K E Y S
UNIT 1
JOB HUNTING
2.2 1-e; 2-c; 3-a; 4-b; 5-d
2.3 1-job ads; 2-applications; 3-resume; 4-interview; 5-recruit; 6-offered; 7-accepted; 8-selected
2.4 1- work for a company; 2- strengths and weaknesses; 3- abilities; 4- employees; 5- skills; 6- behavior; 7- experience; 8- achieve a goal; 9- prepare; 10-all aspects; 11- little experience
3.4 1- job fair; 2- eliminate; 3-recruit; 4-a hiring manager; 5-benefit; 6- experience; 7- skill; 8- ability; 9- be afraid; 10- screen potential candidates; 11- chew gum; 12- fidget; 13- previous job; 14- supervisor; 15- salary
3.7 1-T; 2-F; 3-F; 4-F; 5-T
4.3 1-F, 2-F, 3-T, 4-T, 5- F, 6-F, 7-T, 8-F, 9-T, 10-T
UNIT 2
THE ART AND SCIENCE
OF RESUME WRITING
2.2 1-f; 2-h; 3-e; 4-g; 5-d; 6-c; 7-b; 8-a; 9-i; 10-j
2.3
| Verb | Noun | Adjective | Adverb |
| confide | confidence | confidential | confidentially |
| employ | employee; employer; employment | employable | employably |
| interview | interview | interviewed | _______ |
| apply | application | applicable | applicably |
| succeed | success | successful | successfully |
| break | break | unbreakable | unbreakably |
| flex | flexibility | flexible | flexibly |
| recruit | recruitment; recruiter | recruited | ________ |
| effect | effect | effective; effectless; | effectively |
2.4 1-special tips; 2-screening process; 3-improve; 4-summarize; 5-desired job; 6-benefit; 7-versions; 8-hire; 9-relevant; 10-earned; 11-experience; 12-leadership qualities; 13-skills; 14-achievements
2.5 1-work experience; 2-current position; 3-career path; 4-recruiter; 5-a hiring manager; 6-obligations; 7-job-seekers; 8-throughly; 9-flexibility; 10-skills.
3.1 1-a prospective employer; 2-to perfect one’s resume; 3- guideline; 4-an employment agency; 5-an extra effort; 6-mass mailing; 7-an accepted standard; 8-to pay off; 9-to be courteous; 10-to fill out an application; 11-to overcome employment barriers;12- to get response.
3.2 1-F; 2-F; 3-F; 4-F; 5-T; 6-F.
4.3 a, c, e
4.4 b, f, h, l
4.5 1-g, 2-d, 3-e, 4-f, 5-a, 6-c, 7-b
4.6 1-F, 2-T, 3- T, 4- F, 5-T, 5-F, 6-F, 7- F, 8-T, 9- T, 10 -F
UNIT 3
COMPANY AND ITS ACTIVITY
2.3 1-c; 2-e; 3-b; 4-f; 5-l; 6-j; 7-g; 8-d; 9-a; 10-k; 11-i; 12-h
2.4 1-c; 2-f; 3-a; 4-g; 5-b; 6-h; 7-e; 8-d
2.5 Staff: 1-d; 2-f; 3-a; 4-c; 5-g; 6-h; 7-e; 8-b
Income; Tax: 1-e; 2-h; 3-f; 4-g; 5-a; 6-d; 7-i; 8-c; 9-b; 10-j
2.7
| Verb | Noun | Adjective | Adverb |
| divide | division | divided | ____________ |
| direct | directive | directive | directively |
| declare | declaration | declarative | declaratively |
| tax | tax | taxless | taxably |
| succeed | success | successful | successfully |
| govern | government | governmental | governmentally |
| administe | radministration | administrative y | administrativel |
| ________ | commerce | commercial | commercially |
| own | owner | ownerless | ownerlessly |
2.8 1-organisation; 2-industrial; 3-commercial; 4-business; 5-individuals; 6-successful; 7-owners; 8-poorly
2.9 1-shareholdes; 2-management; 3-workforce; 4-organization; 5- hierarchy; 6-Chairperson; 7-decisions; 8-Managing Director; 9-departments; 10-company
4.1 1- TNK BP, 2- Shell, 3 -Marathon, 4- Gazprom
4.4 1-e, 2-c, 3-a, 4-b, 5- f, 6-d
4.5 1-F; 2-T; 3-F, 4-T; 5-F, 6-F; 7-T; 8-F; 9-T; 10-T.
