Игры вокруг газа Центральной Азии

Главы трех национальных компаний нефти и газа приехали в Москву, где провели совещание с исполнительным директором Газпрома Алексеем Миллером. Это было отступлением от старых традиций, где цена на газ в следующем году оставалась коммерческой тайной, обсуждаемой на двусторонних встречах за закрытыми дверями. После этой встречи  пресс-служба Газпрома выпустила пресс-релиз, в котором сообщалось: «основываясь на интересах национальных экономик и принимая во внимание международные обязательства, гарантировать надежные и непрерывные поставки энергоресурсов, начиная с 2009 года центрально-азиатские страны начнут, поставлять их природный газ по европейским ценам».

Анализируя данный перевод, следует отметить, что выполнение задания не представило особых трудностей, так как  речевые конструкции обоих языков совпадают.

В сущности, перевод близок к оригиналу; наименование компании (Gasprom) транскрибировано; географические названия (Central Asia) заменены русскими эквивалентами.

Студенту удалось сохранить газетную лексику данного информационного материала и с поставленной задачей он справился.

Использование современных методов дает возможность:

· Последовательно провести студентов по разделам специальной лексики, накапливая и систематизируя терминологическую базу;

· Развивать навыки чтения газетно-информационного материала;

· Совершенствовать навыки профессионального общения в ходе обсуждения газетных статей на английском языке;

· Отрабатывать умения аргументировать свою точку зрения и развернуть предложенный тезис.

· Хороший перевод статьи требует точности, лаконичности языка перевода;

· При переводе газетных статей необходимо максимально передать структуру и содержание оригинала;

· В начале переводится статья, а затем заголовок;

· Английский материал информационно-описательного жанра  должен обладать теми же признаками жанра и в переводе;

· При переводе официальных текстов титулы следует указывать;

· Все сокращения, не подающиеся расшифровке остаются на языке оригинала;

· Названия иностранных печатных изданий в тексте перевода остаются в оригинальном написании;

· В тексте перевода транскрибируются:

- иностранные фамилии, собственные имена;

- артикли и предлоги в иностранных фамилиях;

- наименования иностранных фирм, компаний акционерных обществ, монополий, концернов;

- союзы и предлоги в названиях фирм;

- фирменные названия машин, приборов, изделий, материалов

· В тексте перевода заменяются русскими эквивалентами:

           - географические названия;

          - научно-технические термины;

          - сохраняется национальное своеобразие специфических слов и выражений,                                           связанных с особенностями быта и общественной жизни, историей, географическими и климатическими условиями.

Рекомендации начинающему переводчику:

· Вооружитесь словарем или тетрадью с нумерованными от руки страницами;

· Озаглавьте разделы словаря. Так русское выражение «ум на ум не приходится» на английском языке переводится как «as many heads as many wits», вы найдете на одной из страниц вашего словаря;

· Левую сторону вашего словаря отведите целиком английским словам, выражениям, речевым оборотам, пословицам, афоризмам, которые вы найдете в любой английской книге, газете; 

· Каждому переводчику, работающему с газетными материалами необходимо выписывать все сокращения и заносить их в особую картотеку;

· Если вместе с сокращением встретилась и его расшифровка, необходимо занести в картотеку полный перевод сокращения;

· Переводчику полезно иметь под рукой словарь сокращений и несколько англо-русских словарей, изданных за последние годы.

 

Литература

Обязательная литература

Комиссаров В.Н. Лингвистика перевода / В.Н. Комиссаров; - М.: 2-е изд., 2000. – 245 с

Левицкая Т.Р., Фитерман А.М. Теория и практика перевода с английского языка на русский / Т.Р. Левицкая, А.М. Фитерман; - М.: Издательство литературы на иностранных языках, 1963. - 262 с.

Паршин А. Теория и практика перевода / А. Паршин; - М.: Русский язык, 2000. – 161 с.

Разинкина Н.М. Функциональная стилистика английского языка / Н.М. Разинкина; – М.: Высшая школа, 1989. – 182 с.

