Чтение специального и научно-популярного текста

УДК 811.111 : 028.4 : 378
ББК 81.432.1 : 78.303 : 74.58

Ч-77

Рецензент

д-р. пед. наук, проф. Е.В. Цупикова (СибАДИ, г. Омск, Россия)

Работа утверждена редакционно-издательским советом СибАДИ в каче
стве методических указаний.

Ч-77

Чтение специального и научно-популярного текста : методические 
указания по английскому языку / сост. : М.В. Цыгулева, А.В. Кузюкова. –
Электрон. 
дан. 
–
Омск 
: 
СибАДИ, 
2022. 
–
Режим 
досту
па:http://bek.sibadi.org/MegaPro, для авторизованных пользователей. –
Загл. с экрана.

Представлены методы и алгоритмы работы с текстовой информацией по 

направлениям подготовки СибАДИ, а также учебные задания, необходимые для 
развития навыков поискового, просмотрового и изучающего чтения.  

Предназначены для обучающихся всех форм обучения, изучающих ино
странный язык в рамках программ бакалавриата и специалитета.

Имеют интерактивное оглавление в виде закладок.
Подготовлены на кафедре «Иностранные языки».

Текстовое (символьное) издание (2,22 Мб) 
Системные требования: Intel, 3,4 Пряж 150 Мб; Windows XP/Vista/7 
1 Гб свободного места на жестком диске; программа для чтения pdf-файлов: 
Adobe Acrobat Reader; Foxit reader 

Редактор О.А. Соболева

Техническая подготовка, верстка макета выполнены Е.В. Садиной

Издание первое. Дата подписания к использованию 18.07.22
Издательско-полиграфический комплекс СибАДИ
644080, г. Омск, пр. Мира, 5
РИО ИПК СибАДИ
644080, г. Омск, ул. 2-я Поселковая, 1

© ФГБОУ ВО «СибАДИ», 2022

Согласно 436-ФЗ от 29.12.2010 «О защите детей от информации, причиняющей вред их здоровью и развитию» данная продукция маркировке неподлежит.

~ 3 ~

Введение

Основным качеством современного специалиста все чаще называют
его способность самостоятельно повышать свой профессиональный 
уровень, стремление к саморазвитию и самообразованию. Данная деятельность требует желания получать и перерабатывать большие объемы новой сложной информации, умения на основе новых полученных знаний корректировать, дополнять, перестраивать систему своего 
опыта и деятельности.

Чтение научно-популярной и специальной литературы на ино
странном языке позволяет не только получать передовые знания из 
оригинальных источников и использовать их для решения профессиональных задач, но и развивать мышление, а значит становиться конкурентоспособным специалистом, способным мыслить нестандартно. 

Работа с профессионально ориентированной информацией, по
лучаемой из зарубежной литературы, требует умений извлекать 
смысл, 
обращать 
внимание 
на 
детали, 
интерпретировать 

и трансформировать текст. 

Основная цель данных методических указаний состоит в обес
печении обучающихся необходимыми алгоритмами действий по работе с текстом в зависимости от цели чтения. Методические указания 
состоят из четырех частей, работа с которыми позволяет осваивать 
технику чтения, развивать навыки просмотрового, поискового и изучающего чтения. В каждой части представлены тексты и учебные задания к ним из разных областей знаний, что позволяет использовать 
эти указания для разных направлений подготовки, расширяя кругозор 
обучающихся, предоставляя возможность находить междисциплинарные связи и генерировать идеи.

~ 4 ~ 

Читаем тексты правильно 
(техника чтения) 

Adjective  
Noun 
Verb 

~ 5 ~

Agile working

The world we live in is changing and it is changing rapidly. Whether 

this is driven by technology, globalisation or in response to specific crises, 
there is no doubt that the workplace of today needs to constantly adapt to 
ongoing changes in order to remain efficient and competitive.

In more traditional work settings, the definition of a good employee 

was someone who came to the office on time at 9 a.m., sat at their desk and 
worked hard, taking direction from their managers and following the rules. 
This model employee would be there rain or shine, always appearing busy 
until it was time to go home at 6 p.m. But with the development of 
smartphones and internet technologies, many companies are starting to 
form virtual teams with team members living in different time zones, and 
employees are now finding themselves answering emails, attending meetings and working on reports from home outside their usual working hours. 
People now need to work smarter and not just harder.

It is not only the time and location of the modern workplace that is 

changing. The role of the manager is evolving too. Many organisations are 
moving away from an approach where managers constantly supervise their 
staff and tell people exactly what is to be done. Instead, they are adopting a 
more project-based approach, where managers have the responsibility of 
clarifying project goals and enabling teamwork and collaboration (pic. 1). 
The roles that the individuals play might differ from project to project, and 
agile managers can serve to support team members in adapting the way 
they contribute to a team.

These changes in modern work practices mean that organisations 

need to adopt agile working approaches so that they can find the most appropriate and efficient way of getting things done. The consumer goods 
company Unilever describes agile working as 'an approach to getting work 
done with maximum flexibility and minimum constraints'.