Lukoil
Lukoil is the biggest private oil company in Russia. It basically focuses on exploration and production of oil & gas, production of petroleum products and petrochemicals, and marketing of these outputs. Lukoil’s main resource base is situated in Western Siberia, while its refineries, gas processing and petrochemical plants are located in Eastern Europe as well as in Russia. The biggest Russian refineries are in Ukhta, Nizhny Novgorod, Volgograd and Perm. State-owned oil concern Lukoil (formerly named LangepasUraiKogalymneft) was established in 1991.
Today the Company has around 1.3% of global oil reserves and 2.3% of global oil production. LUKOIL dominates the Russian energy sector, with almost 19% of total Russian oil production and 18% of total Russian oil refining.
Lukoil branches can be found in 19 countries including Russia, Azerbaijan, Belarus, Georgia, Moldova, Ukraine, Bulgaria, Hungary, Finland, Estonia, Latvia, Lithuania, Poland, Serbia, Romania, Macedonia, Cyprus and Turkey
and the United States. The marketing network of the company consists of 200 tank farm facilities and 5,793 filling stations (including franchises).
Lukoil is quickly “moving forward” and hopes to become the leading oil company in Europe.
5.2 1 -Fossil Oil and Gas Management, LLC; 2 -Murphy Oil Corporation; 3 -Surgutnefetegaz; 4 - Saudi Arabian Oil Co. (Saudi Aramco); 5 - Kuwait Petroleum Corporation (KPC)
6.2 1-c; -b; 3-c; 4-b; 5-a; 6-c; 7-c; 8-a; 9-c
UNIT 4
COMPANY CULTURE
1.3 1-c; 2-b; 3-a
2.2 1-e; 2-i; 3-a; 4-c; 5-g; 6-b; 7-j; 8-f; 9-d; 10-h
2.3
| Verb | Noun | Adjective | Adverb |
| market | market | marketable | marketably |
| accept | acceptance | acceptable | acceptably |
| manage | management; manager | managerial | managerially |
| create | creation; creator | creatively | creative |
| communicate | communication | communicative | communicatively |
| produce | production | productive | productively |
| _____________ | (in)significance | (in)significant | (in)significantly |
| potentiate | potential | potential | potentially |
| involve | involvement | involved | __________ |
| work | co-worker | workable y | workabl |
2.4
| team | wise | teamwise | сообща, вместе |
| 1) drill | a) work | drillhole | буровая скважина |
| 2) fore | b) place | foreman | начальник цеха |
| 3) team | c) price | teamwork | согласованная работа |
| 4) work | d) hole | workplace | рабочее место |
| 5) market | e) man | market-price | рыночная цена |
2.5 1-personality; 2-creativity; 3-marketplace; 4-determines; 5-contribute to teamwork; 6-customer service; 7-to act on new opportunities; 8-creative directions; 9-at the root; 10-insurance claims.
