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Business English для менеджеров, деловых людей и финансистов

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Business English для менеджеров, деловых людей и финансистов


Заказы.

 

Оговорив и рассмотрев все условия поставок и платежа в запросах, предложениях и сопровождающей переписке, наступает время разместить заказ.

В заказе должно быть точно указано количество, цена, ассортимент закупаемого товара.

 

Ниже приводится пример сопроводительного письма и заказа:

 

Dear Sirs,

 

Please find enclosed our order N xxx for: .

 

We have decided to accept 15 % discount you offered and terms of payment viz. documents against payment, but would like these terms reviewed in the near future.

 

Would you please send the shipping documents and your sight draft to : Bank?

 

If you do not have some of the listed items in stock, please do not send substitutes in their place.

 

We would appreciate delivery within the next six weeks, and look forward to your acknowledgement.

 

Yours faithfully,

 

::

 

viz ( Latin videlicet)                                                     а именно, то есть.

 

Document against payment                                          документы против платежа.

 

Shipping documents                                                    отгрузочные документы.

 

Substitute ['sAbstItju:t]                                             замена.

 

To appreciate [q'pri:SIeIt]                                        оценить, повышать цену.

 

Acknowledgement [qk'nPlIdZmqnt]                        признание, подтверждение.

 

Sincerely [sIn'sIqli]                                                   искренне.

 

Order                                                                 No DR xxxx

 

Address

 

Address

 

Quantity

Item description

Cat. No

Price c.i.f. 'a sity'

xxx

------------------

-----------

 

xxx

------------------

-----------

 

xxx

------------------

-----------

 

Comments: 15 % trade disc. Pymt. D/P 6 weeks Date xx-xx-xx

 

 

To authorize ['O:TqraIz]                                             уполномочивать, поручать.

 

Authorized ['O:TqraIzd]                                             уполномоченный.

 

Quantity ['kwPntqtI]                                                 количество.

 

Quantity discount                                                        скидка за количество.

 

Item description                                                          описание (наименование) товара.

 

Subject to:                                                               предмет ..., подлежит (чему-либо).

 

Cat. - catalogue                                                          каталог.

 

Disc. - discount ['dIskaVnt]                                      скидка.

 

Pymt - payment ['peImqnt]                                      платеж.

 

D/P - documents against payment                               документ против оплаты.

 

Del - delivery [dI'lIv(q)rI]                                         доставка, поставка.

 

Managing talent.

 

Devising strategies to prevent the flight of talent.

 

Is your company today held dependant on ' core competents' - talented individuals possessing the skills that make your products and services unique? If so, you're not alone. In a study by the Corporate Leadership Council, a computer company recognised 100 core competents out of 16 000 employees; a software company had 10 out of 11 000; and a transportation group deemed 20 of its 33 000 employees truly critical to performance.

Core competents will stay only as long as organisations can offer them something they desire. Bear in mind, though, that this phenomenon concerns a small group of highly skilled people. However, talent does not necessarily equate to an impressive title. Core competents need not be senior executives, but could just as easily be people whose intellectual property is crucial to the organisation, or whose particular expertise is difficult to replicate.

No company ever went bankrupt because it suffered from having too much talent. Recent research shows that only 7 per cent of all managers strongly agree with the statement 'our company has enough talented managers to pursue all or most of its promising opportunities.

In addition, 75 per cent of executives worldwide now rank human performance ahead of productivity and technology in terms of strategic importance. The same study also reveals that 80 per cent of all executives claim that by 2010 attracting and retaining people will be the leading success factor in strategy.

Financial Times.

 

Creatives and suits.

 

An expert in workplace trends says: ' Some activities depend on groups of freelance creatives for each project. For example, in film-making, the creatives, that is, the writers, directs, etc., and the talent - the actors - come together for a particular project and then disband. This is a typical example of a virtual organisation. The only permanent people in the company are the suits, the business people, who bring the teams together for each project. Other industries work in similar ways.

For example, in software development, managers and programmers may come together to contribute to a particular project and then leave to work on others.'

 

Вот статья на эту тему:

 

Becoming an Employer of Choice.

By Roger Herman and Joyce Gioia.

 

Competition for good workers is heating up. Employers are waving their arms - and flags - and saying, "look at me!" In a high stakes game that resembles kids choosing players for a softball game at school, they cry, "Pick me! Pick me!"

