной чувствительности, обусловленной кросскульту-
рами деловых партнеров и другими экстралингвистическими факторами, 
которые могут оказывать влияние на выбор поведенческой 
стратегии участников коммуникации. В учебное пособие вошли тексты, 
опубликованные в открытых источниках сети Интернет. Используются 
исключительно в учебных целях и призваны оказать помощь 
студентам в закреплении навыков эффективной иноязычной и межкультурной 
профессиональной коммуникации. Автор руководствуется 
многолетним опытом преподавания профессионально ориентированного 
английского языка в Институте экономики, государственного 
управления и финансов ФГАОУ ВО «Сибирский федеральный университет».  

Учебное пособие организовано с учетом базовых методологиче-

ских принципов: системности, междисциплинарности, целостности, 
последовательности, интерактивности и взаимосвязанности обучения 
с различными видами речевой деятельности. Особое внимание уделяется 
заданиям, позволяющим аттрибутировать полученные в процессе 
обучения знания и повысить мотивацию студентов к использованию 
английского языка в сфере профессиональной коммуникации и дальнейшему 
самообразованию. 

UNIT 1 

OFFICE POLITICS 

Learning outcomes 

 Understand why it is important to visualise who is on your side 

and who are the people supporting others to take the hill. 

 Get a clue how to gain an ally at work. 
 Conceptualise how to find your strengths and play to them. 
 Get a new concept of a “Re-know current policy. Re-know the 

players in your industry”. 

Getting started 

 Before reading the text, discuss in small groups your special 

skills pointing out at what qualities make you different in terms 
of your value to the organisation. 

 Learn the vocabulary.  
 Consider the meaning of the expression “It’s just a hill”.  

Vocabulary 

main source of income – основной источник дохода; 
to fix the supply chain problem – разрешать проблему, связан-

ную с цепочками поставок; 

to reconfigure the roster – изменять распорядок/расписание де-

журств; 

lowest-ranking person with power – управленец низшего звена, 

наделенный властными полномочиями; 

to gain an ally – обрести союзника; 
the escape route – путь отступления; 
to renew a network – обновить контакты; 

to find strengths and play to them – обнаруживать сильные сто-

роны и использовать их; 

to weigh the pros and cons – взвешивать за и против. 

Reading 

Read the text focusing on the core vocabulary units and the gist. 

OFFICE POLITICS 

Office politics can seem like war. If that's what it feels like to you to-

day, then the question you need to answer is whether this particular hill is 
worth dying on, says Cindy Tonkin. She helps teams be more politically 
astute. (Find more at politicalacumen.com.au/wisdom/) 

IT’S JUST A HILL. 

But it is your hill. 
It’s a strategic hill. 
You don’t know if you want to be a hero. And if you really need to 

be a hero to keep this hill, you could be dead already. 

Let’s get concrete for a moment! This “hill” could be that your boss 

caves every time a client criticises your area and you have to pick up the 
pieces, backtrack and rework things. 

It could be that you need to take time off outside normal days and 

your boss doesn’t believe in that kind of stuff. 

Maybe you are convinced that following current strategy will shut off 

the company’s main source of income. 

It’s not about the hill as such. It’s whether you will be the hero who 

takes the hill and goes off in a blaze of glory, or whether you will live to 
fight another day. 

Here are five questions to help you decide. 

Question 1. Who is your buddy? 

In every good war movie the hero has buddies. From The Magnifi-

cent Seven to The Dirty Dozen via Platoon and Saving Private Ryan, it’s 
the people supporting you to take the hill that make the difference. So, the 
first question to ask is, who is your buddy? Who is on your side? 

If you are the only soldier standing up corporate psychopath, the only 

one trying to fix the supply chain problem or to reconfigure the roster, then 
you need some buddies before you start your assault. 

Question 2: Who will see? 

The second question is, who will see you? And who should see you? 
If you are behind enemy lines and are about to blow up the bridge be-

fore dawn, then it’s important that no one sees you. 

On the other hand, if this assault is an action designed to flush out the 

friendly local, make sure it’s visible enough that those who understand 
what your action means can find you. 

In real-world terms, if you want to be seen, consider some well-

placed, strategically crafted questions at a work in progress meeting as 
a first salvo. 

If you don’t, then ask the same question one-on-one, starting with the 

lowest-ranking person with power. Ideally you will gain an ally, and you 
won’t be blamed if they ask the question again themselves.  

Question 3: What’s the escape route? 

The third question is, what’s your escape route? 
Don't blow up the bridge if you have no way of crossing it yourself. 

Or at least blow it up from the side you want to end up on. 

In corporate terms this means you need to put your feelers out into 

the market. Update your LinkedIn profile. But first turn off those notifica-
tions that tell your boss you’re updating! 

And talk to agents. Often. Just in case. Don't wait to be found. Have 

lunch with your old boss and colleagues. Renew your network – just in 
case you need more allies, a safe house or an escape route! 

As a sidebar: if your boss is part of the problem, consider giving their 

name to the agent!  

Question 4: What does reconnaissance tell you? 

Before soldiers blow up any bridge they go on a reconnaissance. 
Reconnaissance is French for recognition. It literally means “re-

know”. 

So, if you have a political issue that you want to broach, a hill you 

have to take, go check out the territory. Re-know current policy. Re-know 
who supports it. Re-know the players in your industry. 