Телень Э.Ф., Полевая М.Ю. Язык английской и американской прессы / Э.Ф. Телень, М.Ю. Полевая; – М.: Высшая школа, 2006. – 119 с.

Знаменская Т.А. Стилистика английского языка. Учебное пособие для ВУЗов / Т.А. Знаменская; - М.: 4-е изд., 2006. - 208 с.

Дзенс Н.И., Кошкаров В.А., Перевышина И.Р. Теория и практика перевода / Н.И. Дзенс, В.А. Кошкаров, И.Р. Перевышина; – С.-П.: Антология, 2006. – 560 с.

 

     

Дополнительная литература:

The Moscow News №10/14-20 March 2008

“The Times”

“The Sunday Telegraph”

“The Daily Telegraph”

“The Guardian”

“The New York Times”

USA Today

 

HOW TO BE A GOOD BOSS

Old ways of doing business no longer work; the increasingly intense competitive challenges of the world economy challenge everyone, every­where, to adapt in order to prosper under new rules. In the old economy, hierarchies pitted labour against management, with workers paid wages depending on their skills, but that is eroding as the rate of change acceler­ates.

Hierarchies are being replaced by networks; labour and management are uniting into teams; wages are coming in new mixtures of options, in­centives and ownership; fixed jobs skills are giving way to lifelong learning as fixed jobs melt into fluid careers.

As business changes, so do the traits needed to survive, let alone excel. All these transitions put increased value on emotional intelligence. Com­petitive pressures put a new value on people who are self-motivated, show initiative, have the inner drive for outdoing themselves, and are optimistic enough to take reversals and setbacks in their stride. The ever-pressing need to serve customers and clients well and to work smoothly and cre­atively with an ever more diverse range of people makes the ability to em­pathise all the more essential.

At the same time the meltdown of old hierarchies increases the impor­tance of traditional people skills such as building bonds, influence and collaboration. And that is as true for employers as it is for employees. The task of the leader draws on a wide range of personal skills. Research has shown that emotional competence makes the crucial difference between mediocre leaders and the best. Indeed, emotional competence makes up about two thirds of the ingredients of star performance in general, but for outstanding leaders emotional competencies — as opposed to technical or cognitive cues - make up 80 to 100 per cent of those listed by companies as crucial for success.

Star performers show significantly greater strengths in a range of emo­tional competencies, such as the skills of persuasion, team leadership, po­litical awareness, self-confidence, and achievement drive. Empathy, one of the key elements of emotional intelligence, is central to good manage­ment; it is difficult to have a positive impact on others without first sensing how they feel and understanding their position. People who are poor at reading emotional cues and inept at social interactions are very poor at influencing others in the workplace. Empathy has become more relevant as the whole world of work changes. These are troubled times for workers — it seems that no one is guaranteed a job anywhere any more. The creeping sense that no one's job is safe, even as the companies they work for are thriving, means the spread of fear, apprehension and confusion. An attitude of self-interest is, understandably, growing more common for employees confronting downsizing and other changes that make them feel their organisation is no longer loyal to them. This sense of betrayal or distrust erodes alle­giance and encourages cynicism. And once lost, trust - and the com­mitment that stems from it — is hard to rebuild. If employees are not treated fairly and respectfully, no organisation will gain their emotion­al allegiance.

Sensing others' development needs and bolstering their abilities is emerging as second only to team leadership among superior managers.

For sales managers, developing others' abilities is even more im­portant — indeed, it's the emotional competence most frequently found among those at the top of the field. This is a person-to-person art, and the effectiveness of counselling hinges on empathy and the ability to focus on our own feelings and share them.

Research suggests the best "coaches" show a genuine personal in­terest in those they guide, and have empathy for and an understanding of their employees. Trust is crucial — when there is little trust in the coach, advice goes unheeded. This also happens when the coach is impersonal and cold, or the relationship seems too one-sided or self-serving. Coaches who showed respect, trustworthiness and empathy were the best.

One way to encourage people to perform better is to let others take the lead in setting their own goals rather than dictating the terms and manner of their development. This communicates the belief that em­ployees have the capacity to be the pilot of their own destiny.