The war for top talent has become fierce. As the need for well-qualified, high-performing employees intensifies, employers vie to position themselves as the right place for the kind of people they want. They strive to become known as an Employer of Choice. The descriptive phrase, employer of choice, is rapidly becoming more than just a buzzword; it is representative of a whole new design of corporate culture. With continued rapid change and tight labor markets, employers will be continually challenged to locate, attract, optimize, and retain the talent needed to serve their customers. They must, as a matter of survival, earn the right to be selected by top talent. Well-qualified workers have lots of choices. As they contemplate offers that are continually dangled in front of them, they are much more discerning than most employers give them credit for. Hungry employers wave fistfuls of cash in their faces, and the top applicants turn up their noses. They want more than just a lot of cash. Attracting and holding people today is a bigger issue than just money.

The Criteria

Our research in preparation of writing How to Become an Employer of Choice produced a list of eight principal factors considered by most workers.

They are:

 

The Company. Does the company have a solid history and a good reputation? Is it stable? Is the company respected in its industry as well as in the community? Are the products and services worthy - do they have a positive value for society? Are they produced well and is quality valued? Is the company socially conscious and environmentally sensitive?

 

The Culture. People want to work for a company with high values and standards. They want a culture of inclusion and a sense of community. Today's workers are not interested in status barriers. Traditions, rituals, and history are important as threads that weave together the community.

 

Enlightened Leadership. Even though the most influential relationship in any company is usually between the worker and the worker's immediate supervisor, people want to be well-led from the top of the organization. They expect leaders to think and operate strategically always looking to the future. Senior executives in Employer of Choice companies emphasize the strategic value of people. Leaders are visible and accessible, reaching out to others. They embrace change, making continual change and improvement comfortable for all.

 

Care of People. Quality of life issues are increasingly important to workers in today's fast-paced, active world. A home-like, safe, and healthy environment is expected today. People want good working conditions, flexibility, and lots of recognition. They want their families involved and they want to know what's going on. A good internal communications system is a common characteristic of Employers of Choice.

 

Growth and Opportunity. Personal and professional growths are strong motivators today, as employees concentrate on their future marketability. Whether they stay with one employer or not, people want to choose their own circumstances. Staying current makes that choice possible. Supervisors become advocates for employee growth, encouraging people to take training, gain new experiences, and participate in the company's mentoring program. Fast-track opportunities abound.

 

Meaningful work. People want to do something meaningful in their work today; "just a job" doesn't feel right. They want jobs that make a difference, either for the public, customers, or internal customers. Employees want to see the value of their work. They want to stretch to reach their full potential, expanding and enriching their jobs, enjoying stimulating opportunities. Employees like to be involved in the design of their work so they feel a part of what's happening.

 

Compensation and Benefits. Today's workers are concerned about competitive pay, but they're also looking for profit sharing, stock options, domestic partner benefits, direct deposit of paychecks, diverse insurance coverages, wellness programs, adoption coverage, time off, discount pricing, and childcare. Some are even asking for petcare benefits. It's the total package that counts.

 

Making a Difference. Social values are increasingly important. What are we doing to improve the world around us? Savvy employers are involved in their local communities and in broader interests that serve Mankind. They lend their support-financial, in-kind, and human-to United Way, community theatre, Habitat for Humanity, youth programs, and clean-up/fix-up projects. Employers eager to attract and hold top talent will become much more responsive to what people are looking for. The corporate design and approach will change with the times, creating new relationships between workers and their employers.

 

Roger E. Herman and Joyce L. Gioia-Herman are Strategic Business Futurists concentrating on workforce and workplace issues. They are authors of a number of books in the field and are sought-after speakers on trends and employee retention. Information about them and their work is available at www.herman.net  Contact the authors through roger@herman.net

Copyright 2004 by Roger E. Herman and Joyce L. Gioia-Herman. All rights reserved.

 

equate [I'kweIt] v равнять; уравнивать; считать равным, быть равным, эквивалентным.

 

vie [vaI] v соперничать.

 

strive [straIv] v (strove; striven) стараться; прилагать усилия, бороться (against, with - против).

 

retain [rI'teIn] v удерживать; поддерживать, сохранять.

 

contemplate ['kPntqmpleIt] v созерцать, предполагать, намереваться.

 

discerning [dI'sE:nIN] умеющий различать, распознавать, проницательный.

 

habitat ['hxbItxt] n родина, место распространения, среда обитания, естественная среда.

 

savvy ['sxvI] sl. n смекалка; здравый смысл.

 
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