2.6 1- successfully; 2- commitment; 3-fully; 4-relationships; 5- leadership; 6-effective; 7-compensation; 8-communications; 9-development; 10-recruiting; 11-adaptability; 12-accountability; 13-innovation
2.7 1- workplace; 2-communication; 3-values; 4-equipment; 5-meet our desires; 6-relationships; 7-manufacture products; 8-offshore; 9-upper managers; 10-employees
2.8 1-including, 2-enviroment, 3-competition, 4-accepted, 5-personal, 6-training, 7-marketable; 8-employers; 9-gyms; 10-office; 11-employees; 12-management
3.2 1-Equipment and Other Physical Objects; 2-The Systems That Coordinate Equipment; 3-The Authority Structure That Connect Systems With People; 4-Communication That Connects People; 5-Experience—Creating Motivation and Trust
3.3 1-F; 2-T; 3-T; 4-T; 5-F; 6-T
4.2 1-Productivity; 2-Morale; 3-Costs; 4-Profits; 5-Supply Chain; 6-Injuries and Claims; 7-Insurance Rates; 8-Customer Service; 9-Retention; 10-Absenteeism; 11-Recruiting; 12-Employee Morale; 13-Employee Motivation; 14-Union-Management Relations; 15-Openness to Change; 16-Involvement; 17-Leadership; 18-Meetings; 19-Mergers; 20-Cooperation; 21-Teamwork; 22-Relationships; 23-Responsibility; 24-Satisfaction, Happiness, Joy and Pleasure
4.3 1-T, 2-F, 3-F, 4-T, 5-T
4.5. 1-core values; 2-greatest asset; 3-utilization of technology; 4-teamwork; 5-safe environment; 6-internal and external; 7-work-life balance
UNIT 5
PRESENTATION
2.2 1-art; 2-weapon; 3-points of view; 4-appeal; 5-narrative; 6-techniques; 7-resemblance; 8-keep in mind; 9-significance; 10-authoritative sources; 11-to remain attentive; 12-body; 13-to enumerate briefly; 14-to look confident; 15-body language
2.3 1-to gain information; 2-a presenter; 3-biases; 4-daydream; 5-dominate; 6-provide feedback; 7-relevant; 8-communication tools
2.4 1-impressions; 2-indifferent; 3-displaying; 4-deeply; 5-effectively; 6-communication; 7- credibility; 8-powerful; 9-warmth; 10-comfortable; 11-speaking; 12-boring; 13-criticisms; 14-listeners; 15-quickly
3.1 чувство собственного достоинства - self-esteem; мелочь- loose change; отвлекать, рассеивать внимание слушателей- distract the listeners; интонация- inflection; утомить аудиторию-cause the audience to tire; отклонять идеи-dismiss ideas; опасения-apprehensions; увязнуть-to bog down; ночная смена- graveyard; превысить время-to overrun
3.2 1-T; 2-F; 3-T; 4-T; 5-F; 6-T; 7-T; 8-F
4.2 1-T; 2-F; 3-T; 4-T; 5-F; 6-T; 7-F; 8-T
4.5 2-D; 3-C; 4-A; 5-B
6.3 1-a; 2-c; 3-c; 4-b; 5-b; 6-c; 7-b; 8-c; 9-b
UNIT 6
TELEPHONE CALLS
2.3 1-g; 2-f; 3-k; 4-a; 5-j; 6-c; 7-o; 8-e; 9-n; 10-b; 11-m; 12-e; 13-i; 14-d; 15-p; 16-h
2.4 1- hang up; 2-hold on; 3- put through; 4- cut off
2.5 1- calling; 2- moment; 3- see; 4- hold the line; 5- ring up; 6- in; 7- reach, after; 8- back; 9- dialed; 10- troubled; 11- directory; 12- stand; 13- confirm; 14- problems; 15- appointment
2.6 1- call; 2- directory; 3- dial а code; 4- write down; 5- lift the handset/ receiver; 6- dial; 7- pressing buttons; 8- promptly; 9- line; 10- disconnected
2.7 1- b; 2- c; 3- a; 4- c; 5- a; 6- b; 7- a; 8- b; 9- c; 10- a; 11- b; 12- c; 13 – b; 14- a
2.8 1- b; 2- b; 3- c; 4- b; 5- a; 6- b; 7- c; 8- c; 9- b; 10- b
3.2 1. Ron Benson/ Tom Parker/ Maria Edward’s address/ Ron Benson
2. Mr Datta/ Chris Ingersoll/ putting order forward/ Mr Datta
3.4 John Shackleton/ Mrs Atkins/ operator
Tariko Watanable/ John Williams/ operator
3.7 1. Peter Wilson/ Mr Hewitt, Packard Enterprises/ Operator, Packard Electric/not known
2. Bob Troy/ Jack Nelson/ Jack Nelson/ to arrange a meeting
4.1 1- b; 2- a; 3- a; 4- b; 5- b; 6- c; 7- a; 8- b; 9- b; 10- a; 11- c; 12- c
4.2 1- e; 2- g; 3- b; 4- n; 5- m; 6- k; 7- c; 8- f; 9- h; 10- a; 11- l; 12- j; 13- i; 14- d
4.3 1- l; 2- f; 3- e; 4- k; 5- d; 6- j; 7- a; 8- h; 9- m; 10- b; 11- g; 12- i; 13- n; 14- c
UNIT 7
BUSINESS NEGOTIATION
1.2
1. 'If a negotiation in India gets heated because of different objectives, avoid eye contact with your counterpart since it could be read as aggressive and disrespectful.'