Another technique is to point to problems without offering a solu­tion; this implies the employees can find the solution themselves. And people hunger for feedback, yet too many managers, supervisors and executives are inept at giving it or are simply disinclined to provide any.

Virtually everyone who has a superior is part of at least one vertical "couple" in the workplace; every boss forms such a bond with each sub­ordinate. Such vertical couples are a basic unit of organisational life. Therein lies the blessing or the curse: This interdependence ties a subor­dinate and superior together in a way that can become highly charged. If both do well emotionally — if they form a relationship of trust and rap- port, understanding and inspired effort — their performance will shine. But if things go emotionally awry, the relationship can become a night­mare and their performance a series of minor and major disasters.

And while vertical couples have all the emotional overlay that pow­er and compliance bring to a relationship, peer couples - our relation­ships with co-workers - have a parallel emotional component, some­thing akin to the pleasures, jealousies and rivalries of siblings.

If there is anywhere emotional intelligence needs to enter an or­ganisation, it is at this most basic level. Building collaborative and fruit­ful relationships begins with the couples we are a part of at work. Bring­ing emotional intelligence to a working relationship can pitch it to­wards the evolving, creative, mutually engaging end of the continuum; failing to do so heightens the risk of a downward drift towards rigidity, stalemate and failure.

Notes

option (business) – the right to buy stock or shares in the company at a specially favourable price which is offered to executive employees in a large company

downsize (business) – to make a company or organization smaller by reduction the number of workers

 

I. Answer the following questions:

1. Why do not old ways of doing business work now?

2. How did hierarchies pit labour against management in the old econo­my?

3. How are hierarchies being replaced now?

4. How have wages changed?

5. Why are fixed job skills changing?

6. What transitions put increased value on emotional intelligence?

7. What do competitive pressures put a new value on?

8. What makes the ability to empathise more essential?

9. What makes the crucial difference between mediocre leaders and the best?

10. How are emotional competencies for outstanding leaders opposed to technical or cognitive cues?

11. What qualities of character belong to emotional competencies?

12. What is central to good management?

13. What kind of people are poor at influencing others in the workplace?

14. Why do employees lose trust in their organization?

15. Who usually senses others' development needs and bolsters their abilities?

16. Where is emotional competence most frequently found?

17. What does the effectiveness of counselling hinge on?

18. What does research show?

19. Why is trust necessary in the relationship "a coacto" and "a pupil"?

20. When does advice go unheeded?

21. What coaches are the best?

22. How can one make people perform better?

23. Why is it helpful to point to problems without offering a solution?

24. Why do people hunger for feedback?

25. How can a boss form bonds with each subordinate? How do such ver­tical couples work?

26. Why can this interdependence be the blessing or the curse?

27. In what case can the relationship become a nightmare?

28. What parallel component can our relationships with co-workers have?

29. What does bringing emotional intelligence to a working relationship cause?

30. What happens if you fail to bring emotional intelligence to a working relationship?

 

II. Reading between the lines:

1. Is it easy or difficult for a manager to be tolerant?

2. Why has psychology become an important tool in creating a climate of trust?

3. Does leadership demand a certain toughness at times? Reason out.

4. Why shouldn't poor performance be tolerated?

5. Why is empathy and not strength central to good management?

6. Why is interdependence so important for good team work?

7. Haven't computers changed the situation in an office for the better? Why? Why not?

8. Do persuasion, consensus building and all other arts of influence al­ways do the job? Reason out.

9. Why are some people more concerned with being liked than with get­ting the job done right and so tolerate poor performance?

10. Why is the failure to be assertive when necessary a common failing of leaders, from supervisors to top executives?

11. Computers are widely used in different spheres. Is it necessary to cre­ate a friendly atmosphere among people working with computers? Why? Why not?

 

III. Comment on the following:

1. "It is often easier to fight for principles than to live up to them." Adlai Stevenson

2. "The liberals can understand everything but people who don't under­stand them." Lenny Bruce

3. "Do not assume that the other fellow has intelligence to match yours. He may have more." Terry Thomas

4. "The quality in human nature on which we must pin our hopes is its proven adaptability."

Arnold Toynbee

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