 Is what you want already happening somewhere in your organisa-

tion? 

 Is it happening somewhere in your industry? 
 How does what you want align with industry best practice? 
 How do your systems and procedures support it (or not)? 

Check out how big this hill really is. If you don’t know anyone to 

ask in your industry, then that’s a weakness you need to patch up pretty 
quickly! 

Question 5: What are your special skills? 

Every soldier has a special skill. Can you whistle, are you a ventrilo-

quist, or do you have a friend in intelligence? Do you have a good heart, an 
eye for a bargain, or a lot of great connections? 

Ask yourself what makes you different, not just in terms of solving 

this political problem but also in terms of your value to the organisation. 

How can you use this special skill as leverage? 
This isn’t just about your LinkedIn profile. It may be your family that 

will get you through. Or your loyalty. Maybe it is your ability to find the 
positive, transform people’s ideas, or just that you are resilient. Find your 
strengths and play to them. And let your weaknesses alone. They won’t 
help you here. 

There are also some things not to take into account in your hill as-

sault. When considering whether or not to take this hill, these things should 
not come into the equation: 

 I can’t afford to be a hero. 
 It’s not good for the team. 
 HR should look after me. 
 This shouldn’t happen. 
 Why me? 
Every time you weigh the pros and cons of taking that political hill, 

assemble your buddies, make sure you’re seen (or not) by the right people, 
get your escape route clear, do some reconnaissance, and work to your 
strengths. 

Rider: I have never been to war. All I know about war I have learnt 

from my slim knowledge of war movies. Please take this metaphor in the 
way it is intended: as a tribute to soldiers who have worked hard and sac-
rificed their lives and livelihoods so that others may live better lives.  

(www.hcamag.com. HRD. Issue 13.7. July 2015. P. 28–29) 

Talking Point 

Answer the questions: use the vocabulary and keep following the au-

thor’s views. 

1. Do you see why the author uses a metaphoric meaning to compare 

office politics with war? 

2. Will you explain the concept of being the hero who takes the hill 

and goes off in a blaze of glory? 

3. What is meant under the word “buddy”?  
4. Do you agree that it is necessary to understand who is on your side 

at work?  

5. Do you know who is your buddy? 
6. What is the point to get strategically crafted questions to be asked 

at a work in progress meeting?  

7. What actions and decisions may make a person “visible” at work? 
8. What is meant under “the escape route”?  
9. How is it linked to renewing someone’s network?  
10. Explain “the escape route” as an instrument to be found by agents 

or potential employers. 

11. What questions are you ready to formulate to “re-know” current 

policy of the organisation or a company? 

12. Do you have your special skills that make you different in terms 

of your value to the organisation?  

13. Are you able to use your special skills as leverage? 
14. Do you know how to play to your strengths? 

Reading  

Read the text focusing on navigating political pitfalls at work. Memo-

rize words and expressions in bold. 

SEVEN THINGS YOUR CEO  

WON’T TELL YOU ABOUT OFFICE POLITICS 

Love it or hate it, subtle or blatant, office politics are bound to occur 

in every organisation. Cindy Tonkin is the consultants' consultant. She ob-
serves politics from the outside and sees a lot of stuff you may not think 
about initially! She provides an insightful guide to navigating political pit-
falls at work. 

You want to think that it doesn’t exist but it does. Office politics. 
When I tell clients that I help others navigate the rocky shoals of the 

politics in organisations, a very large percentage of them say: “I don’t play 
politics”. 

The very woman who first engaged me to train her staff in political 

acumen told me she didn’t play politics. And yet politics is important. 
Very few people believe they are playing, but they are. There are so many 

injuries, a flawed leaderboard, and retired ball players ready to jump back 
in and get their hands dirty again. It’s a game we can’t help but watch. 

Here are seven things your CEO won’t tell you about office politics. 

Seven things you are better off knowing. 

1. 
It is everywhere 
Politics is everywhere. It exists because we care. While the movie 

and TV world would have us believe the contrary, people who care don’t 
just breed happy families and kind workplaces. They also breed unhappy 
families and unkind workplaces. 

The issue is in caring. 
And I’m not saying you shouldn’t care. You should. You just need to 

be in an organisation where what you care about is aligned with what other 
people care about. 

Take Fran, for example. Fran is all about efficiency. She is fighting 

for a better, more efficient tomorrow. Because we can afford to do more if 
we are efficient. 

Maxine and Fran are always at loggerheads because Maxine cares 

most about worker participation in decision-making. Where that isn’t effi-
cient then she and Fran either clash or run political plays so they don’t 
have to clash. 

In this case, politics is a way of avoiding conflict, but it ends up caus-

ing conflict too. 

If there is more than one agenda then politics results. 

2. 
Even not playing is playing 
All those young innocents who say they won’t play, or don’t play, are 

either oblivious, or being used as pawns in someone else’s game. Maybe 
you can stay off the field of politics. But when you don’t know where the 
field starts or ends, or what the game is, then you are picnicking in a big 
green field where a rough game of rugby is in progress. 

3. 
We all play 
Anyone who is pleasing a client, looking after their boss, or getting 

a colleague to help them on a deadline is playing politics. 

Just sometimes we think we are being kind, or doing the right thing, 

or doing a good job.