Agile working is not just about allowing employees to work from 

home and decide their own working hours. Another example of agile working might be workspaces designed to suit the different kinds of work taking 
place. This is an environment that helps people to be at their best and most 
productive. An agile workspace might include open areas with small tables 
for people to gather and work together and standing desks to improve energy levels and productivity. It might include quiet zones for a bit of thinking time and social areas for staff to chat and relax together. Like most 
things with agile working, there is no one-size-fits-all approach. Agile 
workspaces have to be adapted to the individuals and their roles in the 

~ 6 ~

company because agile working is about valuing people and their activities 
and not having them limited by the physical workplace.

Basically, agile working is about being ready to change the way we 

work – whether it be our working hours, our physical workplace, the technology we use, the nature of our roles and the way we work together, or 
the way our work is done. By encouraging such agility and flexibility, we 
can adapt to the ever-changing world around us, while creating a more dynamic workforce and improving our performance and productivity.

https://learnenglish.britishcouncil.org/business-english/business
magazine/agile-working

4. Work in pairs. Read the text “Agile working” aloud to each

other. 

5. Individual work.  Read the text “Agile working” in a whisper.

6. Control reading. Read the text “Agile working” to your teach
er. To pass the control reading, you may do not more than 3 mistakes.

7. What is the main idea of the text “Agile working”?

Text 2

1. Listen and repeat. Read the words aloud. You may use the dic
tionary to check the pronunciation.
1) successful
2) aware
3) behaviour
4) impression
5) scholarship
6) boast
7) reassure
8) trainee
9) enthusiastically
10) receive
11) irrelevant

12) achievement
13) preference
14) expectation
15) assessment
16) character
17) competence
18) excellent
19) prioritise
20) judgement
21) colleague
22) damage

2. Arrange the words from the previous exercise according to a

part of speech. Make up a sentence using at least one word from each 
column. Discuss them with your groupmates. 

~ 7 ~ 

Adjective 
Noun 
Verb 

~ 8 ~

results he was able to provide for his clients. The participants on the training course found this information boring and irrelevant. They wanted him 
to begin the training and not waste time talking about his previous 
achievements.

Why did this happen?
There are many ways of building trust, and the approach we choose 

might depend on the relationship we are building, the culture we are used 
to and our personal preferences. However, if the methods we choose do not 
match the expectations of the people around us, it can lead to misunderstandings and negative assessments.

Let's consider different approaches to building trust. Author and 

speaker Richard Barrett suggests that there are two main components of 
trust: character and competence. One way of building trust is to show that 
we are caring, fair, open and honest human beings. In other words, we can 
build trust by showing our character. Another way to build trust is by letting others know that we are capable, experienced and have achieved excellent results. This way of building trust emphasises our competence.

It can be a useful exercise to analyse specific work relationships in 

terms of the character/competence model. You might think about the type 
of trust your relationship has and the type of trust your relationship lacks, 
in order to see how you can develop. Many of us use both approaches, depending on the context. For example, in a job interview, we might focus on 
establishing trust by demonstrating our competence through work experience. When we are working within a team, we might prioritise showing our 
character to form close professional relationships. By becoming aware of 
the context and how our conversation partners are responding to our trustbuilding efforts, we can adapt the way we build trust to better suit them.

When working at new professional relationships, it is important to 

remember that there is no one correct way to build trust. Making quick 
judgements about the speaker, like Valeria's clients, Kelly's new colleagues 
and David's trainees did, could stop trust developing and damage our 
chances of forming positive relationships. Instead, if we assume the best 
intentions behind what is being said and are generous in our judgements of 
other people, we create positive conditions for building trust at work.

https://learnenglish.britishcouncil.org/business-english/business
magazine/building-trust

~ 9 ~

4. Work in pairs. Read the text “Building trust” aloud to each

other. 

5. Individual work.  Read the text “Building trust” in a whisper.

6. Control reading. Read the text “Building trust” to your teach
er. To pass the control reading, you may do not more than 3 mistakes.

7. What is the main idea of the text “Building trust”?

8. What do you think about the problem actualized in the text?

Text 3

1. Listen and repeat. Read the words aloud. You may use the dic
tionary to check the pronunciation.
1) handle
2) unnecessary
3) distraction
4) atmosphere
5) challenge
6) response
7) issue
8) altogether
9) suppress
10) immediate

11) successfully
12) embarrassment
13) through
14) monologue
15) perspective
16) growth
17) accusation
18) defensive
19) conversation
20) together

2. Arrange the words from the previous exercise according to a

part of speech. Make up a sentence using at least one word from each 
column. Discuss them with your groupmates. 

Adjective 
Noun
Verb 

3. Work in a group. Read the text “Conflict management” aloud.

Conflict management

Knowing how to handle conflict is an important professional skill. 

Conflict at work can affect the motivation and well-being of staff and create unnecessary distractions and stress. People with conflict management 
skills resolve disagreements quickly and effectively, enabling effective 

~ 10 ~