Английский язык по направлению "Реклама и связи с общественностью"

 
 
МИНИСТЕРСТВО НАУКИ И ВЫСШЕГО ОБРАЗОВАНИЯ  
РОССИЙСКОЙ ФЕДЕРАЦИИ 
 
РОСТОВСКИЙ ГОСУДАРСТВЕННЫЙ ЭКОНОМИЧЕСКИЙ УНИВЕРСИТЕТ 
(РИНХ) 
 
 
 
 
 
Р. И. Бачиева, Л. В. Олифиренко  
 
 
 
 
Английский язык  
по направлению «Реклама и связи с общественностью» 
 
 
Учебное пособие 
 
 
 
 
 
 
 
 
 
 
 
Ростов-на-Дону 
Издательско-полиграфический комплекс РГЭУ (РИНХ) 
2019 

 
 
УДК 811.111(075) 
ББК 81.2Англ 
Б 32 
 
Бачиева, Р. И. 
Б32 Английский 
язык 
по 
направлению 
«Реклама 
и 
связи 
с 
общественностью»: 
учебное 
пособие 
[Электронный 
ресурс] 
/ 
Р. И. Бачиева, 
Л. В. Олифиренко. 
Ростов-на-Дону : 
Издательскополиграфический комплекс РГЭУ (РИНХ), 2019. – Электрон. сетевое 
изд. – 48 с. – Режим доступа : http://library.rsue.ru. 
 
   ISBN 978-5-7972-2705-2 
 
Учебное пособие составлено на основе учебной программы курса 
английского языка для ступени бакалавриата по направлению подготовки 
«Реклама и связи с общественностью».  Цель пособия – создание стабильных 
знаний, 
развитие 
навыков 
чтения 
и 
перевода 
профессиональноориентированных текстов, а также совершенствование всех видов речевой 
деятельности. 
Рекомендуется для студентов бакалавриата, изучающих английский язык,  
по направлению подготовки «Реклама и связи с общественностью». 
УДК 811.111(075) 
ББК 81.2Англ 
 
Рецензенты: 
к.ф.н., доцент кафедры 
научно-технического перевода и профессиональной коммуникации ДГТУ 
Е. С. Руденко; 
к.ф.н., доцент кафедры 
иностранных языков для экономических специальностей РГЭУ (РИНХ) 
Ю. А. Петрова 
 
Утверждено в качестве учебного пособия  
учебно-методическим советом РГЭУ (РИНХ) 
 
 
ISBN 978-5-7972-2705-2 
© Ростовский государственный 
экономический университет (РИНХ), 2019 
© Бачиева Р. И., Олифиренко Л. В.,  2019  

 
 
 
Оглавление 
 
MODULE I MANAGEMENT ...................................................................................... 4 
UNIT I Management as both Art and Science ........................................................... 4 
UNIT II Function of Management ............................................................................. 7 
UNIT III Management and Leadership .................................................................... 11 
UNIT IV Organization ............................................................................................. 15 
UNIT V Types of business organization .................................................................. 19 
MODULE 2 GRAMMAR REVISION ....................................................................... 23 
1. Active Voice ......................................................................................................... 23 
1.1 The simple present and the present progressive tenses in typical contexts ....... 23 
1.2 The simple past and past progressive tenses ...................................................... 24 
1.3 The present perfect and present perfect progressive .......................................... 26 
1.4 The simple past perfect and past perfect progressive tenses.............................. 27 
1.5 The simple future and the future progressive tenses .......................................... 29 
1.6 The future perfect the future perfect progressive tenses .................................... 30 
2. Passive Voice ....................................................................................................... 31 
2.1 The simple present, past and future tenses in typical contexts .......................... 31 
2.2 The present and past perfect tenses in typical contexts ..................................... 32 
2.3 The present, past progressive tenses in typical contexts .................................... 33 
2.4  Revision and extension ..................................................................................... 34 
3. Complex object/subject ........................................................................................ 35 
4. Gerund .................................................................................................................. 39 
Таблица неправильных глаголов  (Table of irregular verbs) .................................. 45 
LITERATURE ............................................................................................................ 47 
 
 
 
 
 
 
 

MODULE I 
MANAGEMENT 
 
UNIT I 
Management as both Art and Science 
 
Look through the key words: manage, proficiency, essential skills,  
be concerned with, objective, employee, hierarchy, overall performance, to assume, 
accomplish. Match a line in A with a line in В to define these words: 
 
A 
B 
manage 
достигать  
be concerned with 
руководить 
proficiency 
цель 
essential skills 
заниматься 
objective 
иерархия 
employee 
эффективность работы 
overall performance 
опытность 
to assume 
основные навыки 
hierarchy 
работник, служащий 
accomplish 
допускать, предполагать 
     
 Reading and discussing        
A business can be viewed as a system: a group of related parts organized to 
work together for some purpose. Management is the function that integrates the parts 
of this system and makes sure that they work together toward a desired purpose.  
Management is a set of activities designed to achieve an organization‘s 
objectives by using its resources effectively and efficiently in a changing 
environment. Resources – such as people, jobs or positions, technology, facilities and 
equipment, materials and supplies, information, and money – are used to accomplish 
the manager‘s intended purpose. Effectively means having the intended result; 
efficiently means accomplishing the objectives with a minimum of cost.  
To do this well, a manager must combine the intuitive abilities of art with the 
rational methods of science. The field of management that includes the study and use 
of mathematical models and statistical methods to improve the effectiveness of 
managerial decision making is called management science. 
Managers are individuals who make decisions about the use the organization‘s 
resources, and are concerned with planning, organizing, leading (or directing), and 

controlling the organization‘s activities to reach its objectives. An important 
characteristic of managers is that they do their jobs by working with and through other 
people.  
The extent to which managers perform the functions of management varies by 
level in the management hierarchy. 
We commonly categorize managers as being in lower, middle or upper levels 
of management; however, these terms usually apply only in organizations large 
enough to have specialization. Small businesses usually have one or two managers 
who are responsible for the diverse management duties needed to keep the business 
running. 
Upper managers spend most of their time planning, and leading because they 
make decisions about the overall performance and direction of the organization. 
Therefore, they are usually involved in the development of goals and strategies to 
achieve those goals. Chief executive officer (CEO), chief financial officer, chairman, 
president, and executive vice president are common titles at this level. 
Middle managers are those managers who receive broad statements of strategy 
and policy from upper-level managers and develop specific objectives and plans. They 
spend a large proportion of their time in planning and organizing activities. At this 
level managers are usually called managers, although their titles may also bear a prefix 
(like sales, production, accounting and others) to show the type of managers they are.  
Lower or first-line managers are those concerned with the direct production of 
items and delivery of service. Managers at the lowest levels are usually called 
supervisors, sales managers, loan officers, and store managers. All managers, 
however, regardless of the size of the company or their level within it, try to achieve 
the same thing: to work effectively with people so that the business achieves its 
objectives. 
In order to perform the functions of management and to assume multiple roles, 
managers must be skilled. Three managerial skills t are essential to successful 
management: technical, human, and conceptual. Technical skill involves process or 
technique knowledge and proficiency. Managers use the processes, techniques and 
tools of a specific area. Human skill involves the ability to interact effectively with 
people. Top level managers need conceptual skills in order to view the organization as 
a whole.  
So, being a manager requires a high level of innovation, or creativity to 
formulate new techniques, products, and approaches to business problems. The 
capacity for decision making, often with data that is incomplete or of doubtful 
exactness, is a prime requirement for a manager. To produce a truly effective 
organization, a manager must also use leadership, which can be defined as the ability