IV. Put the verbs in brackets into the –ing form or the Infinitive

36) Our Sales Director is very sociable. She likes(meet) ______ new people.

37) If I got promotion, it would mean (move) ______.

38) He just went on(talk)______ and didn’t listen to me at all.

39) I will never forget (walk) _______ into the office on my first day at work.

40) We need (look) ________ at this proposal very carefully before we make a decision.

41) I am terribly sorry for (misunderstand) ___________ your words.

42) If their Accounts Department is slow at paying bills, try (send) ______ a fax to the Сhairman.

V. Choose the right translation for the participle constructions:

43) The examples demonstrated seemed to be of considerable importance for governmental decision.

a) Продемонстрировано, что эти примеры, по-видимому, имели существенное значение для принятия правительственного решения.

b) Продемонстрированные примеры, по-видимому, имели существенное значение для принятия правительственного решения.

с) После того как примеры были продемонстрированы, оказалось, что они имеют существенное значение для принятия правительственного решения.

44) The economic development method following by this poor country was of utmost interest.

a) Метод экономического развития, которого придерживалась эта бедная страна, представлял большой интерес.

b) Последующий метод экономического развития этой бедной страны представлял большой интерес.

c) Следующий метод экономического развития был интересен для этой бедной страны.

45) Market conditions permitting, the company will proceed selling its goods.

a) Условия рынка позволяют компании продавать свои товары.

b) Если условия рынка позволят, компания продолжит продавать свои товары.

c) Компания продаст свои товары при соответствующих условиях рынка.

46) Except where otherwise indicated, the shipping takes a week.

a) За исключением, где указано, доставка занимает неделю.

b) Особо указывается, что исключается доставка в течении недели.

c) Кроме тех случаев, которые оговорены особо, доставка занимает неделю.

TEST 7

I. Read the article and answer the questions

Finding the right cultural "fit" is vital to a successful career move. If you join a company with a corporate culture that you find uncomfortable, you could find yourself demotivated and dissatisfied. The trouble is that organisational culture is hard to assess - especially from only a brief job interview. You would do much better to adopt a more structured approach. One such approach was developed by McKinsey, the consulting group. This established a "7 Sigma" model for analysing organisations based on their "shared values" which influence the other "6 Sigma": strategy, structure, systems, style, staff and skills.

First comes strategy: ask to see the company's mission statement or vision. It can be illuminating, setting out the long-term vision of the organisation. It may mention supporting beliefs and values. However, mission statements are often written by senior management and are frequently aspirational. The reality may be quite different. Ask to what extent the organisation feels that it achieves its mission statement.

The size and structure of a company can also be informative. Large organisations with many divisions in different regions will have a number of sub-cultures, especially if they are global organisations. It is important to visit the department where the job will be based and to meet potential colleagues. An interview at head office may suggest a very different culture to the eventual place of work. Ask to see the organisation and departmental chart. An unreasonable hierarchy or highly centralised structure is often bureaucratic and inflexible. People who value autonomy may be stifled.

Style is visible from such features as logos, physical layout, the way people dress and management style. You can get a good feel for the place by walking around. Is the atmosphere informal, lively and active or calm, hushed, traditional? Try to discover the management style of the head of department or chief executive, as their style is likely to be mirrored by others. Most managers will learn towards either a concern for task or a concern for people. Which do you prefer? Staff are your best source of information about the corporate culture. If you have the opportunity to talk informally, ask what they most like or dislike about the company.

Skills can be tricky to assess. Often the company will over-sell itself, so probe the real strengths and weaknesses and discover what skills are most valued. Honest answers to these will be useful guides to the organisation’s values and what behaviour is rewarded. You can then assess how well this matches your own skills and values. Corporate cultures do not change overnight, so it is worth trying to find a culture that will suit you from the outset. If you join a company that encourages and rewards behaviour you do not personally value, it could be a career move you live to regret.