This is not true. To the contrary, making eye contact conveys sincerity in India and might therefore help in this case.
2. 'Oral commitments can represent legally binding contracts in Germany.'
This is true. Proving oral statements in court can be difficult, though, so the legal risk may not be high. However, most Germans will expect all commitments, whether oral or in writing, to be kept.
3. 'Venezuelans communicate quite directly. They will usually let you know right away if they don't like the terms and conditions of your proposal.'
This is true. Venezuelans tend to be more direct than other Latin Americans.
4. 'Decision-making in Ireland is often very quick, assuming you are dealing with the right person.'
This is true. Irish organizations are often very hierarchical, though, so verify first that you are indeed dealing with the decision maker.
5. 'The Chinese won't spend much time gathering and exchanging information since they are often eager to get started with the bargaining exchange.'
This is not true. Before the bargaining phase of a negotiation can begin, Chinese negotiators may spend considerable time finding out whatever they can about the other side. Normally, there won't be a lot of direct information exchange, though.
6. 'When making decisions, Brazilians usually look at the specifics of a situation rather than following universal rules.'
This is true. Unlike people in so-called 'universalist' cultures, for instance Americans or Germans, Brazilians tend to give more weight to situational circumstances.
7. 'Your opening offer with a Sweden negotiator should leave at least 30-40% bargaining room, since your counterpart will expect you to stay flexible and allow them to obtain 'a good deal'.'
This is not true. Most Swedes dislike bargaining and haggling. They expect you to open with an offer that is already in the ballpark of what you expect.
8. 'Negotiators in Israel often use silence as a pressure tactic to obtain further concessions.'
This is not true. Silence is rare in conversations among Israelis, and they usually don't use it as a tactic either.
9. 'In the Netherlands, a person sucking their thumb is signaling that he or she does not believe you.'
This is true. Almost everyone in the country will immediately understand this non-verbal message.
10. 'If a negotiation in Mexico gets stuck in a dispute over some detail, you may be able to resolve it quickly by appealing to the personal relationship you have with your counterpart.'
This is true. The strength of personal relationships is key when negotiating in Mexico, and it will be very important should conflicts arise.
11. 'Contracts in Saudi Arabia are expected to include lots of details and therefore often take a long time to create and agree on.'
This is not true. Saudis usually prefer contracts to be simple and high-level, since they consider them a mere formality.
12. 'In Japan, prices rarely move by more than 10-15% from initial offer to final agreement.'
This is not true. Although concessions may not be easy to get, prices may move by up to 40% or so during negotiations in Japan.
13. 'When visiting a potential business partner in France for the first time, do not bring a gift along as this could raise suspicion about your motives.'
This is true. It is advisable to refrain from any gift-giving until an agreement has been reached.
14. 'Aggressive or adversarial negotiation behavior in Russia indicates that your counterparts do not feel good about the relationship between you.'
This is not true. Although the strength of your personal relationship will have an influence, Russians may appear rather aggressive even when negotiating with someone they like and respect.
15. 'In Taiwan, it is strongly advisable to negotiate in a team rather than as an individual.'
This is true. Individuals negotiating in Taiwan enjoy less respect, may not be taken seriously, and may become 'easy prey' for a skilled team of Taiwanese negotiators.
16. 'Using English-language presentation material is ok everywhere in Canada, though Franco-Canadians may prefer to see some of it in French.'
This is not true. Many Canadian companies may require your material to be bilingual. In the Quebec province, this may even be required by law.
17. 'Bringing a legal counselor to business negotiations in Italy is a good idea because the country has a very complicated catalog of business laws. Your local counterparts will likely also include an attorney on their side.'
This is not true. Your Italian counterparts likely interpret this step as a sign of mistrust on your side.
18. 'In Malaysia, written contracts are almost always kept since personal honor is a strong value in the country.'
This is not true. Similar to Koreans or Chinese, Malasians do not view contracts as continually binding documents. You as their contract partner will be expected to remain flexible if conditions change.
19. 'If your negotiation in South Korea reaches a critical point, it can be most effective to have a one-on-one conversation with the most senior local manager in order to resolve disagreements.'
This is true. Unlike in most other Asian countries where this approach is not promising, individual discussions may help establish agreement in South Korea.
20. 'In the United Kingdom, final decisions usually require top management approval. That authority rarely gets delegated to others.'
This is true. While negotiating teams in the U.K. may appear consensusoriented, they do not view decision-making a team sport.
2.3 1-b; 2-e; 3-c; 4-h; 5-a; 6-l; 7-p; 8-r; 9-v; 10-j; 11-t; 12-m; 13-i; 14-x; 15-d; 16-y; 17-n; 18-f; 19-u; 20-w; 21-s; 22-q; 23-o; 24-k; 25-g
2.4 1-to make decisions; 2- occurs; 3- problem-solving process; 4- joint decision; 5- identify issues; 6- bargain over the terms; 7- exchange; 8- expectation; 9- principal way; 10- problem-solving process; 11- procedures; 12- strategies
2.5 1- to settle an argument; 2- face-to-face; 3- parties; 4- ways; 5- persuasive tactics; 6- compromise; 7- outcome; 8- to reach agreement; 9- benefit; 10- applicable
2.6 1-uncontrollable; 2-ability; 3-reasonable; 4-inattention; 5-mutually; 6-consultations; 7-weakens; 8-argument; 9-inadmissible; 10-negotiations; 11-favourable; 12-decision; 13-representation
2.7 1-leverage; 2-improve; 3-diminish; 4-enhance; 5-cooperative; 6-competitive; 7-mediator; 8-adjust; 9-tactics; 10-compromise
3.1 1-to commit faith bargaining; 2-impetus to negotiate; 3-providing needed information; 4-exercising legitimate authority; 5-to terminate in agreement; 6- to mobilize public opinion; 7-negative consequences; 8-a judicial decision; 9-artificial deadlines; 10-conitued turmoil
3.2 1-Identifiable parties who are willing to participate; 2-Interdependence; 3-Readiness to negotiate; 4-Means of influence or leverage; 5- Agreement on some issues and interests; 6- Will to settle; 7- Unpredictability of outcome; 8-A sense of urgency and deadline; 9-No major psychological barriers to settlement; 10- Issues must be negotiable; 11- The people must have the authority to decide; 12-A willingness to compromise; 13- The agreement must be reasonable and implementable; 14- External factors favorable to settlement; 15-Resources to negotiate
3.3 1-T; 2-F; 3-T; 4-T; 5-T; 6-F; 7-F; 8-T; 9-T; 10-T
4.4
1. Know what you really want.
2. Know your opposition.
3. Consider the impact of timing and method of negotiation.
4. Prepare your presentation point by point.
5. Anticipate reactions, objections and responses.
6. Structure your presentation to ensure agreement on one or two points at the beginning of the negotiation.
7. Determine paybacks and consequences for each party in the negotiation.
8. Prepare options rather than ultimatums.
9. Get comfortable with silence.
10. Close all negotiations by clearly outlining agreement.
4.5
1. An oil and gas lease is a legal document that bids a mineral rights landowner.
2. The landman has established that the landowner possesses ownership of the mineral rights and the surface rights.
3. The landowner can and should thoroughly read the oil and gas lease, which is a binding contract.
4. The landowner of the mineral rights should look closely at the terms, both the primary and the secondary term, and the royalty.
5. Not all leases are written the same.
6.2 1-a; 2-b; 3-b; 4-c; 5-a; 6-c; 7-c; 8-b
T A P E S C R I P T
UNIT 1.
JOB HUNTING